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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 '"~~.( ~_Y City of . 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. WH:DB BJ<:nn,lll\Cil) l.ltlilH.:irSl,dTRq11lrL EJJlnl,'cncy Operatiun" PLlll \-U' OS.dll(" 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 \ I \ \ \ \ \ \ \ I \ \ , \ \ \ \ 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 \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ 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 Page 1 ii 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" Page 1 DRAFT 10/07 . 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. Page 2 DRAFT 10/07 . 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 Page 3 DRAFT 10/07 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 Page 4 DRAFT 10/07 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 Page 5 DRAFT 10107 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 Page 6 DRAFT 10/07 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 Page 7 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 Page 8 DRAFT 10/07 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. Page 9 DRAFT 10107 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 Page 10 DRAFT 10/07 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. Page 11 DRAFT 10/07 · 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. Page 12 DRAFT 10/07 . 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 Page 13 DRAFT 10/07 · 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. Page 14 DRAFT 10/07 . 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. Page 15 DRAFT 10/07 · 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. Page 16 DRAFT 10/07 . 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 Page 17 DRAFT 10/07 · 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 Page 18 DRAFT 10/07 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. Page 19 DRAFT 10/07 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. Page 20 DRAFT 10/07 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. Page 21 DRAFT 10/07 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. Page 22 DRAFT 10/07 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. Page 23 DRAFT 10107 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. Page 24 DRAFT 10/07 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. Page 25 DRAFT 10/07 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 Page 26 DRAFT 10/07 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 Page 27 DRAFT 10/07 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 Page 28 DRAFT 10/07 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. Page 29 DRAFT 10/07 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 Page 30 DRAFT 10/07 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. Page 31 DRAFT 10/07 ANNEXES THIS PAGE LEFT BLANK INTENTIONALLY Page 32 DRAFT 10/07 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. Page 33 DRAFT 10/07 . 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 Page 34 DRAFT 10/07 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. Page 35 DRAFT 10/07 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 Page 36 DRAFT 10/07 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 Page 37 DRAFT 10/07 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. Page 38 DRAFT 10/07 . The police department will be responsible for investigating violations of applicable laws and for securing the scene and evidence. Page 39 DRAFT 10/07 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. Page 40 DRAFT 10/07 . 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. Page 41 DRAFT 10/07 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. Page 42 DRAFT 10/07 . 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 Page 43 DRAFT 10/07 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. Page 44 DRAFT 10/07 . 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. Page 45 DRAFT 10107 · 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. Page 46 DRAFT 10/07 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. Page 47 DRAFT 10/07 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. Page 48 DRAFT 10107 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. Page 49 DRAFT 10/07 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. Page 50 DRAFT 10/07 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. Page 51 DRAFT 10/07 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. Page 52 DRAFT 10/07 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. Page 53 DRAFT 10/07 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. Page 54 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. Page 55 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. Page 56 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 ..........-1='......+" ..........,.,1 h...i........f'i............ ;::)QII::;lY QIIU Ullvllll~. . 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. Page 57 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. Page 58 DRAFT 10/07 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 Page 59 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. Page 60 DRAFT 10107 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. Page 61 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. Page 62 DRAFT 10/07 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 ctnrrnc f"nlllrl r1Q\lplnn cnm,::::r.time::r. in thp r1:::!\1 If thQ \AlA:::IthAr .....~....,.,I..... ..................... ........... ............1"" ............. ......~"....... ... ~........ .........J. .. ~....... ............~. ...... 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). Page 63 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. Page 64 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. Page 65 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. Page 66 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. Page 67 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. Page 68 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 Page 69 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 Page 70 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 f...........,....................... +..... +h...... ,.......\,....................... 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 Page 71 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. Page 72 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. Page 73 DRAFT 10/07 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 Page 74 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. Page 75 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. Page 76 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. Page 77 DRAFT 10/07 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 Page 78 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 DRAFT 10/07 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. Page 80 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: Page 81 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 Page 82 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. \ \ \ \ \ \ \ \ \ \ \ \ \ , \ \ \ \ " \ \ \ \ \ \ \ \ 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 \ \ \ \ \ \ \ \ \ \ \ , \ " \ \ 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 Yes 2 1 Yes 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.