HomeMy WebLinkAboutCCP 01-22-2006 Work Session
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Dave McCllung WORK SESSION
H<'Jran !HoRmes
5:00 p.rno
MondaY9 January 22, 2006
Agenda
1. CaB; to Oll"d1ell"
. 2. A2enda Items Staff/Presenters Time
A. TCAAP Framework Vision Discussion Karen Barton/HKGi, Inc. 5:00
B. Five Year CIP Update Kris Giga 6:30
C. Overview of the City of Arden Hills Greg Hoag/Schaum 7:00
Emergency Management Plan and Johnson/Ramsey County
., Procedures Emergency !\;fanagement
Representative
D. Comprehensive Plan Update Karen Barton 8:00
E. TCAAP-Miscellaneous (Verbal Update) Karen Barton 8:15
3. CoundU Commei!1lts 2lnd R.eQlillests
4. AdjouflllmelliU:
1. Closed Meeting: ,][,CAA~' !Land Sale (Offer to PUJrchase) Pursuant to !\IS ]3D.05 SUBD 3.C3
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[D)AlrlE~ January 18, 2007 WO[fU~S~SSJ[OINl 2A
1f' (Q) ~ Mayor and City Council
Michelle Wolfe, City Administrator ,
IFIROM~ Karen Barton, Community Development Director
SlUJIBJlrEClJ"~ TCAAP Framework Vision Discussion
The City and our master developer, CRR are just beginning the process to refine the
Framework Vision for the redevelopment of the TCAAP property. Hoisington
Koegler Group, Inc. (HKGi) has been contracted to facilitate this process on behalf
. of the City and CRR.
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As a starting point, HKGi would like the opportunity to discuss Council's preferences
in relation to the current Framework Vision and subsequent master plan. HKGi and
CRR will be attending the council work session to gather input from council
regarding the over-arching goals, ideas, and desires of the council for the
redevelopment of the TCAAP property.
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.~.:~: \ \Metro-ineLus\ardenhills\Planning\Community Development\Council Agenda Items\Ol-22-07 WORKSESSION
TCAAP Framework Vision Discussion Memo to Council.DOC
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]'\>]EMORANlllIUM
II) A TJF: : January 22, 2007 A{;!F:l\;JOlA llTEl\ll 2.B
TO: Mayor and City Council
FROM: Michelle Wolfe, City Administrator ~\~;J
SlmJJECT: Work Session Discussion: 2007-201 I Capital Improvement Program (CIP)
Attached is an update from Civil Engineer Kris Giga. Council sa\\' several drafts of the proposed
five-year CIP during calendar year 2006. Staff has made a few adjustments to the PMP projects,
as outlined in Kris' memo. However, the balance of the five-year plan is consistent with earlier
drafts reviewed by the City Council.
The Council has not f0l111ally approved a five-year CIP since 2005. Staff is recommending that
IV we approve a five year CIP, for the years 2007-2011. This is an important step to take far a
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.'.., ,~.~;:. number of reasons. The CIP is a plan, not a budget. As an approved plan. it serves as a guideline
for staff'to focus planning effarts for upcoming projects. It is also a critical clement for financial
and budget planning purposes. We need a basis on which to base projections, and an approved
capital program is that foundation.
Capital projects and purchases are always large enough that they "v'ill not proceed without
separate action by the City Council. However, by a approving a five-year program, we can work
toward these goals, with the flexibility to recommend and adopt changes along the way. As part
of the annual budget process, the current year of the CIP will be incorporated into the actual
budget.
One of the staff goals for 2007 is to incorporate the approved CIP into a software program and
create a more complete CIP document. This document will include project descriptions; maps
estimated costs (by category), proposed funding sources, and other information.
If there arc no concems raised by the Council during the Work Session, statT wi]] proceed with
placing the CIP on the regular meeting agenda far Monday, January 29.
\'-mctro- incf,anlen hill> '.~lhllln\<. 'ily /\dministrat()r"'Jl.lel1lo\.:~I)07\ 1-22-07 ClI' Update.dllL"
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EN HILl~S
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MEi\'lORANDUM
IJATE: .January 18,2007 AGE;\iDAITEi\1 2.B
TO: Mayor and City Council
Michelle Wolfe, City Administrator
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FR OJ\-I: Kristine Giga, Civil Engineer J.\, -"
SUBJECT: Five- \'car CIP Update
. BACKGROUND
Staff has continued to review and revise the City's Capital Improvement Plan (CIP) based upon
previous direction from Council and further financial analysis, Attached is the current CIP
worksheet Starr is providing an update to Council prior to bringing the eII' forward for
approvaL which is scheduled for the January 29, 2007 Council meeting.
DISCUSSION
The folJowin~ narrative summarizcs the changes made to the elP since the last discussion with
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the CounciL which include updates to the proposed Pavement Managemcnt Program (PMP)
projccts. For the bcnefit of the ncw Council members, the namr:i\'es fi"om the ClP discussions
that occurred at May. .July and August 2006 work sessions have been attached.
2007 Projects
IPO} PMP Mill and Ov~rlav:_
As discussed at previous Council meetings and in the feasibility report, the 2007 P!\1P
was cxpanded to include the streets proposed for the 2009 PMPo Some of the streets
originally suggested tar mill and overlay arc now being recommended for seal coats. Spot
uti lity repair has been incorporated into the projects, including items such as gale valve
repair, catch basin/manhole improvements, and sanitary sewer pipe repair. Funding
. source: General Capital Fund, General Fund, Enterpris'~ Funds (Watennain. Surface
Water. Sanitary Sewer). Assessments.
".\\kln.>..inct.w;,~,.dL'nhills"J'RI<:P\\".I:.n!;inL'lTill~i ~om'.Work SL'ssinn>"'.1-22-07 _\lcllln (OW.dnL'
('IP Discussion .
1/18/2007
Page 2
2007 Seal coat:
The seal coat proj~ct has been listed as a separate line item in the spreadshcct. Thcsc
costs are not assessed to rcsidents, and for ~asier tracking, staff separated thc costs from
the PM? costs. Based on the feasibility report findings, two additional neighborhoods
have been added to the proposed seal coat project: the Chatham 1\ venue neighborhood,
and the Harriet Avenue/Pine Trec Drive neighborhood. The cstimatcd costs for the 2007
PMP arc lower than staff originally anticipated, and balance the increase in costs for the
seal coat project. Funding source: Gencral Capital Fund.
2008 Projects
2008 PMP Reconstruct:
The proposcd project for 2008 includcs the ncighborhood south of County Road E and
east of Snclling Avcnue. Thc streets include: Arden Place, Forest Lane, Skiles Lane,
G Icnarden Road, Glenardcn Court, and North Snelling A venue. Uti lity work will be
incOlvorated into this project as nceded. With' the continuing increase in stollll\vater
requircments, it is anticipated that the stormwater costs will be the highest of the utility
costs. Funding source: Gen~ral Capital Fund, Gcn~ral Fund, Enterprise Funds
(vVatcrmain, Surfacc Water, Sanitary Se\ver), Assessments. .
The (,ity of Arden Hills has rcceived a request from the City of Roseville r~garding its
next area for street rcconstruction, the Asbury A venue/ Ridgcwood Road neighborhood
(Roseville's "Neighborhood 10''). [,ity limits are midblock; some properties arc even
divided by the border. Rosevillc would like us to consider the option of extcnding their
projcct up to Glenhill Road, which would include approximately 300 feet or Asbury
A venue and 400 feet of Ridgewood Road locatcd \vithin Ardcn Hills. Estimated costs for
thcse segments are approximately $125,000, which includes some funding for storm
sewcr improvements that will be needed. Whilc the estimatcd costs for the 2008 PM?
excecd the $] million guidcline, 2007 and 2009 projccts are cstimatcd at \css than S I
million, creating a balance over three years. Givcn thc close proximity of this
neighborhood to the proposed 2008 PMP. this would be another good candidate for
combining projects in an effor! to reduce construction costs by creating a more lucrative
project for contractors.
200t) Projects
2009 PMPJ3.econstruct:
Since streets prcviously proposed in 2009 \vere shifted to 2007, stafr has shifted the
prey iously proposcd 2011 proj ect to 2009. Past practice has becn to altcrnate
reconstruction and mill and overlay projects every year. Since staff is not recommending
mill and overlays on strects with no curb ami guttcr, thcre are more streets to reconstruct
than therc arc to mill and overlay in the City. Therelare. wc are proposing reconstnlction .
projects in smaller neighborhoods in the "off' years to continue raising thc City-widc
average PC 1. This changc may affcct the enterprise funds, as mi II and overlay projccts
. eIP Discussion
1/]8/2007
Page 3
typically don't involve major utility work. Funding source: General Capital Fund.
General Fund, Enterpri se Funds (Watermain, Surl~lce Water, Sanitary Sewer),
Assessments.
2009, Seal coat:
Based on changes to the 2007 seal coat project, staff has made some minor revisions to
the proposed 200<) seal coat project. Funding source: General Capital Fund.
2010 Proiects
2010 P\'IP Reconstruct:
No change has been made to the proposed improvements in 20 I O. Funding source:
General Capital Fund, General Fund, Entelvrise r;ullds (Watermain, Surl~lcc Water.
Sanitary Sewer), State Aid funds, Assessments.
2011 Proiects
2011 }>1\-1}> Reconstruct/l\:1ill and Overlav:
. Staff reviewed projects preliminarily identified for 2012-2016 and selected a mill and
overlay project to shin to 2011 in an effort to continue capturing streets bct,m.:: they
cleteriorate to a point of needing reconstruction. The proposed 201 I project involves the
WynC!"CSl and Nursery Ilill neighborhoods. Amble Road is the only road '.vit1lin these
neighborhoods that does not have curb and gutter, therelare, it is proposed as a
reconstruct as a part of this project. Utility repairs would be made as necessary. Funding
source: General Capital Fund, General Fund. Enterprise Funds (Watermain. SurLlce
'v\' ater, San i tary Sewer), Assessmcnts.
2011 Seal.~oat:
Staff has made some minor revisions to the proposed seal coat project /(x 20 II. Funding
source: General Capital Fund.
CONCLlJSION
Staff is requesting comments from Council so that any necessary revisions to the ('IP can he
made prior to bri nging it forward tar formal COllnci I approval. Staff \V i II be req uesti ng that
Council approve the ('IP with the understanding that it is a working document. which will be
revicwed and revised as necessary when bringing each projecttc)[\vard.
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LEGEND: ~
D ra ft 5 - Yea rei P (2007 -2 011 ) ...~; 2007, MiII&Overlay /V 2010, Reconstruction , ~
,~ 2007, Sealcoat /V 2011. Reconstruction 1\ .1
/V 2008, Reconstruction .,....' 2011. Mill & Overlay .-\.'
~ ~ 2009. Reconstruction ,/".,.,..;< 2011, Sealcoat N :~
<I''',..? 2009. Sealcoat 0 250 500 750 1000 Feet
--A RnFNN HILLS "..""'''''".,....,~,,.
............~ .RJ,.".;'y~unt,.:;I~,H~""M;:1p(6iZ:2006J I
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.!ai1UCII l 15. 200 i ::::..r.~':;;..~;~~::~"':.'::::"":~':.:;:';""4" ,..~.. "'iI""' ""..., h.m......... ......" ~ ......."... ..".. ,:i~
,'~-:;..;.:;.'.;.;1i~;,".1~;:b.i;:'..;:\,", . "',;'" "~~~,fJ!iIIIIi>;~:", .;,:~i~;;;::;:;.:::r. .>~i;i;:~"/. ~. . .;;;;~:,:.~~;.. ..,>,"li;'''''';'' ....". ....:.:."...:. ";:"'\'1'~;~~;;~;i;": - 1;;;"''';!!liliiillN.-\;:;.".' .:;,,~'~Uilt';.:.i:.:,.~;.;:ti...~~::. ..~
ARDEN HilLS CAPITAL IMPROVEMENTS PROGRAM FIVE YEAR SUMMARY 2006-2011
REVISION DATE: January 18.2001
Project Description Funding Source
Tolal Fr("'I!;<.;1 C-:..st .3crlElral CapitOl! 3pP.clal Revenue Gellf'Jfal Fund f'ublic 3aICly MuOO r Slate.AId ~_. Ullllt F~!,'od~ i~!l. _ Comments
f'und \ 1, Park Fund 1:.'1 C;.tpltal Fund Coop AQr~e.!TH,nl Funds ;~! Storm it/ate! Wolter Samt.3I)'
~~~_~or~ Cap.) Fund Balanc<;_.Jan..1..- 2006 $ 6,213~.340 $ 187,882 $ - .__ ~_....302,250 $ (95,5501 $ 735,528 $ 416,012 _._ __ ____
.'00' ~~~~~~~<~~~ L'rH~~' :~~~::: ."~.,' '~~oo, -- ~~ · ".:~=~ '~~~ ~.. :~~: ~~~2~t~~Ef~~:=~~LLf
__BaS"'Clb-:"!.'l!t'.r:'~::,:~!:~IJ.~~!~~1l?..!l:....~~M5&MFlora. $ .T~.Q.~ ____n__ $ ___!.1~~qQj .___ __._ ____."__ .~.. .-____________....._ -.....--..--.-.--- .-"--
315::,lShCl~~.Jlr.~:_~~Il.~g~~"!!.~.i!L....___..~._____ ..~_.._..l-1!~~~__ 116(.(1000) _~'_'_____._.'__ ____..__. ____ ._, __u_ ~_._ ..._......-.~------...-----
~:~:::T;:~~i~;~:.:~:.~~9_(:{)r't;-~~DOT ~,I...Tt' ~d ostimated S . 1 '~.!!Q.~ +--- '173~~'3~~i $ S ..---.-.----..~. -= $ 20000000 $ 501911 S 68 aa6 $ _ 54 603 2005 PMP sr'!!~;-~~~'"T1lJurs~me~ ~!.~~?~~090 rnc.lud-?ct In St~f~~~'~l!;!~1d contr'blF1r..r;. -===~
Totals for 2006 $ (2.316.28975) $ (843.591.75) S 132,000.00) $ 1212",000_00) S $ 200,000.00 $ 14'li1,l09.001 S t161.662.00) $ (64.,761.00)
2007 (Workin~!.:u_n~.~alanc~_,!.'!.,!_~ - 2001 $ ._ 5,3~!j_,?48 $ 155,882 $ -.__.__~. 502,250 $ 1144,6591 $ 573,866 $_351,251...__________.h .._. ______
~E:i~:~i:;o.~:~~;Z~,:!,;;,;';=~:.r:,!:,~~~, ~ :~E~ii ~=:~-._==:::~~~~:: $ ,5000000, S ':~~~:_o:: -- _~~. $180 000 00, $ .."000000, $ ,2;0000, S <10000 00' (~" 10' ""~ ~" o"',,,a"o";-~~~'d.' pa,,,,1 ~~~~~~~~:~:~,... ,,~y;L;;,:~
Storm Pontj f.1.1mtencln<;e ?~.! _ d_'_ S ,5000'1_9::'.' __._.____..____. _________ S ____ I~'O 000 001 Includes Remov;~I:Jf 5dl UePJ$rt~ Iof E",lsllnQ Cllv PoOcJ~' ._ __ __..________.__. __
5.ln",lf~ Sc_"(!f :&ir.lrfl,)-!~,!?n,"':;;!~.__..._.._...__..__.. 5. "00 l':~:.!:!9r _..._...__...____.. _ _ . _._ _____.__.._ __ _.__..___' $~__ (10010000) _'.._ ..._._.._______._._.. - ---
BDsketbaH T,..nr-.,,; c.;':lt,rl R-'!!~':'!.:2!!~~I.~~~I!I!~!!~:]E.___.... . '3' J5 '-")0 ')0: .__ .. ._._______ $ : 35 auu 0111 ____ ___'_ ___ __ _____ .._._____ _.._...______ --. . .----
_... Eme'al:l'rlCt\.:-chl(le~'r",,,,mp.!'~")!~.!..!~~!~!_.;!!P~~9~:~.I!.'L. ! .2ii:J:)oJl)(;: ...__....______. __ 5 (2600000/ ______ ._____ _'._ ._.n__._.__
..- ::~:;::T1:.~~~~:C<~~:I:,~)~'::ruMc,")ntr.t.h(x;::~~?~~l~~!!..m3~~_.. S 'lQS 00(1 0()1 ~ ~~~...L1.:f).?2~~~) S : $ _._. -"~~~~.-~~. 19007600 S 281"~Q.8 .1__. 96675 S '-- 106788- -- _. ..~~_.~-=_..~.~--_-~~-~_
Totals. for 2007 S (1.410.600.00) S (441.000.001 S (8.";.000.00) $ 1200,000.00) S $ (15,924.001 S 211.508.00 S 94,175.00 S (1,312.001
2.!l!l!l__ (WorkingCap.)FundBalanc<;,!a_n_1_.":_?l!0.!l..._.____f--___ $ 4,928,74~_f-L_?O,882 $ - $ ~_ _._ .!...486,326 $ 66,849 $ 668,041 $ ~~9,9_39 ______ ___ __.__.
~1#:E.~~:::::"~"""'o'~~ ~~~~5E~:-~~" ==~~~~oo, . ~ ':'-=~;~: ~::~;~-;=: ,:::::~~=~~~':~~::'.::~~~::~
____.. .'___ E:t-i!'-.l!, _~?~!~~_:::3!l:.!....! v.~~r _....__ .__. . _'_ ~_.__:...79 ..140 ,)Cl '_". . _ __. _____ _ .._ . _. ___ ____._ S 19 4-~O 001 .:md ]Q% for '!:::nqln<.+.flna Screen ;11\.::!.J.!'_~~~_'2.:^,ork .:r..;m.:>I':!:etJ t't !~_&!.! _~I_ ':lCludE..::~-,.~ ~.'!:::". _
Ha.;;I<.t:'Il.Jan r~nrl':;,C0ul:F(et>.')t)tlltatlon l-t<ll'::.!..~...____... _____..___~. '15J0..;.)(;, ___. ~_ $ 1150(10001 _____ _ ~_ _.__. ...._.... __. .__~..._____..._.________.._.. --
......___~_J!i'!.!.ISI'.lnaQ~ ___._._____...__._... ._._~_ .;5J')<).)(\I ____._...!. 1:!~OOOOO! ._._________.. ~_ ._..'_ _h_._.__.. ..____._____.__ ____..__..__..__
__._____~.'!.Q.!'.~:!.l!E...____. ...__.._....._._~_ ."15,)1)')'J':'. .! '~'51)l)O..9.2J~__.___ ......_ __._. _..._ _.'__ _.._.. .-..---.---. -----...--
_...__..~~~~!~_~..~..L~~~:'~;,,:.~r\'r.dC(ln!r t.lnDOI Sl')l~i.,,:j.l~;;..!!.~~I!~!L.. ::. 44'J01.2.. ~__.. S _!_____ ____._ l_.~__ 19007600 S 295340 S l~Ofi;;.l $ 16407::1 ._______. ....__.._____
Totals for 2008 5 (3.219.140001 5 (915.000.ool 5 125,00000) S (215.000.001 $ $ (162,524001 5 (254.660.00) S (128.789.00) S 48,973.00
~~ n{Y1lorki!!9..9p,lFund BalanceJan 1-2Qo.~__n.__._ f---n--- L__~913,74~n_~____4.!),882 L __.__~__ . _n_ ..!n1.23,8l!~ ~8..!~J ~ 539,252 $=!.9.!'.!lJ_~_ ._________.._______n______
=:~jt!~:~~:~;;::.~~~P,o~______.n .~~.~._~~::-:~ t:=:~:~;~~::;:;+__:_.?::~~~.~: ~=~.-- s "~= ___:.--.=:-- .-.. ~:.-;~~:~::.:~ ~._. "'0_~'0:~' ~-"OO:~:~~::~::':~I:~:;~::::,:i.:~,:i.;:~::i:,~:,;~:~~-~-::--.- . n'. - ~--~ - _-=-
___.._..__i!!.r~_5ew~rl&I!=!~~::~..~:..t..________.....___.. ~ .100",)0')1;' .._.._........___.1--___ .____.._. ._.n___. _...____. ___.. _t.._~':Q.Q..QQl__.___~. -...-----. ---- -.--
_____..___~:i~~'.<lII.ienr".s(:,~':!!...~I<eh-?~!i!I,('r.-(.:'I;:...'~!_~f!~:....._____..____..:5 .1501):)(:1), _. ... .._,__ _______ 1 i!5.t!Q('lil:i ._.___ _'__ .__n_ .__ ...... . ...._ . .________._._._____. .. __._____ -.----
__._.__.....:_:.!~-'~.~.1rrll.;k ____..____._.__. :; .)(j'-,1)::i0':" ~ .__...!.:1.(iJJ?9_QQl _.____ _ .. _.__._.._. .___.__.'_._ .------...---. ...-----
..____!i!.~~.!J~t:t-!<:Ist'='rNl-3ro'-'111 ..______.___.___ 5. ,,:JO GCC ,),.-, , S ~:~i~_()9~ ___' .___ ._......__.. __ _. _......___.__... ....___ -~ .--..----
_..____._ rH::~I::.~J~Pl(;"'.~Il)'Jr.el=.,n...'!_~~~... ....___..._~ 5 ,15COr.i)O,~.._.._._!....3:'-,.OOCOO\ r----.------ ..__~_._._.. __ -- .-...--- --..- ..'~----
. -~~:- i~;~~';~;;~:~~"..P"'~'~;!CC"!,j:~~!:~:e_~~i,~,.";"....~l : t;::~:::;~'; =:-:~~~~';!:O:~; : ---1=:;:::: ;- ; ;:.~;::: .}-~ ,;'~; 130~:~5';:; 5:':'~: --::~~- -=.: _:~~~-.-:-:~~~ ~:~_
.?ll.!!!.._ (Workin9~!p.J..!'.und Balance Jan 1 - 2010 H.____ $ 3.374,848 _ __L__<t!),882 $ - $______.~.__f__----eJ-_~13,878 $ l.!.??,<t!j21 $ 669,267 $ ,!49,17.? ...___._.___ ______.__
~:~;,:~;.l.~::~:~i~~~~_~~~_._~=~~~ ...... -.. t.__ :-< ~~.;~~ ~~:~ ~: ~ : :::;; ~~:~ .~i .'.=--=':._"- ~ ; 2@ 000 00) ._ '~~=~:.~-..~~ ~ - ~-~~~. ~':.= -~~~~.~. 1800.ClOO 00, S (~~~(~~. eM) / S ! 130 000 ~Il; $ ..i2? O?O ~O) ~~::r~~1 ~:~:~~~~;~~r:;:I:~~:~,~~~J;:\:ra~;I~I:le fOI i~d'i~~!.~~(:d; ~.-~- .- - - ..... ==
__ ~'.:II1II:~r.i5<c!"!:.f!!..:..&1..~~~...:I?r,i...!Jrk____ _.' ._. .?___._.,I~~Li:-:.:,),)>J. __ .._.____ ...._.. ..._._ ___n_ _'_.' __n_____.__. $ ~._~}OOiOlJOOI ...__._"_'_'_'_"_" ---.--
[I.-::5"'c-tl::,1IlT_t:'!"!..,~~..:;,;~~!_L~f~':::..'"..!....:.:::I!.;<1{~ar<.lt; _.. .._.__.. .~ n ....25J':;').:>{,. _.____. -:. 1;5.{)COCW)) "___'_' ._. _'.'" __._.'_._ _...______ _._.'___' ..----...-...-.-... ....-
l.j~,'10"I::'I=r'_~'~~.k~'...:-.:....(?:"'lr__..__ ::. .~'::'~'.~':':''":'' 50 1'-,.~0tl0.92: _.__.n __. _. ..____.__.___._.. __ ....__._____ __._. __.__ .. --. ------.-..
==-i~::'~~~~~~~i~~.:~~;:::~,. - -.::-~-: - - ~~ :t-~.. . I~ ~::~~: t--- :~~ :-;f--- :~=:~=:~-.-=---c--- ~=.=. - ---=_. ~.-:_- ; .'0 OO~: ~_ - ..:::~-::=: --=_~ :~-~~=~~--~~~~~=:::::: - .~::~:: -~:~
.....:.z.,o;s-s,..'en\ POl . r"rel~!.~t~ ::,,":1 ~~')"tr 1.lnDOT ~"";:cl!"" ;,,1J~st!m"l~d} .s. ':-2<;0 OOl!}O 1- ___. .. ..____ ~__ 190076 00 J>___._2.P!~..o')O t~O ~ 1 '5.000 00 S 17500000 _.'___ ..n..._ ______. .__.' _
Totafsfor2010 .s. ,'.I:"J21..!,':,);ji 5. ,11430000(): $ S 1;1500000,5 $ ~ !fiO&9;?4()01 S ISO OllO OOi 5. !~QOOOO, S 599tIOOO
_. .__...._.. ..._ _..__._ _. _._... .... ......_._. __"_____ ...._._. _.___.'_ ____._.m. ._____ ,"-". ----
~_...... _ _ .._'''___,_. ._ ____ _..... __m__ _~___._.n_......._. _ __ .-...-. ..- .-..
2011 (Working Cap.) Fund~a.lance Jan 1 - 2011 _______ _~_ 2,231,848 _~.4~,882 $ - ~_:_. __. ~_...103,954 $ 1227,4~21 $ 664,267 $ 509,~77. _._____.. _n _ .. _._n. __
_ ~~~:,~~~::~:::~:::;::~:~:i"'"L _~=-=:~t..::-:;~_~: ~___:~:~~;~~~: _:.~_~:==~. ''''~~~~:::~::: :._ _-_::_ :~- ;-_:_~_~:=:~::'~. .'vo::-'~.. ,:::::::c---~~::-:~ - ~=.~-:~:-::: ~.::--:":-.-=--==_':-~:::::~ -=~
Ha5;..eltJ.~1I 'renr_!:~ ;_:~;"rt F~i;rlil~~~~~~~~r-=--~~!i~ _~_.._____.~~:_~J..2Q..< ._ "_ _ ..--t-i. 115 'JOO 00; ___ ___. __' -- -.-.--..---.---.. --..----.. ..-...-.----.
_._._.___.~u.!..~.!:;rl...~~,!~r.\oro.::.m :.._-----..:..l..::..9~~~.:;.':'.:~ ~~_.. ,,}.~'jOO()~)}. ..___.______.____ ._._._ _'__ .___ .-.- .--.-..-----...-.----- ..--
_.____...(1:.'.t~~,~:'E~ ..A__.__...._..__ ~~iJ.2..:~i... __ '':...::oOOOOO! ______._... ___. _m__.. A_.__._........_ -.-.---. -------.----.-.-.--- ..----
__.~_~:~_~~Jlrl.i::..:__ _.______.....___________.5 3G'):?.:L.:.~?...: .~.-l:;-.~~~:00{1, .____ __...__.____ _ ___..._____. _._",__, __no_ ___. ....____.._.___._ -.- .'- ..-.-..----. -.-.---
_ :=-'l:;ur:;r'~~_.'i.':!!::..E~!:'~....._.. ..._.___. ._.___J...i---_6~.,~~~!.'~.....~.:.~~.~~?9(JO, ._._______ __ .__1---_.__ ------.---... -.-.-------. .------.-- -..-
__..~~:~~"!:=.~~_~~__f_"t!::!.!_'!:."t:l=l,f'JCrmtr ~.I~~g9..~.2!..:1!.:..::_!:~m~~_ ..__._ :6400000 _'_ $ $ 2.?Y-2!.l?::>O $ :miJ0,.1'.100 1"500000 S 175.00000 .._ _______.._._______.m .-----
Totals for 2011 S ! 2;:,: 10'i.,)0. S :-4380iJOOC! -:. $ \2150(1("001 $ $ $ 19001600! ;::5000000 $ 12500000 $ ~9WOQO
..... .... .__. _.. ..m _. '._ ._.. ____ __._ ._. ......-..- - -. - - .-....-- -- .-..-.'-'--"- - -. .... .
______ ...... __ ..__ __. _...__ _ _. _' _.__ - -'--- f--- -...--. - . -. .- -- - --
~~12 (Workin9<:apJ Fu_n_cl~_a.~a.r1cc Ja,,-..!...~12.. ... ..._ ._______ $!'z~~~~!L~~,8J!~t--___... _ ~_ - $____-___ ~...Q.~.!!..~ ...~2,508 $ 789.,2~7 ~ 568,977 _ ..______ ..____ ._._______
---_. .....--- .....-- -..----. --- ----.. ....-. .-. .--- --.-.....-..----. -.-.-'--.--. .. --- .--..--- .....----..- .. ..--
-==-._+:::~{~~~~~~~-~:.;O";",,: "."-::-~ . n_____.; " :;; ,;~;-~~; ; ..._n. c'. ,,:'g00 [.0' -; ---:.;;0 000 [,0' S --- --- .--.. --.- -- $ .:0,0 ["," D0' ;'---;;0000 '^'! _.L_,-'.'O 00..,:;0, f- - __ POI'~;"'1/0 '" F_"", F"""~ b; Oe,"'",..,'- A'!!'''n.::~:~~:~_'>n'!.''3.''c!~ "-,;;:!,,,~1'5~n I'!:.-~
~ --t!;;:~~~;,;i,~~g;:;S~;.;,;~f<,,~~:;~.I-;,~~.--:_-::-~::-=~:-: :Ki;:m_' '''2 ""Joo, - -- __ :'__ -:~_n --~::-.- -._ .-..~.~ ~~ _':~G 000 ~10'___ ---- c-- - -... '$~~5: ~~~.oo; ;::~::::.:::'~~:~:.7:.::~,:'~:::'::~n ':-:'>OK '" ;.~~:;,: ;~,~:_~~; ,-~~,-<", -
'_~.' H.,.(.')rl5ir,.~! uf1 ;':;!il;IOI\S :;_! ...=.!..2..-'::_1.:"' :;13 ..__..______. S . ;'00 ,'},)0 '.j{jl .__ .__ . _._'U__' ___. .1___ ._ .~ _ $ t.OO 000 OCI 11~lJ hf!.-l 1&12 ~p.c.onr:t _. _._ _.___ ~. _~__
-=-=--. ~~;~~: t7;~e~;r~~~~::~~.~~le'~llrl,! P~lk --. - - _'_~__ _:.-- __ .~__.n '~~~ JB~':;~f.~ .. ...- ___ .. n' .__.' ..--- S - 65 oon (ICI _.. _ -= -=--... .-- _._ .~. .h' .~- - (~7. 000 001 S _. __I 1771.000YO} __ - _... .._ _ ._ - . ._ -- .--... ... ------=
:==.- _~~;:::!,;';:;~'::~;::.~~~~=,l:";~~":~~:< ~,;, ,. '.""""'''.;''''''''''; -<;~ :;~;;~: ~...-_- _C '.30 o';~ 01' - -. --.-~ _. --.:_- ..n _.- .-~ - _' --. . . ....._ -_ ..- --. .-. ~- _ S _-. H,-,?C 00000; -- -- ---- ~::~!~:~:,:~:~i"0~'f:' ';~;I~~:;:~:~~~~, ."0;,. ,",:~~~!:~"""":;;Cdl'-;'..:':;~
N,)It:::;
Utility rales necd to be lo,cxolmi'lcd or ro-strudurad It we des-.ro to hdv(" a higher fund balam;flUl<ln IS curruntly p,oJected. Altern,ltively. we eilhl'U have to soek other revonue source or cut back on projects
C.UII~r" Vllhii' '.:tl~ SI..<1.,.. J(li!~. :hr:IIJ~t~ ;'0('!? Ra:!i,5 tor ~(, :,: ;J....., :,,1' ,1r(! -~SI,""al.:::. ,I'ly
Addllional cOfnmenho.
It should be noted that fund balance will and can challQo radically It tho PfOlflCt C0515 ch.:Ulgv or Ihe City falls short on revenue collection or spending more than anticipated on repans.
. ~
~ EN HILLS
i\IEl\IORANDl! i\I
DATE: Mav II. ~O()() AGENBA ITEM 2.C
'1'0: Mayor and City Council
FROl\I: Kristine Gigll. Ci\'il Fngint~r
SUB.fEeT: ell' Discussion
BACKGROlJND
. Over the past several months. staJfhas provitkd C'ouncil with an overview of the CII'. Staffhas
continued to work on the various aspects ofthL' CII' and is sharing the next picces of infcmnation.
GoodPointe Technology has computed and provided the City with several pa\Tment
In<inagt:lIient budget sn:narills. Tht: ltlllo\\"ing irdtlnnatillli is lIilachcd jt)J y()ur review:
. Executive summary of (io()dl'ointe report
. Figures li'om Goodl'ointe report
DISCUSSION
Street !\Iaintenance Practices and Procedures
The tt.)llowing are brief descriptions or various types of street maintenanec procedures.
~~al Coat
^ seal coat is one ()f many types of sur LIce trcatments used in street maintenance. A stal coat is
an application ()f asphalt cmulsion It.lllowcd immediately with an aggregate cover. Seal eoats can
waterproof the surface, pr()vide low-severity crack scaling. and restore surf~\(:c friction. Seal
coating can be perltmned at any time in the Ii Ii: of a pavement and lasts an average of three to six
years.
. The primary purpose ()r seal coating a street is to protect the street Irom deterioration caused by
sun and ",vater. A seal coat provides a watcrpwt1f ml..~lI\brane that keeps thc pavement fr()m
!\kll"o';lIl'l.lIs :mknloill, I'R&I'\V Lllf,inl'lTill.~ .'(HIIl \V",~. S(''''''"S ) 1).0(1 CIP.ti""dp"illll'.d"c
2006 PMP Update .
1/1812007
Page 2
hecoming brittle and cracking, and also helps keep the \\ater li'om seeping through the pavement
and causing problems to the hase material.
.Milt and Overlav
There are several maintcIJ<lJlce practices that in\oln:: milling. An {'(Ip.t' mill typically consists of
grinding the old bituminous sur1llce along the lIuter X fed lIfthe street. This helps estahlish a
uniflm11 cross-section, especially in instances whLTC the cnl\m in the street is relatively Hat. A
fid/wid/II mill. or resurfacing, is necessary when the UppLT surbce layer of a pavement has
deteriorated considerably. Significant surlllCe IXI\l'ment distresses and more extensive ..thenlla\'"
cracking need to he removed and/or repaired with a full \\'idth and unitlJrlll depth milling
process. Both edge mills and full-\vidth mills arc typically 1.5 t01 inches thick. hut can vary on a
project by project basis.
Milling creates an even surt~lce to ensure a unil(JrI11 oH.:rall thickness to the new overlay. An
asphalt overlay of J.5 to 2 inches over the entire pan:mcnt width forms a smooth crown, renews
the street surface. restores structural capacity and propLT drainage. and e.xtends the life cycle of
the original pavement.
A/ill/ depth mill can he used on a stred that has aln.:ady been reconstructed \vith a good hase .
section, hut the pavement has deteriorated to a point where seal coating or a standard mill and
overlay is not effective. A pavement section with signi1icant cracking will end up rdlecting
through the new pavement. The full depth of the pavement is ground up and rcmoved. This
process may also involve some subgrade soil cOiTecil\ins and S\HIK rem(ival of aggregate base, if
it has been contaminated or is suh-standard. The sIred is pil\"C<1 with the same thickness of new
asphalt.
Pav'cment can also he reclaimed, where approximately S to J 0 inches of the existing asphalt and
hase are ground up in place. This 1<1rI11S a new more stable base without adding new material.
'fhe road is then paved with new asphalt. This is ullly rl'commended wherc there is no curb and
gutter on the road. since the existing materials stay in place and a hi~her road elevation is created
once the new pavement thickness is added.
Ryconstruction
\Vhen a strcet is fully reconstructed. the cxisting asphalt and hase are C(llllpktcly removed and
replaced. Reconstruction may also involve suheradc soil corrections. For streets that do not mcet
. . ,,-.
current design standards for width, curb and gutll-I". and drainage. an upgrade may also he
incorporated.
.
. 2006 PM P Update
I! I X/2007
Page l
Good Pointc Analvsis
GoodPointe Technology utilized the current pavement condition index (PCI) infl.mnation as well
our historical data of street improvement projects to pcrfi.lIln pavemellt management analysis of
the street system in Arden Hills. The budget analysis is based 011 current wnstruction costs and
tirctors in an inflation rate of~(~/;'. Engineering costs. 200" of the estimated construction cost,
have becn incorporated into the unit costs. It should be noted. however. that the analysis is only
an estimate. and does not include any utility (watermain. sanitary sewer or stonn sewer)
construction costs. easement acquisition costs. or trail/sidewalk construction costs. Also not
included are additional costs that may be incurred !l.lr retaining walls, excessive driveway
replacemcnt. right-of.way reestablishment or other costs fl.)J- arcas that may have extreme
situations such as signiticant grade changes. The reason !I:)r this is that these wsts vary from
project to project and there is no reliable way to estirnate them.
Th~ ma~ntenance slt&te~ used by G~)odP()in~)r this analysis is b:lsed on categorizing the PCI
rat1l1gs mto adeqllate.~'6-1 (0), margmaJ (31..:> _ . and poor (0-30). Streets that arc adequate
rcceive seal coats. marginal streets receive a mill and overlay, and poor streets arc reconstructed.
The type of mill and overlay used in the analysis is a 2"" mill on'!" the entire pavement section.
Streets that have PCI values bordering two categories would be indi\idually evaluated to ensure
. that the most cost-effective maintenance will occur (l.)r the condition ol"the street. ^ city street
map has been included in this repol1 with the existing PC.J ratings color coded to the above
mentioned categories.
Staff askl:d CioodPnintc to evaluate t.he f()l1ovv'liiil t(.Hif budilcl scenarios:
..... ....
Sccnario I is budget drivcn. designed to project the average pavcment condition if S I million is
spent each year on street improvements fl.)r till' next 20 years. The existing 5-year CIP has been
incorporated into the tirst live years of this model. Over the 20 year JKliod. the average PCI
would increase from ()4 to 77.
Sccnario 2 is designed based on the current average PCI {(14) and project the level of funding
needed to maintain this over the next 20 years. In a budget model that is driven by a benchmark
PCl, predetermined projects cannot he entered. The streets are selected by the program ll:)r
rnaintenance on a needs basis. The results of this scenario indicate that approximately $14.5
mi II ion wi II need to be budgeted 11:11' pavemcnt management ovcr the !lex t 20 years.
Scenario 3 is based on the desire to increase the average PCI hI 75 and determine thc kvcl of
funding needed to achieve this over the next 20 years. i\ PCl value of 75 is an average
benchmark among several other cities in the metro area. Again. this model does not allow for
predetermined projects. and the program has selected streets on a needs basis. The results orthis
scenario indicate that approximately $16 million will need to he budgeted fl.lr pavement
. managemcnt over the next 20 years.
2006 PMP Update .
1/18/2007
Pagc 4
Scenario 4 shows the dTect of the cxisting 5-year UP on the average PCI values. The results of
this scenario indicate that the avcrage PeI values \\'ould be 65 aJh:r the live year pcriod. an
increase of one point ffom today"s an:ragc PCI. \Vhile this scenario is only a li\'e year model, it
could be cxpected that if this model werc cxtended. results \\"ould be similar to those dcscribcd in
Scenario 2.
The graphs supplementing this rcport compan: the avcrage PCls and budgets Il.)r Scenarios I, 2
and 3 over the 20 year period.
Staff Qh;-;~r.yations:
· The results indicate that if the City wcre to select a management plan based 011 maintaining a
bcnchmark PCI, thc ditlcrence hctweenlllaintaillin~ thc current PCI of()4 (Scenario 2) and
. ..
increasing the PCI to 75 (Sccnario 3) is only S I,) million o\er a 20 year pcriod.
· The results ofSccnario I and Sccnario.1 arc similar in that at the end oflhc 20 year period
for a ncw average PCI (77 to 75. rcspcctively). In Sccnario I. a consistent amount ofmoncy
is spcnt caeh year (approximately S I rnillion). Howc\cr. in Scenario 3. more moncy would
be spcnt up fwnt, in the first six years. and then spending would level off at a lower annual
amount. In Phase 1 (2006-2011) average spending wuuld he appn)ximatcly S 1.5 million. and
Phase 2 (2012-2025) would decrcasc and level off to just O\W S500.000 per year. .
CONCLlJSION
The scenarios completed by Goodpointc show the relationship het\\een average PCI and funding
levels. Stan' is requesting that thc Council revie\\ the scenarios and discuss how to move fl.)rward
with our pavement managemcnt pwgram. Itcms to consider:
· Docs the Council want to proceed with the current program (Scenario 4) and Icvel of
funding?
· Would the Council I ike to pursue one of the ot her scenarios (Scenario I. 2 or J )'.'
· Would the Councillikc to c\'aluak other hudget scenarios'!
Feedback receivcd at the work session will bc incorporated into our continuing cvaluation and
revisions to the5- Year C I P, and will be presented at a future \\"()rk session,
.
City of Arden Hills
Budget Analysis Report
May 04,2006
Page 1
Executive Summary
. Studies conducted by a number of agencies indicate that as pavement conditions
decrease, the cost for the appropriate method of repair can quadruple. A graph of a
typical case taken from the American Public Works Association, The Hole Story, is
shown in the following figure.
u
o
~ 10 75% Time .__.n_.... __.,
~ -~~--..-..::- - - ---- ... --+ I Each $1.00 of !
.. --- ~.. 40% i I Renovation I
::: 8 .-...,,_ Quality: (' Cost Here I'
.___.. Drop I,.l. .
"8 lowest Annual " I II Will Cost $4.00 i
~ Resurfacing Cost '" I to $5.00 If i
6 \ ! ,Delayed to j'
, Here.
.?: .: -.-- \ ..---- ..
- ~ \
~ ;
8- 4 '
(;
o
Q..
~ 2
o
o
Q.. I
~
~ 4 8 12
Years
(Time Varies for Each Road Section)
Figure 1
The City of Arden Hills contracted GoodPointe Technology to perform pavement
management consultation services including:
. pavement condition survey and data entry,
. · historical maintenance project data entry,
. updating the pavement maintenance policies,
. analyzing the pavement performance data,
. updating/establishing the network level designations,
· updating the ICON pavement management system to the current version, and
· linking the GIS Centerline Map to the ICON System.
GoodPointe Technology was also asked to perform a detailed, multi-year network level
budget analysis on the City's pavement network using the existing CIP projects for the
first five years.
This report summarizes the work accomplished in this project and focuses on the
budget analysis results for four budget analysis scenarios.
The first scenario, Scenario 1, demonstrates the long-term effects of applying $1 Million
dollars per year for 20 years on the pavement network. Scenario 2 shows the amount of
funding needed to maintain the City's current average PCI of 64 over 20 years.
Scenario 3 shows the amount of funding needed to increase the City's average PCI
from a 64 to a 75 over 20 years. Scenario 4 shows just the affect of the crp list for the
first five years of the analysis_
The centerline length (linear distance measured along the centerline) of the Arden
Hills pavement network maintained in ICON contains 28.42 miles of asphalt-
surfaced pavement. The City ICON system a/so contains 0.04 centerline miles of
concrete roads for a grand total of 28.46 centerline miles of roadway.
In the summer of 2005, each of the asphalt-surfaced street blocks within the City of
Arden Hills jurisdiction was been visually inspected using the Paver-based Pavement
. Condition Index (PCI) methodology. This methodology is based on a numeric rating
City of Arden Hills
Budget Analysis Report
May 04,2006
Page 2
. system ranging from 100 for a newly surfaced pavement to 0 for a failed pavement.
Based on the latest available survey data collected for each section, the average
PCI of the Arden Hills pavement network using the PCI resulting from the survey
is 67.9. The average PCI can also be calculated by projecting the surveyed
condition to today's estimated PCI using the decay curves in ICON. Using these
curves, the "current average projected" PCI for the network is a 64.
The results of Scenario 1 indicate that the current level of funding and funding
allocation will result in a higher average PCI each year and will decrease the backlog.
Over the twenty-year analysis period, the average PCI increases significantly, from 64 to
77.
The results of Scenario 2 indicate that a total of approximately $14.5 million will be
required over the next twenty years to maintain the City's current average PCI of 64.
Due to a significant amount of budget allocated in the first five years, the pavement can
be maintained at a lower budget.
The results of Scenario 3 indicate that a total of approximately $16 million will be
required over the next twenty years to gradually increase the City's average PCI from a
64 to a 75. In comparison to Scenario 2, more budgets are spent in the first 10 years to
increase the PCI to a 75. Then the pavement can be maintained at a 75 at a lower
budget.
The results of Scenario 4 indicate that the current CIP list will maintain an average
condition of 65 over the next five years.
It is important to note that these scenarios were generated at the network level and
. were based on pavement repair and rehabilitation costs that may require additional
project-level costs such as curb and gutter replacement, water main replacement,
and/or right-of-way restoration. Also included in the cost is a 20% increase for
engineering fees.
.
City of Arden Hills
Budget Analysis Report
May 04, 2006
Page 3
Budget Analysis .
Develop a multi-year network level budget analysis
The City has requested that GoodPointe Technology perform a number of budget
scenario projections to obtain a general idea of how the City pavement network is
changing with time, given the best available information from the street condition survey,
Arden Hills pavement performance data, pavement maintenance, repair, and
rehabilitation unit cost data and general budget provisions of the City.
Process Summary
With the ICON software, GoodPointe Technology used the pavement performance data
to project the condition of the PCI into the future and to calculate the amount of deferred
maintenance, repair, and rehabilitation work (backlog) present in the network in each
year of the 3D-year scenarios included in this report.
From an engineering perspective, the correct application of future pavement projects
depends on the sequence of historical projects that have already been applied. The
budget module of the ICON program utilizes historical project-related data (seal coats,
overlays, reconstruct information) to qualify or disqualify certain projects from being
recommended in a given budget scenario run. For a particular alternative or strategy,
the user specifies:
1) The condition index (CI) score range for which the strategy will be considered;
2) The maximum number of applications the strategy can be applied successively .
before a new strategy must be recommended;
3) The time interval (in years) between successive applications of the strategy; and,
4) The unit cost of the treatment and the category to which the strategy belongs.
At the start of a budget scenario, ICON wiii look for the most recent historical condition
surveyor project related information and will deteriorate the score from that historical
date to the date of the analysis. ICON then filters through the historical project
information to determine how many times each particular strategy has been applied
successively and what the time interval has been since the last strategy. With this
historical information in mind, ICON performs the life cycle cost analysis to determine
the optimum way to spend your budget in the future given the practical constraints of
how your strategies need to be programmed.
A practical constraint associated with running budget analysis scenarios involves the
amount of budget that is allocated to the different categories of pavement maintenance,
repair, and rehabilitation (seal coat, overlays, reconstructs). Care must be taken not to
allocate too much money to a given category (e.g. sealcoats), if it exceeds the realistic
amount of seal coat projects that the City is able to contract and manage, for example.
Development of Maintenance Strategies
The optimal combination of maintenance methods is the one that provides maximum
benefit for the least cost. The following figure illustrates an example of how the
maintenance benefit can be derived.
.
City of Arden Hills
Budget Analysis Report
May 04, 2006
Page 4
- --------- --. ----------- - - ---- ....--.... . ..-------.-l
. Pavement Management Pavement Benefit
I
100 I
___ n_._. ..____., ___.... .__._----_.~--_._-- --- ..------
.. . .------
"- rCI Aftef MwrJteIllice
, .
X '". Area ofMamlenaul,;t Benefit
(l) : D"~~',"_M___"", ,'un _~. .un
U
C
C
0
+=' !
'6
C PCI beff'lfe Ivhunvnl1nce i
0 I
0 DP.'cay Cluve l.....tle! MalnteHtl!J.ce I
c 40 ____. _____.. __un . u_ _____. --------.-
(l) i
E I
i
(l) ,
>
n:s 20 -------. . ._-.. . - - - .... -.. - - - - - -'~ .. .. - - - - ... _..
CL
0 n__ "'------y---r-----.----.. y---r---", . - T" --,-------.---J --.----,.----.,.- n. "I T"--'~---r'---- I
0 5 10 15 20 25 30 35
Age Since Construction
I
I
. ...----- . .-. ----. ..----. --..-. ..--.-- _.....___._ _ I
Figure 2
. The shaded area is the benefit provided by the maintenance being done at some point
in time. Factors that influence the benefit are:
. type of pavement (determines which decay curve to use);
= age of pavement (affects the rei increase);
. type of maintenance proposed (affects the PCI increase); and
. cost of the proposed maintenance (affects the cost/benefit ratio).
In most cases, the maximum benefit or extension of pavement life may be provided by
some combination of maintenance procedures as opposed to using one type of
maintenance, since combining maintenance techniques often provides larger increases
in the PCI. The benefit of performing each type of maintenance is then divided by the
calculated cost to determine the cost/benefit ratio of each alternative. Note that there
are limiting conditions that may prohibit a procedure from being selected such as lack of
funding or minimal PCI increase for the selected maintenance procedure.
Prioritized Work Plan
Maintenance and repair work can be prioritized in a number of ways. Pavements in the
worst condition can be fixed first. Pavements in the best condition can be fixed first. An
optimal prioritization method distributes funding between the preventive maintenance of
"good" to "excellent" pavements; the rehabilitation of "fair" to "poor" pavements; and, the
reconstruction of "very poor" or "failed" pavements. Pavement sections within the Arden
Hills pavement network were prioritized for maintenance and repair according to an
optimal prioritization plan.
.
City of Arden Hills
Budget Analysis Report
May 04,2006
Page 5
The first step in defining a prioritized work plan for the City of Arden Hills is to define the .
local and global pavement maintenance activities and their related costs. Local
pavement repairs are those repairs that are performed on a localized area of a given
pavement section (e.g., patching, crack sealing, etc.). A global pavement maintenance
activity is one that is performed on the entire surface of a given pavement section (e.g.,
reconstruction, seal coat, overlay, etc.).
Once the local maintenance policy has been established, the PCI is recalculated based
on these assumptions to determine the improvement in the PCI based on the
maintenance. For example, a street with an original PCI of 68 may increase to a PCI of
80 when all rutting has been patched. Every pavement section was analyzed in this way
in the first year of the budget analysis. The difference between the improved and
original PCI is a measure of the effectiveness of that particular type of maintenance.
The ICON program attempts to find the optimal combination for routine maintenance.
This may include seal coating, patching or crack/joint sealing separately or in
combination. A routine maintenance strategy, consisting of patching and crack sealing,
is assigned to pavements with limited amounts of low-severity cracking. Routine
maintenance on pavements that are still in very good condition will help preserve the
integrity of the base and prolong the life of the pavement. Overlays are used to repair
pavements where local repairs such as patching are not cost effective. These
pavements are in "fair" to "poor" condition and may have low strength and/or other
problems such as poor drainage. The global repair of reconstruction is recommended
for pavements with extensive amounts of load-related distress.
Global Maintenance Strategy .
The correct application of global (applied to the entire pavement section area)
maintenance, repair and rehabilitation strategies is difficult to develop due to the number
of variables that affect pavements. The opiimum application of maintenance activities
depends on the current surface condition and subgrade strength of the pavement as
well as the pavement age, traffic loading and other factors. GoodPointe Technology
and City staff discussed the development and application of maintenance strategies on
a number of occasions to determine the analysis parameters used to derive the results
of this report.
Note: When a pavement section has a PCI that falls on an overlapping range between
two or more global maintenance activities, an additional Life Cycle Cost (LCC)
analysis is performed for each applicable strategy. The estimated amount of
pavement life for each particular maintenance activity is determined and is
divided by the cost to provide that life. The program then recommends
maintenance activity with the highest LCC value for the given pavement section.
.
City of Arden Hills
Budget Analysis Report
May 04, 2006
Page 6
. Budget Needs and Scenarios
The data collected from the PCI surveys was correlated to other City-supplied
information such as pavement age, functional class, and historical budget expenditures
to serve as the basis for multi-year budget projections. The following pages describe
the general process that GoodPointe Technology followed to develop the budget needs
and scenarios for the City of Arden Hills.
Introduction
Once the pavement network has been defined and each section has been inspected,
the condition of the overall network condition without maintenance or rehabilitation can
be determined by projecting the PCI into the future. Pavement sections are selected for
maintenance and rehabilitation during a multi-year analysis period if they meet the
decision criteria established based on PCI, functional class and surface type. When
they are identified for maintenance or rehabilitation, a network-level budget planning
maintenance strategy for pavements of that condition is used to determine the funds
needed for that section. Those funding needs are totaled for each year of the analysis
period to determine budget needs.
The first step is to identify the best maintenance strategy for each pavement surface
type - pavement condition group and develop decision trees. This requires a long-term
life cycle cost analysis of typical pavements from each group in different condition
categories. The following three general maintenance categories have been correlated
to the respective PCI ranges to provide a realistic maintenance and rehabilitation
treatment assignment.
. Seal Coat At the high end of this range, pavements may have little or no distress. At
the low end of this range pavements may require intensive local repairs
and/or seal coats. A pavement in this category may be generally
described as "good;> to "excelient" with a PCI between 65 and 85.
Overlay Pavements have a significant level of distress that mayor may not be
load-related. A pavement in this category may be generally described as
"poor" to "fair" with a PCI between 25 and 65.
Reconstruct Pavements have extensive amounts of distress. A pavement in this
category may be generally described as "very poor" to "failed" with a PCI
between 0 and 30.
Pavement Management Decision Tree
Each pavement section was analyzed according to its predefined global and local
strategy and processed through the following pavement management decision tree.
.
ICON Budget Plan Process .
Collect Information on Sections Selected for Analysis Budget Analysis Input Parameters
Pavement Surface Type a from Latest Surveyor Latest Project Analysis Period (years) ~'an Start Year
F und10nal Qass Historical Global Slrateges Applied Inflation Rate (%) Annual Budget Allocation Quanlllles
Sn (Calculated Structural Number) if avaiable Budget Overflow Pnoriles Predetermined Project Plan if available
-- -- '-
Decay Condiion Index (CI)
10 Year of Budget Analysis Plan
_.--.._-
Yes
No
Yes
Try All Possible and
Applicable Strategies
Based On
ufe Cycle Cost (LCe) .
For fach Maintenance Category, Sort Prioriy By.
1) Condiion Index (CI)
2) Functional Class
3) Structural Number (Sn)
Yes-- .-No
Ir
[
Md. ~ Add to
Annuall.lsl Annual
of Recommended Backlog
Projects List ....
CCPPIg no aw GOCIlJPol.. Te.c'tOk:gyCorpor.nbt
Figure 3
The program did not sort pavements on the basis of structural information
(nondestructive deflection testing) in the budget analysis of this report, since this testing .
was not included in the scope of work for this project.
. Deferred Maintenance Backlog
An important factor in evaluating budget scenarios is deferred maintenance. Deferred
maintenance is work that could not be done in a given year of the analysis period due to
lack of funding. It represents work that is delayed until additional funds can be found.
The monetary result of deferred maintenance is maintenance backlog. In the budget
analysis of this report, the maintenance backlog for a given year is defined as the cost
for the City to repair all the pavements in that year.
As the average network PCI decreases, the cost to repair pavements rises. As the
pavements approach the poor category, the cost of rehabilitation rises due to the large
amount of individual distresses that require repair. The following figure illustrates the
general relationship between the increasing cost of rehabilitation maintenance and
decreasing pavement condition for Arden Hills pavements. It is based on our
experience with urban pavements like those of the Arden Hills pavement network, but
does not use actual Arden Hills pavement data.
,------ ..-------- --- -----.. ..-....-- -... .. ..---.--.... ..._~
I Typical City Streets
i
I
Maintenance Cost and Condition vs. Age
Pavement Condition Pavement Rehab cost ($/sq. ft.)
100 ...-..- ....-----.. J $5
I
. 80 "------- -L-I $4
i
I
; I
hn i <t~
, .___ .. _.__m_
1."--- -+,V I
'VV' I
t- i $2
40 ____n_.____.. I I
-I
I j I
I i $1
201----- i I
I
I i
I
0 .. -------- ______._1 $-
0 10 20 30 40
i
;
I
Age of Present Surface (years) J
L ...--- -..--... ...--- ..... --- -.--..-------.-- ...._ __ .n .n _.._..
Figure 4
As the pavements approach the poor category, the cost of rehabilitation rises sharply. If
preventive maintenance is not emphasized now, the bulk of the pavement network will
rapidly decline in condition. A considerable amount of heavy maintenance at a high unit
cost will be needed later to regain the original current condition of the pavement
network. The labor-intensive effort required for heavy spot repairs would most likely put
a burden on City staff. The actual cost of the deferred backlog would rise, resulting in a
. decreasing annual average pavement condition_
Deferred maintenance has a negative impact for two reasons. The first is that by .
deferring maintenance, Arden Hills is allowing streets to deteriorate down the pavement
life cycle curve. This will increase the cost to fix streets in the future. Streets that once
cost an average of $3 per square yard to fix will soon cost $32 per square yard or more
to repair at today's prices. The second reason is that as streets deteriorate, citizen
complaints about the condition of the streets will increase and emergency (or
necessary) repair costs will increase.
Developing A Budget Strategy For Arden Hills
The ICON pavement management program is designed to present strategies that will
shift the focus of a network repair program from rehabilitation to preventive
maintenance. This means moving the average network PCI higher into the upper end of
the "very good" condition range.
As mentioned earlier, today's estimated average PCI for the pavement network is 64, in
the "fair" condition category. The logical questions are "If the average PCI is in the very
good condition category, why does it cost so much to repair Arden Hills's pavements?",
"Why bother improving them at all?", "How much would it cost to improve the streets to
an accepted level of service?" These are questions that can be answered with the
ICON Pavement Management Program. First of all, the PCI of a pavement has a lot to
do with how much it costs to repair and maintain it. In the "excellent" condition category,
it costs very little money to apply treatments such as crack and surface seals, which
extend the life of a pavement. Treatments of this sort usually cost less than $0.11 per
square foot.
Pavements in the "good" to "fair" range show some form of distress or wear which .
require more than a life-extending treatment. By this point, a well-designed pavement
will have served at least 75 percent of its life and the quality of the pavement has
dropped by about 40 percent The road surface may require a chip seal application or a
thin overlay. These treatments range in cost from $0.11 to $0.33 per square foot.
Pavements in the "very poor" to "failed" range of the pavement condition index. These
pavements are near the end of their service life and usually exhibit major forms of
distress such as potholes, extensive cracking, and others. At this stage, a roadway
usually requires either a thick overlay or a reconstruction. The costs for these
treatments range from $0.44 to $10 per square foot.
One of the key elements of a pavement repair strategy is to slow down the deterioration
of the pavements in the "very good" to "good" condition categories. This is particularly
true for streets in the "good" range because they are at the point where pavement
deterioration accelerates if the pavements are left untreated; whereas, the cost to repair
pavements in the "fair" to "poor" range increases substantially if repair is delayed.
.
. Graphical Comparison Of Scenarios
- "'-'--'--.-- .----.-. . -. ..----....-.---. .--- .. - .--....-.------ .... .--- ---...---... .---.---.. j
I
Average PCI Scenario Comparison I
100 r------------. --------j !
90 ...- ....-- .--..-"-... ---- j
......~-~~~==-~=~~:.. .. -- -- I
80. ".-.--- ---".--...-.. .-.------.-.. I
70 ----I !
- -..-... ,"-. .--- .------- i
U - "- - I
-
a.. 60 -- --.-----. ____on. .____n. -.----.-...
CI>
01 50 ..--. ---"-.-.-. - ---.--------- .--.-----... ..--.-...-. I
I'll
.... I
CI> 40 -- '----.---.. .---- --.---.-.. ....-.-..--.- . .-...-.
>
<(
30 - --.-... ---.- .---- ..... ..-.----....----..-- ..........-.--.. ------.-- - . -.------- .. .. .-----. I
I
20 .----....---.. ...---- .__.n._ ._.... . -.---. m._____. I I
10 I !
0 . ---,- ...~-_:~-~---~=-~:~~---,--,-----,-----:,- --~~--=---~~-~~~----:- ,--_:_~] I
l[) <0 r-- co m 0 N <'l lO <0 r-- co OJ 0 ~ N <'l ~ l[) <0 I
~ ~ I
0 0 0 0 0 C; ~ ~ ~ C; ~ ~ ~ ~ ~ N N N N N N N r
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 !
N N N N N N N N N N N N N N N N N N N N N N
Scenario Year
r- _----?Cena_~i-~-~ Av-9_~X------___ '~~en~ri~ 3 Av~_c:;~___ _~~~~;!;;-1-A~_g_~ I
-.-... "...----... .--------.- --.-. -------...
Figure 13
. --.. ____no n._. ---.. ..___n. --..-----------..-- .-------- --I
i
I Budget Scenario Comparison
$3,000_00 r--------------. ---------- ...._. _______________.._..__ _0.. ... ..-.- .-------.. . ---I
I
I i
$2,500_00 ____no ----- ~ --- - - -.---- .. -....--.-.--. -----..----1
I I
I
$2,000.00 -.. -.----.. ..... -------------------.. -"1
~ -------1
~ $1.500.00 -----........---..-. .-...----.----..
.... I
CI>
01 ~-------
u $1.000_00 ...----- ____I
::I
I CD I
$500_00 ....--- 1 I
I $- .. .__. o- j
I $(500_00) i------- --------i-------- .-l---- ------ .---i--- l[) I
I ------.- -~----------- - -----*
I
I Scenario Year
I i
I
,--- ...--.... -----.... --.. ..-----....---------.-.........---------.--. -.... -.-.-.... i i
L-Scenario 2 Budget (SK) -Scenario 3 Budget ($K) Scenario 1 Budget ($KU I
! -.- - ___no ____.. _..____.. ___ .________.._ _____. ._. ._______._._.._...._____ . __ .. __J
n____.. .__.._... -..------.-. -..-----.--- ----.-- ---....--..-...-.--
Figure 14
.
. ~
~ EN HILLS
/
MEJ\10RANDUl\1
DATE: Julv 17. 200(} AGENDA ITEi\) 2.B
TO: I Ionorable Mayor and City Council
FROJ\I: Kristine Giga, Civil Engincer
SUB.' ECT: CIP Discussion
BACKGH.OLJND
. Staff has continued to review and revise the City's Capital Improvement Plan (CIp) based upon
previous direction ti-om Council and further financial analysis. Attached is the inltlflnation that
was provided to you in August of 2005 when staff first began to review the CIp. as wdl as a
. __ ._n.. ._.L ......~'rn _.._ __t. ._1- . ...
LUlll:1I1 \. U- \VOl KSIIl:l:1.
We anticipate some more revisions be/em:: Ii:mnally submitting the proposed ell' f()r approval, as
staffis rcquesting additional input and guidance from Council nn a few items.
DISCLJSSION
2Q(jJ?J!r.Qieeb
Several changes were made to the projects scheduled ItH- 2006. Items that remain on the
schedule include the 200() PMI' project. CSAII 96 I.andscaping. and thL' Tony Schmidt
Park Underpass. Items that \'..en.' added include funds 1()[- sanitary SL'\Vcr 1&1 mitigation
work and Emergency Vehicle Preemption for intersections shared with Shoreview
(Ramsey County has these scheduled le)r this year). The lift station project was removed
due to the higher project costs. with the exception of engineering eosts already paid.
Also. altcr further review, O&M determined that the purchase of a backup gencrator and
of a Tom Ground Master can be postponed. An item still in the hudget lelr 2006 is a
Gateway sign to be placed at Cleveland and County Road D. Stalf is requesting further
. direction from Council regarding the Gateway sign program in general, howl; r to proceed
with the project. and source of funding.
Ml"lru-"ll"l.lIS :lldL'lIhill,.I'R&P\\' I'Il!.'ill~lTill!~ ~OOh Work SL'",j"Tb !-17-0h \klllo ('!P.d""
ell' Discussion .
1 ! 1 R/2007
Page 2
2007-201 1 Proieds
Pavem~nt MmJ~lgl:;mcnt J~!.ogram ( f?Mf2
At the May Work Session, staff presented preliminary results from GoodPointe
Technology in relation to the Citv's pavement manal!.ement and maintenance. Council
~ J ~
indicated that of the sCL'narios presented. scenario :t based on the desire to increase the
overall pC! (Pavement Condition Index) rating to 75. was most desirahle. Staff has
proceeded to detennine PMI' projects tl.lr the next live years that incorporates
GoodPointe's recommendations. Attached is a map with proposed improvements over
the next five years.
Staff considered GoodPointe' s suggestions liJr improvements in conjunction \vith the
f()lIowing bctors: whether the street has concrete curh and gutter, and the needs Illr
watem1ain, sanitary sewer or storm sewer improvements. Staff also visually inspected the
streets to conlinn or revise the recommended maintenance strategy. Many of the streets
that were listed as mill and overlay candidates were streets that do nol have eurh and
gutter, arc at least 30 years old and likely have thin layers of hiturninous with an
insuflicient hase. If these streets were milled, it is likely that the milling procedure would
result in the removal of the asphalt in its entirety, exposing the insuflicient subgrade, .
rcquiring the scope of the project to change Irom a mill and overlay to a complete
reconstruct. These streets often werc also Ilmnd to have little to no storm sewer and poor
drainage due to the lack of curb and gutter. While staff kit that severa] of thcse streets
were not candidates for mill and overlay. the pavement condition was tl)Und to he
suitable Il)r a sealcoat. Seakoating these streets would extend the life of the pavement
long enough so that \\'e could address streets that arc candidates tl)r mill and overlays and
do have curb and gutter and a sufficient suhgrade. As with all sealcoats. some minor
maintenance would be required, such as crack scaling, patching. and leveling.
Ilistorically. streets have been sealcoated one to two vcars alter reconstruction or mill and
overlay. CioodPointe's analysis did not use this philosophy: n:.commenda t ions Jl.)r
sealcoating occurred when the PCI of a street indicated the need 11.1f minor maintenance.
Staff utilized this information. as well as visual inspections. to determine which streets
were good candidates 1l.1f seakoats.
During the visual inspection of the streets. sta fr ((.lund that some streets with concrete
curb and guttcr that were listed as mill and overlay candidall's had more distresses than
typically recommended for a mill and overlay. The cracks and distresses present would
rcllect through the overlay within a few years aHer paving. Soil borings can be taken to
determine the presence of a sutticient base. If one exists, these streets are good candidates
Illr full pavement replacement. This is a procedure where the base and curb and gutter
remain in place. and only the existing pavement is rcmoved and replaced. Streets .
recommended I()r this type of improvement arc shown as rnill and o\'erlay streets on the
attached map.
('IP Discussion
. 1118/2007
Page 3
Staff also attempted to uphold a neighborhood approach \vhen fCasible. In order to
capture mill and overlay streets, staff developed a regional approach. The 2007 PMP
includes mill and overlay streets in the southern portion and scalcoats in thc northern
portion of the City. In 2009, the regions arc reversed. Thl' previous ('II' listed Snelling
^ venue to be constructed in 200X and the Glenarden ncighhorhood in 20 10. The current
('IP has reversed these t\VO projects. If Snelling ;\ venue was reconstll..lcted tirst. heavy
tll..lck traHic would drive over new pavemcnt to access the Gknarden neighborhood,
\vhich is not desirable. Postponing Snelling A venue to 20 I 0 also allo\Vs time to research
and apply f()r possible grant opportunities l(:Jr the Snelling fhenue Regional Trail, as
Council expressed an interest in constructing this in conjunction with the strcd
reconstruction.
MSA Pu)ject~
Based on the discussion Irom the April \York Session. stall has attempted 1<1 incorporall'
the pwjects eligible I())' MSA funding into the .:i-year ('If> in the order of preference
indicated by the Council. Funds arc available l(l/' a Cooperative Agreemcnt with l\'II1//)ot
t()r the County Road E bridge project. Funding applications arc due in October. and if
selected. the funds would be available tiJr fiscal year 2()0~: meaning the project would
need to be completed by June 30, 200X. Staff would like to confirm that the Council
. would like to pursue this funding. This project is currcntly shown in lOOK with the north
side option. since this was Council's most recent direction. The south side option costs
have been listed in the comments fix inl()rnlational purposes.
J)~lrhs andBecreatjoll
liard court surf~lce improvements have been included in the ('IP: the costs arc currently
listed in the General Fund. based on the discussion at the last Council meeting and
pending further analysis of the Park Fund. Staff is cutTently researching and developing a
maintenance plan f()r City trails. Staff has postponed trail signage to 2008 to allow time
for research and the development of guidelincs. Valentine Park improvements have been
listed with "unassigned" projects. More analysis is needed to detennine a realistic scope
oflhe project. as well as estimated costs.
S(l.!1i1arv Se_\.yerJ)md- I&l,,-Litt Stati()J1s ~lJ1d SCJ\.n.b
Based on the preliminary surcharge indicated by Met Council. $100.000 has been added
to the UP each year. Staff will apply I()r credit for work to be done each year to avoid
paying the surcharge to Met Council and allowing the funds to be spent directly tlll
projects in the City. This mitigation work would include manhole repairs (scaling and
raising), sanitary sewer pipe lining, and other related cff()rts to reduce 1&1.
The lin station replacement scheduled t()r 200() and the possibility of acquiring SCi\Di\
are both listed with "unassigned" projects. Roseville is still researching options t(lr
. SCADA upgrades. and still hopes to begin this work in 2006. Arden Hills would 110t be
required ttl commit at the same time. and \vould have the option to join in later. i r we
choose to. The remaining I(Hlr lift stations arc still functioning and can be properly
C I]> Discussion .
1/18/2007
Page 4
maintaincd until the fund is healthy enough to support these project costs. According to
O&M, lilt stations I] and 13 should be rcplaccd bel()fc I and 12. Therefore. staff feels
that the lift station project should be split into two projects: by rcplacing two Ii n stations
at a time, the sanitary sewcr fund will be drawn dO\vn more gradually than if all four wcre
replaced at once.
~!.yrm ~ewerJ:und- S.!9rm Pm:u] Maintenanc.t;
As part of the MS4 pennit/Stonn Water Pollution Prevention Plan (S\VPPP). the City
needs to bc monitoring and maintaining City ponds. This has not bcen done as needed to
date. Funds have becn budgeted ovcr the next thrce years to allow the City to gct where it
needs to be with this program. Stall plans to develop and manage a maintenance program
in the future that will be incorporated into the City" s annual operating budget.
.w ater.Fund
An assessment of the South \vater tower was conducted in 2005, indicating the need f()r
some maintenance \vork. This work is currently listed with ""unassigned"" projects: staff is
evaluating the recommended maintenance and will schedule the \vork accordingly. so that
the level of maintenance does not increase.
J~quipxnent .
O&M has reviewed the equipment inventory and prepared a replacement schedule. Staff
is currently still evaluating thc options ti:lr the water tanker. The Tow Groundmaster
scheduled Ii:l!' purchase in 2006 was postponed to 2009. and the purchase of a generator
was postponed indefinitely. Staff \vill continually evaluate the condition of all pieces of
equipment to prevcnt the purchase of cquipmcnt that docs not yet need n:placemcnt.
CONCLUSION
Staff requests Council input and direction as outlined in this report. We will then tine tunc the
CIP and bring it to a future \vork session.
.
. ~
~ EN HILLS
MEl\lORANDlJ :\1
HATE: August 17, 2006 AGENI>A ITE1\1 2.B
TO: Mayor and City Council
I'vIichelle Wolfe, City Administrator
FROM: Kristine Giga. Civil Engineer
SlJBJECT: CIP Discussion
. BACKGROUND
Staff has continued to review and revise the City's Capital Improvement Plan (ell') based upon
previous direction Ii-om Council and further finam:ial analysis. Attached is the CUlTent eIP
\"'(llk shed.
\Ve anticipate some more revisions betiJre I(mnally submitting the proposed CIP f(lr appnn'aL as
statlis requesting additional input and guidance t'wm Council on a few items.
DISClJSSION
2006 Projects
Since the last Work Session, a few more revisions have been made to the ~()O() budget.
The l:mergency Vehicle Preemption work Ramsey County scheduled fl.)]" this year docs
not include any intersections in Ardcn Hills as \vas previously anticipated. The funds fi.lf
the intersections shared with Shore\'icw have been rescheduled and added to the
intersections alrcady slated f(-)[ 2007. Based on the C'ouncil"s latest discussion on
Gateway signs and the wish to reevaluate the project altogether, this item has been moved
to the unassigned projects.
Additions to the 2006 budget arc the construction of thc access road fi)r Vaughn tower
. (estimated cost S 17.603.28) and the replacement (If the drive\vay at 3153 Shoreline Lane
(estimated cost $15,562.56). The 2004 PlY'IP included the reconstruction of the concrete
alley of Shoreline Lane. located north of Edgewater ^ venue. The alley is experiencing
~1dr" i'll"l.lIs 'lIdl'llhilb PI<&I'\\' (:1I1!in"lTing .211I)o.\V"..k Sl's",ons'S.-17-0(, Mnno ("11'.d",'
CIP Discussion .
III R/2007
Page 2
settlement. causing severe cracks in the concrete. This is likely due to settlement in the
trench that was dug for sanitary sewer instaJlation. Although the warranty fIX this project
has expired, the contractor, Arnt Construction. does plan to correct the ddiciency. The
contractor has indicated he would like some assistance to pay f()r the corrective work:
carly conversations indicated that the contractor would pay i()r the removal and
replacement of the concrete. asking f()r thc City to pay f(lr any additional base material
that may be needed in preparing/ensuring a proper subgrade. Statl is expecting estimated
costs fhm1 the contractor in time f()r discussion at the work session. These costs arc
proposed to he funded through the General Capital Fund.
2006_r~1~JJpdate: As you know. construction has begun on the project. Utility work is
well underway- the f(m:emain and watermain boring has hegun, as well as storlll sewer
construction in various areas of the neighborhood. The general contractor is beginning
street work along Skiles Lane this week as well. A brier update \vill be provided at the
work session, as the contractor's schedule can change frequently depending lln site
conditions or unexpected dclays.
Easements: Stafl has becn diligently \vorking to acqUIre the neeessary drainage
easements. The Beach Club has signcd a right of entry, alhnving the City onto the .
property f(lr construction of the ponds. Once construction is complete, the actual
casement doeument will be signed. StafT has been working with Arlem: Boutin at J 600
Lake Johanna Boulevard to construct another storm pond and enhanced wetland area. Ms.
Boutin has received documents prepared by the City Attorney, and is in the process of
reviewing them. Ms. Boutin has also submitted a prdiminary plat f(lr the September
Planning Commission meeting to reconfigure l()ur lots to three. We have reccived a
signed casement for the eonstruction of a boulcvard catch basin along Lake Johanna
Boulevard. Staff is still working on three other easemcnts ovcr existing stonn sewer that
the City does not currently have casements for. The worst case scenario f(lr these three
situations is that the pipe will continue to exist with no casement ovcr it.
H,tin gardcns: Staff is currcntly working on a memorandum of understanding to be shared
with each of the rain garden recipients. The memorandum will summarize the process
for constructing the rain gardens. indicate that the rain gankns will be planted hy the
homeowners with guidance from City and URS stafL and that the rain gardens will bc
maintained by the homeowncrs. \Ve will ask that the homeowners sign this form as a
good htith understanding, indicating that the document is not binding to the property in
any way, but a 1()fIll l()r everyonc to understand the responsibilities of all parties
involved.
Assessments: The assessment hearing is scheduled l("lr August 2R. 2006. Two items have
been brought up that the Council may want to discuss in preparation f(lr the hearing. The
first regards how the assessment is determined. Thc policy cUITently states that the .
assessment is hased on the engineer's cstimate, but also states that City Council retains
CIP Discussion
. 1/18/2007
Page 3
the right to make adjustments to the policy as it deems proper. Th~ ass~ssment currently
being proposed is based on the contractor's revised bid.
The second item that Council should consider is how to address "through" lots as they
relate to assessments: nothing is stakd in the assessment policy for such a lot. Several
residents in the Ridgewood ncighborhood have expressed a conc~m on this issue. as they
have properties that front Ridgewood Court and either Siems Court or Ridgewood Road.
Properties ahutting Ridge\\'o(ld Court w~rc assessed in I ()9() I()r the mill and ovcrlay of
the road and rcsidcnts have expressed concem about heing assessed twice for
improvements.
Both orthesc items \villlikcIy be hrought up at the assessment h~aring. The Council will
need to respond to these conCCIllS: whatever is (kcided t"()r this proj~d may neate a
prececlent for assessments on futurc projccts. Staff rccommends a Council discussion at a
future work scssion to consider revisions to the assessment policy to morc clearly addrcss
the above-mcntioned concerns.
2007 Proiects
. The 1()llowing projects arc proposcd for 2007: anticipated funding sources hav~ bcen
listed with each project.
2007 PMP M<-~O/Sea'-coat:i\s discusscd at the July Work S~SSi(1I1. staff is r~commending
a rcgional approach to the mill and overlay and scalcoat projects over th~ next live years
to capture these streets bd()I-e they slidc into a more expensivc maintenance category. ^
revised 5- Year CIP map lix 2007-20 II has been attached. No re\'isions were made to
strccts proposed ti)r 2007 from previous cliscussions. Revisionslc)r other years are
discusscd in thc section describing 20()~-20 11 projects. Spot utility repair will he
incorporated into the projects. including items such as gate valve or hydrant repair
(watcrmain), catch basin/manhole repair (storm sewer), and manhole repair or pipe lining
(sanitary scwer). funding source: Gencral Capital Fund. (,cneral Fund. Enterprisc Funds
(Watermain. Storm Sewer. Sanitary Sewer).
(!l<;I1 hvy_1.9/J-'p Rail Bridgc~ As discussed previously. staff and Council havc agreed that
while the railroad company is willing to cooperate on this project. it should he scheduled.
Funding source: Special Revenue Parks Fund.
St()!1l1 l\)I1d M~lil}telllJnc~: Stalf will cvaluate and develop a maintenance program to
ensure that the i\lS4/SWPPP requirements are being met. Funding source: Storm Water
Fund.
. 1&1 Staff will continue to evaluate what necds to he done to reduce 1&1 and proceed
accordingly. This mitigation work could include \vork such as manhole repairs (sealing
CIP Discussion .
1/1 X/2007
Page 4
and raising), sanitary sewer pipe lining, and sump pump inspections/disconnections.
Funding source: Sanitary Sewer Fund.
Cummings I?ark: The hard court surhH:es arc proposed for ITCllllstruction. Funding
source: Special Revenue Parks Fund. This is a change from previous discussions: and
explanation is described in the Parks and Recreation section later in Ihis report.
Emergency Vehicle Pre-emption: As mentioned earlier. the signals at the intersections
shared with Shoreview were postponed by Ramsey County, therefore. all of the costs for
this project are now included in the 2007 budget. Funding source: State Aid Fund.
lY.iller tankec A separate memorandum has been attached with staIrs findings and
recommendations.
Jr.;J,il l11ain!.~-'ljHJ<,:_e..pl!ll: Staff is \\'orking on creating a maintenance plan Il)r the City's
trails. One option the City could consider to establish this is to use outside consultants for
trail evaluation and development of a maintenance plan. This could be accomplished by
expanding GoodPointe's services to include trails. They have evaluated trail systems in
other cities and have assisted in developing trail maintenance plans similar to pavement .
management programs. GoodPointe has provided a cost estimate of just under $5,000;
approximately $2,250 fl)r the field inventory and condition survey. $2,0~0 for a 40-hour
support agreement (which could also be used li.)r street needs, if we have hours kH over),
and a $500 data set maintenance fee. The data maintenance ICe is usually S 1.500, but
with the existing agreements between Roseville and Arden Hills. this data sct would
qualify as an additional set. which is provided at a discounted rate.
2008-20 II Proiects
Pavem_C:lltl\1am1!~~m~nt Procram (PMPl
Staff continued to work with GoodPointe in evaluating stred conditions and the
appropriate improvements to each street segment. An updated map of the 5- Year ('IP
(2007-2011) has been attached. Based on further analysis and review. some street
segments were added to projects later in the 5-year cycle. Costs have been updated
appropriately in the elP spreadsheet.
At the last work session, Council requested information streets that \vould be included
beyond the current 5-Year CIP. A map has heen included in this report that summarizes
the recommendations from the ICON program fi.)r the years 2012-2016. The projects
have not been broken down year by year, but the map gives a general idea of the type of
maintenance that is anticipated t()r streets throughout the city. As with the 5-year plan.
stalf revie\Ned GoodPointe's results and made some adjustments based on maintaining a .
neighborhood approach f()r reconstruction projects. not recommending mill and overlays
for streets with drainage problems, lack of curb and gutter or lack of a sufficient base.
----
CIP Discussion
. 1/18/2007
Page 5
The program indicated that an average of approximately S 1.2 million would be spent
annually on street maintenance (not including utility improvements).
MSA Proj~\::ls/CountYJ{oad E Sidewalk Improvements
Based on discussions at the April Work Session. staff has attempted to incorporate the
projects c1igible fiJr MSA funding into the 5-year CIP in the order of preference indicated
by Council. No changes to the project order have been made since the July Work Session.
At the last work session, Council requested additional inf"()fJnation trom stall regarding
the County Road E sidewalk improvements. Attached are summaries of responses from
residents along both the north and south sides of the street. While not cveryone
responded, three residents on each side of the street responded that they were against the
project being on their side of the street. One resident from the south side of the street
responded they were in favor of the project. No recent contact has been made with any of
the residents.
Another question raised at the last \vork session was Ramsey County" s schedule for
construction. According to Dan Soler of Ramsey County, projects listed on the County" s
spreadsheet becomc eligible for funding in that year; just because they are listed does not
. mcan that the projects witt actually be completed. Ramsey County has indicated that they
currently havc no funding available. If the county werc to apply for federal funds tar this
project, the earliest they would receive any is 201 I.
Earks ancLRccrcation
Staff has reviewed funding possibilities fix the park and trail improvements. Park
dedication fees help make up the Special Revenue Park Fund: because of this, certain
rules apply to how these funds can be used. \1innesota State Statute 462.358 states that
park dedication tunds can bc used for reconstruction and new construction pmvoses, but
not for ongoing operation or maintenance purposes. Based on this intlmnation. staff has
made some changes regarding proposed funding of park improvement projects. The
funding f(l/' the hard court surf~lce reconstruction at Cummings Park has been reallocated
to come from the Park Fund. The remaining hard cOUl1 surface projects are currently
listed undcr the General Fund, as it is anticipated that these will be maintenance projects.
However, staff will reevaluatc cach project as it comes up to determine the appropriate
funding source.
As mentioned earlier in this report, staff is evaluating how to best create and develop a
maintenancc plan f"()r the City's trail system. Staff is <.llso working on evaluating the
potential 1()f future improvements at Valentine Park. Staff will report its findings back to
Council at a future date fix both projects.
. Equipmen.1
Staff has rcviewed the equipment inventory and prepared a replacement schedule. Staff
has described its findings on the watcr tanker in the attached memorandum. No other
('II' Discussion .
I/J X/2007
Page 6
changcs have bccn made to the schedulc that was presented at the July work session.
Staff will continually evaluate thc condition of all pieccs of equipment to prevent the
purchase of equipment that docs not yet need replaccment.
Enterprise Funds
A utility rate study \vas perfl.mned in 2004, however, the information used in this study
was incompletc, which, in tum, did not provide the most accurate results. Bascd on the
factors described below, Council may want to consider updating the current utility rate
study in 2007.
~ani tar"y Sewer --.f ~1I1~1
I&t The (,ity was not aware of the surcharges Met Council would impose on
citics that had an excess flow of inflow and infiltration at the time of the utility
ratc study. Staff will apply for credit fl.)r work to be done each year to avoid
paying the surcharge to Mct Council. However. the City will need to allocate at
least $100, I 00 per year for thc next five years until it is provcn that 1&1 has becn
reduced to an acceptable level. .
Lilt Stations and SCADA: These projects arc still listed with the '"unassigned"
projccts. The remaining four lift stations arc still functioning and can be properly
maintained until the fund is healthy enough to support these project costs.
Roseville is meeting with potential vendors in the very ncar future to discuss the
costs and technical logistics of incorporating Arden Hills into Roseville's new
SC ADA system. Staff will report infonnation to Council as it becomes available.
Storm Sewer FJtnd
This fund will continually bc drawn down, evcn 1I1 "lighter" PMI' years. The
requirements imposed by the Rice Creek Watershcd District and the MS4 pern1it
(SWpPP) f()r treating stonnwater runoff arc constantly increasing. In turn, rising
construction costs arc making these requircmcnts more expensive as well.
'Jj ater _[und
The O&M DepaJ1ment did some of the minor repairs listed in the watcr towcr report.
included the replacement of the screen on the overflow pipe and grading around the
tank's faundation. The rep0l1 rccommcnds the rcst of the repairs be completed within
three years; thercf()re, thesc costs have been included in thc project list for 2008.
Roseville and St. Paul rccently rcnegotiated thcir water contract. In turn. Rosevillc and
Arden Hills rcnewcd their contract as well. The rate increase that rcsulted from
rencgotiations \Vas not incorporated into the 2004 rate study.
.
.
CIP Discussion
. 1/1 X/2007
Page 7
CONCLUSION
Staff requests Council input and direction on the following itcms:
. Proposed 2007 Capital lmprovements- docs the Council havc questions or concerns
rcgarding what is proposed?
. County Road E Coopcrative Agreement- north side vs. south side discussion
. Pathways/Parking lots inventory/maintenancc plan- would Council hc in favor of pursuing
outside consulting to assist staff in establishing a maintenance plan'?
. Utility Rate Study- should the current rate study be updatcd in 2007?
.
.
. ~
~~f1ILLS
MEMORANDUM
DATE: January 22, 2007 Agenda Item 2.C.
TO: Honorable Mayor and City Council Members
Michelle Wolfe, City Administrator
FROM: Greg Hoag, Public Works Director
Schawn Johnson, Assistant City Administrator
SUB.fEeT: City of Arden Hills and Ramsey County Emergency Operations Plan and
Procedures Overview
Mr. Judd Freed (Ramsey County Emergency Management Director) and Ms. Krysta Rcuter
(Ramsey County Emergency Management Coordinator) wilI be attending the January 22nd work
. session to provide the City Council with an overview of the emcrgcncy management services
provided by Ramsey County, required National Incident Management Scrvices (NIMS) training,
and the county-wide Emergency Operations Plan (EOP). Since Septcmber I I, 2001, emergency
management and homeland security have become very important issues for local govemment
entities. The Ramsey County Emcrgency Management and Homeland Security Department has
becn working with local governments in Ramsey County for a number of years in creating an
Emergency Operations Plan that is user friendly and can be used coullty-wide.
For your review, please find attached a copy of thc City's Emergency Operation Procedurcs and
a copy of the Ramsey County Emergency Management Plan that \vas adopted by the City
Council on November 14, 2005. City staff is currently working with Ramsey County on
updating thc contact information for new City Councilmembcr's and City stafl'.
Recommendation
City staiT is requesting City Council input regarding the City's Emergency Opcration Procedures
and the Ramsey County Emergency Operations Plan.
Attachments:
. City of Arden Hills Emergency Operations Procedures
. Ramsey County Emergency Operations Plan
.
.
EMERGENCY OPERATION
. P~ROCEDURE
Vision
A strong community that values our unique
environment, our fiscal soundness, and our
tradition as a desirable eity in which to live,
\vork and play
1245 WES']' I lIGII\V A Y 96
ARDEN HILLS, MN 55112
PHONE: 651.634.5120 FAX: 651.634.5137
. E - ma i 1 :~i~ v h a I.U~L~~j,-ng1~~\1=-hiJj;i:.nJllJ.l s
PLEASE NOTE .
Thc City of Arden Hills makes evcry attempt to ensure the inlannation in this Emcrgcncy
Operation Procedure is current and accurate. Weare continually in the process of
updating and adding infonnation to the Master Copy located at City Ilall.
The Emergency Operating Procucdre is scheduled for annual updating to al1 plan holdcrs.
If you tind any information to be inaccurate or iftclephone numbers and contact namcs
changc, please contact the Administration Department of the City of Arden Hills at
651,634.5120 or fax changes to their attention at 65L()34.5137,
Thank you f()r your cooperation.
.
EOP BOOK NO. OF
DA TE OF ISSUE:
(As this plan is annually updated, please destroy any prior copies. Thank you.)
.
.
CITY OF ARDEN HILLS
EMERGENCY OPERATION
PROCE:DURES
.
Updated: December 12, 2006
.
TABLE OF CONTENTS
Pagc .
V cri fication of Plan ^ pproval...... ............... ........ ................................................................3
Emcrgency M anagcment Ordinancc.. .................................................................................4
F ore\vord ............................................................... ..............................................................4
Reason for Plan.................................................................... ...............................................5
Emergency Staff Organizational Chart - Chart A ..............................................................6
Emergcncy Opcrations Center............................................................................................ 7
Direction and Control............................. ........................................................................... .8. 9
Succession () fA uthori ty .... ................... .......................................................................... .....10
Emergcncy Responsibility Assignments............................................................................. I 1-13
Operation Policies and Support ..........................................................................................14-15
1\;1ayor - s Checklist............................................................................................................... 16
City Administrator" s Check I ist ........................... ................... .............................................1 7
Emergency Public In fc.>rInation ...... .............................................. ............. ........... ............... I 8
Arden I litis Alert Call List.........................................................................................:........ I 9
M cd i a Sou rces . . . . . . . . . . . .. . . .. . ... . . . . . .. . . . . . . . . . .. .. . . . . ... . . .. .. . . .... . . . . . . . . . . . .. . . .. . . .. . . . . . .. . . . . . . .. . . . . . . . . .. . . . .. ... . . .20
Sample News Release...................................................................................................... ...21
Emcrgency Management Director" s Checkl i st ............................................. ......................22
Assistant Ci ty Admini strator' s Responsihi I i tics ............................................ .....................23
Community Devcl(lpment Director"s Responsibilities...................................... .....24
Bui Iding Official" s Responsibi I itics....................................................................................2 5 .
Operations & Maintenance Di rector' s Cheekl i st. ............................................................. ..26
Park and Recreation Supervisor" s Responsi hilities ............................................................27
Chief F i nancia I Officcr" s Responsibi Ii tics.......................................... ................................n
Sheri ff s Responsibi I ities ................................................................................................... .29
Fire Chief s Responsibil i tics............................................................................................ ...30
Medical and First Aid.........................................................................................................3 I
W ami ng and Call Not itlcat ion List...... ..................................... ........ ........ .......................... 32 - 34
Emergency Organizations and Call l.ists............. ............. ...................... ............................35- 3 X
Ci ty of Arden I-l i lIs Radio In tc.mllation ....... ................................ ....................... .................39
Medical Examiner...............................................................................................................40
Evacuation Sites..................................................................... .............................................4 1-44
C'ity 1\;1 ap ............................................................................................................................ .45
.
2
VERIFICATION OF PLAN APPROVAL
.
The City of Arden Hilts Emergency Opcrations Plan has been revicwed and approved by the Mayor
and by the Arden Hills Emergency Management Director (City Administrator) on this datc.
- ..... -. .-....-.-----.------ -- -. .. ..-
Mayor Date
....---.--......--.- . ---.----...----
Emergency Managcment Director Date
(City Administrator)
. TRANSFER OF OFFICE
'rlllS DOCUMENT SHALL REMAIN THE PROPERT'{ OF THE
CITY OF ARDEN HILLS
Upon termination of office by rcason of resignation. election. suspension. or dismissal. the holder of
this document shall transkr it to his succcssor or to the Ardcn Hills Emergency I'vtanagcment Dircctor
(City Administrator).
Copy Number: Assigncd to: .. .... ...___. .._no ........----..-.-....--..
.
.,
CITY OF ARDEN HILLS .
El\U=RGENCY OPERATION PROCEDURES
Authority lor the Arden Hills Emergency Management program is established by Public Law 920. 21;;t
Congress of Minnesota, State Civil Defense Act of 1951, as amended, and Chapter 7 of the City of
Arden Hills Municipal Code. Refer to this Code for detailed inf(-)fIllation.
Foreword
The basic purpose of this plan is to provide a guide f()r emergency operations. The plan is intended to
assist key City officials and emergency organizations to carry out their responsibilities for the
protection ofti k and property under a \vide range of emergency conditions.
Although an organization may have the foresight to plan fix anticipated situations. such planning is of
little value ifit is not reduced to written fonll. Personnel with intimate knowledge of unwritten plans
may be unavailable at the very time it becomes necessary to implement thcm. A written plan will
furnish a documentary record \vhich can be refelTed to as needed. This documentary record will serve
to refresh the knowledge of key individuals and can be used to intC)fIl1 persons \vho become
replacements.
lJpdatin2. and Distribution .
For purposes of this plan, the City of Arden Hills Emergency Management Director shall serve as the
Planning Coordinator. As such, the Director will have overall authority and responsibility for the
maintenance of the plan. The City Council has designated the City Administrator as Emergency
l\lanagcmcnt Director.
This plan will be reviewed and updated as necessary; but at least once every year. The Arden Hills
Emergency Management Director (City Administrator) will be responsible for ensuring that this
updating occurs. In order to carry out this task. the Director may request assistance ti-OI11 the Ramsey
County Emergency Management Director. This plan has been distributed to all City Government
depm1ments and agencies that have emergency assignments in the event of a major disaster in the City
of Arden Hills. A plan distribution list will be maintained by the Ardcn Hills City Emergency
Management Director.
.
.1
Rcasons for the Proccdures
. Tornadoes, floods. blizzards, and other natural disasters can affect the City of Arden 1 Iills. In addition,
major disasters such as train wrecks, plane crashes, explosions, accidental releases of hazardous
materials, and enemy attack pose a potential threat to public health and safety in Arden l/ills. An
cmergency plan is needed to ensure the protection of the public from the ctfeds of these hazards.
Purpose of thc Proccdurcs
The City of Arden l/ills has many capabilities and resources \vhieh could be used in response to any
major disaster. These include the f~lcilities, equipment, nJanpo\ver, and skills of both government and
/lon-government professions and groups in Arden Hills. 'The purpose of this plan is to ensure the
effective coordinated use of these resources to:
I. f\,/Jaximize the protection of life and property
2. Ensure the continuity of government
" Sustain survivors
.J
4. Repair essential bcilities and utilities
Lcgal Basis and Rcfcrcnces
. I. Public Law 920, as amended
2 Minnesota State Statutes. Chapter 12, as amended
3. C'ity of Arden Hills t'vlunicipal Code, Chapter 7
4. Mutual Aid Agreements
Organization
Existing government is the basis f()r emergency operations. That is, government agencies will perfonll
emergency activities related to those they pcrt<.)rm on a day-to-day basis. City organization.
responsibilities. and interrelationships are shown on Chart A of this Basic Plan.
.
:)
CITY OF ARDEN HILLS
EMERGE:\ICY OPERATIONS PLAN CHART A
ElVIERGENCY STAFF ORGAl\'IZATION
PUBLIC !\'fA YOR ACTING l\IA YOR
INFORMATIO:\l L
I
CITY
AD:\U:'IiISTRATOR COl1l\CIL
(EMERGE:'IiCY MEi\lBERS
:\IA~AGE:\IE1\T BY SENIORITY
DIRECTOR-OR
DESIGNEE)
I
I
i
GO\'ER:\'i\IE:\T E!\IERGE:\CY CO!\nll:NITY Publie Works POLICE
OPER.-\TIO:\' and OPERA TlONS DEVELOP!\IF.l\T Department Ai\D
AUi\II!\' ISTRA TIO:\' CE!\'TER L I:\SPECTlO:\'S FIRE
Go\erl1lllent Operations \\" am ing S yslellls Emcrgency Engineering l :tilities La\\ Ent()ITement
(it:neral Administration EOC \'fansgemCl1t I nspeetion Roadways Tr~lffic Control
Lcgal 8: Financial Community \fanagement DanKlgc Assessment Emergt:ncy Eq u i pment Security
I nt(mllation Resource \Ianagelllent Emergcncy Repairs \Ianpo\\'er Fire Suppression
Economic Stability Cost Estimates Flood Cllntrol Rescllc
Reports 8: Records ~1 aps " Charts Dcbris Disposal E\'acuation
Emcrgency Housing Shelter \Ianagement Crisis Relocation
\Vater,' Food Health SelTices
Public Transponatillll
. . .
. EMERGENCY OPERATIONS C~=NTER (EOC)
I. Check f()r Waming System activities
2. Alert thc Mayor and Council by land line telephone or cell phone
^' Activate thc Emcrgency Operations Center
.J.
4. Alert the Emergency Preparedness Staff
') Hook up the cmergency communications system
6. Initiate the Action Log and Record Filc
..~ Establish contact with Ramsey County Homeland Security and Emcrgency Operations, Ramsey
I.
County Shcrin~ and Lake Johanna Fire Department
k. Brief Mayor, COllnciL and StaIr on conditions of cmcrgcncy
<). Asscmble and brief disastcr rccovcry pcrsonnel
. 10. Dispatch disastcr personnel and survey tcams
II. Dispatch damagc assessmcnt tcams to disaster area
12. Review data and reports fl.)!' declaration of emergency
i3. Respond to changing conditions as appropriate
14, Assist e1ectcd oflicials in preparation 0 f press release
.
7
Direction and Control
.
The dircction and control of government operations from a central, protected facility with adcquate
communications and kcy pcrsonnel is essential to the conduct of emcrgency operations. This hlcility
will be known as thc Arden I-Jills Emcrgcncy Opcrating Ccnter (EOe) located in the Council Chambers
at Ardcn Hills City Hall. Alternate locations for thc EOC arc the Lake Johanna Fire Station #1, 3246
New Brighton Road, Ardcn Hills, (651) 633-0349, and the Ramsey County Emcrgcncy Services Ofticc,
1425 Paul Kirkwold Drive, Arden Hills, (651) 266-7100.
I. Criteria ror EOC Activation
The degrec of Arden Hills EOC activation will be dctennincd by thc severity of the emergency.
· The EOC may bc paJ1j~dJy activated due to a potential threat to life or property from sevcre
weather, i.c., tomado, flooding, blizzard, civil disturbance, biological. or a hazardous materials
incident/accident that is an uncontrollcd release of a reportable product.
. Thc EOC will bc fylly acJjvateq in responsc to an emergcncy resulting in a threat to life and
property. This would include, but is not limited to, tornado touchdown or flooding causing
damage to the public and private sector and requiring a coordinated responsc effort, or a
biological-hazardous materials incident/accident involving the responsc of scvcral agcncies,
including fedcral and state, as well as surrounding counties and municipalities.
2. Responsibility ror EOC Activation .
In the event of a major disastcr, City staff would bc expectcd to automatically rcport to the EOC
(City Hall); however, the City of Arden Hills Emergency Managcmcnt Dircctor is rcsponsible for
ensuring that the EOC is activated according to the critcria discussed above.
3. Staffing or the EOC
The stafling list for the Arden Hills EOC is on file with the Arden Hills Emcrgcncy Management
Director. Each department/agency which is rcpresented in the EOC is responsible f()r cnsuring that
its representative is familiar with the duties which hc/she is expected to perform at the EOe. (Sec
Call List scction).
4. EOe Equipment/Supplies
The Arden Hills Emergency Management Dircctor is responsible for ensuring that the EOC is
operational. The neccssary maps. displays. tables and chairs. communications cquipmcnt, message
logs, etc., are on hand and available for use in the EOe.
.
Ii
5. Communications Capability
. The Emergency Management Director has been given the responsihility of ensuring all
communication systems (primary and alternate) are operational and communication links between
response personnel and EOC operations are identified.
Communication links are cstablished between the City and the t()lImving organizations:
. Arden Hills departlllental units by direct connect cell phone.
. Ramsey County Sheriff Dispatch by radio
. County wide or statc widc channel
. MINSEF emergency channel
. Land line telephone
(). Communications Capability-Residents
Communication links may be cstablished between the City and its residents through the t()llow
avenues:
. Telephones
. I,ocal Radio Stations
. Local Television Stations
. Group E-mails or list scrves
. Door to door communications within the diftcrent neighborhoods
. 7. Support Docu mentation
Thc f()llowing support materials are kcpt on file in the Emergency Management Director"s 01tlce:
. Ramsey County Emergcncy Operations Plan
. City of Arden I [ills Emcrgency Operations Procedure Manual
. Resource ivianuai fix lists of equipment and supplies
.
l)
EMERGENCY OPERATIONS - SUCCESSION OF AUTHORITY
.
City orticials and employces may not always be prcsent or immediately available for the management
of governmental functions at the slart of an emcrgency situation.
Under such emcrgency conditions the sllccession of authority and governmental control for the City of
Arden Hills is as stated below. The Warning Ofticcr (On-Duty Ramsey County Sheriffs Department
Supervisor) is responsiblc fiJr contact of personncllisted below.
Succession of authority for the City of Arden Hills is:
I. The Mayor
2. Acting Mayor
3. Council Mcmbers (By order of seniority)
Succession of management flJr the City of Arden Hills is:
4. City Administrator
5. ACling City Administrator
6. Assistant City Administrator .
7. Public Works Director
R. F i nancc Director/' I'reasurer
9. Community Development Director
10. Building Official
11. Planner
.
10
. Emcr!!:cncvResponsibility Assignments
A. 1\ summary of the City of Arden Hills emergency responsibility assignments. by function. is
shown on Chart B. Heads of the various city government departments and agencies will be
responsible t()r carrying out the assignments shown on this chart.
B Responsibilities have been assigned by a code letter: "p", "S", or "C'.
I. "1''' indicates prinlillY operational responsibility, which means the official or agency is in
charge of: and responsible to make provision i()r, that function.
') "S" indicates ~J!Pport responsibility, which means the agency so assigned will, as far as
possible, support and assist the official or agency designated primarily responsible.
3. 'C' indicates ~ooL<]jnatio_n responsibility. and is assigned when several agencies have
support capability but no specific official or agency has obvious primary responsibility.
This will be especially true when non-governmental agencies are involved.
.
.
11
CHART B
EMERGENCY RESPONSIBILITY ASSIGNMENTS .
FUNCTION RESPONSIBLE AGENCIES REMARKS
I. Waming and Notification Ramsey County Sheriffs Office "'p.,
,
2. Direction and Control Emergency Management Director
City Administrator "P" & "C"
3. Emergency Public City Administrator "p.,
Information Mayor "S"
4. Search and Rescue \-"ire Department c'P"
Ramsey County Sheriffs Dept. "S.,
Fire Department I'vlutual Aid "S"
5. Health / Medical AlIina "p"
Fire Dcpartment "S"
Ramsey County Sheriffs Dept. "s"
Red Cross "S.,
6. Evacuation and Ramsey County Sheritrs Dept. "1'''
Traflic Control State Patrol "S., .
Fire Department c'S"
Public Works Dcpt "'S"
7. Fire Protection Fire Department "1'"
l'Jorth Suburban
Mutual Aid Fire Departments "s"
X. Damage Assessment Building Onicial "P"
Public Works Director "p.,
Building Inspector "p"
Assistant City Administrator "S"
C). Congregate Care Red Cross "p.,
Salvation Army "S"
10. Dehris Clearance Puhlic Works Director "p"
Ramsey County Operations &
Maintenance "S"
I I. Utilities Restoration Building OITicial "p"
Fire Marshal .cs.,
Public Works [)ept "S.,
12. Radiological Protection Ramsey County Emergency Services "p"
Fire Department "S"
State 1hz-Mat Teams "S"
Code; "P" = Primary "'S" = Secondary "C" = Coordination .
12
. EJ\'1ERGENCY OP~~RATIONS
ASSIGNMENTS ANI> RESPONSIBILITES
Team #1: Government Operations and Administration
Team Composition: Mayor, City Administrator, (Acting City Administrator), Assistant
City Administrator, Community Development Director, Finance
Director, City Attorney
Responsibilities: Government Operations and Administration, Legal and Financial
Matters, Intelligence, Media and Puhlic Intixmation, Economic
Stahilization, Records and Reports
Team #2 Emergencv Operations Center Management
Team Composition: City Administrator (Acting City Administrator), Assistant City
Administrator
Responsibilities: Eoe Management, Warning System Management, Emergency
Communication, Resources Management, Evacuation and Crisis
Relocation, EOC Records and Reports
Team #3 Engineerin1!. Inspection and I>amage Assessment
Team Composition: City Engineer, Building OniciaL City Building Inspector
Responsibilities: Emergency Enginecring, Ficld Surveys and Inspections,
Emergency Rcpairs and Emergency Structures, Damage
. Assessment and Cost Estimates, Map and ('harts
Team #4 Public \Vorks Department andUtilitv Systems
Team Composition: Public Works Director, Starr and Crews
Rcsponsibilities: Watcr and Sewer System Operation, Electrical Power and Gas
Service, Roadway Clearing and Rcpairs, Debris Clcan-up,
Rcmoval and Disposal, Storm Water Management and Flood
Control, Manpower and Emcrgency Equipment Management
Team #5 Health & Human Services. Congre1!ate Care
Team Composition: Puhlic Works Director, Parks and Recreation Manager;
Responsibilities: Emcrgency Housing and Shelter Management, Emergency Water,
Food and Bedding, Emergency Hospital, Medicine and Morgue,
Public Transportation Services
Team #6 Police I,'ire and Rescue Services
Team Composition: Sheriffs Patrol Commander. Fire Chief
Responsibilities: Law Enf()rcement, Traffic Control, Area SecUlity, Access Control.
Crime Prevcntion, Impounding and Custody, Fire Suppression,
Rescue Serviccs, Haz-Mat and RADAF
.
D
Operations Policies .
1. Protection of Ii fc and property during an emergency is the primary responsibility of government at
all levels.
2. In an emergency affecting more than one political jurisdiction, officials of all jurisdictions involved
will coordinate their services to the maximum extent possible.
3. The City of Arden Hills Emergency Management Director will assist in providing resource
coordination between government agencies and the private sectors.
4. City government resources must be utilized to the maximum before state or federal assistance will
he made available.
5. Each agency, department, or service of city government will maintain records during an emergency.
These records should include work hours, equipment hours, supplies and materials consumed.
injuries to personnel, and damage to public facilities and equipment.
Support
I. National Guard
a) Overview
When a natural disaster or other major emergency is heyond the capability of local government. .
support from National Guard units may be available. Only the Govemor, as Commander-In-
Chief of the Milmesota National Guard, has the authOlity to activate the Guard. The purpose of
the activation is to ensure the preservation oflifc and property and to support civil law
enfi:)J'cement agencies:
. National Guard assistance will complement. and not be a suhstitute t<Jr county and/or city
participation in emergency operations.
. If made availahle, National Guard personnel remain under military command at all times,
hut \vill support and assist county and/or city /()fces in the accomplishment of a specific task
or tasks.
b) Request Procedure
In the case of the County and the City of Arden Hills, the Sheriff must submit the request for
assistance to the Governor's OtTice.
Requests far activation of the National Guard are to be submitted to the State Duty Officer by
calling (651) 649-5451.
.
14
. SUPPOI-t (Continued)
Military assistance shall be employed only to supplement and support city, county, and statc
efli.)11s. Military assistance may include: area security, road blocks, crowd control, emergency
communications, emergency repair to roads, hridges, public structures and clean-up activities,
disaster control and similar functions not involving privatc properties, industry, and similar
activities.
The City of Arden II ills must he prepared to estimate the amount and type of assistance
reljuired. Typical requirements might include: Military Police, general personnel, heavy
equipment, vchicles, aircraft, helicoptcrs, transportable hospitals. tents and bedding,
communications systems, and any other type of military gear that may be availahle.
Specific instructions fi.)r obtaining military assistance can be described as tiJllows:
. Insure that city emergency has heen officialJy deelared by the Mayor.
. Call initial request to the Ramsey County Shcritrs Office (651) 4g4-3366. The Mayor
and SherilTwill coordinate the request and the SherilTwill suhmit it.
. Prepare ti.mnal written request to Governor"s Office.
. . Follow-up with call to Governor' s Of/ice that request is in route (651) 296-3391 .
. Advise City Stafe Police. and Fire Depat1ments that Jnilitary assistance has been
req uested.
. Be prepared to provide areas and space Ii.)r hivouac of personnel, parking ti.)r equipment,
set up of communications equipment. transportable hospitals. etc.
. Meet with the Military Commander, introduce personnel. and set up fi.)r
operationicontH)I.
A summary of state and fedcral programs available to local governments which are
experiencing or have experienced a disaster is contained in "Disaster Response and Recovery",
a handhook fi)r local governmmt. This document was developed by the Minnesota Division of
Emergency Services (DES). and is on lile with the Ramsey County Emergency Management
Director.
Inli.lnnation and assistance in securing state or federal support may be obtained by contacting
the Ramsey County Emt~rgency ~vlanagement Director. (See Call List Section).
.
15
Emergency Operations Plan .
Standing OpenltiOl! Procedure Mayor
In the City of Arden Hills, the Mayor is responsible li.>r providing ovcrall direction and control of City
Govcrnmcnt resources involved in the responsc to a disaster. If the Mayor is not available, thc
sUlTcssion of ^cting Mayor and City Council memhcrs hy seniority will be followed. The City
Emergency Managcmcnt Director will serve in a staff capacity to the Mayor, and will coordinate all
aspects of this plan. The City Emergency Managemcnt Director will also serve as a liaison with the
Ramsey County Emcrgency Management Dircctor.
1\11\ YOR'S CHECKLIST
l. Vcrify warning system operation
..---.-----.. -...--..-..
2. Ohtain briefing of status of emergency condition
-...--------- --- --.----
3. Make contact with Lake Johanna Fire Chief and Sheriff as appropriate
4. Conduct tour of disaster site, as appropriate
5. Prepare initial estimate of damage (no PIO relcase) .
.-.- -- ...-----..---.-
(). Makc decision on declaration of emergency
7. Make contact with County Emcrgency Services as appropriate
------
X. Make contact \.,.ith Governor or State Eoe as appropriate
-..------ ..---..---
9. Prepare formal press rekase
10. Prepare public infi.mnation releases
II. Review emergency situation f(lr need cd actions ..--...--...-..-----..----
.
Ih
. Emergency Operations Plan
.Standin2 Operatin2 Procedure City Administrator
CITY ADMINISTRATOR'S CHECKLIST
l. Verify \varning system operation
') Activate Emergency Operations Center
.--.----. .
" Initiate emergency call list
)
....--.-
4. Initiate Actioll Log and Record File
---------
5_ Ohtain reports on emergency situation
..no__
(). Prepare outline for Council and Stalf hriefing
.---.----
7 Contact Sheri IT and Fire Department as appropriate
--------
x. Contact Ramsey County EmtTgellcy Management Services Otlice
. (). Check disaster area security
--___._.0_.._-
10. Brief Mayor, Council. and Staff on disaster situation
..-------
11.. Set HI) cnlcrgcncy city adn1inistratlon
12. Conduct survey of disaster area \vith Mayor ...----.
13. Set up Public In/<:)}lnation Of'lice
14. Consult linancl~ and legal personnel ...----.-..-.-
I S. Set up emergency funding account .------
I (l_ Assess local economy and industry requirements ---------.-----.
.
17
Emergency Operations Plan .
Standing Open,ting Procedure Emergency Public Information
Purpose
The purpose of this Standing Operating Plan is to establish a plan t()}. the orderly dissemination of
necessary information to the public, in a timely manner, during emergency or post emergency
operations.
J)ircctioo
All releases to the media will he made through the Public [nti.)[}nation Office (PIO). The Mayor or City
Administrator (or their designees) are the only officials authorized to perform this role.
Method
During an emergency:
L Evaluate the scope of emergency and appropriate PIO response.
2. Estahlish media briefing room and time schedule f()r releases/updates. .
. If the scale of the emergency warrants, the Sheriffs Department oftice at 1411 Paul Kirkwold
Drive, Arden Hills, (651) 266-7300 will be used.
. Smalkr emergencies will be addressed through the City Adrninistrator's onice ami City Hall
conkrence rooms.
. In all cases, the public will access inf()fInation through and from the City Administrator's Office.
.., Int()rm media of PI0 plan, location, and schedules.
_1.
4. I'v1cet with Operations Team leaders (or their designees) to assess content ofinf()fJ11ation release and
current incidcnt status.
5. Opcn Public In1()fIl1ation Ccnter to media and public.
(). Release prepared message to the media and leaders of all city, state, voluntecr, etc.. service groups.
.
IR
. FnH'rgency Operations Plan
Standin!! Opcratin!! Procedure Alert Call List
( Ity officials and employees may not always he present or immediately available fix the management
of governmental funetions at the onset of an emergel1l:y situation.
l lndcr such emcrgency conditions the succession of authority and governmental control f()r the City of
Arden Hills is as stated hdow. The Warning Officer is rcsponsihle t()f contact of personnel listed
het ,; \\:
I Mayor SIan Ilarpstead (651) 604-9097 (H)
(651) 646-2595 (W)
(651) 651-260-4235 (C)
') City ('oullcil i'vlembers David Grant (()51) 633-4187 (H)
(651) 633-41 '(1,7 (W)
Brenda HolcJell (651) 636-2987 (H)
(651) 201-5894 (W)
(612) 618-2333 (C)
. David McClung (651) 633-:~7J9(1I)
(651) 332-0352 (C)
Fran Holmcs (()51) 631-1866 (H)
'i City Administrator ;' Michelle \Yolk (651)458-5015 (H)
Emergency Management Dircctor (651) 634-5120 (W)
(612) 716-3295 (C)
4 Ramsey Sheriffs Dept Bob Flcichcr 911 or
(651) 484-3366
5. Lake Johanna Fire Chief Tim Bochlke l) II or
(651) 484-3366 or
(651 ) 481-7024
.
It)
Emergenc~' Operation Plan ATTACIIl\"1ENT ] .
Standin2 Opcratin2 Procedure Emergency Public Information
LIST OF ALL AVAILABLE j\:IEDIA SOlJRCES
TELEPHONE
i\iHi' n L\ CITV NI r I\UU. U 1<,1 Y NIIM 'U
:\1 inllcap(llis Minneapolis (612) 673-4000 (612) 673-4359
Star & Tribune
Saint Paul St. Paul (651) 222-5011 ( ( "I 7J 8 - - 00
L ) ~_( -))
Pionecr Press
Arden Ilills Bulletin New Briohton (651) 633-2777 (651) 633-3846
b
!-'(lCUS Newspaper Roseville (763) 706-0890 (763) 706-0891
weco Radi(l St. Paul/Minneapolis. (651) 292-0334 (612) 370-0159
(St Paul)
(612) 370-0611
(Mpls.)
KSTP Radio Sf. l'auHvlinncapp]js (651)647-1500 (651 ) 649-1515
Minnesota Ncws Sf. l'aulir'vlillncappJis (612) 371-7211 (651) 696-0100
Nt:lw(lrk Radio .
IVlinllcsota Public S1. Pauli"',! inneapolis (651) 290-1500 (651) 290-1295
Radio
WLTE Radio Sf. Paul:Minneapolis (612) 339-9583 (6 12) 339-5653
- . - . u. n."___
\VMIN Radio Sf. I'aul"!\tinllcapolis (651) 436- 7216 (651) 739-4784
weco Television Sf. Paul"J\linlleapolis (612) 330-2500 (6 I 2) 330-2767
KI\/ISP Television Sf. l'aull\linneapolis (612) <>26-l)()l)9 (612) 942-0455
KARE Television Sf. Paul. Minneapolis (612) 546-1111 (6 I 2) 546-8606
KSTP Television Sf. Paul" M inllcapolis (651) 647-1500 (651) 642-4409
.
20
. SAl\H~LE NE\VS RELEASE
For Immedh.te Release
The City of Arden llills advises all contractors wishing to engage in repairs or reconstruction work
necessitated hy our reccnt disaster to obtain permits and copies or disaster damage inspection forms
hefore proceeding with any work. In addition, all contractors must he currently registcred with the
City of Arden Hills before permits may be issued.
/\11 citizens and residents of the City of Arden H ills, please be infi..mlled that the purpose of these
requircmcnts is to scrcen out possible opportunists from taking advantage of the current situation.
FurtheIll1(lre, residents are cautioned and warnL:d not to sign blank contracts, or agrcc to have work
perli.mllcd withoutlirst seeing thc contractor's registration card. or allow work or altcrations not
authorized by the City (If Arden Ilills Building Departmcnt.
. .- -----..------.. --...
Signature
.
... ____..__.__..._ _..____ _ _.._ _n. _no -- .......--.-- .. -.....----..
Title
----...--...
Phone Date
.
21
Emergency Operations Plan .
Standing Operating Procedure Emergency Management llirector
RESPONSIBILITY: (herall Emergency Mamagement and Resource Management
Emergency \Vaming System Development and Management
Communications System Development and Management
Emergency Operations Center Direction and Coordination
EMERGENCY l\IANAGEi\'1ENT DIRECTOR'S CHECKLIST
(Th~ City Administrator has been designated to assume this function by the City Council)
I. Verify warning system operation
') Activate Emergcncy Opcrations Ccnter
3. Initiate cmergency call list
.-.--...----
4. Alert l\tlayor and Council
.......--.----
5. Set up r:OC radio and telephonc
(). Obtain reports on cmcrgency situation
7. Prepare outline t()r Council and Statfbriefing .
..-----
R. Chcck contacts with County Emcrgency Services
-...-..--..-.--...
(). Chcck contacts with Policc and Fire Departments
... --.-------.--.--
10. Brief l'vlayoL ('oulleil and Staff on cmergeney situation
-...----------------
II. Insure action log and record system is established
12. Assemblc and brief emergency rccovery crcw lcaders
---------- ---...
13. /\sscss Public Works Dcpartment readincss (pcrsonnel and equipment)
..-...-...-.------
14. Assess disaster area sccurity and Police requirements
.-..---....- ----------- -..-
J5. Public infi.mnation, press release status and media contact
16. Assess contacts with Red Cross and Salvation Army
17. Assess Engineering. Inspection and Public Works Department readincss
..- ----..-----..-.--.-----..-...
IX. Institute J.D. tag and record system .
.. --..-
~2
. Emer~ency Operations Plan
Standing Operating Procedure Assistant City Administrator
RESPO~SIBlLlTY: The Assistant City Administrator shall be informed of all mitigation
efforts which might reasonably affect property uses. The Assistant
City Administrator shall also assist with the economic and structural
recovery efforts for residenthtl, commercial and public property.
Application for funding or grants for disaster relief shall be
coordinated hetween the Assistant City Administrator. Community
De\'elopment Director. and the Fimlllce Director.
Set up record system on pel"sonncl time, equipment and supplies.
.
.
23
Emergency Operations Plan .
Standing Operating Procedure Community Development Director
RESPONSIBILITY: The Community I>evclopment Director shall be informed of all
mitigation efforts which might re~lsonably affect property uses. The
Community I>evelopmcnt ))irector shall coordinate the economic ~md
structural recovery efforts for residential. commercial and public
properl~' .
Application for funding or grants for disaster relief shall be
coordimlted between the Assistant City Administrator. Communif)-'
Development Director and the Finance I>irector.
.
.
2.1
. Emergency Operations Plan
Standing Operating P.-on'dure Building Official
RESPONSIBILI'fY: The Building Official sh~.1I direct all structural damage assessments
within the City. Liaison with other agencies or departments will
occur as necessa..y.
The ICBO Ullif'(mll Di....a....ter lHitif!lltioll Plllll (Oil file ill Emt!rr:.elll:V
i\;lallaf!l'mellt Director '.... Office) ....hall be the documellt J!overnillJ!
dWIUlf!e a.......Ie........ml'llt.\~
The following is a brief outline of steps to be followed:
Step I: Contact other municipalities requesting
help with assessing damage.
Step 2: l\lake preliminary assessment of extent of damage
(areas involved).
. Sh,'p3: Set up inspection teams. Provide teams with maps.
report forms. placards. flashlights. clip board. staple
gun. camera. radio. hard hats. and gloves.
Step 4: i\". ail out instruction letters to hOnlCO\\'iiers.
Sample PlIhlic Information Release in PIO section
.
~5
Emergency Operations I)lan .
Standing Operating Procedure Public Works Director
IU:SPONSIBlLlTY: The Public 'Yorks Director shall coordinate all clean-up efforts
arisin~ from the disaster. This may include maintenance personnel
to clear streets and remove debris, and engineering shiff to assess
damage to roads, bridges, etc.
PUBLIC 'YORKS I>IRECTOR'S CHECKLIST
I. Alert Public Works personnel
2. Obtain bricting on emergency situation
--------------... .
" Take count of Public Works personnel and set up recovery teams
.) .
4. Review emergcncy equipment requirements
....--------
5. Blief" crews and dispatch to emergency area
------.--------
6. Review cmergency supply stocks .
.......--------..-.------
7. Set up ITctlrd system on pcrsonnel time. equipment time, and supplies
cnnsunlption -.. -------------------..----
X. Review road clearing and emergency repair requirements
l) Review debris collection and disposal requirements
10. Assign crews to tree rCllloval. boarding-up damaged structures. de.
11. Review City water system and pump operation --------.-.--
12. Review sanitary scwer and lift station operation .....-.-...------..
13. Review emergcncy electrical power requirements ..-- ----... .....-------
14. Revievv' stonll drainage channels and flood pronc areas . -. -----.---------
15. Maintain map rccord of cmergency problem areas
.
.~6
. Emeq,~ency Operations Plan
~tanding Operating Procedure Parks and Recreation Manager
n.ESI'ONSIHII.ITY: The J>arks and Recreation 1\'lanager shall have ."esponsihility for the
entire puhlic health spectrum, including:
Coon1ination of emergency shelter and housing in conjunction ",.ith
the A merican Red Cross and School District #621
Owrall coordination of emergency tnmsportation such as school
huses. J\lTC. etc.
Set up record system on personnel time, N)uipment, and supplies.
('oonlinate and assist police and fire ."egarding immediate or
potential threats to puhlic health and safety:
Medical (Allina)
Congregate care (Red Cross, Salvation Army)
Public Works Department (Clean-up and disposal)
. Community Development/Inspections (Hahitability, Utilities)
Fire/Police (as necessary)
Liaison with County or State agencies and the recommendation to
,:all them
.
n
Emergency Operations 1>lan .
Standing OperatingPl"Ocedure Finance Director/Treasurer
RESPONSIBII,ITY: The City's Finance J>ircctor is responsible for coordinating the
financial record keeping for all functional groups. The Finance
Director will ~llso work with the Community Development Director
and Assistant City Administrator with applying for grants, loans. etc.
to assist in recovery from ~t disaster.
.
.
2l:<
. Emergency Openltions Plan
Standing Operating Procedure City Engineer
RESPONSIBII.I'f\': The City Engineer shall assist ill the coordination of all clean-up
efforts arising from the disaster. This may include assessing
structural damage to roads, hridges, infrastruchll"e, etc...
OPERATIONS & MAINTENANCE DIRECTOR'S CHECKLIST
I. Ohtain hriefing on emcrgency situation
') Review emergency equipment requiremcnts
" Revie\v cmergency supply stocks
.) .
...-------..-
-t. Set up record system on personncl timc, equipmcnt timc, and supplies
consumption .......-----.
. 5. Rcview road clearing and cmergency repair requirements
-----.-----.-----.-
6, Review dehris collection and disposal requirements ----..---.
"7 Rcvic\v out City \\atcr system and pump opcratj()j)
I. _ .....------
R. Review sanitary sewer and Ii Ii station operation
9. Check out storm drainage channels and Hood pJ"llne areas ---.------..-
J 0, JVlaintain map record or emergency prohlem arcas
.
,:l)
.
Emergcncy Operations Plan
Standing Operating Procedure Ramsey County Sheriffs Department
RES I)ONS I 811, ITY: The Sheriff shall have sole authority ovcr all law enforcement issues.
The Sheriff (or designee) shall he in attendance at the EOC whenever
it is activated. All other law enforcement pe."sonnel and activities
shall he operah.'d from the R~lmsey Count)' Sheriff's office at 1411
Paul Kirkwold Drive, Arden Hills. Any decision to activate the
National Guard shall he made only after consultation with the
Sheriff. (Sl'e also Areas of Responsibility section).
.
.
10
. Emer~ency Operations Phm
~ta.!Hling Operating Procedure Lake Johanna Fire Chief
IH:SPONSIBILlTY: The Fire Chief shall have sole authority over all issues rclatin~ to
fire, health senices, search and rescue, and miti~ation of hazardous
material incidents. The Chief(or desi~nee) shall he in attendance at
the EOe whenever it is activated. All tire activities will he conducted
from the Lake .Johanna Fire Station # I. Decisions regarding
activation of J\llItual Aid, lIaz-i\1at Teams. etc., shall he made II)' the
Fire Chief.
.
.
) I
Emergency Operations Plan .
Standin2, Operatin2, Procedure Medical and First Aid
RESPONSIBILITY: Allina Ambulance will be notified by Ramsey County Dispatch.
Their responding news will activate the appropriate protocol for
l\lultiple Patient Scenes (MPS) or l\'lass Casualty Incident (1\<lCI)
(SOP on file in Enwrgency Manager's Office).
They will also provide a Medical Liaison pl'rson to the EOe.
Additional pe."s(mnel for triage and treatment ~.reas may be supplied
by Ramsey County She.-ifrs Reserves.
American Red Cross will coordinate with Allina and Arden Hills
Recreation Department to provide triage centers, congregate dining,
and shelter facilities.
The Ramsey County l\ledical Examiner will he conhlcted, as
necessary, by Allina.
.
.
.12
. Emcrgcncy Opcration Proccdm"cs
Standing Opcrating Proccdurc \Varning and Notification
Pu rposc
This standard op~rating pro~~dure is intended to prO\'ide for the proper r~c~ipt ami dissemination of all
warnings and notili~ations or natural or man-made disasters. It provides procedures to disseminate
warning to the genL'ral puhlic within the jurisdictional an:as of the City Arden HilIs and to ensure that
immcdiate action is takc1l to minimize the eflCcts or an impending or natural disaster.
I. Gcncral
The Ramsey County Warning Point. Sheriffs Patrol Station. 1411 Paul Kirkwold Drive, Arden
Ilills. is r~sponsihle 'IX disseminating all watches and warnings to the City of Arden Hilts except
fl."lr warnings ror conditions generated \vithin the City itsdf The Ramsey County Warning Point
has a 24 hour warning capahility"
The City of Ardcn Hills Warning Officcr is th,' Sheriff's Departmcnt Supervisor.
The City of Arden Ilills Warning Poi1lt is the Ramsey County Sheriffs oftic~ at 1411 Paul
Kirkwold Dri\T.
. The City of Ardcnllills Warning Of/icer is rcsponsihle fl.)]" ensuring all \varnings and notitications
are propcrly rcceived and disseminated.
II. Actions to be taken hy the Cit)" Wanting Officer (Sheriffs Department Supervisor) when
thcrc is an immcdiatc threat to life:
A. Upon reccipt or warning from Ramsey County Warning Point:
I. Noti ry key city governmcnt of/icials.
2. Notil)' radio and/or TV stations as appropriate (in majority of cases Ramsey County wi])
contact news media when they ha\"C generated thc warning).
" Notify certain pri\'ate and/or puhlic facilities (hospitals. industries, nursing homes, etc.)
.'-
.
, >
-'.'
Emergency Operation Pl'Ocedures .
Standing Operating Pn)cedurc Warning and Notification
Purpose (Continued)
B. ('ity generated warning:
I. Natural disasters
a) Sighted tornado touchdown
I) Disseminate warning to the general puhlic hy requesting activation of the metro
siren control system.
Minneapolis-St. Paul Weather Service Olliee. (952) 361-()708 bears this
responsihility.
2) Notil}' Ramsey County Waming Point of the weather conditions and municipal
actions taken.
b) /\11 other natural disasters
I) ('ontaet the Flllcrgel1LY Services Director or other I(lcal government officials who
\vill instruct the Warning Point of action to be taken. Ifnceessary to activate
waming system to advise general public. rder to paragraph (a. I ) above. See
Chart l\ fl.,r list (If government officials and order of succession f()r purposes of .
i nstructi(lns.
2) Notit); Ramsey County Waming Point of the weather conditions and municipal
actions taken. I r no action has been taken to adivah: sin::ns. request they rday the
inf()fJnation to the responsible weather service office.
2. Other disasters (I r emergency con(!i tion
a) If needed. disseminate warning to the general public by requesting activation of the
sirens. Aetivati(lIl /(lr emergency conditions other than those previously listed is
accomplished hy ITporting the conditions to the State \Varning Point (State Highway
Communication Center, Highway Building. St. Paul. ((,51) 296-2(25) and rcquesting
activation of I\Ietro Area Sircn Control System J()r the reasons given. If the metro
system is activated. the State Warning Point is responsible to ensure the appropriate
radioitdevisi(lJl co\'Crage is provided. 'The alcI1 or attenti(ln signal will he sounded in
the manner described under testing procedures.
h) Notify the Ramsey COllnty Warning Point (If the condition and action already taken.
Request rday to the responsible weather service 0 ffice 0111 y i r appropriate.
.
.14
. Emer~ency Operation Procedures
Standing Operating Procedure Warning and Notification
Purpose (Continued)
III. Actions to he taken hy the county Warning Officer for situations not in\'olvin~ an
immediate threat to puhlic safety:
A. ('ontact the City Fmergl.:I1l.:Y l\:tanagl.:ml'nt Director. or other appropriate local government
official. tix instructions.
B. NotiCv Ramsey County Warning Point of the situation.
IV.. Testiug Procedures
A. State policy is that counties and municipalities test their puhlic warning systems at 1300
hours (I :()O p.m.) the first \Vednesday of each month. Counties and municipalities arl.:
encouraged to make advance announcements of each test through local radio, television, and
newspapers. (Rl.:f: IVlinnl.:sota r:ml.:rgency Plan. Pa11 E. App. 6.
. B. At I :()() p.m. the first Wednesday of l.:ach month the State Warning Point will test the
Minncapolis-SL Paul Metro Area Siren System. The Arden Ilills Puhlic Waming System
will be tested in the fi.)lJowing mannl.:r:
1 Sound the (It:st) alc:it signal. This is a stL'ady tOile II.)] a period of OJll.: (j) minute.
I.
- Wait onc minute-
') Sound the (test) attack warning signal. This is a wailing tone on the siren fi.x a period of
lll1e ( I) minute.
\". In the event of a natural or man-made disaster, the general puhlic is advised to contact
local law enforcement agencies for inform~'tion regarding missing persons, emer~ency
services, restricted areas, ~lI1d othe,- pertinent information.
.
J:'
.
Emergency Operations Plan
Standin1! Operatin1! Procedure Pandemic Instructions
RESPONSIBII,ITY: In con,junction with the State of l\'linnesota and Ramsey County, the
City of Arden lIi11s shall be responsible for the monitoring the entil"e
public health spectrum, including:
Coordination of emergency shelter, medical Cal"e and housing in
conjunction with the l\linnesota Dep~..-tment of Health, American
Red Cross mul School District #()21
l\laintain up-to-date communications with neighboring government
entities, local residents, business m"ne."s, and media outlets.
Overall coordination of emergency transportation such as school
buses, l\1TC, etc.
. City of Arden II ills will ensure that all reasonable measures
~'re taken to limit the spl"ead of an outb."eak within and
beyond the City's borders. .
. If necessary, implement the City's Emergency Operation Phm
and Procedun.'s.
. Set up reco."d system on personnel time, equipment, and
supplies.
Coordinate and assist police and fire regarding immediate or
potential threats to puhlic health and safety:
. 1\ledical (Allina)
. Emergency Management (Ramsey County)
. Congregate Care (Red Cross, Salvation Army)
. Public Works Department (Public Works Related Activities)
. Community Development/Inspections (Hahitability, Utilities)
. Engineering (Habitability, Utilities)
. ".J FD Fire/Ramsey County She.-iffs l)cpartment
(J\ledic~.1 Care and Puhlic I>rotection)
Coordinate with Ramsey County and neighboring communities'
distrihution systems to support a comprehensive pandemic response.
.
\(,
. City Administrato." (or designee) "ill be the key spokesperson for the
City regarding a pmu.lemic sitmltion.
Public service messages and education literature will be conveyed to
the public in the most eft1cient manner possible.
Emergency Ope.-ation Procedure
1"tandine Operatine Procedure
Emcq~ency Organizations and Call List
Call Lists
. L GO\'LTnor's Office (651) 196-33() 1
({)51) 29()-20X9 Fax
2. State bnergcllcy Scrvices (24-Hour Duty Ofticer) ({)51) 649-5451
3. National Guard (()51) 1%-X3X9
4. Ramsey County Sheriff(St. Paul) (()51) 166-9333
5. Ramsey ('ounty Sheriff (Patrol Station) (()51) 4X4-3366
(l. Ramsey County Maintenance Department (()51) 266-7100
7. Lake Johanna Fire (,hice Tim Boehlke (651)4XI-7024
X. State Fire !\'larshal. Tom Brace (651 ) 215-0500
9. I [ospitals- Emergency Rooms
St. John's Ilospital (Maplewood) (651) 232-7000
Unity Ilospital (Fridley) (763) 421-1221
10. Minnesota Pollution C(lntrol Agency (651 ) 2%-9636
. State Pipeline Saldy
37
II. National Weather Service (Radar) (952) 361-()708 .
12. First Aid Supplies
St. John"s Hospital (65 J) n2-7000
AlIina (651) 222-3728
13. Towing Service
Freeway Towing (()51) 633-5525
Statcwide Towing (651) 633-4262
14. Utilities
Xecl Energy I-XOO-~')95-1999 (Electric)
I-XOO-~l)5-2999 (Gas)
Qwest I-XOO-()54-1211
.
.
3S
. Emergency Operation Procedures
Standin2, Opcratin2, Procedure Emergency Organizations and Call List
Call Lists (Continued)
15. Medical Emergencies
State Poison Control Center J -800-222-1 222
16. Red Cross
General Numher (651) 291-67~9
17. Railroad Emergcncies
Soo Line (651) 766-4157 or 1-800-500 HELP
Minnesota Commcrcial (651) 646-9621 (days)
(65 J ) M6-20 10 (engine) if no answer
call supervisor
(() 12) 757-5410 (Sup\'. - Marv Schnickels)
Wisconsin Central (651) 613-8771
(612) 553-7923 (Barry Karlberg- Home)
18. DNR J lelicopter (612) 689-2~32
. 19. DU All (hoard up houscs) (612) 788-9411
(612) 474-7033 (Don Becker Home)
:20. (~ontincntal Security SYStCillS (board up houst~s) (612) 534-1530
.
19
Emergency Operation Procedures Haz-Mat Emergency Numbers .
Standin2 Operatin2 Procedure
Call Lists (Continued)
State of Minnesota
All notifications for llaz-Mat or Disaster can be done through the State of Minnesota Duty Officer (24
hours) - (651) 649-5451.
MnDOT (()51 ) 779-1 168
MPCA (651) 296-8100
Explosives/Ordinance Demolition
St. Paul Bomb Squad (651) 291-1111
Minneapolis Bomb Squad (() ) .2) () 73 -.2 8 5 3
Chemicall'vlanul~lcturers (\vilh rcsponse teams and advice)
Dow (517) 636-4400 (24 hours)
Chcvron (415) 233-373 7 (24 hours) .
E.!. Dupont C~(2) 774-7500 (24 hours)
Shell (6) 8) 254-7331 (Haz-Mat)
AS'I'l\1 (f),wl;,.;,!,. S~;II\ (XOO) 424-8802
t.. l..l '\II 1 ......JU\..d\...\...- I.. t.111J)
EP ^ or National DOT
Dry Sand
o Rock (651) 639-0446 (days)
Frank Morrison (6) 2) 784-4165 (nights)
Mike Morrison (612) 7X4-7495 (nights)
MTC Bus (Evacuation) (612) 349-7317
Ryder Transportation (()51) 631-1755
.
40
. Emergency Operation Procedures
Standin!! Operating Procedure lVlutual Aid Directory
Call Lists (Continued)
Mutual Aid Association Directon
Ramsey County (651) 4X4-3366
Sf. Paul Policc (651) 291-1111
Anoka County (()12) 427-1212
Washington County (()51) 439-9381
.
.
4]
.Emergency Operation Procedures .
Standine OperatineProcedure
Emergency Organizations and Call List
City of Arden Hills Operations & Maintenance Emplovces Nextellnformation
Wolfe. Michelle City Administrator
(651) 634.5127 (City Hall)
(651) 755-5909 (Nextel)
Johnson, Schawn Assistant City Administrator
(651) 634-5125 (City Hall)
(651) 755-0227 (Nextcl)
Iloag, Greg Public Works Director
(651) 634-5133 (City Halt)
(651) 755-0219 (Nextd)
Perron. Jim Public Works Superintendent
(651) 792-7X52 (Otlice)
(651) 755-0221 (Nextel) .
Barton, Karen Community Developmcnt Director
(651) 634-5126
(65!) 755-4575 (Nextd)
Public Works Staff Membcrs
Andrews, Aaron Cell (651) 755-0217
Frid, Jeflrey ('ell (651) 755-1461
Freyberger, Seott Cell (65 J) 755-0209
Mooney, Joe Cell (651) 755-021 J
Nowlan, Anthony Cell (651) 755-0229
Saxe, Pete Cell (651) 755-0213
Schifsky, Mike Cell (651) 755-0207
Winkel. Dave Cell (651) 755-0223
.
42
. Emergency Operation Procedures
Standing Operating Procedure Medical Examiner
Multiple Deaths - Medical Examiner
CAPABIUT'{
The Ramsey countyrvkdical Examiner's Office can handle up to tcn bodics without aid. With more
deaths, they would usc refrigerated trucks fl.)!' temporary storage and call in more pathologists to help,
Temporary morgues would not be used.
Minnesota's State burcau of Criminal Apprehension has a /ilrcnsic team that can respond and help in a
mass casualty event. They have 2()() - 30() budy bags. LD. tags. etc. They also have capability of
staking body location and contrihuting to the overall investigation.
OPERATIONS
^ scene investigation must be done carefully. Bodies must be investigated till" certain identification,
documentation of injuries. etc., hut filrcnsic specialist should do this. FBI fingerprint specialists will
respond within a few hours. They have a very helpful capability.
. For pcrsonal effects, have at least two people from difkrcnt agencies work as a team to document
findings.
Volunteer help should not be used fi)]- any of this.
I f a temporary morgue is used, it should not be a church or school. Stigmas become attached to the
building. Also don't use a wooden 1100f.
.
43
Emergency Operation Procedures .
Standing Operating Procedure Evacuation Sites
Possible Evacuation Sites
Southwest Area
County Road D/Cleveland and County Road D/Snclling North to Hwy 96
I. Presbyterian Ilomcs (651) 631-6000
3220 Lakc Johanna Blvd
Ardcn Hills, MN 55112
2. Trinity Lutheran Church (651) 633-2402
3245 New Brighton Road
Arden Hills, MN 55112
3. Ramsey County Library (651) 62X-638I
1941 West CountyRoad E-2
Arden Hills, MN 55112
. Mary K. Sokolik (651) 486-2202 (Work)
(Library Property Manager) (651) 459-1165 (Home)
(612)-899-3004 (Pager)
4. Valentine Hills Elementary School (651) 631 -073 7 .
1770 West County Road E-2
Arden Hills, MN 55112
5. Moundsvicw High School (65 I) 633-403 I
1900 Lake Valentine Road
Arden Hills, MN 55112
6. Bcthel University (651) 638-6400 (Designated Rcd Cross Shelter Sitc)
3900 Bethel Drive
Arden Hills, MN 551 12
. Bruce K unkcl (651) 63X-643 I
(612) 919-0621 (CeH)
. Derrick Skoglund (651) 638-6291
(612) 919-7563 (Cell)
(612) 534-2645 (Pager)
7. Northwcstern Collcge (651)631-5100
3003 North Snelling
St. Paul, MN 55113 .
.14
. Emergency Operation Procedures
Standing Operating Procedure Evacuation Sites
Possible Evacuation Sites
Southeast Area
1. Holiday Inn (651) (l36-4 J 23 (Open 24 Hours)
1201 West County Road E
Arden Hills,MN 55112
. Manager On Duty (651) ()36-41 n
. Kevin Scholkling (()51) 639-8261
(888) 768-9108 (Pagcr)
. Thomas Heardcn (612) nO-4891
(651 )9 J 8- I 484 (Pager)
2. Super 8 Motel (651) 484-6557 (Open 24 Hours)
J 125 Red Fox Road
Arden lliIls, MN 55112 (Not willing for bcility to be used)
:). Presbj1erian Church of the \Vay (651) 484-.3346
. 3382 North Lexington A vcnue
Shoreview, MN 55112
4 Pot of Gold Bingo Hall (651) 631-1318
3776 Connelly Avenuc
Arden Hills, MN 55112
. Goldie Siedow (65 J ) 783-1840 (Willing to allow 1 day's use)
. llerb King (()51) 6.16-0511
. Jerry McCully (651) 633-3665
(612) 527-8110 (Pagcr)
. Frank Belgea (65 J) 488-9()X8
5. Flaherty" s Arden Bowl (651) 633-1777
1273 West County Road E
Ardcn Hills, MN 551 12
.
45
Emergency Operation J:>>rocedures .
Stan dim! Operatin2 Procedure Evacuation Sites
Possible Evacuation Sites
North of ]-694
I. Army Reserve Center (65]) 628-2]()0
Lcxington and Hwy 96
4655 Lexington A venue
Arden Hills, MN 55112
2. North Heights Lutheran Church (65]) 631-2299
1700 Hwy 96
Arden Hills, MN 55112
. Ken Rogers (651) (ll] -2299
(612) 484-6001 (Home)
. Karl Rued y (65]) 631-2299
(651) 653-1264 (Home)
3. St. Kathcrinc' s Ukrainian
Orthodox Church (65]) 697-1995 .
] 600 West Highway 96
Arden Hills, MN 55112
,1 Shorcvicw City HaIl/Community Center
'-to
4600 Victoria Street North (651) 490-4600 / 490-4700
ArclenHills,MN 55112
. Terry Schwenn City Managcr
(651) 490-4611 (Work)
(65]) 490-05(ll (Home)
. Tom Simonson Assistant City Manager
(65]) 490-4612 (Work)
(651) 4~ 1-1624 (Home)
. Jerry Haffemen Park & Recrcation Director
(65]) 490-4751 (Work)
(651) 786-2~Q9 (Home)
. Andy Specht Community Center Mgr.
(651) 490-4703 (Work)
.
46
. s. Twin City Army Ammunition Plant
Ruilding ill 05
4700 llighway 10
Arden Hills, MN 55112
. Mike Fix (651) 63J-2301 ext. 1()61
.
.
47
.
Ramsey County
Emergency Operations Plan
.
Re\,j~i(lll 5.1
J 1I1le 2()()5
.
.
Ramsey County
Emergency Operations Plan
T able of Contents
THE BASIC PLAN 1
IN TRO D U CTI 0 N ................ ....... .................... .... ........ ......... . ,................... .............. ........... ...1
P U RPO S E ............. ....... ..................... ........ ......... ............... .. ............ .................................1
MIS S 10 N .................... ........... ........... .... ............ ............ ........~:.................... ......... .............. ....... 2
SITUATION S AN D AS S UM PTIONS ..................................................................................J
COO R DI NA TI N GIN ST R U CTIO N S ... ........ ......................................................... ............ ....4
P RI 0 RITI ES ... ................... ........... .......... ...... ............... ............ ...... ......................................... .()
I. EMERGENCY MANAGEMENT ORGANIZATION 7
co N C E PT OF OPERATION S ....................... ......................................................................7
Chart A: Ramsey ('ou nty Organizational St ructu re...........................................................S
EMERGENCY MANAGEMENT & HOMELAND SECURITY PERSONNEL...............9
Chart B: Emergency Responsibility Assignments Overview............................................lJ
EOP UTILIZATION MODES ..............................................................................................18
0 VE RAL L COM PO S ITIO N ....................... ............................ ................... ................ .......... 2J
. EM ER GEN CY MANAG EM ENT COUNCI L (E MC ).........................................................24
EM H S DUTY 0 F F ICE R ..................... .......... ..... ..... ......... ....... ............................. ............ ....25
AS S I S TI N GAG E N CI E S .. ......... ...... .................... ........................................... .................. ...25
PLAN REVIEW and CORRECTIVE ACTIONS ..............................................................28
II. INCIDENT MANAGEMENT 29
COUNTY EMERGENCY OPERATIONS TEAM .............................................................42
MUNICIPAL SENIOR OFFICIALS' POLICY GROUPS ................................................43
RAMSEY COUNTY EMERGENCY OPERATIONS CENTER (RCEOe) ...................44
EMERGENCY MANAGEMENT AND HOMELAND SECURITY (EMHS)..................44
CONTI NUlTY OF GOVERN M ENT ....................................................................................46
GOVERNMENTAL DEPARTMENT AND EMPLOYEE RESPONSIBILITIES ..........48
DELEGATION AND SUCCESSION OF EMERGENCY RESPONSIBILITIES .........50
III. RESOURCES FOR COUNTY DEPARTMENTS 51
I NTERNAL PLAN N IN G ORGANIZATION ......................................................................51
SPECIFIC, ONGOING RESPONSIBILITIES OF COUNTY DEPARTMENTS ..........52
IV. MUNICIPAL DIRECTION AND CONTROL 56
;\ I'd ('n 1.1 i II s................................................................ .................... .... ........ ..................... ........ 59
Fa I co n U ei gh ts .............. ................................. ......... ...... ........ .............................. ........ ........ ...61
(; enl L.l ke................................................... ............. .......................... ............. ..... ..... ..............63
I.a 11 derd a Ie............................................ .......... ............ ........... ............ .......... ..........................64
I ,i t tie (' an ad a ..... ....... .............................. ........ ................... .................. .............. .................... 67
1\1 a pi ('\\'00 d....................................... ..... ... ............................... ............. .............. .............. ...... 70
1\'10 un d s Vi e\\' .......................................... .................... .......... ..................... .... ................... ..... 7 5
. N e\v B ri gh ton................. ............................... ............ ................. .............. .................... ....... ...SO
I
.
No rt h Oa ks ................................................... .............. ..................... .... ....................... ......... ..84
North 85
St. Pa III . ................ ..... ........................ ...................... .............. ....... ........ ...... ......................... ...85
H.osev ille ..................................... .......... ......................... ...... .......... .............. ....... ....................87
Sa in t A.n t h () II Y ........................ ................................................... ........ ......... .......................... ..89
S h 0 revi en' ................... ......................................................... ................................................... 91
\' ad lIa is Heigh t s .......................................................... .............. ...... ....... .......... .......... ........... 93
\\1 hit e Bea r La lie................................................................. ......... .............. ........ ......... .......... 95
\\1 h ite Bear 'ro \\' II S hip......... .............................................. ................ ...... ..... ...... .... .... ...........98
V. FEDERAL AND STATE SUPPORT 99
VI. SPECIAL CONSIDERATIONS - GENERAL 102
COM M UNITY WATCH ..... .................................................................................................102
TRANSPORTATION DEPENDENT POPULATIONS .................................................102
INDIVIDUALS WITH SPECIAL NEEDS AND THE MOBILITY IMPAIRED............. 102
HEARl N G IMP AI RED ...................................................................... .................................1 03
NON-ENG LIS H S PEAKIN G P E RSO N S ........................................................................103
RECREA TIO NAL AREAS ....................... .................. ......................................... ..............1 03
BO ATE R S ..................................................... ................... ........................ ...... .... ......... ........1 03
P ARKS/CAM PGROU N OS ........................................................ .......................................1 04
MAJ 0 REM PL 0 Y E RS ............. .................. ................................... ...... ....... ....... ............ ....1 04
S PE CIAL F ACI LITI ES ......................................................................................................104
APPENDIX A: LEGAL BASIS AND REFERENCES 108 .
APPENDIX B: COUNTY INCIDENT MANAGER 111
APPENDIX C: RAMSEY COUNTY DIVISION OF EMERGENCY
MANAGEMENT & HOMELAND SECURITY (EMHS) 113
APPENDIX D: ROLES OF THE EMERGENCY MANAGEMENT
COUNCIL 115
APPENDIX E: RESPONSE TO TERRORISM 116
APPENDIX F: HOMELAND SECURITY ADVISORY SYSTEM 118
GLOSSARY OF TERMS 127
EMERGENCY SUPPORT FUNCTIONS
ESF SUMMARY CHART
NOTICE: The Emergency Support Functions, Support and Functional Annexes
indicated below contain information relevant to protecting the public safety. Under
the "Federal Information Security Management Act of 2002" (Title X, Section 1001,
of Subchapter II of chapter 35 of title 44, United States Code), this information is
protected and privileged. Duplication is strictly prohibited and knowingly distributing
this information to persons other than those involved in protection of the public
safety (see HSPD-8) is a violation of law. .
II
. Revision History:
I Revision 40'ated J'un'e 2004-.--- 1----- . --- _u__
First draft of full re-write submitted to HSEM RPC for
comment Errata documented and draft correction
continues.
..._n. l
Revision 5 Dated December 2004 : Completed full-re-:':wri-ieo(planfor'submission to HSEM,
RRC, and Board of Commissioners as required by
revision schedule.
I ----.-. ......---.... .-..--- .____u .-------..--- I
I Revision 5 Dated December 2004 Preliminary approval granted on March 2, 2005
I I
I
I
t
i .. .___u____________..___u. _ ... ._.
Revision 5.1 Dated June 2005 Major typographical errors corrected. Minor substantive
changes made after review by municipalities and
county authorities. Plan ready for adoption by all .____J
parties.
-...---..---..... .._....__ _... .._u________..__..__.___
.
.
III
(This Page Intentionally Left Blank) .
.
.
Ramser CO/IlIfF-Wide 1:-lIlcr.'.!.l~I/( T Olll'lmio/1s 1'/,,1/ RC'l'isioll .'I_I. JUI/c. ](I()5
. THE BASIC PLAN
INTRODUCTION
Ramsey County is the most densely populated county in Minnesota, and
one of the most densely populated counties in the nation. The county is of
course subject to natural disasters such as floods, tornadoes and
blizzards. In addition, major disasters such as train wrecks, plane
crashes, communicable disease outbreaks, explosions, hazardous
materials releases, pipeline leaks, and terrorism or other national security
emergencies pose a real threat to public safety and health. Consequently,
we must maintain a plan that will provide an effective response to
emergencies and disasters. History has proven the need for advanced
planning, organizing and training to minimize the effects of all emergency
and disaster situations, natural or human caused.
PURPOSE
This Ramsey County Emergency Operations Plan (EOP) contains our
process for managing major emergencies that threaten the health, safety,
. property and resources of the communities within the county. The plan
also provides information on how the county will manage major
emergencies that threaten county functions, services and operations. The
plan outlines the strategic efforts that are undertaken by each of the
municipalities who adopt this plan. It is intended to be a countywide
document thai will provide cohesive, coordinated, and cooperative
interoperability among and between the municipal governments and the
county.
Any municipality that does not choose to adopt this plan as their municipal
Emergency Operations Plan is required to develop their own plan and file
copies of that plan with the Ramsey County Division of Emergency
Management and Homeland Security. Currently, the cities of St. Paul, St.
Anthony, Spring Lake Park, and Blain, and the University of Minnesota
maintain separate plans. Statements of acceptance of this plan by the
various municipal governments are attached to this document.
This plan identifies departments and individuals within the county
government and the individual municipalities that are directly responsible
for emergency response and critical support services, and provides a
management structure for coordinating and deploying essential resources.
To the extent that this document conflicts with other Ramsey County plans
or protocols, it supercedes such plans or protocols. County departments
are expected to revise individual plans, procedures and protocols to bring
. them into compliance with this document.
I
Ramsey COIII/tv- if'ide f."m('/:'i-!.t'IIC1' Ojh'Ulliolls Plall Re\'isioll 5.1. .Il1l1t'. ]()()5
A guiding principle of this plan is that, aside from specific processes .
detailed below, all processes, procedures and protocols of the various
municipalities and County agencies governing incident management and
emergency response contained in current plans and doctrine remain in
effect.
Further, nothing in this plan alters or impedes the ability to carry out the
existing authorities of the municipalities and County governmental
agencies to perform their incident management responsibilities under the
law.
We as a county have many capabilities and resources that could be used
in the response to any major disaster. These include facilities, equipment,
personnel, and skills of both government and non-government professions
and groups in Ramsey County. The purpose of this plan is to ensure the
effective, coordinated use of these resources so as to:
. Maximize the protection of life and property in all areas and political
subdivisions in the county, which require assistance with support,
services and resources
. Ensure the continuity of government
. Ensure the safety of the county workforce, those in the county's
care and in county facilities .
MISSION
In any emergency situation, Ramsey County's mission is to:
Protect life and safety
Minimize impact to property and the environment
Secure our critical infrastructure and facilities
Resume the regular provision of services to our citizens
General emergency response priorities follow from these goals. Naturally,
the contextual characteristics of a particular emergency event (such as the
time or day when an incident occurs) may require some adjustments
within the following priority categories:
.
2
RalllSlT ('lJl/l/fr-lI'id,' 1:-l/ll'I:~~"IhT OJ',-rafiIJl/s J'/,I/l RlTisiIJII 5.1. .Il/l/l', lOll5
. SITUATIONS AND ASSUMPTIONS
SITUATION:
Ramsey County is approximately 170.2 square miles in size and is located
in the southeast central "Metropolitan" portion of the State of Minnesota. It
is bordered by Anoka County on the North; Washington County on the
East; the Mississippi River and Dakota County on the South; and
Hennepin County to the West. Ramsey County's largest city, St. Paul, is
also the State Capitol.
The adjusted 2000 census population of Ramsey County is 511,035. The
largest cities are St. Paul (the State Capitol) - population 287,151;
Roseville - population 33,690; and Maplewood - population 34,947.
The county encompasses all of 16 municipalities: Arden Hills, Falcon
Heights, Gem Lake, Lauderdale, Little Canada, Maplewood, Mounds
View, New Brighton, North Oaks, North St. Paul, Roseville, St. Paul,
Shoreview, Vadnais Heights, White Bear Lake, and White Bear Township.
In addition, portions of the cities of Blaine, St. Anthony, and Spring Lake
Park are within the county's borders. Those cities and the city of St. Paul
maintain separate emergency plans and are not covered by this
document.
. There is a highly sophisticated transportation system in place including
nearby Minneapolis - St. Paul International Airport and the St. Paul
Downtown Airport (Holman Field), Amtrak passenger rail service, various
railroad freight services, Interstates 94, 694, 494 and 35W and 35E,
various U.S. Highways, and numerous State Highway Routes. There is
also considerable boat and barge traffic on the Mississippi River and the
lakes located within our borders.
Ramsey County is vulnerable to effects of natural disasters such as
severe summer storms, floods, tornadoes, winter storms and fires.
Ramsey County is also vulnerable to a variety of human-caused hazards
such as hazardous materials accidents, major transportation accidents,
nuclear power plant incidents, civil disorders, terrorism, nuclear attack,
acts of war, dam failures, research and development, etc.
The population density of Ramsey County is so great, and the geographic
area small enough, that small-scale events might pose significant risk to
persons and property. The potential scope and impact of these
emergencies may vary from a minor emergency requiring minimum
response to a major emergency which requires maximum response,
depending on time of day, weather conditions, time of year, warning time,
location and the type of emergency or disaster.
.
,
-'
RilIllSCj' CO//l/I1--lf"id,' /:;/I/('}:'!,CI/n' Opcrafi(ll/s f'lil// Rn-j,io// 51. .h//h'. .!(I1J5
ASSUMPTIONS: .
A "public emergency" is described by the County Charter as "a sudden or
unforeseen circumstance in the county affecting life, health, property,
public peace, or public welfare that requires immediate County Board
action." (Charter, Sec. 10.04 C). For the purposes of this plan, the terms
"emergency" and "disaster" reference this definition. A "disaster" is an
emergency that has or will be expected to overwhelm the ability of local
resources and thus requires outside assistance.
The Ramsey County and municipal governments are supported by private
and volunteer organizations and State and Federal agencies having the
capabilities including personnel, equipment and supplies, to minimize the
loss of lives and property in the event of an emergency or disaster.
Emergencies will require coordination and cooperation among
governmental, private and volunteer organizations in order to protect lives
and property of Ramsey County residents.
The location and extent of some emergencies can be predetermined while
other emergencies may occur with little or no warning at unknown
locations.
Organizations and agencies tasked in this document will respond as
required to fulfill their responsibilities in providing for public safety during .
an emergency response and/or recovery operation.
COORDINATING INSTRUCTIONS
1. This plan is effective immediately upon receipt.
2. The Ramsey County Director of Emergency Management and
Homeland Security is responsible for coordinating plan development
and maintenance.
a_ Each municipality and the University of Minnesota have appointed
an emergency management program director.
b. The directors of each municipal program, and that of the University
of Minnesota are responsible for maintaining and updating the
sections of this plan that are specific to their individual jurisdiction,
and for providing those updates to RCEMHS.
c. Each municipality that adopts this countywide plan as their local
plan will provide a letter to that effect signed by the Chief
administrative official of that municipality and indicating that the
municipality has formally adopted the plan through the local
procedure as established by taw or ordinance.
3. All agencies and organizations involved in the execution of this plan .
will be organized, equipped and trained to perform all designated
-l
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. responsibilities contained in this plan and its implementing instructions
for both response and recovery operations.
4. All emergency response organizations are responsible for the
development and maintenance of their own internal operating and
notification procedures including needed SOP's and SOG's, resource
lists, and checklists needed to support their operations.
5. Directors and Chiefs of all departments and organizations cited in this
plan are aware and responsible for maintaining current SOPs, &
SOGs, resource lists, training programs, and schedules of training for
department personnel and should assign roles "3 deep" to enable 24/7
operations.
6. All organizations are responsible for filling any important vacancies;
recalling personnel from leave, if appropriate; and alerting those who
are absent due to other duties or assignments.
7. The "military" time system (24-hour clock) will be used as the standard
for all activities involved with the execution of this plan with the
exception of communications with the public or media, which will
employ the civilian time system.
8. Unless directed otherwise, existing organization/agency
. communications systems and/or frequencies will be employed.
9. Unless directed otherwise, the release of information to the public or
media will be handled through the County's Public Information Officer,
using the concepts outlined in Emergency Services Function (ESF) #2.
10. Personnel designated as representatives to the RCEOC will make prior
arrangements to ensure that their families are provided for in the event
of an emergency to ensure a prompt, worry-free response and
subsequent duty.
11. Once the RCEOC and/or any municipal EOC has beE::.. dcti""'ted,
organizational and agency representatives will:
. Initially, check in with the Operations Officer immediately upon
arrival at the EOC for an update on the situation and to confirm
table/telephone assignments.
. Ensure that their organizations/agencies are kept constantly
informed of the situation, including major developments, decisions
and requirements.
. Maintain coordination with other appropriate
organiza tions/agencies.
. Thoroughly brief incoming relief personnel and inform the
. Operations Officer of the changeover prior to departing. The
briefing will include as a minimum, information on what has
happened; problems encountered; actions pending; and, the
"
R<I/Ilsev ('olll//r-H'ide EI/J;'I)~"Il(Y O!'t'fation\ /'/all Rn-isitJlI 5.1. .J//IIl'. 2(J()5
location and phone number of the person being relieved. .
12. This Emergency Operations Plan will be exercised at least annually:
. Orientation and table top: November of each year
. Full Scale: May of each year
. Functional (notification and warning): Monthly
. Functional: Notification of key personnel: Each Sunday at 1300.
. Should an actual emergency or disaster occur, the full-scale
exercise may be cancelled. Every effort will be made to ensure that
the County will participate in a regional exercise each year, and that
may cause adjustments to this schedule.
. Individual municipalities may choose to exercise all or part of the
plan at their own discretion. Schedules of municipal exercises are
available from the municipal emergency management directors.
PRIORITIES
Areas that will be targeted for early utility and other service restoration are:
1. Areas used by dependent populations
(Nursing homes, childcare facilities, schools and offices, routes of .
egress and ingress, animal resources, shelter and relocation
venues.)
2. Infrastructure critical to health and safety
(Emergency communications, law enforcement, fire suppression
and protection, medical facilities, energy systems, sites containing
potential hazards, utilities, food supplies, etc).
3. Infrastructure that sustains the emergency response
(Computer, Internet, data and voice telecommunications systems,
transportation systems, etc.)
4. Governmental administrative buildings and other facilities (governmental
and private sector) necessary to protect the economic viability of the
county, municipalities, and our citizens.
.
(l
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.
I. EMERGENCY MANAGEMENT ORGANIZATION
CONCEPT OF OPERATIONS
When an emergency has occurred, the municipal government of that
jurisdiction in which it occurs has the primary responsibility to respond to
save lives and property and to recover from the event. The County will be
prepared to supplement its emergency resources with those provided by
private organizations and volunteers.
If the capabilities within Ramsey County are exceeded, the County will
request assistance from the State. The Ramsey County Emergency
Operations Center (RCEOC) may submit requests to adjacent or nearby
county jurisdictions such as the Metropolitan Airports Commission, the
Cities of St. Paul and Minneapolis, and Dakota, Hennepin or other
counties In accordance with existing mutual aid agreements or
Memoranda Of Understanding (MOU). Requests for additional State and
Federal support will be requested through the Minnesota Division of
Homeland Security and Emergency Management (HSEM).
. All jurisdictions within Ramsey County have adopted the National
Incident Management System (NIMS) as the jurisdiction's "all-hazard"
Lflg,ldent m~!J.9gemen~~t~I!l. NIMS will be implemented through the
Minnesota Incident Management System (MIMS). Depending upon the
situation, the On-Scene Incident Commander may utilize multiple
resources, including existing mutual aid agreements, to obtain what is
needed. Each jurisdiction and agency is required to maintain current
SOG's, procedures, resource lists and checklists as needed to support
response operations.
All municipal fire services have mutual aid agreements and/or MOU's
covering automatic and requested assistance for fires and specialized
response and rescue. MOU's and mutual aid agreements are also in
place for all municipal law enforcement agencies and the Ramsey
County Sheriff's Office. Where requests for resource assistance are
received from another jurisdiction outside of Ramsey County or are
beyond existing mutual aid agreements or MOUs, the granting of the
requests and the quantities provided will be at the direction of the
County Manager.
For emergency planning purposes, certain areas surrounding an
incident or a fixed facility incident will be divided into sub-areas (sectors
or cold, warm and hot zones) so that priority of the response effort can
be directed toward those closest to the incident.
.
~
i
Chart A: Ramsey Cllunty Organizational Structure
i ! CITIZENS/ELECTORATE I r
I L- ,
I -'I I' r I' I I I
; i 'i ' : '
! _ Elected Ele_cted i i Elected _ i, Elected I Elected
I: Municipal Leaders I Judiciary Ii Board of Commissioners: Ii County Attorney _ I Sheriff ;
I - L I ,I I I
~
1 'I I"
I
I
I
I
r-------------- -----------------~------l
I I
I Direc:or
I Libra~i SerVIcE's
I
,
I ,
----~--------------- ----------------- ------~----------~-
STAFF "ESPONSIBILITIES
I D:re::t. i[J~ Dlreclo~ ~!!eG:or -..
I H' M~l'" : Infnr'TIa'I'.""' II In'era'"""1 Pr'~"'.er'y tJl"e~.:tc:r
. R~s-cLl;:es : S~rv;c~; S~r\~~;~ ~};~ln; ::,'/1:5
~-----'
LINE RESP:JNSIBllITI=S
~~ '- ~
g~:~,;;::',~~ i ,;_~;~:::~~~:~ i i ~~~~~::~ I ~~e~~~~ i~eE':::~:"R"" S~;~'~~H r~~~:~~' \?i:~i~~':.rs
--- D '.~:! .:":!::r.:." .~.: c.:el:']~:~11i~t-,'~ - - - - - - - - - .i..':jT "1!':."~ltl'..I,) R8 ::1~.("-S"'~ :r.!
8
. . .
Ramser Coull/r-lVidt' Em('r!!;c/ln' Ol'c/"lIfioll.\ Plall RiTisio/l 51, .IUIIC, lU05
.
All personnel involved in emergency response and recovery activities will
use a continuously implemented quality improvement process consisting
of the following principles until the action, incident or situation has been
resolved.
. Acquire accurate information
. Determine and review options,
. Make decisions.
. Coordinate and implement decisions.
. Monitor the results.
. Assess results; report or adopt a different option, if necessary.
EMERGENCY MANAGEMENT & HOMELAND SECURITY PERSONNEL
County Staff:
. Office location: 50 Kellogg Blvd. West, St. Paul, MN 55102 (651) 266-1020
Web site: http://www.co.ramsey.mn.us/emergencyservices
Director: Judson M. Freed
Emergency Management Coordinator - East Side: William B. Hughes
Emergency Management Coordinator - West Side: Krysta L. Reuter
Emergency Management Coordinator - UASI Project: vacant
Warning and Notification
The PSAP's (identified herein) and the RCEMHS are authorized to request
activation of the Emergency Alert System (EAS). Such activation is by contacting
the State Duty Officer or by direct contact to the National Weather Service. For
non-EAS and/or non-weather related events, radio and telephone
communications will be used to notify affected and threatened agencies and
jurisdictions.
.
<)
Raml'c\' COlIl/n'- Wide EIIll'rgCII'T Opcrafioll.l' Plall R, '\'isioll 5.1. ./1111". ]005
Municipal Emergency Management Agencies: .
Each municipality within the county has an official appointed as Emergency
Management Director and who is responsible for ensuring that all required
planning, mitigation, response, and recovery efforts are carried out in compliance
with Title 'II of the Superfund Amendments and Reauthorization Act and other
applicable laws and standards for coordinating and maintaining local plans. The
municipal Emergency Management Director is responsible for making
determinations necessary to implement this Emergency Operations Plan and
associated SOP's and SOG's for the municipality. The persons assigned as
emergency management directors for the municipalities are:
Municipalities marked with an asterisk (*) maintain their own Emergency
Operations Plans, but interact with Ramsey County on emergency events,
Arden Hills: Blaine: *
Tom Moore, Director; Kerry Fenner, Captain/EM
Jim Perron, Superintendent Director
City of Arden Hills Operations and Blaine Police Department
Maintenance 10801 Town Square Drive NE
1450 W. Hwy. 96 D Excised _u_.._.L._J .
Arden Hills, 55112
U-----. ri
Excised
Falcon HeiQhts: Gem Lake:
Heather Worthington, City Paul Emeott, Mayor
Administrator 3960 Scheuneman Road
2077 W. Larpenteur Avenue
Falcon r1~i~ 5511~_. Excised
lJ Excised -'_J
Lauderdale Little Canada:
James Bownik Donald Smiley, Emergency
1891 Walnut St. Management Director
Lauderdale, MN, 55113 515 E. Little Canada Road
0=-- EX~ised--LJ ~nad~ ~~117 ~-j
Fxci<;('d
Maplewood: Mounds View:
Chief Steve Lukin Michael Sommer, Police
Robert Dollerschell, Deputy Chief/Emergency Services
Director Director
Maplewood Fire Department Fire Mounds View Police Department .
Station 2 2401 County Road 10
10
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. 1955 Clarence Street tmm:. ili~...5.51.1.2 '---l-"-]
OeWOOd, ~~:;~:d "xcls(.d
__f .--- ----------- --- ---. - --
---- "-
New Briahton: North Oaks:
Robert Jacobson, Director James Daly, Emergency
New Brighton Department of Manager
Public Safety 100 Village Center Drive
785 Old Hwy 8 NW l:Jfh O;:Jks ~~127
a ,...,. " r..r~
. =~ Fxci;:~;'1 _--~J~ ..----=r-----J
FXClst'd
--..---- -
North St. Paul: Roseville:
Dave Zick, Coordinator Lt. Rick Mathwig
2526 E. 7th Avenue E. Roseville Police Department
North St. Paul. 55109 2660 Civic Center Drive
IT Fxc:isl~d -I I Roseville, 55113
Phone: 651-792-7203
Sgt. Randy W. Johnson
UViIle..POliC:P. op.n;:Jrtmp.T I
FXCISl.d
. Sprina Lake Park: * St. Anthonv: *
Don Krueger, District Fire Chief John Malenick, Fire Chief
Spring Lake Park Fire Dept. St. Anthony Fire Department
1710 County Highway 10 3505 Silver Lake Road NE
~. t:;t:;II~,) _._____ L:t.thnml t;t;A1A -- 1---- --1
_ . ____.Excise'l . __.=r=J FX(~:,e{1
John Ohl, Police Chief
St. Anthony Police Department
3301 Silver Lake Road NE
St. Anthony, 55418
Fxcised
St. Paul: * Shoreview:
Tim Butler, Emergency Walter L. Johnson, Director
Preparedness Coordinator Shoreview Emergency
100 E. 11 th Street Management
St. Paul, MN 55101 4600 N. Victoria Street
cr--' Fxcist"d [=~ =r----l
.-.- Fxcised
.
II
Ramser COlllllr-/I ide Emclgi'll<}' Opcrafio/ls Pla/l Rn'isio/l 5.1. .II1/1e. ]()()5
.
University of Minnesota: * Vadnais Heights:
Terry Cook, Director Edward J. Leier, Director
Department of Emergency 800 County Road E East
Management Vadnais Heights, 55127
2221 University Ave. SE Fxcised
Suite 140
Lrnp.rlOOliS ~!1414 I I
J,. XCIS(Yt
White Bear Lake: White Bear Twp:
Chief Tim Vadnais Director Bill LaBore, Public Works
White Bear Lake Fire Department Director
4701 Highway 61 White Bear 1281 Hammond Road White
Lake, 55110 Bear Township, 55110
[J FxciSt~d I I Fxcj<wd
Captain H. W. Schmahl, Jr. .
Support Services Division
White Bear Lake Police
Department
n F.xci~~t~d I I I
.
12
. . .
Chart B: Emergencv Res onsibilitv Assignments Overvie\v
I ~;~1 0 j~ ~ iiil "lo:;:i"~I! 0 I'(:~t.~ ~,,:'}t~1 ~ 11y"':'~i~i
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y~:. ,!'~<; .J,-::.:::t:1 ~ ~ F!;S\~' en i~.: i~~ I~>I
I
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i RC Public Works 0;$0
Munici al Public Worksi. i L
[pebris Mana ement
RC Public Works H = Health Emerg Situation
Munici al Public Works" L = Lead Agency
'Direction and Control S = Support Agency
1".:t:1 H !""/:"::':"":C = Coordination
SPRCDPHi ''0' Assistance
RC Sheriffl " 'S' :
Ma or ,"sL; I i", ..,.d
~ Cit Administrator/Mana er:,,,,~;,: . ., L i.,,~ : ",' , , 5 p!+-__~
__ Comm~~t.LDev~l.9J2.ment Dlri_.. ' :J-S . ,. . ~~I . : - , .. _ !, ..
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L Mun;C~~~;~;~~~~~~~r:~:~~ ...~.... ~ l'~:! ~ i:::: ~. ~~.... : ,~?~ ~ ~: ~ i~:i ~ '.~: ~. !.,'~:
I RC SheriffS,:,1 S is'! . I'."! - I~ -'" ...".' - F)~;':f! S "~": - ..~- -"'<;{r'
i ____ SPRCDPH H: H I'H:0! H I' H ! C/H! H'! H : 'I+,;! H Iti:fr:: H W! H "H' H "'H"':
I MU.QI_~!p'al Sanltanan/_Env Health~': - Im~'<1 . ". ,I - !L/C S ;"";:*:;' - 1""" - j."'1 - . ";;' -
r--- Parks & Rec '$,' S "S,6! S :'S S I"S S 1"5""'1 SS~0 s T'SJ S'd'S S S',',!
~--- RedCoss"~C~ICH~'C!~C!~'C~c~c:,lc'Cmlc;"~
l~'~ident Manage':;;;~t .
:....-___. MIMS/NIM~._g~liant"YI Y t"y" y,myC: y ;':. y yy ::: y ''y Y i"y Y :,:"),,, y '"it;,: i
!~.otification &, Warning _ , .,' . ,'. ;..
r \ . .. ~ .' ^ I. : I :, > ~ ' .' '~. I
County Narnlna POint '- : 1 ,: : S j!_ c., i..I :L;; L.. ,,'-.,. 1 L IL,
,-..----. . Maplewood PSAPT~! - ~ - i,~:, L .~..' - i. . "." - i"r.. . !~~.;,j - :...',,1
I' St. Paul Ecd . ! S i., S ;,,.w';, -~: . Io;c~" . i.n,~, - i;;);~" . ',~'../~IB.,',~,;,:;iH = Health Emerg Situationl
~ White Bear L~k~ PSAPI+: - ,,:,5,1 .~".,.> - ',,..j/ -.'.,' . ,/;;;,,0 . !-..;'. -/,S< S ;d,...,s-L = Lead Agency ,
I Municipal/Contract Police',,~,,: ~ . ',hi': - '~,',:',: - YS~;I S ,./,., L i',~~;< - ';,,;~.l ~~;:tt:i . ::':~:~;;:i~ ~ ~~~~~i~~~~ncy
i Municipal Emergency Mar "::::.:;~I - i:;~,: - _."... . . fJ";j~2 - i".\:~~ .',~:,::: "';~0""i - i;,;;/;:,iAssistance
~~~handR~C~ ~:~'H~~~ncoon~wp
i Municipal Fire Deeartment./1'clA S 14S;; :~.l.:;t( L ii+J~:i; L t;:'s.,;;,,: l 1041<,' L \:~," L 1;~\1li;(itJ .c",(::,~,:
Municipal/Contract Police:v..,,,,, L .;;~';;' L N<"'~: L ,.S.:, S !~}.t0-" S Ik-,'~\;;. S <1~ - ''i>S'tti' - ;''P)(0]i';''''':
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15
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17
Rams,:r CO/lnfl'-Ij"id,' EII/ergt '/In' Opcratiolls Plan Rel'isio/l 5.1, .11111". 11105
.
EOP UTILIZATION MODES
We recognize that not all situations rise to a level that requires the use of
all aspects of this plan, but that all such situations will require careful
scrutiny. The County Manager, the Director of EMHS, the County Sheriff
or the Director of SPRCDPH can implement this Plan. We have
established the following guides for determining the county's response
and aid. For the most part, these guides correspond to the appropriate
RCEOC activation modes.
Alert: An actual or threatened event that may have an adverse impact on
any portion of local or county government, but does not require any
specific response beyond that which is normally available. EMHS and
affected departments will be aware of the situation and begin to cope
with it, but no specific portion of this EOP is utilized, and the EOC is
unlikely to by opened.
Stand-by: An actual or threatened event that may require some
assistance from resources beyond what is normally available to an
individual agency or a local unit of government. Single or multiple
aspects of this plan will be used as needed. The Ramsey County
Emergency Operations Center (RCEOC) will be placed in Stand-by .
mode. Affected municipal EOC(s) will be placed in Stand-by mode.
Partial utilization: An actual or threatened event that requires command
and control resources be applied to the issue, but does not require a
complete mobilization of all resources. The County Manager and all
or some of the Emergency Operations Team will be notified and may
need to respond. The RCEOC and affected municipal EOC(s) will be
partially or fully activated.
Full utilization: An actual or threatened event that requires that the full
resources of the County be applied to the response and recovery
efforts. The full Emergency Operations Team will be activated and
the RCEOC and affected municipal EOC(s) will be partially or fully
activated with complete staffing and all needed resources are
mobilized.
The incidents or occurrences that can be associated with these
levels of activations are:
.
IX
RLlIIISCI' ('OI/IIt\'- Wid, t"/IIl'1:!~l'lIn' OIJcrafifllls I'll/II RCl'isioll 5.1, ./UI1I'. 2005
.
Level 1 : Unusual Occurrencellnformational Alert
An event has occurred (or may occur) that is outside of the normal
operations of a county department or a municipal jurisdiction and which
warrants administrative notification.
Examples include changes in the "Terror Alert" level status; workplace
violence; tornado or severe storm warnings, etc_ These might be
"information alerts" rather than events that require a physical response.
The general guideline here IS that the situation will typically be
informational or a warning, or it will be confined to affecting county
controlled operations only. Also, we must remember that what appears to
be a "small incident" may have great consequences later.
ACTIONS:
0 EMHS Duty Officer should be notified as soon as practicable
() The EMHS Duty Officer will place the RCEOe into the ALERT
or other activation mode as appropriate and will notify all
. municipal Emergency Managers.
0 Departments/agencies should disseminate or act on information
based on their normal internal procedures.
0 Departments/agencies directly affected by or experiencing the
piOblem should begin activities to limit the scope of impact.
These actions are deliberately vague because this level includes so
many possibilities. This level of incident does not typically pose an
ongoing threat to lives or property, so routine actions are followed
and EMHS would go to ~LERI or STANDBY status.
NOTE: An exception would be a national security or terrorism alert, such
as an increase in the Terror Threat level to "red." In that case, the
county and the municipalities might go to a full activation of the
RCEOe and take other security steps even if no overt event has yet
occurred.
Level 2: Local Incident
One or more municipalities may experience an event that requires them to
declare an emergency that affects their community but that may not result
in a countywide state of emergency. The municipality may choose to
. activate its EOe at any point. If the EOC is activated, the municipality will
notify the EMHS Duty Officer immediately. EMHS is responsible for
10
Ramser {'OII1Il1'-Wide EmetgcllcF Opcrafion.l' P/all RCl'isiulI 5.1. .h/l/,', 1005
assisting the municipality in securing whatever resources and aid they .
need.
Similarly, a problem originating in a single county department, might in
actuality pose a threat to the ability of the county to offer services.
Remember, these are events that may not be disastrous yet but which
pose the threat to become so.
Examples of these incidents include smaller hazardous materials spills,
bomb threats, suspicious activities or situations such as "white powders "
etc. county (EMHS) assets will respond to the scene and/or gather more
information.
If incident results in large area evacuations or is confirmed to be an
intentional or terrorist act, the incident would elevate to Level 3.
ACTIONS:
Municipalities will establish and maintain Incident Command at the scene.
They may choose to open their EOG's.
0 County/municipal departments should activate their crisis
management plans .
0 The EMHS Duty Officer should be notified as soon as
practicable.
0 There would be PARTIAL or FULL utilization of this EOP
0 The EMHS Duty Officer will place the RCEOC on STAND-BY or
other activation mode as appropriate.
0 Not all Level 2 incidents will require action by the County
Manager or others, however the EMHS Duty officer will notify
the County Manager and provide on going updates.
() The County Manager may decide to activate the Emergency
Operations Team or the EOe facility at his/her discretion.
Level 3 - Municipal Emergency
If events occur that actually or threaten to overwhelm the ability of a
municipality to provide services, that municipality may decide to activate
its full emergency operations plan and/or declare a state of emergency
within the community. Each municipality maintains its own procedures for
the formal declaration of emergency affecting the jurisdiction.
Ramsey County will offer all available and practicable assistance to the .
affected community, including equipment and expertise. We recognize
that an emergency in a single community may not compromise the ability
20
Ramser ('( IlI/Hy-lnd" Emcl~[:( 'lIeT Opcrllfi<lllS PIc/II R'Ti.li<l1l 5.1. .11111", lll1l5
. of the county to provide services elsewhere, and the county itself may not
seek to declare an emergency. We recognize our role in this case to
support the community and facilitate their activities geared to reducing the
impact to the extent we are able.
ACTIONS
0 Municipality will establish and maintain incident command at the
scene and the local EOC. Internal notifications should take
place as specified in the affected community's emergency
operations plans. The affected municipality may choose to
declare a local state of emergency at their discretion. The local
Emergency Management Director maintains SOP's for this
purpose.
0 These situations may require assistance from external
organizations. The municipality will notify the EMHS Duty Officer
as soon as practicable. EMHS will respond to the scene or EOC
and gather intelligence from responding municipal and/or county
agencies and notify the County Manager, and/or Public Health
and the Sheriff.
0 EMHS evaluates the scope of the incident, coordinates
. essential services, and provides emergency information.
0 There would be PI\BJI~L or FLJ_LL utilization of this EOP
() Depending on the nature of the emergency, the County
Manager, Director of Public Health, or the Sheriff may decide to
request notification of the Ramsey County Emergency
Management Council and activation of the RCEOC,
Level 4 - Countywide Emergency
A disaster involving one or more communities within the county, or any
situation that will exhaust the ability of the county to provide services will
result in the need for a formal declaration of a state of emergency. The
main criteria is that all available local resources have been utilized to the
best of our ability, and there will be a need for outside assistance
This could be a significant national or international event, large-scale civil
unrest; results of a tornado; major community emergencies, events that
might result in the need to evacuate large areas of one or more
communities, and/or events that otherwise threaten to compromise the
continuity of governmental functions.
Normal governmental operations may be suspended. The effects of this
emergency are wide-ranging and complex. A timely resolution of disaster
. conditions requires countywide cooperation and extensive coordination
with external agencies and jurisdictions.
21
Rafl/ser COII/lfl'- Wide D/lClgL-nCl' Opc/"afio/ls /'/<1/1 f<''l'isi{l/l 5.1. .fill/( '. lli05
.
ACTIONS
() Individual Municipalities will establish and maintain Incident
Command and activate their local EOG's and applicable local
plans. Affected municipalities may choose to declare a local
state of emergency at their discretion. The local Emergency
Management Director maintains SOP's for this purpose.
C) Notify the EMHS and State Duty Officer as soon as possible.
0 This Emergency Operations Plan is automatically in f.1lL!"
uti 1!~9.tjon.
0 All municipal EOG's will be fully activated and municipal
Emergency Operations Team members will be required to
report to their respective EOC_ All municipal departments may
be engaged in the community's response.
0 The RCEOC will be fully activated and county Emer.ger).D~
Qp~rations T eall1.._..1n~mber.? will be required to report to the
RCEOC. All county departments may be engaged in the
county's response.
() The county Board will be notified and, as necessary, consider
the need for an emergency meeting and/or the declaration of a .
state of emergency
0 These situations are usually time-sensitive. We recognize that
county involvement cannot wait until so many people have been
nntifion ,:>nn h':>\lO ronnrton in tn 'Mnrl.- In th",t C\lont tho Qhoriff
IIVL.II............ '-All...... ..........,,""' IV....,~IL"-'U III '-v WWVII'. III LIlLA.. vVvlll., '-11'--' '-Illvllll
and the Director of EMHS (or their designees) will begin
whatever processes are necessary to offer and provide
assistance.
0 The County Manager will assume the role of Incident Manager
for the county's activities as soon as practicable, or will delegate
this responsibility as s/he sees fit.
() As necessary, the County Manager, the Director of Public
Health, the Sheriff, or the Director of Emergency Management
and Homeland Security will ask the Chair of the County Board
to declare an emergency as authorized by section 5.10.18 of the
Administrative Code (Source: Resolutions #86-180, passed
March 24, 1986 and #81-897, passed November 2,1981.)
These emergency levels are guidelines only, and are intended to assist in
classifying the situation and providing for the administrative response. The
designated level may change as emergency conditions intensify or ease.
.
"
Ramse\' Cfi/lIIfr- lI'ide f.llle/geller 0/); naif/liS P/IIII /(,\ i.,if/II 5.1. .hll/(,. lOll5
.
:> Important Reminders
./ The Director of Emergency Management and Homeland
Security initially designates the level of emergency In
consultation with the local Incident Commander and
communicates this to the County Manager.
./ The County Manager may modify this designation as
appropriate.
./" An incident's assigned level may change as emergency
conditions ease or intensify.
./ The affected community(s) remains in operational control of
their respective jurisdiction. Our resources will work under
Unified Command and remain under county command.
OVERALL COMPOSITION
Ramsey County: During a declared Countywide State of Emergency,
. Ramsey County's overall emergency organization will be comprised of all
officers and employees of the county, volunteer forces registered to aid
the county, and all groups, organizations and persons who may by
agreement or operation of law be charged with duties incident to the
protection of life and/or property In Ramsey County during such
pmprnpnr\l
_... -. :::J--' .--.} .
The Ramsey County Division of Emergency Management and Homeland
Security (EMHS) will exercise this emergency management organization
in whole or in part at least once each year.
Municipalities: During a locally declared State of Emergency, the
affected municipality's overall emergency organization will be comprised
of all officers and employees of the municipality, volunteer forces
registered to aid the municipality, and all groups, organizations and
persons who may by agreement or operation of law be charged with
duties incident to the protection of life and/or property in the affected
municipality during such emergency_
The municipal Emergency Management Director will participate in
exercises of this emergency management organization in whole or in part
at least once each year.
.
') ,
.:~ .l
Ramse]' CIII//lfl'.lrid,' F/lIl'/gl'/lCl' ()pl'l"llfiO/lS Pla!1 Rn'isio!1 5.1. .//1/1<'. l(}I).~
.
EMERGENCY MANAGEMENT COUNCIL (EMC)
The EMC is intended to provide review of countywide planning efforts in
order to ensure and require unity of purpose. This includes conducting
reviews of, and recommending to the Board of Commissioners approval of
the county Emergency Operations Plan (EOP) as developed by the
Division of Emergency Management and Homeland Security, and such
other emergency preparedness, response, recovery and mitigation plans
developed by EMHS.
Further, the EMC is charged with reviewing county resolutions and codes
affecting emergency management issues and recommending changes as
needed. The Ramsey County Emergency Management Council (EMC)
consists of the following:
. The County Manager, who shall be chair
. The Ramsey County Sheriff
. The Ramsey County Attorney
. The Director of Emergency Management and Homeland
Security
. The Director of the St. Paul/Ramsey County Department of .
Public Health
. The Director of Public Works
. The Director of Property Management
. One Ramsey County-based community emergency
management director, chosen by the county's emergency
managers (chosen for one year, every year)
. One representative chosen by the Ramsey County Fire Chiefs'
Association
. One representative chosen by the Ramsey County Police
Chiefs' Association
The following shall be ex-officio members of the council and shall be without
vote:
. Director of Human Resources
. The Director of Community Human Services
. The Ramsey County Medical Examiner
. Public Information Officer
. The Director of Community Corrections .
24
RUlllse\" COlIl/fy-ll'idc FIIIl'/:!!.t'//iT Operatiolls f'ful/ R''l'isiol/ 5.1. .//lI/l'. :!(J(J5
. . One representative of the St. Paul chapter of the American Red
Cross
. One representative of the Salvation Army
. The Director of Emergency Management for the City of St. Paul
. Such other ex-officio nonvoting members appointed by the Chair
of the council, as appropriate
Details of the role of the EMC are found in ~..RQ~.o9.J~_Q of this plan.
EMHS DUTY OFFICER
Ramsey County EMHS maintains a 24-hour, 7 day per week duty officer.
The State of Minnesota, the County Warning Point and all county
departments, as well as all municipalities within the county have
procedures in place to notify the EMHS Duty Officer if needed.
ASSISTING AGENCIES
. State Organizations/Agencies
The State government is responsible for providing resources to support
community response, and for some emergencies, performing technical
response functions on behalf of the communities.
1. Minnesota Homeland Security Emergency Management (HSEM)
a. Activates and manages the State Emergency Operations Center
(SEOC).
b. Coordinates State resources.
c. Controls access of air and rail traffic.
d. Assists County and other State agencies in coordination of
protective actions
e. Requests and coordinates federal assistance agencies and
programs
2_ Minnesota Pollution Control Agency
a. Provides personnel, equipment and materials to participate
directly in the mitigation activities and debris management.
. b. Depending upon emergency recommends or directs protective
actions_
25
Ralllsev ('olll1fy-lVide ElIIe/xclI'T Ol'''rrlfiolls f'fulI Rerisioll 5.f. .lUll'>, 1()()5
c. Performs environmental monitoring and sampling. .
d. Provides technical assessment and advice_
3. Minnesota State Patrol
a. Provides a representative to the State EOC (SEOC) and/or the
RCEOC as requested_
b. Assists in route alerting
c. Provides aircraft, as needed.
d. Assists in selecting primary and alternate evacuation routes.
e_ Assists in staffing and providing equipment for access control
points.
6) Assists in providing security for evacuated area.
7) Assists in staffing traffic control points during evacuations and
for reentry of the public.
4. Minnesota Department of Transportation (MnDOT)
a. Provides a representative to the SEOC and/or RCEOC as
requested. .
b. Provides traffic and access control equipment.
c. Ensures State roads are clear of snow and debris.
d. Assists in impediment removal.
5. Minnesota Department of Natural Resources (DNR)
a. Notifies State parks and boaters of protective actions.
b. Provides incident command for forest, field or swamp fires.
c. Assists in notification and evacuation of waterways.
6. Minnesota National Guard (request from Mayor of St. Paul for St. Paul
specific call-outs. Request comes from the Sheriff for all other
jurisdictions)
a. Assists with access control and security for evacuated areas
b_ Transports emergency supplies
c. Provides damage assessment assistance for public property
d. Provides other resources and support as requested within its
capabilities and as authorized by law.
.
2()
RUlIIs.'!' Count)'. Wid" 1:-I/I('/gcl/'T Opt'rafiol/s 1'/ul/ Rn'isiul/ 5.1. ./UI/c. lU05
.
Federal Organizations/Agencies
The Federal Government is responsible for providing both technical and
operational support to the communities throughout the State. Details of
federal agency roles are found in the National Response Plan. The key
agencies of the Federal response are identified, along with their respective
response functions.
1. 55tl1 Civil Support Team - Weapons of Mass Destruction Unit
a. Provides support to county and local incident commanders
regarding suspected chemical, biological, radiological, nuclear,
and explosive (CBRNE) weapons of mass destruction
b_ Provides assessment and emergency response assistance on
CBRNE issues to local incident commanders.
2. Department of Homeland Security (DHS )/Federal Emergency
Management Agency (FEMA)
a. Coordinates overall Federal response
. b. Provides Federal resources and assistance to State and County
governments.
c. Ensures Federal support exists for recovery operations.
3 lIS Coast Guard
a. Provides On-Scene Coordinators for transportation and
fixed facility HAZMAT incidents, as required.
b. Provides for notification and evacuation of
waterways during emergency situations.
c. Provides resources and support as requested
within its capabilities and as permitted by law.
4. FBI
a. Lead law enforcement and investigative agency for terrorist
events or other situations which constitute a violation or
possible violation of federal law
b. Typically the lead federal agency on the ground
5. NTSB
a. Lead federal agency for the investigation of incidents
. involving air and rail carriers.
27
Rams,'.\" CIJ//IIf.l" Wid,- f;llI<'r~t'//(T Opcmfiol/s PlcllI Rn'isio// 5.1. .111//'.'. 211(i5
PLAN REVIEW and CORRECTIVE ACTIONS .
The Ramsey County Emergency Operations Plan will be reviewed at least
once every year, on or before November 15. The Ramsey County Director
of Emergency Management will be responsible for coordinating plan
development and maintenance.
Review of the plan consists of evaluating the need for changes in the
document itself; development of new policies, procedures; ordinances
etc_; and changes to the structure of the county Government. To ensure
that the review reflects the needs of the entire county, the Ramsey County
Emergency Management Council (EMC) will conduct the formal review.
The Director of Emergency Management and Homeland Security is
responsible for ensuring that this plan IS maintained and updated
regularly.
To ensure the effective implementation of the Emergency Operations
Plan, the Director of Emergency Management will be responsible for
conducting any training or exercises necessary to determine the
effectiveness and sustainability of the plan.
In compliance with Minnesota HSEM policy, the county will conduct
training or exercises in the Four-Year Planning/Exercise Cycle. The cycle
is addressed below.
Year One .
. Functional or full-scale exercise
. EMC and Board of County Commissioners review and adoption
. Individual Municipal City Council review and adoption
Year Two
. Functional or full-scale exercise
. RRC/PAC/CAER Group/Local review
Year Three
. Functional or full-scale exercise
. Peer/Public or other review
Year Four
. Functional or full-scale exercise
. HSEM Regional Coordinator review
.
2g
Rail/SeT COllnfy-WidL' Ell/ogene\' Ol'crafions Plan Revision 5.1. Jlllle. J(J{)5
.
II. INCIDENT MANAGEMi:NT
During emergencies the local jurisdiction and Ramsey County will utilize
the National Incident Management (NIMS) System officially adopted by
the State (Minnesota Incident Management System or MIMS). County
government will not supercede the roles of the local incident commanders
of the municipalities and jurisdictions within the county. Nothing within this
section shall contravene the authority or responsibility of the Board of
County Commissioners as overall political authority for county
government, or the municipal local officials' overall political authority for
the municipalities (See Ramsey County Board Resolution 2005-141 -
April 5, 2005).
There must be a local Incident Manager charged with making immediate
decisions and taking the lead role in the jurisdiction's response and
recovery efforts during the emergency situation. When county resources
are requested, there must also be a county Incident Manager charged with
making immediate decisions and taking the lead role in the county's
response and recovery efforts. As the situation evolves from an immediate
. threat to life and safety into the need to implement this plan, recover,
restore and return to normal, the role of the Incident Managers will change
- therefore, the individual serving in the capacity of Incident Manager may
also need to change.
OVERALL NIMS OBJECTIVES:
. Enhance an existing system that works well every day
. Acknowledge the potential for terrorism in CBRN incidents and
assign specific roles and responsibilities for primary agencies.
. Comply with federal requirements
. Enhance interagency communication and decision-making
. Provide for a joint after-action review to constantly improve process
INITIAL INCIDENT MANAGEMENT
The sudden and unexpected nature of most emergencies results in some
predictable response patterns. The "public safety" agencies - law
enforcement, fire, EMS, emergency management - are staffed, trained,
and prepared to respond to situations on very short notice. Thus, at the
municipal level, local authorities will establish the incident command at the
scene.
.
29
Ramsey COllflty- ~Vide f:mergcllcr Operafiolls Plall Ret'isioll 5.1, ./1111(', JOO5
C::rations togistiCS Group . -.--- --" .
tniCipal EOC Planning Group Finance Group
Group
.-. 1"-
I
E Incident Management St I
ure I
I
J
Off-Site I
_.. .- "--- I
County EOC J
-' ." Incident Manager I
-' I
r~-----------------I -' I
-' '.':;-_ .1'.):::
I J .-' -' I
-V [S~r I I
fiCipal Emergency ,- J J
Ramsey County . I I
Manager - ~~~:~~_. ~-:- - 1- - - ~ -
.J, I
---- I
1"-
I -- - On-&ene I
-
~-----------------------------~ Incident Commander ~J: I
I
I
I
---.e= -- -.- -~-l~
On-Scene On-Seene Oll-Seene Oll-Seene;]
Operations Section Planning Section logistics Section Finance Section
Staffed by the rankiry olfieer of e"ch ~nd~
pnffi1ry agency respondir~l Relationship
Joint after -action review will be
conducted by a ,"nelled by I
RCEMHS and ffi"lde up of the .
agencies involVL><l for major incidents Coordination & J
or when requeslcd by any f---) Corrmunication
participating agency Relationshi
_._--.l...__ ,.------ I .L_
Municipal d l ~hJnICIf''' J
Law Enforcernerrt Age""" EM..S
..---- - ..:~+-
.... .... T "
\ \
I I I
Crime Seem I I I
Investi9ation Site S8cunty I - Fire Suppression I T nage I
I I Patient Care & i
I I
Evidence I I
Preservation T r<lffir. Corrtroll "".arch & Rescue I Transport I
I I I
I I I
I I I
HazMat &
.- Perimeter Control .. CrOMJ Control I CBRNE Control I I
I I I
Haztvlal & I I I
CBRNE: I I I
I
Assessment & Evacuation I I I
I Deconlamination I
Inlle~1igation Coomination I I I
I \ I
(terrorism) \. I \
I " ....------- "
Waterway I - -Frre-servk.i COre- EMS Core
.- Enforcemcnl f Competencies Competencies
\. (Sheriff) /
-Gw~~~~-OXeCOm~~ti~/ Incident Command Structure
O1-Scene
.
30
RllIlI.\' I :r COIIII/l'ulride Flllel:~~"l/n' Opera/ions P/an Rn'isiiJII5./. ./1111". .!(J1I5
.
GENERAL DUTIES OF INCIDENT COMMAND STAFF FUNCTIONS
Source: United States Department of Home/and Security - Federal Emergency
Management Agency
Comments:
For all incidents, a command team comprised of the incident commander, appropriate command
and general staff personnel is assigned. (Sources: FIRESCOPE and NIMS)
Incident Commander (IC)/Unified Command (UC):
The Incident Commander's responsibility is the overall management of the incident (to which it is
assigned). On most incidents, the command activity is carried out by a single Incident
Commander. Complex or multi-jurisdictional/multi-agency incidents may require several leaders
and subject matter experts to work together on the command functions. This is the Unified
Command (UC). The Incident Commander is selected by qualifications and experience. The
Incident Commander may have a deputy, who may be from the same agency, or from an
assisting agency. Deputies may also be used at section and branch levels of the ICS
organization. Deputies must have the same qualifications as the person for whom they work, as
. they must be ready to take over that position at any time. Depending on the extent of the Incident
Management team needed, this area of management may also have under its purview an
Information Officer, Liaison Officer, Agency Representative(s), and Safety Officer.
Public Information Officer (PIO)
Each agency and jurisdiction will designate a Public Information Officer (PIO). The PIO is
responsible for interfacing with the public and media and/or with other agencies with incident-
related information requirements. The PIO develops accurate and complete information on the
incident's cause, size, and current situation; resources committed: and other matters of general
interest for both internal and external consumption. The PIO may also perform a key public
information-monitoring role. Whether the command structure is single or unified, only one incident
PIO should be designated. Assistants may be assigned from other agencies or departments
involved. The IC must approve the release of all incident-related information.
Liaison Officer (LNO)
The LNO is the point of contact for representatives of other governmental agencies,
nongovernmental organizations, and/or private entities. In either a single or UC structure,
representatives from assisting or cooperating agencies and organizations coordinate through the
LNO. Agency and/or organizational representatives assigned to an incident must have the
authority to speak for their parent agencies and/or organizations on all matters, following
appropriate consultations with their agency leadership. Assistants and personnel from other
agencies or organizations (public or private) involved in incident management activities may be
assigned to the LNO to facilitate coordination.
Safety Officer (SO)
. The SO monitors incident operations and advises the IC on all matters relating to operational
srlfetv. includina the herllth rind srlfetv of emerm'!nr.v resoonder oersonnel The Illtirnrltp.
.\1
Ramscr COllllfv-II'idt' Efl/C'I:p'cl/C\' Ol'erafiol1S P/l/II RerisiIJII 5./. ./III1C. :!OO5
responsibility for the safe conduct of incident management operations rests with the IC or UC and .
supervisors at all levels of incident management. The SO is, in turn, responsible to the IC for the
set of systems and procedures necessary to ensure ongoing assessment of hazardous
environments, coordination of multi-agency safety efforts, and implementation of measures to
promote emergency responder safety, as well as the general safety of incident operations. The
SO has emergency authority to stop and/or prevent unsafe acts during incident operations. In a
UC structure, a single SO should be designated, in spite of the fact that multiple jurisdictions
and/or functional agencies may be involved. Assistants may be required and may be assigned
from other agencies or departments constituting the UC_ The SO, Operations Section Chief, and
Planning Section Chief must coordinate closely regarding operational safety and emergency
responder health and safety issues. The SO must also ensure the coordination of safety
management functions and issues across jurisdictions, across functional agencies, and with
private-sector and nongovernmental organizations. It is important to note that the agencies,
organizations, or jurisdictions that contribute to joint safety management efforts do not lose their
individual identities or responsibility for their own programs, policies, and personnel. Rather, each
entity contributes to the overall effort to protect all responder personnel involved in incident
operations.
Operations Section Chief:
The Operations Section Chief, a member of the General Staff, is responsible for the management
of all operations directly applicable to the primary mission. The Operations Chief activates and
supervises organization elements in accordance with the Incident Action Plan and directs its
execution. The Operations Chief also directs the preparation of unit operational plans; requests or
releases resources; makes expedient changes to the Incident Action Plan as necessary; and
reports such to the Incident Commander. Depending on the extent of the Incident Management
team needed, this area of management may also have under its purview a Branch Director, .
Division/Group Supervisor. Strike TeamfTask Force Leader, Single Resource Coordinator, and
Staging Area Manager.
Command Staff
Planning Section Chief:
The Planning Section Chief is responsible for the collection, evaluation, dissemination, and use of
information about the development of the incident and status of resources. Information is needed
to: 1) understand the current situation, 2) predict probable course of incident events, and 3)
prepare alternative strategies and control operations for the incident. This section serves as the
Incident Commander's "clearing house" for information. The Section Chiefs goal is to plan ahead
of current events and to identify the need for resources before they are needed. Depending on
the extent of the Incident Management team needed, this area of management may also have
under its purview a Resources Unit Leader, Situation Unit Leader, Documentation Unit Leader,
Demobilization Unit Leader, and Technical Specialists.
Logistics Section Chief:
The Logistics Section Chief is responsible for providing facilities, services, and material in support
of the incident, and is accountable for all personnel working in the hazard zone of the incident.
The Section Chief participates in development and implementation of the Incident Action Plan
and activates and supervises the Branches and Units within the Logistics Section. Depending on
the extent of the Incident Management team needed, this area of management may also have
under its purview a Service Branch Director, Support Branch Director, Facilities Unit Leader, and
Ground Support Unit Leader.
.
~")
-'-
Rall/scr ("mll/fl'- Wid" EII/('/:l!,l'/I('.\' Opcrafio/ls P/lI/I Rl'l'isio/l 5.1. .IUflt', 21/1/5
. Finance/Administration Section Chief:
The Finance/Administration Section Chief is responsible for all financial, administrative, and cost
analysis aspects of the incident and for supervising members of the Finance/Administration
section. Depending on the extent of the Incident Management team needed, this area of
management may also have under its purview a Time Unit Leader, Procurement Unit Leader,
Compensation/Claims Unit Leader, and Cost Unit Leader. (Source: FIRESCOPE, California Department
of Emergency Services, 2001)
.....ny,_.. ......_..........._ ...............y, ....,... - .... u.n. ...... ................_...._..__...... .......... .._ "."" ................. ... ..... .. .... ..._......_.............__..._._................ ...y..............
On-scene incident management / On Scene Incident Commander
The local jurisdiction immediately involved in the response will
establish on-scene command immediately upon arrival. In most
cases, the On Scene Commander will be the senior fire officer. In law
enforcement specific situations, the senior law enforcement officer will be
the On Scene Commander. County personnel will interface with this On
Scene Commander. Personnel will only respond to scenes when
requested or dispatched.
General On-Scene Incident Management Procedures
. Incident Commander (and/or Unified Command structure) will develop
. Incident Action Plans (lAP) for each incident and update them as the
incident evolves. Operational periods will depend on the incident type,
but will be no longer than 12 hours.
. All responders, regardless of agency affiliation, report in to receive an
assignment in accordance with procedures established by the IC.
. Response operations are directed and coordinated as outlined in the
lAP.
. Each individual involved in incident operations is assigned to only one
supervisor.
. Supervisors adequately supervise and control their subordinates.
. Supervisors communicate with and manage all resources under their
supervision_
. Supervisors record and report resource status changes to Operations
as they occur.
Incident Response Matrix
Under this matrix, some incident types will be managed by a unified
command based on size and/or complexity, and may include more than
one primary agency. NIMS also provides agencies the authority to direct
. operations related to their core competencies at incidents, which includes
giving tactical direction to other agencies performing operations within that
competency.
33
Ran/sn' COl/llfr-lVidc EI//('I)!,('I/(T O/JCrafiolls Plall !?('\"isioll 5.1. .lUl/c. ]()()5
For example, Fire Department core competencies include: .
. Fire suppression
. Hazardous Materials (HazMat) Response and Assessment
. Search and rescue
. Chemical, Biological, Radiological or Nuclear (CBRN)/Haz-Mat life
safety
. Chemical, Biological, Radiological or Nuclear (CBRN)/Haz-Mat
mass decontamination
. CBRN assessment
Law Enforcement core competencies include:
. Crime scene investigation
. Evidence preservation
. Perimeter control, site management and security
. Crowd control
. Traffic control
.
. CBRNE/Haz-Mat assessment (Sheriff's WMD Unit)
. CBRNE/Haz-Mat investigation into potential criminality or terrorism
~ EV3cuation
. Water search and rescue
Single Command
The vast majority of incidents are handled from on-scene "command
posts" and do not require the full force of governmental agencies'
presence or even their active involvement. Many situations will result in
notification being sent to the EMHS Duty Officer and/or the County
Sheriff's office, and these agencies respond to the scene as needed to
assess, evaluate and offer assistance.
Sample Single Command Matrix
INCIDENT TYPE PRIMARY AGENCY
Auto Extrication Municipal Fire Department
-
Boat in Distress Ramsey County Sheriff
Municipal Fire Department
Countywide Cyber Incident Ramsey County IS working with
Municipal IS aqencies as needed
Municipal Cyber Incident Municipal IS agencies
Civil Disturbance Municipal Law Enforcement Agency .
.______~?msey Coun~heriff
Confined Space Rescue Municipal Fire Department
-- .-. ____ ~__._. no .."_.__ _____
34
RamsCl' CVIIl/tV- H'ide {:-IIlClgCIICV ()pcrafiolls Plall RCl'isioll 5.1, .I1111( " 2005
. INCIDENT TYPE PRIMARY AGENCY
Correctional Facility Disturbance Ramsey County Sheriff or Ramsey
County Community Corrections
Disease I Epidemic SI. Paul Ramsey County
Deoartment of Public Health
Downed Tree Municipal Public Works
(Ramsey County Public Works for
County orooertvl
Elevator Incident or Emergency Municipal Fire Department
Emotionally Disturbed Person Municipal Law Enforcement Agency
Municioal EMS Aaencv
Entrapment I Impalement Municipal Fire Department
Municioal EMS Aaencv
Explosive Device, Bomb Threat Municipal Law Enforcement Agency
State Bomb Squad
Fire Municipal Fire Department
Hostage Incident Municipal Law Enforcement Agency
Sniper Incident Municipal Law Enforcement Agency
Special Event Municipal Law Enforcement Agency
Structural Collapse Municipal Fire Department
Suspicious Package Municipal Law Enforcement Agency
Water lice Rescue Municipal Fire Department
The Planning Section Chief develops the lAP, which is approved by the
IC. The Operations Section Chief directs the tactical implementation of the
. lAP. All participants agree on the designation of the Operations Section
Chief.
Life safety operations are the highest priority Incident Objectives and will
be initiated by the first arriving resources capable of performing rescue.
Life safety operations in-progress wiii not be disrupted or suspended
because of transition of command to other agencies.
Unified Command -
In some circumstances, the severity or complexity of an emergency will
threaten to overwhelm the resources of the initial entity's responders
resulting in requests for additional agencies - possibly including agencies
from multiple jurisdictions. In these cases, the NIMS concept of Unified
Command is utilized.
Responding agencies commanders will co-locate at the Incident
Command Post collocate at the Incident Command Post and
. Assign an Operations Section Chief for each operational period.
. Keep each other informed of specific requirements.
. Develop a consolidated Incident Action Plan (lAP), written or oral,
that is evaluated and updated at regular intervals.
. Establish procedures for joint decision making and documentation
.
35
Ral/lser COllnfy- Wide Emcrgcllcv Operafiolls Plall Rel'isioll 5./, Jllnc. 2{)O5
Responding agencies have Core Competencies, such as those depicted .
in the NIMS Structure diagram above. The agencies representing the
initially affected (or "requesting') municipality have the authority to direct
operations related to their Core Competencies at incidents, including
giving tactical direction by the ranking officer to other agencies performing
operations within that competency
If the initially affected municipality requests resources which that
municipality does not provide on its own (for instance, a state bomb
squad), the ranking officer of that resource has authority to direct
operations related to its Core Competency, including giving tactical
direction by the ranking officer to other agencies performing operations
within that competency.
Sample Unified Command Matrix
INCIDENT TYPE PRIMARY AGENCIES
Aviation Incident Municipal Fire Department
MAC
Municipal Law Enforcement Aoencv
Chemical, Biological, Radiological or Municipal Fire Department
Nudear (CBRN) I Haz-Mat Incident State HazMatteam
Countywide Public Health Emergency SPRCDPH
MDH
Explosion Municipal Fire Department .
Municipal Law Enforcement Agency
State Bomb Sauad
Natural Disaster I Weather Emergency Municipal Fire Department
EMHS
Public Works
MnDOT
PO'vver Outage f\,1unicipal Law Enforcenient Agency
Public Works
Utility Provider
Rail Incident Municipal Fire Department
Telecommunications Outage Municipal and County IS
Telecommunications Provider
PSAP's
Utility Incident Municipal Fire Department
Water Main Break Municipal Fire Department
Public Works
The Planning Section Chief develops the lAP, which is approved by the
UC. The Operations Section Chief directs the tactical implementation of
the IAP_ All participants agree on the designation of the Operations
Section Chief.
EMHS, as the County's Coordinating Agency, will respond to multi-agency
incidents and participate in the Unified Command. EMHS is responsible
for coordinating resources from Emergency Support Function agencies,
relaying situation information to the County's and the affected City's
Emergency Operations Center, and supporting logistics needs. .
36
Ramsev Countv- H'ide f:"mcrgc/lcv Opcrafio/1S Plall Revisio/l 5.1. ./ulle. 2005
.
Incident Action Plan (lAP)
An Incident Action Plan (lAP) will be developed for each operational
period of the incident and:
. Includes the overall incident objectives and strategies established by
the IC or UC.
. Adequately addresses the mission and policy needs of each
jurisdictional agency in the case of UC.
. Adequately addresses the interaction between jurisdictions, functional
agencies, and private organizations in the case of UC.
. Addresses tactical objectives and support activities required for each
operational period, generally 12 to 24 hours.
. Contains provisions for continuous incorporation of "lessons learned"
as incident management activities progress.
. Is developed when resources or authorities from multiple agencies
and/or jurisdictions are involved.
. Is developed when the incident will effectively span several operational
periods.
. Is developed when changes in shifts of personnel and/or equipment
are required.
. . Is developed when there is a need to document actions and/or
decisions.
Information and Intelligence
The analysis and sharing of information and inteiiigence are important
elements of ICS. In this context, intelligence includes not only national
security or other types of classified information but also other operational
information, such as risk assessments, medical intelligence (i.e.,
surveillance), weather information, geospatial data, structural designs,
toxic contaminant levels, and utilities and public works data, that may
come from a variety of different sources. Traditionally, information and
intelligence functions are located in the Planning Section. However, in
exceptional situations, the IC may need to assign the information and
intelligence functions to other parts of the ICS organization. In any case,
information and intelligence must be appropriately analyzed and shared
with personnel, designated by the IC, who have proper clearance and a
"need-to-know" to ensure that they support decision-making.
Regardless of how it is organized, the information and intelligence function
is also responsible for developing, conducting, and managing information
related security plans and operations as directed by the IC. These can
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, sensitive law enforcement information, proprietary
and personal information, or export-controlled information) is handled in a
way that not only safeguards the information but also ensures that it gets
1,7
Ra/llsey CUlll/tl'-IViJe Emclgel/ey Operafiut1s PiaN Revisiol/ 5.1. .Iune. 2005
to those who need access to it so that they can effectively and safely .
conduct their missions. The information and intelligence function also has
the responsibility for coordinating information and operational-security
matters with public awareness activities that fall under the responsibility of
the PIO, particularly where such public awareness activities may affect
information or operations security.
Area Command
An Area Command is activated only if necessary, depending on the
complexity of the incident and incident management span-of-control
considerations. The County Incident Manager, an agency administrator or
other public official with jurisdictional responsibility for the incident usually
makes the decision to establish an Area Command.
An Area Command is established either to oversee the management of
multiple incidents that are each being handled by a separate ICS
organization or to oversee the management of a very large incident that
involves multiple ICS organizations, such as would likely be the case for
incidents that are not site specific, geographically dispersed, or evolve
over longer periods of time, (e.g., a bioterrorism event). In this sense, acts
of biological, chemical, radiological, and/or nuclear terrorism represent
particular challenges for the traditional ICS structure and will require .
extraordinary coordination between Federal, State, local, tribal, private-
sector, and nongovernmental organizations. Area Command is also used
when there are a number of incidents in the same area and of the same
type, such as two or more hazardous material (HAZMAT) or oil spills, and
fires. These represent incidents that may compete for the same resources.
When incidents do not have similar resource demands, they are usually
handled separately and are coordinated through an Emergency
Operations Center (EOC).
If incidents under the authority of an Area Command are
multijurisdictional, a Unified Area Command is established.
Area Command has the responsibility to:
. set overall incident-related priorities.
. allocate critical resources according to priorities.
. ensure incidents are properly managed.
. ensure incident management objectives are met and do not conflict
with each other or with agency policy.
. identify critical resource needs and report them to EOCs and/or
multiagency coordination entities.
. ensure short-term emergency recovery is coordinated to assist in the
transition to full recovery operations
.
38
Ramsey Count!'. Wide EmcrgcllcJ' O!,c/"(Jfio/1s Plll/1 Reri.l'ion 5.1, ./lIl1e, 2005
. Ramsey County Incident Manager
IMPLEMENTATION
Emergencies will be reported to the local Public Safety Answering Point
(PSAP). The PSAP will notify the EMHS Duty Officer and/or the Sheriff.
The EMHS Duty Officer or the Sheriff will make the initial determination to
implement this plan. Formal implementation of the plan simply involves
notifying the County Manager and the Director of Emergency
Management and Homeland Security of the situation. As soon as the
decision is made to contact these persons, this plan is considered to be
implemented.
GENERAL
Initially, Director of EMHS or the County Sheriff (or their designees) will fill
the role of the Incident Manager for the County. This may be limited to
coordination of county-based activities, gathering information and
intelligence, and assessing the situation to determine what level of
activation of the county is needed, and notifying County administrators.
Once he or she is able to reach the scene of an incident or respond to the
RCEOC, the County Manager will be the Incident Manager for the County,
. unless and until s/he designates another person to fill this role.
EMHS will assist as possible in these activities and will keep in contact
with the County Manager as he or she establishes the RCEOC and
gathers staff together there. We recognize that organizing the county's
governmental Incident Management System will take time and that the
team members will need information upon which to act. We also recognize
that delaying some urgent actions until the teams can assemble would
unduly jeopardize safety and property.
Thus, the earliest hours of the county's involvement in an event will
typically revolve around activities of the Sheriff's office and the EMHS
staff. In those situations where there is time for deliberate organization
before the event or emergency develops, the county Incident Manager will
be selected by the County Manager based on which agency's field of
expertise best matches the scope of operations needed to successfully
cope with the incident.
LOCAL AND/OR UNSPECIFIED EVENT: EMHS staff responding to the
scene will serve as a liaison to the On Scene Commander and will initially
be the Incident Manager for county resources working in a Unified
Command Structure.
.
,9
Ramsey ('IJ/tnfy- rVidc blle/xclI'T Opcratio/ls Plall R'Tisi/l/l 5./. ./UIIC. 2005
Ind(knt Interaction Timeline .
._~-----~""""'----_.~
*' * MUL Tl-AGEN~Y !t:~~j~:~:~~~ ~ * *
~O~e'~~'i"~o~ea~';~cie~ re'- .J==J- ,,'Ni," ~',~~,,:..,".'.'
spend br]':~ed on InQ~S~mt
TypE>
, Fi!s;o;';'~;j~;::a'rr"E> ail -'if---~~'"I
scene & aSs.€'&.5 and
~lIlial" bf" safetv.
Dp'.?J atlOns and Si~~a
_. 5t<lb~l!;>.!!.~'-"_li.".!].s
--~-l
In.;iderlt Command
irnpl'-'menled for ov",~1I
on. SIte incidef~t
managen1Cf"!:. EStlbli'Shc'S OPERATIONS SECTION eSTA8USHEO
..... ..__ ()p~~?~~:~~l~~.?~~::t~r~
.,
, ~ ,
'j~~';;;;;;"l "j
dderrninc if :ldd~t~onal 'j
ill\'cs:igation (taw
enforcement) Of other
~gency c'peralions are
"eeded.
."" .... y ..~^.,.~, -. --.....
""""" MUhlCIPAl E'OC fSTABUSHEO
If needed. ir,w2sfigabonal -:,!
oper?'~jons initiated :i
GonGlIjfcnt with Ilk safety
opmi1tions. Lk safety ..~ j
concerns supercede
i::'1ve-sbg;J:l'1/~ concerns. ",1
_._ __~ .._. .__~_ ... _. .'. ._._.___....J
-- - >
~LTt;;~t;i;~-.;-~;:;;;;;;3 ~_.._._~.iw - :~:="'l' .
concluded. tnve-stigab'ie
ag~nc_ics may exdude. ~:.;' -r~~]
'lO".,,"scntial p"':;011nel j
from mcident si1€.
-~-~-- '-~._._y- -"~._,-"""
'Reco-v;;.y7ies1Qraloo'ma::;'"
begIn CQO;;U;f'ffit wi!h
ir"vf!";h-"g1!\'e l)p~r?l!ti.vns. r IV' '1" - V"t.C" . ~ k I
wlth the apprt..'.'ai of the 'j i... . ~JNt.. .~ i" . .......x..,. ,',
t .' ... . ;. .:;. ::<'.
in....~st.g.atm9 agencies. RECOVERY: ~: '.^- if
.....,......... ."'~ ^_ .. _ _ ,.. ..........v.-..."^~.y^N RES fOR..,IOU i
il
li
Fir:i:l: ;fjVQVi;~ 'f -co~npletC'd. k~~:~" ~
Rcstor arlOO of inc!de:nt I. 11
~de be~ns or conbnues Ii
........ ...--""-. ^-... ..-....y"'-'.y.,.. .._..-
. ". ....... ..""= .""" .. ..-=.,
S,lr.< op'" abUllS I
,jemobih./C'. S~te may be
r~hj!"nt'd ~o (:ontrol or i [":':~:'~~~~~;~;j0'i~~:J
...".~..._.__......___.._._~J:!YI!JllCW
LAW ENFORCEMENT SPECIFIC EVENT: If the emergency is one that
poses an obvious, imminent and credible threat to lives and safety, or is a
criminal matter, the County Sheriff will begin organizing the response
during the initial hours of the event and will assume the County Incident
Manager role under unified command until the County Manager is
available at the scene or the RCEOC. The Sheriff will then be the director
of the Operations Branch of the event.
.
40
Ramser COllllfr./vid" 1:'/II,'t:l!,<'IIC1' Ol'erafiolls ['hili 1<('\'i.l'iOIl 5./. .Ill/Ie, ]()(l5
. PUBLIC HEALTH SPECIFIC EVENT: In events where there is no
localized point of activity and that are specifically public or environmental
health issues, the Director of the St. Paul Ramsey County Department of
Public Health will assume the role as the County's Incident Manager role
until the County Manager is available at the scene or the RCEOC. The
Director will then be the director of the Operations Branch of the event..
EMERGENCY COMMUNICATIONS
Providers of emergency services and public safety within Ramsey County
utilize multiple means of communicating during emergencies. All services
operate two way radios in either the VHf or UHf frequencies. All PSAP's
have the capability to "cross patch" between the systems in order to
facilitate interoperability of communications.
In addition, many agencies utilize Nextel phones (800 MHz) with two-way
"walkie-talkie" capability. All of the agencies have key personnel with
cellular phones and pagers.
In addition to radio (both UHf and VHf), phones and two-way pagers,
EMHS staff and Public Health emergency staff carry devices for receiving
emaits in the field. The EMHS duty officer is available by all of these
. means 24 hours a day.
EMERGENCY SITUATIONS INTERNAL TO COUNTY OPERATIONS
The county's EMHS Duty Officer IS notified of all situations that
compromise the ability of a county function to provide its service to its
constituents (employees or citizens). EMHS staff will usually serve as the
Incident Manager for small-scale events, or until the arrival of senior
county management.
In the case of technological or utility emergencies, the lead county
department involved (e,g. Data Processing/I nformation Services or
Property Management) will serve as county Incident Manager.
COUNTY INICDENT MANAGER ROLES
The County Incident Manager's role is to coordinate the activities of
County personnel and resources being used or requested during an
emergency. In essence, the Incident Manager is the "chairperson" of the
. committees and groups put together for the incident. Generally, this role
mimics the normal role of the County Manager, but with an emphasis on
the special needs of emergency situations.
41
Ralllser COllllfr- Wide t"lIJ('fg('IICl' O['erllfi()lIs Plall RCI"isioll 5.1. .Il1l1e. ]()()5
The County Manager is the County Incident Manager or will name a .
designee as early as is practicable. To accomplish this, he/she will
typically consult with the Emergency Operations Team.
Additionally, the County Incident Manager will select and designate, at
his/her discretion, additional members to the Emergency Operations Team
to advise and assist in the performance of his/her duties. At all times, the
County Incident Manager must communicate fully with the Board of
Commissioners and ensure coordination of the use of resources from the
county and local governments, state and federal agencies, in order to
foster and expedite response and recovery throughout the county.
COUNTY EMERGENCY OPERATIONS TEAM
As incidents evolve, the need to coordinate the county's response
between agencies requires that appropriate staff be assembled. Often, the
team put together for an incident will be small - one or two department
heads affected by the incident, the County Manager and EMHS staff, for
instance_
More severe or widespread incidents require more subject-matter experts.
We recognize that these people need to know in advance that they may
commonly be called on to serve in an emergency. So we have designated .
a standing Emergency Operations Team. This group serves as the core of
the Emergency Management Council and as the core of the county's
Emergency Operations Center staff_
The primary role of this group is simple. Members of the group, or the
entire group, will be called on to provide the Incident Manager with
expertise and advice during emergencies. In addition to the County
Manager (as Incident Manager) the team is made up of:
· County Sheriff
· County Attorney
· Director of St. Paul Ramsey County Public Health
· Director of EMHS
· Director of Property Management
· Director of Budgeting and Accounting
· Director of Public Works
· Director of Human Services
· Director of Human Resources
· Director of Data Processingllnformation Services .
· Manager, Interoperable Radio System
42
Ramse\' COllI/n'- Wide Emag<'I/(Y Ol'erafiolls Plall f(('\'isinn 5.1, .II1I1C, 2005
.
Interoperable
County Attorney Radio System
Manager
County Sheriff
Director
;', .:\ . Public Works
?" ;
-- .- ..,";{ ~.\
.' ,
. .
Director County Manager Director
SPRCDPH (Incident Manager) Property
-' Management
.:: :/ ;,: :t:" !::,:r. < x= .,. "'; .'.~
Director Manager
Human resources Radio System
.' ~. -."1:: :--.~ ,: ."":
. -:=;. .:.~ . Z . ';: ;~ ,..~ . ,
". ..;~ .~ . Director
'. Director Budgeting and
Accounting ""i"
EMHS ",'
" / Y
.( \~ .5'.;./.... ~.
Director
Human Services ;, :"
j.:. t. ~ ..~....
j
MUNICIPAL SENIOR OFFICIALS' POLICY GROUPS
Just as there is a need for county government officials to serve in the
leadership role for the County EOC and County decision-making, each
municipality needs to coordinate their individual operations. The individual
municipalities may call their respective groups by various names, but for
the purpose of this document they are generically referred to as "Senior
Officials' Policy Groups." These groups function in the municipal EOC to
provide the command functions necessary to set policy and strategic goals
for the municipal response.
In general, these Senior Officials' Policy Groups consist of (see Section IV
of this plan for each individual municipalities list):
· Mayor
· Deputy or Acting Mayor
. · City Manager/Administrator
41
Ramsev COllI/tV- Wide EII/('/gencv ()perafio/Is f)/an R"I'isi(}1I 5./. .Il11lt'. 2005
· City Attorney .
· Chief of Police (or representative of law enforcement agency)
· Fire Chief (or representative of the fire service)
· Director of Emergency Management
· Director of Public Works
· Other municipal official as necessary.
RAMSEY COUNTY EMERGENCY OPERATIONS CENTER (RCEOC)
The vast majority of incidents are handled primarily at the local command
post or the local EOC in the affected municipality. In these "normal" cases,
decisions for the county can be made in meetings and phone calls over
time and summoning a special group together immediately are not
necessary.
However, in some incidents - particularly longer term and/or serious or
"sensitive" ones - dedicated staff need to be assembled to work on
projects. When activated, the RCEOC can be ready for operation within 90
minutes. The full activation time - including arrival of staff - is dependant
upon the time of day, but will typically average less than 120 minutes
24x7. Staffing of the RCEOC will follow the Incident Management System .'
and is outlined below. Additional detailed information about the RCEOC
can be found in Support Annex B of this plan. There are four dedicated
work groups assigned to the RCEOC. These are (1) the EOC Operations
Group; (2) the EOC Planning Group; (3) the EOC Logistics group, and (4)
the EOC Finance Officer.
Being intended for multiple uses, the RCEOC is not left empty and unused
during normal business activities. Various departments utilize the facility
itself for routine training, meetings and more. However, in the event of
possible or confirmed emergencies, the facility is immediately available for
use. The EOC will react in one of three "Operational Modes" outlined in
Support Annex B (the support Annexes are restricted for official use only).
Necessary county agencies will assign personnel to the facility as noted in
Support Annex B.
EMERGENCY MANAGEMENT AND HOMELAND SECURITY (EMHS)
The vast majority of incidents are handled primarily at the local command
post in the affected municipality. In these "normal" cases, decisions for the
county can be made in meetings and phone calls over time and
summoning a special group together immediately are not necessary.
The Director of EMHS is the alternate Warning Officer for the county and
the division is responsible to assist in the development of evacuation,
mass care, CBRNE and terrorism plans for the county. EMHS develops .
44
Ramscv COlll1n'-/J'ide t;/IIC1gCIlC\' OperatillllS Plall RlTisioll 5.1. JUIlCo 2005
. and identifies training and educational programs for responders and other
personnel, and will provide information and outreach to the public.
The Director of EMHS is tasked with coordinating all counter- and anti-
terrorism planning and activities for the county and for ensuring or
conducting hazard and vulnerability analyses and the gathering and
dissemination of terrorism related information.
GENERAL RESPONSIBILITIES OF DIRECTOR, EMHS
. Chief staff to the Incident Manager and county Incident Manager
. Coordinating plan development and maintenance
. Serves as Liaison between municipal Emergency Managers,
and between them and county, state and federal support
agencies.
. Initial coordination and requests for county assistance at local
scenes
. Coordinates disaster funding requests within the county
. Emergency Services Unit mobile communications/command
e vehicle and personnel
. Emergency Services Unit mobile on-site television surveillance
vehicle, equipment and personnel
. Mobiie generators and lights
SPECIFIC TASKS:
. Ensure 24 hour Duty Officer position is staffed at all times
. Be prepared to respond to emergency scenes and make initial
assessment
. Notify the County Manager as necessary
. Make initial dispositions of county resources as needed
. Notify the State Duty Officer if not done by municipality
. Suggest and/or arrange for outside assistance as necessary
.
45
Ramser Cou/llv-H.'Ue {:"m'TfJ'/Iel' Op<,rafiol1s Pla/1 R('\'isio/1 5. I. June. 2005
EMHS EMERGENCY SERVICES VOLUNTEERS .
Emergency Services Volunteers from EMHS will respond to assist at
the scene as requested by the municipality. This assistance may
include:
. Mobile Command Post
. Emergency outdoor lighting
. Emergency portable generator
. Communications net
. On-scene perimeter establishment and control
. Expert advice and consultation
. Incident command extension
ROLE OF EMHS DUTY OFFICER
The EMHS Duty Officer will take reports of major incidents from the
local Incident Commander or PSAP. The Duty Officer will determine .
the method for notifying other EMHS staff and senior county
management and will determine need for response to the scene.
In general, EMHS will respond to the scene (a) if EMHS assts are
requested; (b) if the incident is or potentially may become, of such
nature as to pose a significant threat to large numbers of persons or
the environment or (c) if the incident might result in the formal
activation of either the municipality's local emergency plan or of this
county-wide emergency plan.
At the scene, the EMHS staff will be available to serve as staff to the
local incident commander.
CONTINUITY OF GOVERNMENT
The term continuity of government refers to the preservation, maintenance
or reconstruction of government's ability to carry out its executive,
legislative, and judicial processes under the threat or occurrence of any
emergency condition that could disrupt governmental process and service.
Ramsey County is beginning a more in-depth continuity process in
December 2005. The purpose of continuity of government planning is to
preserve leadership and authority, prevent unlawful assumptions of .
authority, assure government direction and control mechanisms, and
4(,
Rams/y emil/I.\'- ~Vid(' t;/IIC1gcl/cr Upaafiot/s Plall RCl'isiofl 5. t, }/lI/C, 20U5
. assure delivery of government services. The following details the elements
of continuity of government for Ramsey County and each municipality
therein:
Lines of Succession: Written plans that describe the succession of
authority for each elected and appointed official are maintained so that in
the event of incapacitation, death or absence of the office or position
holder there are at least three clearly defined and authorized persons to fill
that roll.
These establish an order or line of those entitled to succeed one another
under emergency conditions. Line of succession identifies who is in
charge and ensures continued leadership.
SafeQuardinQ of Essential Records: These are measures taken by
government to protect all documents deemed necessary to continue
governmental functions during emergency conditions and to protect the
rights and interests of citizens during and after an emergency or disaster.
Each agency and department maintains back-ups of critical files.
Protection of Government Resources. Facilities. and Personnel: Refers to
measures taken to distribute resources in a manner that will facilitate
sufficient redundancy in order to preserve governmental functions during
and after an emergency or disaster.
. Each department head appoints an operational continuity coordinator, who
is responsible for developing and maintaining a department Operational
Continuity Plan (OCP). Ramsey County agencies coordinate departmental
operational continuity activities with EMHS and the Director of Information
Services.
The OCP are intended to help ensure that critical governmental functions
can continue during times of emergency, or recover from disaster quickly
in order to resume service with a minimum of interruption.
Ramsey County Information Services maintains redundant off-site back-up
of all critical records that are essential for operations and reconstituting
county government. Municipal information services maintain data at other
off-site locations as well.
.
47
Ral/lsev CfJIIllfr-lIidc Em, 'lgCIICF OI'Cl"lIfifJlls Plall R,'visioll 5./, .lillie, !()()5
.
GOVERNMENTAL DEPARTMENT AND EMPLOYEE RESPONSIBILITIES
Depa rtments, commissions, agencies, boards, districts, officers, and
employees of the county and/or the affected municipalities shall have
emergency duties, responsibilities, and assignments during emergencies
when such emergencies are declared, and consistent with labor laws may
be required to provide services within the scope of their expertise during
such emergencies.
Departments, commissions, agencies, boards, and districts shall establish
and maintain plans and procedures for carrying out their own operations
during, and recovery after, an emergency and shall establish plans and
procedures for assisting the overall county effort to respond to and recover
from an emergency, including a line of succession that is three deep to
allow for 24/7 operations.
Employees, officers and others officially affiliated with the county shall
comply with these plans and procedures.
Administration
Reports are required from involved agencies/departments and local
governments to provide elected officials, the Director of Emergency
Management and Homeland Security, and other government officials with .
information concerning the nature, magnitude, and impact of a disaster,
and for use in evaluating and providing the most efficient and appropriate
response. Reports required include, but are not limited to:
. Situation Reports
. Proclamation of Emergency
. Requests for assistance.
. Damage Assessment Reports.
Financial Management
Emergency expenditures are not normally integrated into the budgeting
process of the County. Nevertheless, disasters occur on a periodic
basis requiring substantial and necessary unanticipated obligations and
expenditures.
Ramsey County and the municipalities will incur disaster-related
obligations and expenditures in accordance with the provisions of
applicable County and State statutes.
Records will be kept by all participating organizations/ agencies; in
order to separately identify disaster related expenditures and .
obligations from general programs and activities.
-IX
RlI!l/StT Cuullfy-ll'idc 1:'/IlI'rgell(T OpCrllfillllS Plal/ Rel'isiol/ 5.1, JIII/C, ]005
.
Emergency Procurement
In an emergency that requires immediate purchase of supplies or
contractual services (equipment, materials, rentals, etc), the County
Code provides for rapid response. The Office of Budget and Accounting
is authorized to secure at the lowest obtainable price, either by open
market purchase or from a single source, any supplies, equipment or
services, regardless of the amount of expenditure, when such purchases
are necessary to prevent delays In the work of the using
organization/agency which may vitally affect the life, health or general
welfare of citizens. Upon receipt of notification of an emergency and the
activation of the any emergency operations center including the RCEOC,
a Budget Office representative will, when specifically requested, report to
the EOC. Municipal and county budget offices will in all cases be
ultimately responsible for financial accounting needs.
Upon receipt of requirements, either verbally or in writing, the Office of
Budget and Accounting will provide a representative who will order the
required supplies or services and provide the vendor with a purchase
order number for confirmation at a later date. The vendor will provide the
items ordered and make billing against the purchase order number
. assigned at the time the order was placed.
If an emergency occurs during regular County business hours, and
procurement personnel have not been directed to report to the RCEOC,
the using organization or agency or RCEOC personnel (if activated)
should immediately contact their purchasing personnel or the Director of
the Office of Budget and Accounting by telephone and outline the
emergency requirement. Office of Budget and Accounting personnel will
take immediate and appropriate action to acquire the required supplies,
equipment or services, as outlined above, their municipal counterparts
will do the same for each affected jurisdiction in accordance with local
SOP.
If an emergency occurs at times other than regular business hours and the
EOC has not been activated with procurement personnel present, or when
the county or municipal budget office is not available to make the required
emergency purchase, the head of any using organization or agency may
make such purchases. The requiring organization/agency shall, whenever
practicable, secure competitive telephone price quotations and place a
verbal order with the lowest bidder.
Requisition and delivery records for emergency purchases must be
documented to explain the necessity of the emergency purchase and to
provide accurate data to the Office of Budget and Accounting (or its
municipal equivalent). At the conclusion of the emergency situation, the
. Office of Budget and Accounting will obtain account codes and funds
certification and prepare and distribute confirming purchase orders so that
vendors can be paid for supplies, equipment and services furnished during
4CJ
Ralllser COIII/n'-Wide Emcrgcncr Operafiol/s Pl<1l/ Revision 5./, Jllne, JO().')
the emergency. Damage reports and insurance losses will be reported to .
the County or municipal Attorney's offices for processing.
DELEGATION AND SUCCESSION OF EMERGENCY RESPONSIBILITIES
Wherever in this document or by law duties and authority for emergency
roles and responsibilities are designated to specific county Department or
Division heads, they shall designate and include in their written contact
procedures, a chain of succession in the event either is not available to
immediately act in an emergency and shall file such designation list with
the Board of County Commissioners.
If an emergency occurs in the absence of the principal, the first individual
on such lists that can be contacted and is able to act shall have the full
responsibility and authority to act for the principal officer until relieved by
the principal or by a person with higher rank (or priority) on the established
list.
The immediate chain of succession for Ramsey County leadership is:
. Chair of County Board
. County Manager .
. Director of Intergovernmental Relations
The chain of succession for each municipality is indicated in Section IV...<2f
this plan beginning on page 56.
Emergency response leadership is described elsewhere in this plan.
.
50
RUlIIsn' COIln/V- Wide Emcrg.l'/ICj' Opcrllfio/lS I'/a/l Rcrisiofl 5.1, JUfle, 2005
.
ilL RESOURCES FORCOUN]YDEPARTrMENTS "j'
. . . .. .. .
. .
INTERNAL PLANNING ORGANIZATION
Department Emergency Coordinators
Each department head appoints a Departmental Emergency
Coordinator (DEC), who is responsible for developing and
maintaining the department emergency plan, coordinating the
department's emergency response activities with EMHS, and
coordinating training within the department.
Building Emergency Coordinators
Property Management and EMHS have worked to recruit and train
a Building Emergency Coordinator (BEG) for each county owned or
operated facility.
. The BEC program provides for the safety of county employees and
the public in county facilities. BEC's emergency preparedness and
response activities assist in ensunng the continuation of
governmental services in county facilities following a disaster. The
program focuses upon developing a "Building Emer!lency and
Evacuation Plan" (BEEP) for each county facility of 10 or more
staff.
The BEC has the responsibility for establishing and maintaining a
building emergency plan that contains essential information for
responding to an emergency situation, including building floor
plans, after-hours contact roster, vendor/utilities contacts, multi-
hazard threat response procedures, and the county's building
closure policy. The BEC may also select personnel from within the
building to assist in these activities. The BEC conducts annual fire
evacuation drills in each county facility. The Property Management
department manages the BEC. The overall BEG program is
coordinated by EMHS.
.
51
Ramser Coullfl'-lViJe Ellle/genel' Opera/iolls 1'/(/11 Revision 5.1, .lulie, 2005
SPECIFIC, ONGOING RESPONSIBILITIES OF COUNTY DEPARTMENTS .
Ramsey County Board of Commissioners
The County Manager will notify the Chair of the Ramsey County Board of
Commissioners (the Board) of any situations that are or threaten to
become ill:lblic emerQencies or .9is9sters. The Board will meet in
emergency session at the request of (a) the Chair of the Board; (b) the
County Manager or designee; or (c) any Board member.
The Board IS responsible for debating and/or adopting necessary
emergency ordinances as stated in the Charter, Sec. 5.03. Under the
terms of the Charter, the Board may pass emergency ordinances at the
meeting at which they are introduced via unanimous vote of the Board
Members present, assuming a quorum. The first step for the Board is to
pass the ordinance declaring that an emergency or disaster exists in the
County.
The basic responsibilities of the County Board that will stem from an
emergency include:
. Policy
() Be available to meet at short notice .
() Authorize expenditures and monitor same in a timely fashion
0 Maintain function of legally constituted county government
. Coordination
0 Work during emergency with affected municipality's elected
officials to identify needs and priorities that will be addressed
after the immediate response has stabilized the situation
(I Verify ability of local and county assets to meet these needs
. Communication
0 Communicate these needs to the RCEOC so that
countywide planning staff can quickly work to address them
c Communicate with other counties, and partners
(.1 Communicate with elected state and federal officials
C) In coordination with the PIO and the other response
partners, provide a voice for accurate and timely information
to the residents of the county and state
In the event that an emergency meeting cannot be convened, the County
Manager will exercise certain responsibilities. .
52
Ram"T CO//llf\'./Vid" f:lI1t'rgcIIC\' Operafions Plall RCl'i.l'iOfl 5.1. .ll/flC. 2005
. County Manager
As detailed elsewhere in this plan, the County Manager will assume the
role of Incident Manager for all emergencies and disasters as soon as
s/he can respond and unless and until s/he delegates that role to another
Department Head (e.g. the Director of the St. Paul Ramsey County
Department of Public Health, the County Sheriff, or the Director of
Emergency Management and Homeland Security).
The County Manager has specific roles in the event of emergency as
outlined in the Charter and the Administrative Code of the County. The
County Manager can;
. Authorize emergency expenditures
. Authorize the closing of county offices, facilities or departments
. Take "such action as necessary and notify as soon as possible the
chair of the county board." (Code, Chapter 3.30.00 f).
. Serve as or designate the Incident Manager for county-based
response and recovery efforts
All County Departments
. All Ramsey County facilities will develop a critical incident response and
recovery plan for the facility. In multiple-tenant occupied facilities the
tenants will cooperatively develop a facility wide critical incident plan. Each
department will develop a critical incident response plan and an
operational continuity and recovery plan for their department.
The critical incident plan will encompass the following elements:
. Direction and Control, the methods of managing resources,
analyzing information and making decisions will be used;
. Communications, the methods of communicating with staff,
citizens, and outside organizations will be used;
. Life Safety, the methods of protecting the health and safety of
everyone in and around the facility will be used;
. Property Protection, the methods of protecting the facilities,
equipment and vital records will be used;
. Community Outreach, the methods of building community trust in
County operations will be used; and
. Recovery and Restoration, the methods of providing public and
employee trauma assistance or restoring operations will be used;
and Administration/Logistics/Relocation, the methods of ensuring
. complete and accurate procedures and records will be used.
Source: County Board Resolution 95-259.
53
Ramser COlIl/fr- fVidc f;/IIcrgencv Opcmfions Plan R,Tision 5.1, .I/1/1e, 2005
.
The departmental continuity and recovery plan details
. Listing of essential functions
. Methods and locations for protecting and retrieving essential
documents
. Chain of command and succession
. Details of process necessary for identifying and reconstituting lost,
damaged, or destroyed records of essential functions.
EMHS will assist in developing, reviewing, and approving these plans.
Routine infrastructure status reportinq
During regular, non-emergency, operations, the county is responsible
for submitting status reports to the State of Minnesota on a monthly
basis. During the first week of each month, departments will be asked
to submit information about situations that would decrease their ability
to provide services should a large emergency occur. These reports are
gathered by the EMHS Emergency Management Coordinators and
submitted to the State, as are similar reports from the municipal
Emergency Managers. .
Emerqency incident status reportinq
In any emergency, we may need to quickly and regularly gather
information about the ability of departments to provide services.
Department heads may be asked to report the status of their groups,
and their ability to provide services to the Planning Officer at the EOC
- typically within 8 hours of the declaration. In some cases, those units
directly affected by the emergency may be asked to report sooner
In Level 4 situations, county resources will be stressed to the limits.
The heads of major departments of the county and the members of the
Emergency Operations team have specific requirements:
. Gather information about the status of their department and
report it to the Planning Officer at the EOC within 4 hours of the
declaration. In some cases, those units directly affected by the
emergency may be asked to report sooner
. Follow-up reports are needed at 8 hours, 12 hours and 24 hours
after the declaration. Thereafter, a daily report on the status of
the departments is needed until emergency operations are
terminated.
. "Status" includes reporting on the overall ability to perform the .
mission of the department, lost data; physical damage;
personnel issues, etc.
54
Ram.\'(T COUIIlI'- Widc /:;I/1Clp,ellcv Operafilll1s P/<l1I R<'I'isiul1 5.1, ./ul1e. JOO5
.
How to report:
r-'I __'_0" j I
Excised
Alternatively the report can be:
r '1 - .- ...---.--. ---- ,- I
. Excised
. Hand deliver the report to the EOC or other designated
location( s).
.
.
55
RamllT ('olllltr- Wide 1:'IIIl'lgcl/( '.1' Opc/"iJfiol/s Pial/ R('1'isiol/ 5.1. June. ]()()5
.
IV. MUNICIPAL DIRECTION AND CONTROL.'.s
Each of the municipalities within Ramsey County and participating in
this Countywide Emergency Operations Plan have adopted this plan
by resolution or ordinance for a period of not more than four years. In
accordance with State guidelines and best practices, the plan will be
reviewed each year, and substantially re-written every fourth year. The
municipalities will approve and adopt the plan each fourth year.
The majority of required information for each municipality is common to
all municipalities_ As part of the review and update process of the plan,
each municipality has or will appoint/maintain an Emergency
Management Director for the municipality, Each year between August
1 and October 15 as part of the review process, the municipal
Emergency Management Directors will:
1. Review the entire Countywide Emergency Operations Plan,
paying specific attention to details about his/her municipality and
submit required changes and corrections to EMHS.
2. Provide EMHS with an up-to-date line of succession for the
municipality .
3, Provide EMHS with 24x7 contact information for all EOC staff,
or provide EMHS with notice that the municipality has updated
that list and where and how it is available in an emergency.
4. Provide E~J1HS vvith up~to.-date emergency contact information
for the municipal EOC and personnel needed to activate the
EOC in an emergency, including, but not limited to, the
Emergency Management Director (and alternates) and the PIO.
5. Verify and update, as needed, the information in this section of
the Countywide Emergency Operations Plan and Chart B of the
Basic Plan_
6. Provide EMHS with up-to-date lists of hazards (submission of
required hazards information to the State of Minnesota satisfies
this requirement).
7. Participate in regularly scheduled Emergency Management
Directors' meetings conducted by EMHS and provide
information required for the planning and resource management
efforts.
.
:,(,
Ramser C/llI/llr-ll'id,' I-:II1C1g,'/Icr (}I'crafio/ls Pfilll Rn'i.l'io/l 5. J, .//11/('.2005
.
8. Maintain saP's as needed to execute this plan, and provide
written verification that these saP's are in place, valid, up-to-
date, and where and how the saP's can be obtained in an
emergency
9. Participate in exercises as required
10. Provide a letter of acceptance of the Countywide Emergency
Operations Plan.
In the event a municipality activates this plan (as a result of an emergency
affecting that municipality or as a result of the declaration of a countywide
emergency), the municipal government will meet in accordance with local
ordnances and saP's. In general, municipal governments are responsible
in an emergency to:
. Policy
() Be available to meet at short notice
0 Authorize expenditures and monitor same in a timely fashion
Ci Maintain function of legally constituted municipal government
. . Coordination
0 Work during emergency with other affected municipalities'
elected officials and Ramsey County officials to identify
needs and priorities that will be addressed after the
immediate response has stabilized the situation
() Verify ability of local and assets to meet these needs and
pass requests for assistance to Ramsey County
. Communication
C.l Communicate these needs to the municipal EOC so that
emergency planning staff can quickly work to address them
() Communicate with other municipalities and partners and
Ramsey County
0 Communicate with county, state and federal officials
(") In coordination with the municipal Pia, the county Pia, and
the other response partners, provide a voice for accurate
and timely information to the residents of the municipality.
e
57
RlII/lSiT' COIIII/1'-" idt' 1~'mt"'g(,/Icl' ()1'c'/"{lfio/ls 1'1all !<'TisiO/l 5.1. .11//It'. J()()5
Municipal EOC's .
Municipal Emergency Operations Centers (EOC) are noted in the
following table.
All EOG's have basic back-up generated power; land line and radio
communications capability; a provision for securing the facility (in all
cases, the local law enforcement agency will provide or arrange for
security during operations); basic sanitation needs and access to
restrooms. In the event local water systems are compromised, all EOG's
will require a vendor or volunteer agency to provide potable water. The
local Emergency Management Director is responsible for this activity and
for ensuring that all EOC facilities are appropriately stocked and equipped.
EOC activation time in all cases will average less than 120 minutes.
.
.
SF;
Ramser ('''/IIItJ'-Wide' 1:'111< '1:!~"IICl' Opcrafioll\' I'll/II Rn'isiulI 5.1. .fUIIC. ]005
. I Arden Hills Chaill of Succession ----.-----.-.
i
i
Political Succcssion in Ardcn Ilills is as foIlO\\'s:
i 0 l\layor
o Acting l\layor
o Councill'vlcmbcrs (by order of seniority)
Succcssion of management for the City of Arden II ills is:
o City Administrator
I () City Administrator designee
c; City Accountant
(' Public Works Director
Commalld and COlltrol
Emergcncy rcsponders will institute incidcnt command.
City of Arden Hills
Emcrqc:ncy Staff Orqani7ation
r'''~''~-'--''''- ""~J"
. i 11':~1L:""-~~. .,
I~~'::~--- ].. .----{-"..:".,.,,.., '1
,.."""."...... I .' _.__L_. '. ___--....-[~~
If::""h"';;"'h";';;~ I c,...",.,:I..",b"....1
L~l..~,.,.,..k'r_ JI ~.'III"I:\)ii J
__ ~ . L- .----.--_1::.-.- _~_ ---=- -_.T .-----=-.1._ .
[" ., <'ho.. 1 [" I I""""""",,,:,."'J r. " ] l "."'......i J [..,. . I
....'1 t, I, 'I I I.y,;.....ll~'r.:,. ,I( \,,-,1. ~ 1:...,1,: ill',r! .-(. ".F;, _,....~I t"II'o"
-1"'- , 1--1'" -r -. 1-- .n. r . .
I . Uhl,'"" ,
, ~~~:: [q~~:~::, :!~~~:~ f:~t' ~IJl:~~ ~~~~:
1;,:,.,)":.::..
l EOC Acti\ ;ltion
- 1 - - ----- - .-...' ____.m.
Excised
.
".-- --.----- ..-..---------.
_.______ ..___n_n.,_.
51)
f<(/fIlS(T CUllllfY Wide 1-'-111''1',1:''1/''.1' Opera/io/1s 1'/(/1/ f<cl'isiul/ 5.1, ./III/t', ::0(15
r - - ---- _____..___.n .
L:O(~ Ph~lIl~_:
l~- ----- F~('i,;'d'-' .-[.--- J
! '_. .,-;-~\',\, .----" -..--
[
Thc Arden llills EOC will he panially activated due to Pl)tential threat to
lili:: or property from severe "'l.'athcr. civil disturbancc, hazardous matcrials
, incident and/or terrorist activity.
i
I
I The EOC will he fully acti";lled in response to actual emergencies
engel1lkred by any of the above and/or incidents involving response to the
I arl.'a by state ur federal agcncies.
i
I The FOe may be activated in rl.'sponse 10 incidents in surrounding areas.
I Thc Arden Hills Emcrgeney IVlanagcment Director is rcsponsible for
L'Ilsurill!! that the Foe is activated. All ArdL'llllills EOe StaJTare expected
, ~
1'0'"'''0",1 to the EOe when e,enl> ,neh as ,ho,e abo'c oeeUl
i HJC Stattmg lr~ts arc Iln 11.1e With thc Ardcn I'hlls Emergcncy
I I'vlanageml.'nt Director and lI1c1udl.'s:
I · 1\1avor
! · City Admllllstr:ltor lll- ASSIstant .
I . Planncr
. City Accountant
. City Attorney
. City Fnginel.'r
! = Public \VorKs l)ircctur
!
. Parks and Ikcrcation Dirl.'clor
. Sheriffs Representativc
. hre Chid
Communications
..----...----- -
E"l.'ised
--0" ..------- .-----c---. ---..~--.-....-....t~--- --
-' -- .----...
.
(,0
Ralns(T ('!!'I/lfr-II id,' 1:-IIICI:l!,<'IILT 0", Tafi,)/fs Plan Rn'isi!!11 5.1, ./11I1<'. 1()()5
. ~- ..----. .---...------.-----
Falcon Chain of Succession
IIdghts Pol itical Succcssion in Fakon Heights is as follows:
u Mayor
(, Acting Mayor
Succcssion of clllcrgcncy managcmcnt !\)r the City of Fakon Heights is:
() City Administrator - Emergcncy Management Director
c Fire Marshal
u Cily Ckrk
() City Accountant
Command and Control
I Emcrgency n.'sponders "viII institute incidcnt command_
I City of Falcon Heights
I
!
I Emergency Staff Organization
i
i
I
. [~
,-_v__.___-----,
Public ....-.----
Informalion
City Administrator ----1 Warning I
E-M Director
_.____._._1___ ______1_
Hesollrce Ops and Intel Bmi""I"liOO
Manilgclllcnt EM COOHDINA TOR Finance
CITY CLERK
l)amilgc I'olice Ilscal
Assessment f'ireIHcscuc t egal
Utility Restoration Communications EOC Hqtrs
Debris Clearance RADH
Health/Water Warning Point
Congregate Cilre
I Voluntecr Coord
l
. I
t
,
I
...i._....__..._____._____
(,I
RWlIs. T COl/lltl'-lJid., 1:'/11, 'n~..'I/. T ()I"Tllfi/lI/S P/U1/ Rt'l'isiOIl 5_1. .II/lie. :!(J05
---. n_____._ . ".. __ ._ on__ .
EOe Activation
IJ
Excised
ro- _______u___.___.___.. ..._____ I
The Falcon Heights FOC will be partially activated due to potential threat
to lire or properly fwm severe wealher, civil disturbance, hazardous
malerials incident and/or telT\lrist activity.
The FOe will be fully activated in response to actual emergencies
engendered by any or the above and/or incidents involving response lo the
area by slale or federal agencies.
The FOC may be activated in response to incidents in surrounding areas.
The Falcon llcights Emergency Management Director is responsible I()r
ensuring that the EOC is activated. All Falcon Heights EOf' Staff are
expected lo respond to the EOC when events such as those above occur.
LOC Staffing lists arc on lile with the Falcon Heights Emergency
!\1anagemenl Direct\)r and includes:
. Mayor .
. Cily Administrator
. Emergency rvlanagement Coordinator
. City Planner
I . City Attnn1cy
. City Engineer
I . Public Works Direelnr
I . Parks and Recreation Director
. St, Anthony Police Representative
. Fire Chief
Com m IInications
Excised
!
"....-.---- --.--.- _. --~.. ..-".- ~.. ".-----
l .J .
__.__ n_.____ ..-------.- - -....-.-----------..
(,2
RamsiT ('(JIIII/I'-If iJ,' 1:'tII('I)~"lIiT O!,<'l"l/fiOIlS 1'/,," Rn'isioll 5./. .tw/('. ]005
. ----.. . ______n._ ..-..-------------. ..--..---.. on_. n_ -..-..---...---
(;('111 Lake Line of Successioll
. I'vlayor
. Acting Mayor (selected by City Council persons each year)
. !'vlost Senior Council person
. Other City Council Persons in order of seniority
. City Clerk
Command and Control issues
Law enforcement is by contract with the Ramsey County Sherill (onc or
the Contract Cities)
Fire and Paramcdic Services by vcarlv contract cun'cntlv with the City of
I - - -
I I White Bear Lake
I The Mayor is the designated Emerg.ency Services Director.
I
i
I EOe Activation
I
0=- Excised ... .......-mD
.
Communications
! I--r' l:xcised .----------.-1 I
d
t
I n
i
I -- -- --...---------
i
I
:
I
I
I
I
!
I
I
. I
1_____. I
I ___ __ .__J
i
._ ___--.l_ ----.--.----------- .. n___.____._u
(}.1
Ral/lser ('o/ll/fV-II'i,it' EII/C/:!',t'I/(T Or'CnIfiOI/S 1'lulI R''I'isiofl 5.1. ./1/11<\ ](1(15
I,a~~~k~dalc r ij~-of Successioll -.---- -.-...----- .
In the City of I.auderdale, the mayor is responsible for providing overall
directil)!] and control of city government resource. The city emergency
management director will serve in a stall capacity to the mayor, and will
coordinated cmergency operations. The city emergency management
director will also serve as a liaison with the Ramsey County Fl'vlllS
dircctllL
Direction and controlti)!' the city's response will take place hum the
I.auderdale FOC at I R91 Walnut street.
Mayor
() rVlayor
0 Acting i'vtayor
0 Council member (based on seniority)
Emergency I'vlanagemcnt Director
() City Administrator
0 Assistant to the City Administrator
Public Works Director:
0 Public Works Coordinator .
~) l\taintenance
Command ,HId Control issues
Ma\:.\,lI' al1llior C'i!y /\llminist!:;ltor ovcrall supervision of operations;
clllllmunications \\ith various state and federal agencies; eonnllunieations
with media; assist with all till'mal public information releases.
J:!VI.Directllr O\'t~rall emergency and resource management; EOC
management: crisis rehlcation and evacuation,
.6Jtonl..~ legal counsel; intelligence and general public inll:mnation;
doculllL'ntation, records and reports.
I .6s~ist<}!!LLllJlH.;ritv A!l!}1i!l,istrator- financial services; assembly of maps
and other data for presentation.
P!!bli..c_ Wll!:.~ m. field surveys and damage assessment; emergency
l'ngineering services: cmergt'lh:y repairs and cost estimating_
I Maintl'nancc emergency \vater. sewer. and electrical services; emergency
I --. .------. .
I I pcrs()nnel and equipment; equipment management: roadway clearing and
L__. i debris n:'I11O\'al: emert!ency rcpairs.___
u______. ....___.... .. ___.~_ . ____________ ____ ..__. ___ _... .._.
64
RalllSt T COlll/f\"- Hid,' /;'/l/t 'r!'.C!UT OIl< TlifiIJl/s Plal/ R'Tisioll 5.1, .11111<', :!(J05
.----.------ .------ -
- I
I,e~~d P\(): MaYllr aml:or City Administrator
Other ar~as__an(iJ!gencies:
Deputy Clerk - emergency housing, shelter, t()(ld, water and fuel
mana\!.ement: emer\!.encv medicine cllordination: coordination with
I hllSpi;~t1s and morg~c s~rvieL's: emergency transportation; coordination
with SdlOllls and churches and vo\unt;uy organizations.
I
City of Lauderdale
Emergency Staff Organization
[ M"'''!C""]
I
i
· I Cit, Adm,"dm'o, Ady'''"
I EMD;"""' - - - - - C"mm',,~"' I
I
I
1
I
I
I
,_ _u _ _,_ _ __ _ __,
I r' r~e Jut '-c;:l: Assistant to the
L r y ,,-', ~_._J I City Administrator
! '-=-~-'--'=--:----~:J'"
I
Public Walks I Police
Mo'"'""",,, J : [~_
I
~--l-:J---- -:- - - - --
. r.
lire DqJartmcnt : City Attorney
..-..---.- I
------~---
I .
Consulting ]
[ngineer
. ----.--.--
_~_... ...m__._._O...." _ ____
hS
Ramser C()I/llfr /fide t-:/IIt'IYJ'I1()' Ol't'ratiolls 1'/(//1 Rel'isioll 5.1. ./IIIIC, 2005
----... I EOC Acti~'atioll n_____o" ...... .
---- -I-]
Excised
--..--------.. .-..-----.. --------- ---- ------
FOe Ph()11_~~
LJ Excised I I
The Lauderdale FOe will he partially activated due to pOlentiallhreat to
I life or propel1y from severe weather, civil disturbancc_ hazardous materials
incident and/or terrorist acti\ity.
The EOC will be fully activated in response to adual emergencies
engendered by any of the above and/or incidents involving response to the
area by state or federal agencies.
The FOC may he activated in response lo incidents in sumHlIlding areas.
The Lauderdale Emergency J\1allagement Director is responsible I~)r .
ensuring that the FOe is activated. All Lauderdale EOC Staff arc expected
to respond to the EOe when events stich as those above occur.
I EOC Staffing lists an~ on lile with the Lauderdale Emergency I'vlanagemcnt
I )irector
Communications
_.._.. u_ n_____ _.._ ____ _...____..,._.__ ..----.. ..---
Excised
EOC SET-UI):
--
Excised
I
---.. . .
.
-----.----- .--....----.-....---. .---- ----.... ---...
(,(,
Ramser COII/ltl" Wide [;/11I'rgc/1cr Op<'rafio/1s /'/11/1 Ro'ision 5. /, JII/1e, ]OU5
. -------1 -.. -. .. .-" ----.. .-.. .-. ..- - ......-.--... - ...___._n_ ..-..
. Little Lillc of SuC'cessioll
Canada
The Mayor of Little Canada is responsible for providing overall direction
and control of city govcmll1ent and resources. The line of succession is:
. rVlayor
. Actin!.! l'vlavor
I ~..J
, . City Council
The Emergency Managcment director will scrve in a staff capacity to the
mayor and \vill cany out proccsses and directives, and coordinatc
emergency operations. The line of succcssion is:
LEAD 1'10:
MaY(lr, and or City Administrator
LINE OF SlJCCESSION:
MAYOR;
I Mayor
, Mayor Pro-Temp
EMERGENCY MANAGER:
. Emergency Management Director
Ramsey County EMHS Coordinator
An emergency management director from a neighboring community
PUBLIC WORKS:
Public works Director
Lead worker
i City of Little Canada
Emergency Staff Organization
[--. '--'J
__..___..____n ____
-. ---. C,umn.trld ;
. I M"""!c,,y 0",,,,,,, I :
- - - - - !._<.J(iHlrr;;"II(: I.. ~.
,---.-- .-- . ........~J:!-._.,~,:. r....-.-.... I-'-Couiily-',
t J -f I I [m.'gon,y J S,,,.
I flf<::,I-11J1" elly Admllll',tfalnr .-- ... t - -" -1 L_'" 'I '
.......II1<\gr:lnt?f1 r,..,.CJel
[,~,;..~{ ~~." ~l~r,:",~~~t~_".~~J ~-~-'
I
I
'[......-J
t.____~"~~
. I
.-.-...-- -- -" -" -- ----.-------.- ._- --..- .-..--,-...-..--- ...,-.-..-- -.-- -.-...--
67
Rllms<~v ('mll/tr. Wide I:-mt'r,!:( '/1('1' Opcratio/ls Pla/l Rel'isio/l 5.1. June. 2005
-.....--...-. m r-' '-- - .-- -.--. .- .--. .-.-----.-- -- ...-. .
EOC Activation
, . -... t. ""'1 A 1\.1 I -t hl",-'") L.....'-='~.
Excised I~
-----.
I
I
EOe PHONE LIST (Phone Number and agency or person assigned):
-_. j I
Excised
.-
EOC SET-liP:
____.. ..__w "_.__. _.
Excised
.--. --.------,. ------.-----.-.. ._---
The Little Canada EOe will be partially activated due to potential threat tQ .
life or property from severe weather, civil disturbance, hazardQus materials
incident andior terrorist activity.
I The EOC will he fully activated in resPQnse to actual emergencies
engendered hy any 1..11' the above andior incidents involving response tQ the
area by state or federal agencies.
I
i The EOe Illay be activated in response to incidents in surrounding areas.
I The Little Canada Emergency Management Director is responsible for
ensuring that the LOe is activakd. All Little Canada FOe Stair are
expected to respond to the EOe when events sUl:h as those above occur.
i FOC Staffing lists are on file with the Little Canada Emergency
Management Director and includes:
. l'vlayor
! . City Administrator
. Director of Emergency Management
. City Planner
. Public Works Director
I Parks and Recreation Director
.
l . Ramsey County Sheri ff s Representative
. Fire Chief .
t
-..-. ...._.L.... __ _.n.__ -.-----. .-.--- ....---
()~
R{Jms(~l" COUll tv- Wide EtIIt'IXCIlc\' OpcrafiollS Plall Revisio/1 5.1, ./U/1c. 2()()5
:. r-.--.---- _00_--1---- ---.--------..--- -------. --..-....... ----..
Commu nkatiolls
--- --. "..,.__.n__ --".-
Excis~d
I __n... .c----- ---.. ....-. ." --,-------r-----
I
I
..._.~----_. ----- --------.. ---- -..---
.
.
(,9
Ram.l'cl' COlll1fy- H'idc 1~-mCfg.clln' Operllfiolls Plan Ri'I'isioll 5.1. .I111/C. ]005
--------- IH- --.---.-----.. .----- ---.----- n___ __un .;
Maplcwood Line of SlIccessioll
MA YOI{,
COUNCIL PERSON JUENEMENN
NEXT COUNCIL PERSON IN THE DOOR
CITY MANAGER
I
Command and Control issues
MA YOR: ROBERT CARDINAL
EMERGENCY MANAGER: ACTING STEVE LUKIN
I
PUBLIC WORKS: CHUCK AHL
LEAD PIO: CITY MANAGER
City of Maplewood
Emergency Staff Organization
Mayor - Council .
V ".,y,":d':" , ::.:
", .,.
E merflency I I
ManagemeTlt I ..--.-
Director
;== - .-
Public
City Mannge! Information
Officer
I
I I I
Fire Dept I Community Legnl Parks & Rec
LJevelopment
Admin F ina nee Public Wods Police Dept
--
I
Rescue Warrllng OffiG"r I
EMS COlllllllllllcntions]
.
....-.---.- L- __. ..__ ---.---"----. u___ -._--- .------ .----- .-.-.-- -.---
70
Ralll.\(T CO/lllfr-/Yidl' 1:'II/,'/-gl'lIl'l' Opt'rafifJ/ls Plall RCI'i.l'iol1 5.1. .11111", 2005
. .__0. ---r--_... ----- .----.- .. ......- -
EOe Activation
EOe LOCATION/ADDRESS:
_.__u
Excised
..---..... -".----.-."---
Line of Succession
The Mayor of Maplewood is ultimately responsible for providing direction
and control of city government resources involved in the response to a
disaster. The line of successiun to the Mayor is as 1()lIows:
I. Mayor
2. Mayor Pro-Temp.
J. Next Council Person in the Door
4. City I'vIanager
5. Assistant City rVlanager
I Command and ControllsslIes
. For Enll'rgencies/Limited Seope Disasters
An inci(knt command systcm (lCS) may be established to direct the initial
response by eity tc)rces to the event. (If ICS is implemented, the tirst
arriving senior official will serve as the incident commander until he/she is
properly relieved). If organizational control of the incident escalall"s
beyond the capability of field command, the City Emergency Operating I
Center (EOC) may be activated to provide oVl'rall command of the
incident. This will generally become necessary when the incident covers a
large geographic area, multiple locations, and/or when multiple responding
agencies are involved. Activation may be requested by the Incident I
Commander, the Emergency f\ilanagelllent Director's Deputy. the Mayor, I
I
or City Council. j
llESIGNATED INCIUENT COMJ\IANDERS
. EM Director
. Poliee Chid'
. Fire Chief i
. Deputy Police Chief ami Deputy Fire Chief
. Police Captain
. Fire Paid-Per-Call Chief
. Fire Captain I
. . Police Sergeants I
..-.----- .--........- ..--.-- .- ----------------. .._..m....... ._...._.uo...._..
"II
Ra/nvcT CO/l/ltr-H'idc Lmcrgnl'T OpCr<7lio/lS Pla/l R.Tisio/l 5./. ./'IIU'. 2()()5
I ....----. -...----- -...-... ....---.- ..-..----- .
LEAD 1)10: Cily Manager
I EOC Activation
.------ .------.----- ----- ...--..-- -.----------..-.. -----,_._-
Excised I
ce
I
--_.._--,-- - -- -- --.----.." --."---.-----. .-- ____0- I
The Ii.mclions perkmned at the FOC will vary accurding 10 the type and
SCllpe of the disaster, oul will generally involve:
I. Coordinating the city government response to the disaskr
(including coordinating with and supporting the on-Sl:ene
I commander if ICS is implemenled).
I ') Coordinaling with any adjacent loea] govnnment(s) affected by
I _.
and/or responding to the disaster.
I 3. Coordinating with any counly. state and/or federal agencies
I responding to the disaster.
4. Coordinating with any businesses/industries directly affected by
I and/or responding to lhe disaster.
I 5. Generating appropriate public information. .
!
! (l. Coordinating and channeling the services of volunteers (specific
i
i task assignment to, and the management llf volunteers \vill
normally be provided by the applil:ablc service chief,;).
The Emergency Management Director is responsible for maintaining the
operational readiness of the primary and alternate EOC's. This involves
ensuring that the EOC has the necessary maps. displays. tables and chairs,
message logs, de.
The degree of FOC activation will be delemlined by the severity of lhe
emergency.
I I. The EOC many he par1ial.lyaftivated due to a polential threal to
life or property from severe weather (e.g. tornado, blizzard);
hazardous materials incident/accident that is beyond the
capabilities or field operations. pipeline leaks and by us going to
I a level red.
') The EOC may be tl!lIv aClivated in response to a major
emergency/disaster resulting in an actual threat to life and
property. This will include, hut is not limited to: a tornado I
touchdown or pipeline leak which causes damage to the public I
or privale sector and requires a coordinated response CHIlli; a
hazardous malerials incidenl/accident involving the response of .
several agencies (including county. federal. or state as well as
----.--- ._~_U~)1.1I1(fing!!1.unicipali_ties )._~r!~!_121:_!..'.tlack_a!l_d.l)y l1s go~.!!.g_l(l a
72
RamsCl' COUllfy- Wide EfI1ergcllcl-' OpCrafio!1S Plall R('l'isiol1 5.1. ./une. 2005
. --." -. ----.... .....-. -.--.- - <-- . -.-. -"on __.__. __". _ .._. __ n__. .....__. .__. ..-- .-. ____on. ..~.__
level red.
Responsibilities for FOC Activation
In the event of a major disastn. EOC staff would be expected to
automatically report to the EOe. However. the Maplewood Emergency
I Direc~()r ~s responsible for ensuring that the EOC is activated according to
! the CrIterIa descrIbed above.
EOC Staffing
E()C Staf"ling lists are on file with the Map1ewood Emergency
Management Director and include:
. Mayor
. City Managcr
. Assistant City Manager
. Emergency Management Director
. City Planner
. City Attomey
. City Finance Director
. Public Works Director/City Engineer
~ i . Parks and Recreation Director
I . Police Chief
I
I . Fire Chief
I . Deputy Fire and Deputy Police Chief
I Each departmenL/agency which is rcpresented in the EOC is responsible for
I ensuring that its representative is familiar with the duties which he/she is
I expected to perform at the EOC (each department/agency shall develop a
checklist of responsibilities to be carried out by its EOC representativc).
This checklist will indicatc when additional EOC stall will be required and
when they should be released from the EOC.
Ramsey County EMlIS may he requested to provide a representative to the
EOC to coordinate the county's response. Space will be provided in the
EOC l()r county, state. and tl'deral officials, should their presence be
necessary. Such officials \vill be briefed regularly as to the status of the
disaster. City officials, however, will remain responsible for providing
direction and control of the city's response to a disaster.
, Family members of FOe stall' or essential workers may be relocated to the
Maplcwood Community Center for their safety and security if they wish.
. I
i
_u ______ 1_._ __ -.- -". -...--- ---... .--..------- -.-------.-..
n
RamS(l' COlmfl'-WiJe ElI1er~ency O[1erafiolls Plall Revision 5.1. .11111('. ]005
-------.----- .....--...---.- ."..--. ----. .. .---..----------......---..---.---. '-1 .
Eoe LOCATION/AnDRESS:
Excised
EOe is rcsp(
Steve Lukin FXI~is('(1
Boh Dollcrschel Fxc-iseci
EOe SET-UP:
-.--...- _.___m. _.___ ----.--... ...."-...-
Excised
-'. -- _J ~
-...--"---- .. .--". - _____ ___.0_- ____. ...--- ----""
.
74
Ramser Countv- Wide Elllng,ellc\' Opcrafiolls Pfall RL",isioll 5.1. JUIlC. 2005
. .---- -.----------.----. -- -...--"" .___.___..__.._______ mo_.. ._.~_ ...__"" u_o____
Mounds Line of SlIcccssion
View
The Mayor of Mounds View is ultimately responsible for providing
direction and control of city government resources involved in the response
to a disaster. The line of succession to the Mayor is as follows:
I. Mayor
") Acting Mayor
3. City Administrator
4. Finance Director
5. Community Development Director
The Mounds View Emergency Management Director will serve in a staff
capacity to the Mayor, will implement this plan, and will coordinate
emergency operations. Line (If succession to the Mounds View Emergency
Management Director is as follows:
1. Deputy Policc Chief
2. Firc Chicf
3. Police Scrgeant
. Command and Control issucs
The Mayor will be responsible {i)[ providing overall direction and control
of city government resources involved ill the response to a disaster. The
City Emergency Management Director will servL' in a staff capacity to the
Mayor, will implement this plan, and will coordinate emergency
operations. Direction and control of the City of J\1ounds View response to a
ma'or disaster will be carried out at the Ememencv 0 eratinn Center
Excised
~~
For E!ller,g,~ncies!Limited SC9pe [)isa~.!fJ!'
An incident command system (lCS) will be established to direct thL' initial
responsL' by city {()rces to the event. (I f I CS is implemL'nted, the first
arriving senior official will serve as the incidcnt commander, until he/she is
properly relieved). If organizational control of the incident escalates
beyond the capability of field command, the City Emergency Operating
Center (EOe) may be activated to provide ovcrall command of the
incident. This will generally become necessalY when the incident covers a
large geographic area, multiple locations, and/or when multiple responding
agencies are involved. Activntion may be requested by the Incident
Commander, the E.M. Director or Deputy, Mayor or City Administrator
.
---.----.-----.-..-..----"--- .._-_._._...-.__..._~
75
Ramsev COlll/fl'- Wide /:"IIICI}!,CIICY Operations Plan R,'\'ision 5.1, .II/lie. 1005
_'''__._n_..__ _____n._ _____ ____....._. __ '.'_.__ -'-'.-- - "--'-. --." "---'.'--'-. u__ ____. ".___. ----.," .~-_. .
DESGNATED INCIDENT COMMANDERS
. Police Chief Mike Sommer
. Deputy Police Chief Tom Kinney
. Fire Chief Nyle Zikmund
. Deputy Fire Chief Don Kruger
. Mounds View Police Sergeants
City of Mounds View
Emergency StaffOrgallizatioll
~t"yoc - Co"n'" l
City Administrator
Emergency .
Management Director
GO\1. OpL'r.ltWrI FIncrgency Public Works
&. ;\{hl1illjslratl~'1I ('.~lCmt it lIlS Pulice & rirc
Lc-gal & Financial W:tminl! S}Sh'IIL" I.:filitil..':; 1..3\\ I :nt()rcem..'1ll I
Information !-(lC\tgmt. Road\\'ay:; Tra tlil.: ('onn"ol
h"onolllil'Stabllit: ('OIllUlUllilv:'\1!!.1I11. l~n"k~rgl'llc: t-quipllk'lll SCL'Urily
KL\.:llrll" & Rq>o..lIH Iks(IUrn: \1t'Jlll "lall[X.'w~r rirt': SUjlpn:-ssitlll
F11){.'l<t Cl>lIlrlll Rt.'s("u\:,
Ikbris I )ispt):,al r\':lCl.I.11Iflll
Cri-;is Ih"!II("Jti,11I
('(IITUllUllily
Dc,'dnpIll11l1 &
111SllCdiollS
Emergency
Engineering
IIL";'J"k:Clit.lll
r )..Hn;.,,~,,-' :\:~~~t'S~lIt~llt
1"11l1..',.~"t'II\ Y Rl~pair')
f.......tl::....illl:ll.......;
____J .
.._n.___.__. ---. -'--...-.-- ...---.---.- .--------
7h
Ra//lsCj' CO/lflfr-lVid,' /;'I/I<'I:,-!:< '/In' Open/liollS /'{all Rl'l'isioll 5./. .lilliI'. lOll5
. .-..-- .-- _u. ---.- .._0._- .----... ......--.....
EOC Acth'ation
The EOe may be activated in response to a maiOl:_disast~r; em~fg~ncy
resulting in an adual threat to life and property. This will include. but is
not limited to: a tornado touch down or pipdine kak which causes damage
to the public or IHivate sector and requires a coordinated response enix!: a
hazardous materials incident/accident ifl\'olving the responsc of several
agencies (including cOllnty, tcdcral: or state as well as sllrwunding
mllllieipalities) or encmy attack; or an incidl'nt hl'yond the capabilities of
typical field operations.
The functions performed at the EOe will vary according to the type and I
scope of the disaster. by will generally involve:
I. Coordinating the city g\l\'cTnment response to the disaster
(including coordinating with and supporting the on-scene
commander if res is implementl'd).
., Coordinating with any adjacent h)Cal government(s) affected by
-'-.
and/or responding to the disaster.
3. Coordinating with any county, state and 'or federal agencies
responding hl the disaster.
4. Coordinating with any businesses/industries directly aikcted by
and/or responding to the disaster.
. 5. Generating approprialL' puhlic in ll.lI"Il1ation.
6. Coordinating and channeling the services of volunteers (spL'cific
task assignment to, and the management of volunteers ",ill
normally be provided by the applicable service chiefs).
EOe Location
-----.. .---... ----... - __..._u___
E.\ciscd
I
--.... "-----.-------- ---_.
The Emergency l'vIanagemL'nl Dircchll- is responsible for maintaining the
operational readiness ufthe primary and alternate EO("s. This involves
ensuring that the FOe' has the necessary maps, displays, tables and chairs,
message logs. ele.
Resptlnsihilitil'S l(1I' FOC Activation
In the e\'Lnt of a millurtlj~ilstcr, EOC stafr would be c.\peded to
automatically report to the EOe. However, j\vfounds View.s emergency
managemcnt director is respunsible Il.)r ensuring that the EOC is activated
. according to the nitcria lkscribed ah\)\'t~.
.--- ...__.n ..---.- n ____" .....-------..-----..
.. !
l<am.l'C!' ('011111\', Wid.. '~"'"ogl'lIcr Op,'/"afiofls Plan /?n'isiflll 5.1. .JltflC. 211I)5
..-.--..--......--. .-"------ .-......-.-------.. -. ..--.--.------------ .--- -- - ...---. --- --- ..------ n______. .
EOe Staffing lists are on file with the Mounds View Emergency
Management Director and includes:
. Mayor
. City Administrator
. Emergency Management Director
. Finance Director
. City Attorney
. Public Works Director !
i
. Police Representative
. Fire Representative
. City Pl;uUler
Each department/agency that is represented in the EOC is responsible Ii.)r !
ensuring that its representative is f~llniliar with the duties that he/she is i
expected to perfornl at the EOe. (Each department/agency shall develop a
checklist of responsibilities to be carried out by its EOC representative.)
Ramsey County EMHS may be requested to provide a representative to
EOC to coordinate the county's response. Space will be provided in the I
I
EOC li.H- county, state and federal officials, should their presence he i
I
I
necessary. Such oflicials will be briefed regularly as to the status of the !
disaster. City officials; however, will remain responsihle Ii.tr providing .
director and control ol'the city's response to a disaster.
Communications
1-.---- .----.---- .-----.---- ____.. _..______n." _____... '---1
Excised yo,
1
I
I
---- ---...-.--.--- ----....---.-
The primary official authorized to serve as the puhlic infi.mnation of1icer
(PIO) Ii.ll" the City of Mounds View is the Mayor or his designee. If I
unavailable, the City Administrator or his designee will serve as the
alternate 1'[0. The PIO will serve as the official point of contact t()I' the
news media. I
I City government personnel in the field will be responsible for relaying I
i important inli.lrmation about the emergency/disaster tll the 1'10.
The 1'10 will be responsible for disseminating inli.)rmation and instructions .
- _._On to the public o.ll(1til!lCIX_I)~!~.i~~~-lI!d wiIL..s:.(~onlinat_~_~lI city ne-'~:.~Jelca~.e~_oo I
n
Ramser COlll/ty- Wide Emcrgencl' O[Jerafiolls I'lull RCl'isioll 5.1, Jill/C. 20U5
. ._----- ._..~--- _n.__... .._________.'n______.__" ____00__.-. -----..--.. '.-
Ramsey County EMHS may be requested to provide a representative to the
EOC to coordinate the county's response. Space will be provided in the
EOC for county, state, and federal officials, should their presence be
necessary. Such oiTicials will bc briefed regularly as to the status ofthc
disaster. City officials, howcver, will rcmain responsihle for providing
direction and control of the city's response to a disaster.
-..--------- ---------.--- .-.------------- ------- ...--
.
.
79
Ramser COlIII/1'- Wide EmcrgclICl' Operations P/all !?,Tisiol/ 5./. Jill/C. 2005
-------..----- ...... .--.------ --.-..---"-.-- .-----.--.. ..---------. "--.. .
New Linc of Succession
Brighton The Mayor of New Brighton is ultimately responsible for providing
direction and control of city government resources involved in the response
to a disaster. The line of succession to the Mayor is as f()llows:
I Mayor
2 Acting Mayor
3 City Manager
4 Assistant City Manager
Command alld Control issucs
For Emergencies/Limited Scope Disasters
An incident command system (ICS) may be established to direct the initial
response by city f{)rces to the event. (If ICS is implemented, the first
aniving senior official will serve at the incident commander until helshe is
properly relieved). [f organizational control of the incident escalates
beyond the capability of field command, the City Emergency Operaing
Center (FOC) may be activated to provide overall command of the
incident. This will generally become necessary when the incident covers a '.
large geographic area, multiple locations, and/or when multiple responding
agencies are involved. Activation may be requested by the Incident
Commander, the Emergency Management Director or depllty, the Mayor,
or City Council.
DESGNATEI> INCII>ENT COMMANDERS
. Director Bob Jacobson
. Deputy Director John EIIickson
I . Deputy Director Dan Olson
. Deputy Fire Chiefs Frieden and Deschane
. Sgts Moore, Werneke, Bitzan-Hieb, Mastennan, Kaiser, Nelson
. Fire Captains Goodwin, Herrick, Elwell, lledman, and Finney, Sr.
LEAl> PIO: Mayor
..--- ____". _n__ -- ..--- --.......-.-..-..- _._ ____ n__._______.__.
.
RO
Ralll.l'(T CO/ll/tl'-Il"idL' r,'II1(Tg(>II(T Ol'<'/"ufiom /'lulI Rn'isio/l 5./. JUlie. ]()()5
. .--------. ...------. -.-..----...-- _____nnl
City of New Brighton
Fmergency Starr OrganizatIon
~:J I
~-(~I' ""::~~J !
!
. L'~. i
I
[ r"",""", J
I M~l~~I'.J.~rn"rll
! [.Itrectm
I .. -. I ---.-f=~n .:=1------- nl.f'",,,:,~n:,,,,,, I ,n=-L'j I
~tl"""""j l [";..",,,,:,,'] L(n""""'~:'~ j I'p" \.-n.~J
l!. ,'\.'jlll1lu',lr..,II~,n '4::- _'n:~"\''''''', n. L._;""~;~~_' Par~.~. ,j/Hllh..~ f
--,-_._- -. ~_._--_.- .... \ n_.__
,I
i
I L....,.:,~ & ~ II1.JII'.:L;.11 W,:Hltlnq ~~Y.5lem~ [rn.....,.~I. nqinr-o.:ilfllJ UliIlIIL'~ I ~1W I-:nf..II,;t~IT1t'!111 I- till ~fll',"II. Y
IIlj"nll:',III," r:()C-;'M'llll1 hl:;pt..,,"!Ir,n 1~lJall,^,."JY':'- T (,lffi,~ Conlful , l('ll"'lrv~
~ r., .f1. '1Il1'; ~;L',bllll:, "'(,lnrnlJIIII-,.Mo."lrlll ~);~ IIKl':l' ~ ,'1. ~.~.;.",;.: ;111~1I1 f-m"IIJ['llJll'rTlmll St.'nlllly SJodtNMqm:
H,~. ; .,.1:.. em.! t~'.-r"~Ii:.: H,~:.,)tJlI.t~ M'llll' r 1I1f~rg hf"I'."'I.r~. Mmpow(;r ~ ire: SlJppre.....~.k)!1 .N,l!!:::I'rl)'...,j
C~.):'.II :..1101;11....,.; I-Io".'i~j r.:. '1Ilr(JI H~~;(.lI~~ I h:.:lllil ~'~'IVI"r:~,
Mir,"~Ch ut~, rk'i'I1'~ I '1~;p,'"lI t'V3f:1I;1It<";/1 f'ubhc: flan',p'"l
(;nf,ISHd~Jl.:.cllr'JI1
EQ('..Activation .....- ---- n______. ___._...._..____.._..
Excised
. I
I
Thc functions pertl.\n1H:d at the EOC will vary according to the type and I
scope of the disaster, by will generally involve:
I. ('oonlinating the city govcrnmcnt response to the disaster
(including coordinating with and supporting the OIl-scene
! commander iflCS is impkmented).
, Conrdinating with any adjacent local government(s) affected hy
i --
and/or responding to the disaster.
3. Coordinating with any county, state and/or federal agencies
responding tt) the disaster.
4. Coordinating with any husinesses/industries directly affected hy
and/or responding to the disaster.
5. Gencrating appropriate puhlic inli.:mnation.
I (I. Coordinating and channeling the services of volunteers (specilic
task assignment to, and the management of volunteers will
normally be pw\ided by the applicable service chiefs).
The Emergency rVlanagement Director is responsible fl.\r maintaining the
I operati\Hlal readiness of the primary and alternate EOe's. This involves
. j ensunng that the I,OC has the neee,""'y map'. displays. tahles and ehai",.
Illessa!.!e lo!.!s, etc.
..u__._._______ _.__. _m_ .___~_._~___ _ -_-I
XI
Ramst'v C01/11fr-lfid,' E'II/Cr"'I'IICV OpallfiollS Plall Rcvisioll 5./, ./1111". :!(I(}5
"._ ..__n ___..._ ____.. __.________ ._.___._ __..__..._______n._.... ___. --1 .
The degree of EOC activation will be detemlined by the severity of the
emergency.
I. The Eoe may be partially activated due to a potentia) threat to life
or property from severe weather (e.g. tornado, blizzard); hazardous
materials incident/accident that is beyond the capabilities of field
o))L'rations; or pipeline leak.
I .., the EOC may be fully aetiv~~!! in response to a major
I emergency/disaster resulting in an actual threat to lite and property.
I This will include, but is not limited to: a tornado touchdown or
pipeline leak which causes damage to the public or private sector
and requires a coordinated response effort; a hazardous materials
incident/accident involving he response of several agencies I
(including county, federal, or state as well as surrounding
municipalities) or enemy attack.
Responsihilities for EOC Activation
In the event of a major disaster, EOC staff would be expected to
automatically report to the EOC. f1owever, the New Brighton Emergency
Managemcnt Director is responsible for ensuring that the EOC is activated
according to the criteria desnibed above.
EOC Staffing I .
I
Eoe Staffing lists are on tile with the New Brighton Emergency
I Management Director and includes:
Mayor I
. I
. City Administrator
. Emergency Management Director/Director ofPuhlie Safety
. City Planner
. City Attorney
. City Engineer
. Public Works Director
. Parks and Recreation Director
. Police Representative
. Assistant Fire Chief
Each department/agency which is represented in the EOC is responsible flJr
ensuring that its representative is flulliliar with the duties which he/she is
expected to perl()fI11 at the EOC (Each department/agency shall develop a
check list of responsibilities to be carried out by its Foe representative.)
This checklist will indicate when additional Eoe staIr will be required and
when they should be released fmm the EOe.
u____.. ___... ~i.lInseY--.D)!llltyJ~MHS I_l!ay_be reql.!..~.s~~!..!S~_l?!.(l\'id_e__,l__I.:.'=l)resentati~:e t~) tll~__, .
x')
1_
RWII.\tT Cnlll/1\'-H"idc t."1Ili'/:l!,<"IlLT OplTUfiOI/S Plal/ RtTisiOI/ 5.1. .//111<'. !()()5
. -lr-- - - ---- --
EOe to coordinate the county's response. Space will be provided in the I
FOe li)r county, state, and federal ofricials, should tlH.:ir presence be
necessary. Such officials will be briefed regularly as to the status or the I
disaster. City orficials, however, will remain responsible ti)r providing /
direction and control of the city" s response to a disaster.
Family members of Eoe starf or essential workers may be relocated to the
Family Service Center till" their safety and security if the wish. !
EOC LOCATION/ADDRESS:
I ---... .~ _.n _.~ --....--,--.--- .....-- ____0._-
Excised
I
I
I
I
I
. "
Co
I
I
I
--- .---.--.. -.---".-------. - ----_..- I
.. _..__._---_.~_. ........_...___u__._n. ---_.
.
S3
Rilfl/SCl' COlIl/ll'-H'iJe Efl/e/:!!.<'l1cl' Opl'rllfiOIlS f'/lll1 RiTisioll 5.1. .1,,1/('. 2f1f15
..u____u -. ___...___ ____n .. --------- -. . .
North Linc of Succession
Oaks
Mayor
Deputy Mayor
Command and Control issues
The Mayor is responsible for providing o\'l:rall directi()Jl and cuntrol of
government resoun;cs involved in the response to a disaster. The city
cmergency management director will serve in a staff capacity t() the mayor,
and will coordinate emergency operations_ The city elllergL'llCY
managcment director will also serve as a liaison to the Ramsey County
Division of Emergency !\'1anagel11cnt and Homeland Security.
EOC Activation
------" ~ --.-
Excised
ty
._-
.
.
..__0"__- --.. ...-- . .---. ...----
X.:J.
Ramsev COllllfJ'-H'ide EmcrgencF OI'Crafiolls Plall Rt'l"isiuII 5.1, .llIlIe. ](J(J5
. _..__u.. ---.....-- ..u ..-....---.. ----- .-.....-- .-.----- ---.
North Line of SlIccession
St. Paul
Mayor
City Manager
Command alld Control issues
The Mayor is responsible fix providing overall direction and control of I
I
government resources involved in the response to a disaster. The city
emergency managcment director will serve in a staff capacity to the mayor,
and will coordinate emergency operations. The city emergency
management diredor will also serve as a liaison to the Ramsey County
Division of Emergency Management and Homeland Security.
I City of North St Paul
Emergency Staff Organization
Mayor - Council
I ..:~
+:
. City Manager
I
I
I r c,,, L":J
I Water &Sewer
I Superintendent
I
I
I I
EOctoc ] ~"Chi~J
Superintendent
I I
i
Fire Chief Public Works
Superintendent
--
I
Fio,,," "ffi'~
. J___ . ..___.____.__ m____J
....- .,.. .-.---
X5
RamsCl' COIl/1fl'-JVide bllClgelln' Operafiolls Pla/1 Rt'l"isio/1 5.1. .Illlle. ]005
--..----------- --.----.---------.. "..-.---- .------------. ----- -..---. "--'." .....--.. .....- .
EOe Activation
Location:
--...-..- -.....------..-.....-- -" --.-- --_....----
Excised
~
. Mayor
. City Administrator
. Emergellcy Management Director
. City Planner
. City Attorney
. City Engineer
. Public Works Director
. Parks and Recreation Director
. Police Representative
. Fire Chief
.
__u_ "--.--.----.. .
'.- '-'--'-'. -----. ---- --. ---. "-- ------..
R6
Ramscy Counfr-H'idc /<;/l/crgencr Opcrafions Plan R(Tisiol/ 5.1. JUI/t'. 2005
. UU-1- U - ____ l
Roseville Lillc of SlIccession
Administmtive command for emergency operations:
I. Mayor
2. Emergency Management Director
3. City Manager
4. Police Chief
5. City Engineer
Command alld Control issues
City of Roseville
Emergency Staff Organization
".
'",,,.ooe, ~
ManCl~t'm,..'1
P[~~"j B[!l..'~ ~.~.-fF::J
.- I ~'---I' . ._____n ..
. [~,~:,....I t::~'"''':3 ['~
E:l -.[ ~~~" -l
Y--- .--.j ~"..;'" w,or....,]
~'o:-I<"""t'1
,.c'-:'d",o'b:.r,_ l.a"'.j:'o"..:'b""
EOC Activation
Excised
.- --....------. ---.-.-....---- ..-.----'
EOC Staffing lists are on file with the Roseville Emergency Management
. Director and includes:
. Mayor
-...----.--- -.-'--' --_.~----_._._--- .-.-.....--..--.-.. ._..~.....
87
Ramser COllnly-H'ide Emergcllcl' Operafiol/S Plall Revision 5./. JIIIIC. 2005
.---.-u-iu-..-.-----. .-----.----..--. -- -- . __.___n_ .----- .
· City Administrator
· Emergency Management Director
. City Planner
. City Attorney
. City Engineer
. Public Works Director
. Parks and Recn:ation Director
. Police Representative
. Fire Chief
.
.--. --..---- .- .--- ..-- --....-...--.-
.
xx
RamsLY COllntv-fVide f:/II,'/gcnev Opi'rations Plan Revision 5.1. ./une, 2005
. .-_0..-.. --_..."._0"_"' ____n_. ."_ _____0.-__.
Saint Line of SlIccession
Anthony Mayor
City Manager
Command and COlltrol isslICS
The direction and control of government operations from a central
protected facility with adequate communications and key personnel is
essential to the conduct of emergency operations. St. Anthony utilizes the
Minnesota approved Incident Command System.
The City Manager is responsible for providing overall direction and control
of City government resources involved in the response to a disaster. The
Emergency Management Director \vill serve in a staff capacity to the City
Manager and \vill coordinate all aspects of this plan in relation to the City
of St. Anthony, The Emergency Management Director will also serve as a
liaison with the Ramsey County Division of Emergency Management and
Homeland Security.
City of 8t. Anthony
. Emergency Staff Organization
"
[,,, ",:::J
'In.,.
[?~""''''''
Man8gernent
Di",ctor
_--.r::: L===---- -
Fire/RosCUf~ 9 J :"'wo," HealthfMedical
CommurlIcations Law I-nforc.elllent r
FMS/Firsl Aid Traffic Control
Radiological Security [ ngineering Congregate Care
Ha7Mat Evacuation Debfls Clearance Environmental Health
Utiliti",
.
"-----...---... ----...--- ..--- ______. _..______n_. -.--- __ _.. __n_ _...._
X9
Rarn,HY COllnfy-IVide Emcrgen(1' Opcrafions Plall Revision 5./, JUIIC, 2005
...--...-. ----~_._. "..-.---. -.-----.-----.,.... _mo. .
EOe Activation
Excised
Staffing;
EOe Staffillg lists are on file with the St. Allthony Emergency
Management Director and includes:
. Mayor
. City Administrator
. Emergency Management Director
. City Planner
. City Atlorney
. City Engineer
. Public Works Director
. Parks and Recreatioll Director
. Police Representative .
. Fire Chief
Communicatiolls
Excised
1..__. _____. .___ ___.___n .____ _______n .___ n...._.......__..____. - _____n.__ __... ____ .
90
Rumsev ('ollnty- ~Vidc 1,'mcrgc!1cy Operations Plun Rl'\'ision 5.1. Jllnc. ]005
. ---- -----.. --..----.. -. .--------.-- ----.."-..-.. ..-. ...-.
Shoreview Lillc of SlIccession
SlIcccssion of AlIthority SlIccession of Mallagcment
Mayor City Manager
Acting Mayor Assistant city Manager
City Council members (by seniority) Most senior of Finance Direc or or Public
Works Director
Parks and Recreation Directo
The Emergency Managcment Director serves in a staff capacity to the
Mayor and coordinates planning for the City.
Command and Control isslles
The Mayor is responsible f()r providing overall direction and control of
govemment resources involved in the response to a disaster. The city
emergency management director will serve in a staff capacity to thc mayor,
and will coordinatc emergency operations. The city emergency
management director will also serve as a liaison to thc Ramsey County and
to the State of Minncsota Divisions of Emergency Management and
Homeland Security.
.
City of Shoreview
Emergency Staff Organization
L~':- J
1.____- .-...r
, . r-:::":----",;
~___. d. ~
~~.. _.- -- .
""y All":] c: ""'.9:] [~;::;':~:;'l j
r>uet.1or
_. . -.-- -- :---=-- .... ._~
I
[ La'" JOhan~ 1- : -C'=O' '~"J
..---.. 011l......11'1I1 ~ lit: c.tlll..... T .Shellff
-."--. I -....-..-
C"XlrUll1:lti')1l I
-. --- I 1
I .
l _ Hmllsey Cc.'1I111y
f-MIIS
__.. r:=---.~:_.---=-. ---._.~~-----==:L .
l: Crt, MW ~ . j ['a~' & R"] l P"bhc Wo<J
(,OlOllluru1y [).-:v. ~1n.:1IL/...~ [Jlrcr.{l,r U ()
lhr 111:!'t:lor lrl~dflr
1'.---".~~1 __. --.- ~I-E-. --=:1._.
L:=-J:J [J I. . I I ""bl;, Wo,k,
P!.:mllH' OlJlkJrllg I'~l.;:)_~~r.l~" __~d~: _:t:ff L:: ngl~~nn_~ ~'l.l~_ . ....____SI;:Ilt
.
-.------ - ...-- --.--. --..-. ......-- -.-.------..---. .-.-.--.. ..--------. .----...----.
91
Ramscr C()UI/fy- Widc Emergency Operafiol/s Plan RCl'isiol/ 5.1. JUI/c. ]0(15
--.----.-...- ..--.------- .-.-----------_.. ..- n ...____ .
EOC Activation
!,ocatioQ,,:,
Excised
r
will be expected to automatically report to the EOC. However, the
Emcrgency Management Director is responsible fClr ensuring that the EOC
is activated according to the criteria established in this plan.
The Lake Johanna Fire Chief and/or the Ramsey County Sheriffs officc
will establish an on-scene command post. Major decisions involving issues
that go beyond immediate on-scene activities will be coordinated by the
City Manager or the EOC Operations chief
I I ---- [--- l
Excised
EOC Stalling lists are on file with the Shoreview Emergency Management
Director and includes: .
. Mayor
. City Manager
. Emergency Management Director
. City Planner
. City Attorney
. City Engineer
. Public Works Director
. Parks and Recreation Director
. Police Representative
. Fire Department Represcntative
Commllnications
Excised I
!
.
---...--..---.-..- ... ."0- ---. .- . _00- .- _.. - _0. n__ _
<)7
Ralll.\'(V COllllty-rVidc f;mergcn(v Operafions Plan Rc'Fi.l'ioll 5.1, ./11111'. 2005
. ~~:::: - ii';;-ofSu<<essi~~- --...- ...-..-.------------.. .-.. .__.---
Command and Control isslIes
The Mayor is responsible for providing overall direction and control of
I govemmcnt resources involved in the response to a disaster. The city
emergency management director \vill serve in a starr capacity to the mayor,
and will coordinate emergency operations. The city emergency
management director will also serve as a liaison to the Ramsey County I
Division of Emergency Management and Homeland Security.
City of Vadnais Heights
Emergency Staff Organization
Mayor and City Council
...~.< "'i.'..;....
.
Public
Information
City Administrator
- l
Warning
....-
City Engineer Deputy Director Finance
Damage Assessment ] EOC Operati ns
Utility Restoration
Debris Clearance Law Enforcement Fiscal
Health/Water FirefRescue Coordination Legal
Congregate Care HazMaURadiological
.
-.---. ...-----.- ."-. ---.-.-..-- -----.-----.- ..---- --....1
9~
-)
Ramser County- Wide EmcIgel1cv Opcmfions Plan RtTisiol1 5.1. JUl/e, lOO5
---- .-. "--. --.-..----.--... ..-------...- ---..----... .
EOC Activation
Location:
Excised
S t1!W!!&
EOC Staffing lists are on file with the Vadnais Heights Emergency
Mallagement Director and includes:
. Mayor
. City Administrator
. Emergency Management Director
. City Planner
. City Attorney
. City Engineer
. Public Works Director
. Parks and Recreation Director .
. Law Enforcement Representative
. Fire Chief
Communicatiolls
..-- h.. _________ ________n_..._____
Excised
----- .------....---.... - ----." ---.... ..-.--
I
I
---- ..- .--.--. ------.... .-----..----".-----.----.-. ------..- .----
.
94
Ran/scoT CfJ/lI1fl'-IVide Emergel/cy Op,'/"atiol/s I'lall Rc\'isiun 5.1, JIII/C, 2005
. --..--..----- .. -. -..-- ---....---------- -----.-----...--... .-----------."-
White Bear Lillc of SlIccession
Lake
Mayor
City Manager
Police Chief
Admin Captain
Or
Mayor
City Manager
Fire Chief
Station Chief s
Command and Control issues
MA YOR: Paul Auger
EMERGENCY MANAGER: Fire Chief Vadnais/Police Admin.
Captain Schmahl
PUBLIC WORKS: City Engineer Mark Burch, Supervisor Gene Smit
DESGNATED INCIDENT COMMANDERS TBA with new chief. At
. this time
probably the Admin Captain for Police and Chief Vadnais for Fire
LEAD PIO: Admin Captain Schmahl (Police) Chief Maachus (Fire)
LINE OF SUCCESSION:
POLICE:
Chief
Admin Captain
Operations Division Captain
FIRE:
Chief Vadnais
Assistant Chief's
District Chiefs, Captains
Lieutenants
------- .".---- ..____ .."n"._ ._____ __ ._.. __ ... ..-. ---.-...
.
95
Ramse!' ("Olll/fy- Wide EII1i'r~CI/(T Opcratiol/.\' Plan NiTisiol1 5. J. .l1Il/e, ](}()5
-.---.. .-------.-. ._-------.. __0". ...._.. .----------- .
City of White Bear Lake
Emergency Staff Organization
MayorfCity Council
)0'. --' -2>-<.~ <
~;i.
City Manager
Emergency
Services Director
.-- I fi<e c:J
Police Chief Deputy Oirectors .
Fiscal
City Engineer Finance Director Legal
Hdq
--
EOC Activation
--------
Excised
."- - --.-. ..------"-- .....---...-.
___J .
-----...-..--.-- __0"-..__-- ----- --.-..---
<)6
Ramse\' County-Wide EIII('I)!.cncl' Of7cnltiol/S Plal1 RClil'jol1 5.1. .ll1l1e. 2005
. _"____n_. n___..._________ ....--.---.. u_________u___. . .._-. ~
Statfi,!R.
EOC Staffing lists are on file with the White Bear Lake Emergency
Management Director and includes:
. Mayor
. City Administrator
. Emergency Management Director
. City Planner
. City Attorney
. City Engineer
. Public Works Director
. Parks and Recreation Director
. Police Representative
. Fire Chief
..-----. ------- - ------- .......---- .. ....-... .___n.
.
.
97
RlllllSCl. CO/l/lly-Wjdc Emergellcy OpcratiollS PlulI Rc'\'isioll 5,1, .lIIIIC. 2005
__".n ______ .._ __________.. _____n____._ ___ ____ .
\V hite Bear Line of Succession
Township
The Township is not a planning entity under Minnesota statute.
Thc Township reccives Law Enforcement services from the Ramsey
County Sherill and Fire and EMS service from the City of White Bear
Lake. All other Emergency Management functions arc eoordinatcd by the
Public Works Coordinator through the City of White Bear Lake and
Ramsey County EMIIS.
The contact in{i:mnation for the Township's staff and elected officials is:
Staff:
First Contact: William Short, ClcrJr-I=''''''"r..r
Work: 651-429-5827 After Hours: l.!'~~ised I
1281 llammond Road
White Bear Township, MN 55110
bill.short@ci.-white-bear-township.mn.us
Second Contact: Bill LaBore. Public Works Coordinator
Work: 651-429-5827 CeIll Fx(~ised I
1281 Hammond Road
White Bear Township, MN 55110
bill.labore(alci. white-bear-township.mn.us .
Third Contat.t: Janet Reagan, Deputy-Clerk
Work: 651-429-5827
1281 Hammond Road
White Bear Township, MN 55110
I jan.rcngan@ci-white-bear-township.mn.us
Fourth Contat~t: Tom Kelly, Deputy-Treasurer
I Work: 651-429-5827
128) ) lammond Road
White lknr Township, MN 55110
tom. kell y@ci.white-bear-township.mn.us
Elected Officials:
First Contact: Bob Weisenburger, Town Board Chair
\lfc)rk' L)'i 1-6'4C)- ,.,1 < . . p
" . \ - I .-------------.--'-
ExcIsed
.
Set'om) contact:~' ..c...~...d.-:L~.U..~.~ '
Work: 651-292-XXOI FXC1S{~d
.....- -
Excised
I I Third Contact: Bill Mample, Town Board Supervisor
II ' \M 6514'[ ~;.; I
I I~xclsed
L ~_ __ ___~ _~. un_ .
98
Ramsev COlllltv-/fjdc /-;/I/('/gellc\, Operatiolls Plan Rcvisioll 5,1. JUI/C, 2005
. V. FEDERAL AND'STATESUPPORT
"c ...... ;;-:- r; \
. ..
GENERAL
EMlIS \vill assist in obtaining any stale or federal govcrnment rcsourees that may
he needed as a result of a disaster. In cnrrying out this rcsponsibility, the din.:ctor
will contact the Milillesota Depal1ment of Public Safety, Division of Homeland
Security and Emergency Management (IISEM) regional program coordinator.
This person can provide technical information and assistance, if rcquested.
An outline of expected state and federal support is detailed earlier in this
Qlan. A more exhaustive summary of state and federal disaster assistance
that may be available is contained in the Minnesota Emergency
Management Director's Handbook. This document is on file with EMHS.
STATE AND FEDERAL AGENCIES
A summary of State and Federal programs available to local governments
that are experiencing or have experienced a disaster is contained in the
Minnesota Disaster Management Handbook and the Recovery from
Disaster Handbook. These documents are available through HSEM
. and/or the City of Saint Paul Director of Emergency Management and/or
Emergency Preparedness Coordinator.
Minnesota Department of Public Safety - Division of Homeland Security and
Emergency IVlanagement (HSEM)
HSEM is the central point of contact within the State of Minnesota for a
wide range of emergency management resources.
Federal Emergency Management Agency (FEMA)
FEMA is the central point of contact within the federal government for a
wide range of emergency management resources.
FEDERAL ASSISTANCE-HAZARDOUS MATERIALS INCIDENTS
~Ltance can be accessed throu~_State Diffieer at
1__ ___ Excised I
MINNESOTA DUTY OFFICER
The purpose of the 24-hour Minnesota State Duty Officer program is to
. provide a single point of contact for public and private sector entities to
request state-level assistance as needed or when a state-level notification
is required.
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Ramsc\' COllllty- Wide I~'mcrge/lcr Operatio/ls 1'1011 Revisioll 5_1. .lulle. 2005
The scope of the Minnesota State Duty Officer Program includes, but is .
not limited to, actual or impending events such as the following:
. Hazardous materials incidents
. Pipeline leaks or breaks
. Radiological incidents
. Requests for National Guard/Civil Air Patrol
. Aircraft accidents/incidents
. Search and rescue assistance
. Bomb squad information
. Natural disasters (tornado, flood, fire, etc.)
. Requests for CAT /ERT teams
. Homeland security threats
Contact the State Duty Officer for any incident where assistance is needed
from one or more of the following state agencies, or, when one or more of
the following state agencies has a reporting requirement:
. Pollution Control Agency
. Department of Health
. Department of Natural Resources
. Department of Transportation
. Department of Agriculture
. Department of Public Safety .
When the Minnesota Duty Officer receives a call of an incident, he or she
will make notifications to state agency personnel with the expertise and/or
resources to assist the caller. Furthermore, if an incident occurs in which
one or more federal or state laws require notification to the state, one call
to the Minnesota Duty Officer will satisfy that requirement.
When reports of hazardous materials spills are received, a copy of the
report will be faxed back to the city for informational purposes only. Local
emergency management personnel are encouraged to call the Minnesota
Duty Officer for status reports of ongoing incidents within their city.
Tho: te'ePhD.m""~ tn be ,,~p" tn rnnt~d thp Minnprt~ n"t.
OffIcer are Excised j
Minnesota --- -----..---...
.
100
Ra/J/sn. COllntl'- Wide E/J/Clge/lcy Opcnltio/ls Pla/l Revision 5.1. .lIII/C. 2()(J5
.
NATIONAL GUARD
Overview
When a natural disaster or other major emergency is beyond the capability
of local government, support from the National Guard may be available.
Only the Governor, as commander-in-chief of the Minnesota National
Guard, has the authority to activate the Guard. The purpose of the
activation is to ensure the preservation of life and property and to support
civil law enforcement agencies.
National Guard assistance will complement, and not be a substitute for,
city and/or county participation in emergency operations.
If made available, National Guard personnel remain under military
command at all times, but will support and assist city and/or county forces
in the accomplishment of a specific task or tasks.
Request Procedure
In the case of the City of S1. Paul, the Mayor, after consulting with the
Director of Emergency Management, will submit a request to the
. Governor. For all other Ramsey County jurisdictions, the Sheriff must
make the request for activation of the Guard. Typically, the mayors of the
affected municipality will forward this request to the Sheriff either through
the RCEMHS or directly. All requests for activation of the Minnesota
National Guard will be facilitated through the State Duty Officer at
Homeland Security and Emergency Management (HSEM).
:> Important Reminders
./' National Guard assistance will complement, and not be a substitute for
county participation in emergency operations.
./' If made available, National Guard personnel will remain under military
command at all times, but will support and assist county/City forces in
the accomplishment of a specific task or tasks.
./' National Guard Members do not have the power of arrest however
they may "detain" a person until a peace officer can be summoned.
./' When ever possible a "liaison" should be assigned to work with
National Guard unit and possibly even sub-unit commanders to ensure
that the Guard assets are effectively deployed.
.
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.
VI. SPECIAL CONSIDERATIONS.- GENERAL --,
. .. . ".. ...~. .
COMMUNITY WATCH
In late summer of 2005, Ramsey County will be adding to the Sheriff's
existing Community Watch program. This program uses automated
voicemail, email, and faxes to distribute law enforcement information.
When enhanced, each community will be able to contact any licensed
daycare facility, school, healthcare facility, major employer, or other entity
that chooses to register with the program with information and updates.
Neither the county nor the municipalities can guarantee notification will be
received, only that all reasonable efforts will be made to issue such
notification,
TRANSPORTATION DEPENDENT POPULATIONS
During an emergency evacuation, persons in this category may be
transported by EMS, Metro Mobility, Metro Transit, neighbors,
emergency transportation vehicles and school buses on designated
routes and at pick-up points, and, on occasion, by law enforcement
vehicles. .
In most situations, the decision on method of transportation will be made
by the on scene incident commander via communication with his or her
PSAP dispatch center. For large-scale emergencies, Ramsey County will
coordinate mass transportation needs through Metro Transit under the
assumptions of j::SF 1.
INDIVIDUALS WITH SPECIAL NEEDS AND THE MOBILITY IMPAIRED
Such persons are expected to use expedient sheltering until evacuated.
When an emergency evacuation is implemented, neighbors, ambulances,
wheelchair-equipped vehicles, and buses will provide transportation. Pre-
emergency planning is of particular importance for this group.
Appropriately equipped care facilities are essential at mass care centers,
See appropriate ESF's,
The licensed Emergency Medical Services provider in the municipality in
which the incident occurs will be the primary source of on-the-scene care,
triage, and medical transportation for special needs populations.
Non-medical transportation issues will be coordinated by Metro Transit at
the request of the on-scene incident commander or RCEMHS duty officer.
Transportation will be carried out by various means depending on the .
number of affected persons,
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.
HEARING IMPAIRED
Providing for alerting and warning of hearing impaired persons is an
important aspect of emergency planning and methods developed to
contact them are prepared prior to the on-set of emergencies. The County
Warning Point is equipped with specialized telephone equipment for
communication with hearing impaired persons. Each of the three other
PSAP's are also equipped with these telephones. Closed-captioned
information on local television will be provided for large-scale incidents.
NON-ENGLISH SPEAKING PERSONS
Ramsey County has a significant population for whom English is a second
language. The metropolitan area is in process of developing a specialized
communications platform for getting information to these groups. Until this
project is realized, we will depend on the availability of commercial and
volunteer interpreters during emergencies. Prior to emergencies, the
various agencies utilize translation services to the best of their ability to
provide documents in various languages.
. RECREATIONAL AREAS
Recreational areas within the County will be posted with such signs as
identified as useful by the jurisdiction, and which provide emergency
instructions. Staff personnel from the County's Department of Parks and
Recreation or from the State's Department of Natural Resources, will, if
present, augment public alerting and warning means.
Outdoor warning sirens cover all of the parks and recreational areas within
the county. Ramsey County Parks and Recreation staff will assist in
providing additional emergency information. Each municipality plans to
send emergency vehicles with public address loudspeakers as available to
areas where they may be needed.
BOATERS
Those persons on Ramsey County waterways will receive pre-emergency
instructions through the public awareness/education program, and
emergency alert and warning through the devices and methods described
in this plan. Specific instructions as to on-shore facilities for sheltering, or
specific evacuation routes depend on the nature of an emergency, thus
boaters' attention to warning instructions and EBS messages is of
. increased importance.
The County Sheriff is responsible fro these activities and for law
103
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enforcement in general on the waterways of the County. When requested .
by local incident commanders, or by EMHS, the Sheriffs water patrol will
make contact with boaters via radio or patrol boat contact and public
address announcements.
PARKS/CAMPGROUNDS
While persons utilizing parks and campgrounds may have their own or
public transportation available, others may require emergency
transportation assistance. Should expedient sheltering be required, it
should be taken in the nearest available structures. Alerting and warning
will be similar to that described for boaters. Those at parks and
campgrounds need specific evacuation route information so as to avoid
returning home through dangerous areas.
Outdoor warning sirens cover all of the parks and campground areas
within the county. Ramsey County Parks and Recreation staff will assist in
providing additional emergency information. Each municipality plans to
send emergency vehicles with public address loudspeakers as available to
areas where they may be needed.
MAJOR EMPLOYERS .
At the time of an emergency situation, employers of large numbers of
workers must be prepared to implement in-place expedient sheltering.
Decisions to shut down industrial operations must be made quickly if
necessary. Evacuation of personnel will be accomplished by private
vehicle, supplemented by specialty vehicles as required.
In 2005, Ramsey County EMHS will be adding to the Sheriffs existing
Community Watch program. This program uses automated voicemail.
email, and faxes to distribute law enforcement information. When
enhanced, each community will be able to contact any major employer
who registers with the system with information and updates.
SPECIAL FACILITIES
All special facilities must be prepared to implement the protective actions
of expedient sheltering and/or evacuation. Pre-planning is needed to
enhance effectiveness.
1 ) Schools
a) General: .
In late fall of 2004, Ramsey County will be adding to the
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Ramsev COl/nt\'- Wide Emergency Operations PILlII Revisiol/ 5.1. .II/IIC, ]IJ05
. Sheriff's existing Community Watch program. This program
uses automated voicemail, email, and faxes to distribute law
enforcement information. When enhanced, each community
will be able to contact all public and private schools with
information and updates.
b) Public Schools
Control of Ramsey County public schools in an emergency
generally rests with the Superintendent of the School
Districts and school principals. Principals will implement
protective actions as they deem necessary, or as directed by
the Superintendent. Established procedures are available at
each school, and parents are informed of the emergency
arrangements through normal school orientations and
brochures. Emergency alerting and warnings will be
supplemented by broadcast announcements over the
Schools' public address system.
EMHS has an ongoing program working with the schools,
law enforcement school liaison officers and local emergency
managers to develop, enhance and exercise school
emergency plans.
. c) Private Schools
The senior school administrator or his/her designee upon
notification will initiate implementation of protective actions
by emergency alerting and warning by an Incident
Commander, by the Superintendent of Public Schools, or by
the Board of Education representative in the EGC.
Transportation will be augmented by pre-arranged transport
from the public school Board of Education.
d) Colleqes and Universities:
The largest University in the county, the University of
Minnesota, has a full-time dedicated emergency
management department and maintains its own means of
contacting and alerting staff, students and employees.
EMHS and the cities that border the University (Lauderdale,
Falcon Heights, and St. Paul) are able to contact the
University's PSAP 24/7 and trigger the dissemination of
emergency information.
The other colleges and Universities within the county
maintain their own crisis and emergency plans. EMHS is
active with these entities to review and exercise these plans
. and procedures. EMHS is also involved with the International
Association of Collegiate Law Enforcement Administrators
Minnesota Region, which is the professional association of
105
Ramser CUI/I/Il'-Wide LmClgcl/cr Operatiol/s PIal/ Re\'isiol/ 5,1. Jllnc. ]005
security professionals for higher education. Security at each .
of the Universities will be subscribed to the enhanced
Community Watch system when that is running in late 2004.
2) Day Care Facilities
Licensed day-care facilities will receive alerting and warning from
previously described means or, in the case of extreme emergencies,
from a representative in the EOC. Should evacuation be required, day-
care facilities will use all available private transportation. The EOC is
to be notified of additional transportation requirements by each facility.
Unlicensed daycares may not be reached in a timely fashion by
specialized means, however information broadcast to the general
public should reach these entities.
3) Before and After-School Proqrams
Such programs, whether in the form of childcare programs,
athletic contests, or cultural events, will require alert and warning
using route-alerting procedures in addition to other means. EMHS
and the municipal emergency managers make contact with these
and other programs through community outreach. .
4) Health Care Facilities
a) Hospitals
Although capable of sheltering in place for many emergency
scenarios, highly detailed hospital plans will facilitate a successful
evacuation. Of significant importance is the routine classification of
patient transportation needs so that such data is readily available.
As part of the new Metropolitan Medical Response System and the
Metro Hospitals Compact, each of the hospitals in the county have
access to special interoperable radios and can be contacted
directly.
East Metro Radio Control, the coordinating system for Emergency
Medical Response in the County is able to contact hospitals directly
in an emergency and will do so at the request of the on-scene
incident commander, PSAP dispatch center, or EMHS.
b) Nursinq Homes
Like hospitals, nursing home evacuation requires pre-planning
regarding residents' needs for ambulances, buses, automobiles, .
and wheelchair-equipped vehicles.
I()()
Rall/se\' COllII11'-IVidc ElI/lT,f!.el/cl' Operatiolls Plall Revisioll 5.1. .Jlllle. 2005
. In late fall of 2004, Ramsey County will be adding to the Sheriff's
existing Community Watch program. This program uses
automated voicemail, email, and faxes to distribute law
enforcement information. When enhanced, each community will
be able to contact any nursing care facility that chooses to register
with the program with information and updates.
Ramsey County operates one nursing care facility. That facility will
be notified by the county warning point.
c) Boardinq I Group Homes
Such facilities will use expedient sheltering or evacuate as directed,
using their own assets. Transportation shortfall, beyond private
transportation assets, will be reported to the EOC. Not all such
facilities register with emergency response organizations. However
we will work with the SPRCDPH and Ramsey County Community
Services to reach these entities in a timely fashion.
.
.
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.
APPENDIX A: LEGAL BASIS AND" REFERENCES .j.
Selected Federal Laws and Statutes
. 42 U.S.C. 5121, et. seq. "The Robert T. Stanford Disaster Relief
and Emergency Assistance Act", as amended (PL 100-707) 1988.
. Public Law 920, Federal Civil Defense Act of 1950, as amended
. Disaster Relief Act, PL 93-288, as amended (42 USC 5121 et seq.), 1974
. Public Law 96-342 - Improved Civil Defense 1980
. Superfund Amendment and Reauthorization Act (SARA) also
known as Public Law 99-499, 1986
. Disaster Mitigation Act, PL 106-390, 2000
. United States Code (USC), Title 42, Public Health and Welfare
Chapter 68, Disaster Relief
Chapter 116, Emergency Planning and Community Right-To- .
Know (EPCRA)
. Homeland Security Presidential Directive (HSPD) 5
. HSPD 8
. The Federal Response Plan as amended
Selected Municipal Codes, Ordinances, Statutes and Resolutions
. City of Arden Hills Municipal Code, Chapter 7 & Mutual Aid
Agreements
. City of Falcon Heights Resolution No 2005-03 - Adoption of NIMS
. City of Little Canada Resolution No. 467, dated November 12, 1997
. City of Maplewood Ordinance No. 378, dated October 17, 1974, as
amended. Mutual Aid Agreements Adoption of NIMS approved
3/31/05.
. City of Mounds View Municipal Code Chapter 601
. City of New Brighton Ordinance No. 115, GI: Code 1966
S205.1 0(1)
. City of North Saint Paul Resolution No. ,dated 1 September 21, .
1998
lOll
Rill/Is<T COI/IIlI'-lJ'idt' ElIlcrgC/lcr OI}Crati(lI/.\' Plall Rel'isio/l 5.1. .II/lie. 2(105
. . City of Roseville Chapter 107; section 107.01 -107.05. Adoption
of Countywide Plan Resolution #10290 (4/11/05). Adoption of
NIMS Resolution # 10289 (4/11/05)
. City of Shoreview Resolution No. 1301, dated 1 September 1971.
Mutual Aid Agreements: Resolutions 84-168 (11-5-84); 85-53 (6-
17-85) Adoption of Countywide Plan: Resolution 05-29; Adoption of
NIMS Resolution 05-30
. City of Vadnais Heights Resolution No. 287, dated July 20, 1982
. City of White Bear Lake Section 503 of Ordinance No. 677 of the
Municipal Code
Selected Minnesota Statutes:
. Chapter 12, as amended. (The Minnesota Civil Defense Act) (The
"Minnesota Emergency management Act of 1996".)
. The Minnesota Pipeline Safety Act, Section 299-J
. The Minnesota Emergency Planning and Community Right-to-
Know Act, Section 299K.01
. . MN Statute 145 (A).04.06 Investigation, reporting and control of
Communicable Diseases. (Public Health Law)
. Chapter 88.04, Firebreaks, Prevention of Fires
. Chapter 103E.705, Subd. 7, Drainage Repair and Construction
After a Disaster
. Chapter 1 03F .155, Flood Protection Plans
. Chapter 115E.06, Good Samaritan
. Chapter 138.17, Subd. 8, Emergency Records Preservation
. Chapter 273.123, Reassessment of Homestead Property Damaged
by a Disaster
. Chapter 299A.48-52, Minnesota Hazardous Materials Incident
Response Act
. Chapter 299F.091-099, Community Emergency Response
Hazardous Substance Protection Act
. Chapter 299J, Office of Pipeline Safety
. Chapter 299K, Hazardous Chemical Emergency Planning and
Response.
. Ramsey County Charter
1m
NWII.I'CF ( '''"lIt.\'- Wide 1:'lI1t'r!~t '1/( T Opt'ratiolls 1)1([11 RC'\'i.l'ioll 5.1. .11111('. 2()()5
Specifically sections 1, 3, 5, 6 and 10 .
.
Ramsey County Administrative Code
. Specifically Chapter 5 section 5.10.18; 5.10.21; 5.40.81
Ramsey County Resolutions:
. Number 9 - 5900, dated 3/27/61
. Number 87-010, dated 1/12/87
. Number 87 - 114, dated 2/23/87
. Number 2005-141, Dated 4/5/05.
Minnesota Division of Emergency Management Bulletin No. 87 - 1 Pipeline
Safety Law 353
Minnesota Division of Emergency Management (OEM) Bulletin No. (Local
government emergency operations plan requirements.)
NFPA 1600 Standard on Disaster/Emergency Management and Business
Continuity Programs - 2004 .
.
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RalllStT CO/lI/(r-lVidl' EIIIClgt'/lCl' Operatiol1s Pltlll Revisio/l 5,1. .lU/lc. 2005
. APPENDIX B: COUNTY INCIDENT MANAGER , .~.
. . (
. . .. . I:
ROLES AND RESPONSIBILITIES
During the phase of an emergency during which lives or property are at
obvious and imminent risk, the county Incident Manager is responsible to:
. Obtain for operational and administrative purposes, critical
supplies, equipment, and such other items found lacking and
needed for the protection of life and property, and to bind the
county for the fair market value thereof and to commandeer the
same for public use within the limits of county ordinances and state
and federal law.
. Require emergency services of any county officer or employee, and
to command the aid of as many citizens of the county as deemed
necessary in the execution of these duties commensurate with the
limitations of applicable state and local law.
. Request the county Board of Commissioners to requisition
personnel or property necessary for the conduct of emergency
operations.
. . Select and designate at his/her discretion additional members to
the Emergency Operations Team to assist in the performance of
the duties of county Incident Manager
. Respect the integrity of local government entities and the unity of
their service forces
. At his/her discretion delegate these authorities to other Ramsey
County Emergency Operations Team members
The role of county Incident Manager will usually be passed to another
individual when the Incident Manager in consultation with the Emergency
Operations Team, determines that the situation has stabilized to the point
where there is no longer an imminent threat to life, safety and property. This
phase would include the activities necessary for recovery and restoration to
normal of county functions.
During this phase of the emergency, the county Incident Manager will:
. If the scope of the situation warrants, establish and maintain within
the EOC appropriate assets for the coordination of recovery efforts.
If warranted, establish a separate Recovery Coordination Center or
to redirect the full effort of the EOC to the coordination of recovery
efforts
.
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RamsCl" CO/lII[l;-lVid,' EIIIClgCIIC)' Or,cratiollS Plall /?n'isioll 5,1. June. ]()()5
.
. Provide information, liaison and recovery coordination with and
between state and federal agencies and the impacted
municipalities and other agencies that are part of the county's
emergency organization
. Recommend to the Board of county Commissioners, and as
directed by them, establish and implement county recovery
priorities
. Based on the nature and scope of the situation, direct safety
assessments of the county's buildings
.
.
] 12
Rl1Il/sn' ( ",.,III1f\'-IYidl' E/IIClgcl/n: Operatiol/s I-'Ia/l Rn'isio/l 5_1. .llIne, 2005
. APPENDIX c: RAMSEYC.OUNTYDIVISION'.'OF~.:;..';": . .':
/ , .~. .~.'. ~ . :.. <. . ". :.""> ..
EMERGENCY' MANAGEMENT & HO"MELAND .:
.' .
". ,y . . ^. ^ ,. ... :, ..'.".
SECORITY(EMHS) '" ,~ ;.
Roles and Responsibilities
The overall duty of EMHS with respect to this plan is to coordinate all
emergency preparedness, response, mitigation, recovery and homeland
security plans within the county in order to ensure unity of purpose, reduce
or eliminate duplication of effort, and to better ensure the sharing of
resources and ideas in this regard. Specifically, EMHS will:
Prior to an Emergency
Subject to oversight by the County Manager, EMHS has authority and
responsibility for organizing, directing and coordinating the emergency
organization of the county, including training, directing the
development of county departmental emergency operations plans,
directing the development of county Operational Continuity/Disaster
. Recovery plans, and review and approval of these plans.
EMHS staffs the role of EMHS Duty Officer and as such is the primary
point of contact for activating this plan and notifying the various county
departments.
EMHS is responsible for developing, maintaining, exercising and
procuring state approval of this plan. Prior to that the EMC and the
Board of Commissioners shall approve this plan. EMHS works to
establish and maintain liaison with the county departments and units
not directly represented on the emergency management council
regarding emergency preparedness activities, as well as coordinating
the efforts of the units specifically mentioned in the plan and on the
EMC.
EMHS has established and maintains liaison with the municipal
governments and any and all governmental or quasi-governmental
organizations within Ramsey County regarding their planning,
preparedness and response to emergencies. We also serve as liaison
with volunteer organizations active in emergency and disaster
situations.
During the Crisis Phase
The EMHS duty officer will commonly be the initial Incident Manager
. for the county's interest in an event and, in this role, will make an
assessment regarding the level of activation required. If the incident
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Ralllscv COl/l1tv-Wide f:mcrgcncl' Opcratiolls Plan Revisio/l 5.1. .11111(', 2(J()5
does require activation of senior county management, the EMHS .'
director acts as principal aide and advisor to the county Incident
Manager during the emergency.
. Maintain the Ramsey County Emergency Operations Center
(RCEOC) in conjunction with other departments
. Coordinate the establishment and provision of disaster recovery
services to the public
. Collect and disseminate emergency information to the
concerned jurisdictions and agencies;
. Coordinate the utilization of county, other local; government,
state and federal resources within the county
. Coordinate operations conducted by the local governments
within the county in accordance with approved mutual aid plans;
. Recommend or forward requests to requisition personnel and/or
property as necessary for the conduct of emergency or recovery
operations to the county Incident Manager
. Coordinate and provide for dissemination of public information
relating to emergency activities as may be required; .
During the Consequence Management Phase
EMHS will work to coordinate the county's disaster claims process in
concert with the County Manager. EMHS will work with affected
municipalities, county departments, etc. to prepare and process
emergency operations program papers and applications for federal and
state funds.
As relief and recovery funds are made available, EMHS will assist in
ensuring that they are disbursed to affected areas a rapidly as
possible.
-
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Ramser COlllltl' , Wide f:/IIC1gCIICI' ()pcnltiol1s I-'lulI I<e\-isiun 5_1 ./ul/e, ]()()5
. APPENDIX D: ROLES OF THE EMERGENCY
... ":<
~
MANAGEMENT COUNCIL : ^. J ~
Powers and duties of the Emergency Management Council (EMC)
. The EMC is intended to provide review of countywide planning
efforts in order to ensure and require unity of purpose. This
includes conducting reviews of, and recommending to the Board of
Commissioners approval of the county Emergency Operations Plan
(EOP) as developed by the Division of Emergency Management
and Homeland Security, and such other emergency preparedness,
response, recovery and mitigation plans developed by EMHS.
. Further, the EMC is charged with reviewing county resolutions and
codes affecting emergency management issues and
recommending changes as needed.
Powers and duties of the Chair of the EMC
. Coordinate the activities of the EMC
. Establish and maintain liaison between the Ramsey County Board
. of Commissioners and the EMC
. Review and recommend to the board adoption of county
emergency plans and associated documents and agreements
Additional duties of the Members of the EMC
. Formulate and maintain plans for operations of their departments
during emergency conditions, and work with the Director of EMHS
to ensure unity of purpose and consistency throughout county
government
. Ensure Ihat their personnel are trained in emergency management
concepts including the Incident Management System and familiarity
with the Ramsey County Emergency Operations Plan, and their
individual roles during an emergency requiring activation of the
county emergency management organization_
--
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.
AP'PENDIX E: RESPONSE TO TERRORISM
For the most part county departments and the municipalities will respond
to acts of terrorism as they would to other disasters. However, the specter
of terrorism requires a few specific actions in addition to the general
actions.
In general, a terrorist act will fall into one of four categories. The event
might be:
1. A defined event that occurs at a specific location (or locations)
such as a bomb, but does not involve the release of biological or
chemical agents.
2. A defined event that occurs at a specific location (or locations)
and involve the release of a chemical and/or radiological agent at a
specific location or locations.
3. The intentional release of a bioterrorism agent (such as anthrax)
at a given location.
4_ An event that occurs surreptitiously at an initially unknown .
location and we learn of it due to its effect - for example the
outbreak of diseases such as smallpox.
NOTE: Most of the procedures followed by public safety agencies are
considered sensitive and confidential and are not reproduced in this
document. Many of the activities in this Appendix generate data that
are similarly sensitive and confidential and are treated as Law
Enforcement sensitive. These data are also not reproduced here.
On-going preparation activities
In conjunction with the Sheriff and the local law enforcement agencies, the
EMHS gathers data on homeland security preparedness. This data is
shared with the Minnesota Division of Homeland Security and Emergency
Management and the United States Department of Homeland Security.
The Ramsey County Sheriff maintains a special anti-terrorism unit that
investigates threats, identifies possible risks, and works to secure specific
targets at time of need. The Sheriffs WMD unit also is capable of
conducting special investigatory operations within contaminated areas.
This unit is also the primary source of intelligence gathering on terrorism-
related issues.
e
I\(,
RmI/SCl' Coulltl'-IVil!e f.m('lgi'IICF Operatioll.\' 1'11111 Rel'isiol1 5,1 .lulle. 2(}O5
. The Sheriff also hosts regular East-metro Terrorism Briefings that bring
together homeland security and law enforcement agencies for face-to-face
discussion of current threats and issues.
.
e
) 17
Ramser Countv- 'Vide DIIClgCI1CT O{'<,ratio/l.l' Plall Rel'i.l'ioll 5,1 .Julie. 2005
.
APPENDIX F: HOMELAND SECURITY ADVISORY SYSTEM
The United States Department of Homeland Security (www.dhs.qov) has
created the Homeland Security Advisory System (HSAS) as a means
of advising citizens, businesses and local governments about the risk of
terrorist activity within the United States. The HSAS color-code system
provides generalized protective action information.
Ramsey County functions as if the "Yellow" or "Elevated" risk level is the
normal level for day to day activity. The county does this by:
. Increasing surveillance of critical locations;
. Coordinating emergency plans as appropriate with nearby
jurisdictions;
. Assessing whether the precise characteristics of the threat require
the further refinement of preplanned Protective Measures (through
the Ramsey County Sheriff's Office WMD Unit and regular threat
assessments and updates); and
. Implementing, as appropriate, contingency and emergency
response plans. .
I Specific activities surrounding our activity in response to higher threat
levels are public safety sensitive, and outlined in Functional Annex A.
e
II x
Ra/llser CU/llIll'-II'idl' EII/<'I'.'sC'/I(T Ope/"iltioll.\ Plan Revision 5.1 .1111/(', 2005
.'
Low Condition (Green). This condition is declared when there is a low risk of terrorist attacks.
Departments and agencies should consider the following general measures in addition to the
agency-specific Protective Measures they develop and implement:
Government
, Refine and exercise appropriate preplanned Protective Measures;
~ Ensure personnel receive proper training on the Homeland Security Advisory System and
specific preplanned department or agency Protective Measures
" Institutionalize a process to assure that all facilities and regulated sectors are regularly
assessed for vulnerabilities to terrorist attacks, and all reasonable measures are taken to
mitigate these vulnerabilities.
Businesses
. Develop an emergency plan to address all hazards. Include an emergency
communications plan to notify employees of activities; designate an off-site "report to"
location in case of evacuation.
" Develop continuity of operation plan to include designating alternate work facility/location
. for business.
" Arrange for staff to take a first aid training course
Schools
Develop written emergency plans to address all hazards including plans to maintain the
safety of students, staff, and faculty. as well as an emergency communication plan to
notify parents in times of emergency. Disseminate relevant information to families of
children, staff and faculty.
" Ensure selected staff members take a CPR/AED and first aid preparedness capabilities.
Neighborhoods
. Have neighborhood meeting to discuss emergency plans and establish a "Neighborhood
Watch" program
Promote or arrange for people in the neighborhood to take a CPR/AED and first aid
course
Families
, Develop a personal di?a,stElr plan and disaster supplic? kit
Take a CPRJAED and first aid course
Individuals
. Develop a PElrsQfl91(jisa~terplalJ and disast~rsupplie~ k,it
. " Take a Red Cross CPR/AED and first aid course
Ill)
Ralllsev COl/lI/y-IVide EmCI)!.CI/CT Opcnlliol/s 1'1<11/ Rel'isioll 5.1 .flllle. ]U05
..
Guarded Condition (Blue). This condition is declared when there is a general risk of terrorist
attacks. In addition to the Protective Measures taken in the previous Threat Condition,
departments and agencies should consider the following general measures in addition to the
agency-specific Protective Measures that they will develop and implement:
Government
.. Check communications with designated emergency response or command locations;
.. Review and update emergency response procedures; and
.. Provide the public with any information that would strengthen its ability to act
appropriately.
Businesses
.. Complete recommended actions at lower level
.. Be alert to suspicious activity and report it to proper authorities
.. Dialogue with community leaders, emergency management, government agencies.
community organizations and utilities about disaster preparedness
.. Ensure emergency communication plan updated to include purchase of needed
equipment
Schools .
.. Complete recommended actions at lower level
. Be alert to suspicious activity and report it to proper authorities
. Conduct safety training/emergency drills following the school's written emergency plan for
all grades
.. Ensure emergency communication plan updated and needed equipment is purchased
Neighborhoods
.. Complete recommended actions at lower level
.. Be alert to suspicious activity and report it to proper authorities
Families
.. Complete recommended actions at lower level
.. Be alert to suspicious activity and report it to proper authorities
.. Review stored disaster supplies and replace items that are outdated
.. Develop an emergency communication plan that all family members understand
.. Establish an alternate meeting place away from home with family/friends
Individual
.. Complete recommended actions at lower level
.. Be alert to suspicious activity and report it to proper authorities
.. Review stored disaster supplies and replace items that are outdated
" Develop emergency communication plan with family Ineighborsl friends
.. Provide volunteer services and take advantage of additional volunteer training
opportunities .
120
Rams(1' ('OIl/ltV- WidL' t'I1l(:lg( '//(T Opcratio/ls I'la/l RCl'isio/l 5.1 .JUIlC. ]005
- n ._ ... _.._._ -- - - -----.
". , ..
"",- ,~3! i ;:;~,!j~:::;LF: =t~~;:.
SI~!F.l~Ris.KO.F
. rE~~~'fArr~CI<S .
...._.^-' N.....h_'-" ..."...." _N..;w....~;:...,)......:.,..'^N'^=. .......~.......yy..".. .........._....;..
Elevated Condition (Yellow). An Elevated Condition is declared when there is a significant risk
of terrorist attacks. In addition to the Protective Measures taken in the previous Threat
Conditions, departments and agencies should consider the following general measures in
addition to the Protective Measures that they will develop and implement:
Government
Increase surveillance of critical locations;
Coordinate emergency plans as appropriate with nearby jurisdictions;
Assess whether the precise characteristics of the threat require the further refinement of
preplanned Protective Measures;
Implement, as appropriate, contingency and emergency response plans.
Businesses
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Contact private security firm for security risk assessment and to determine availability of
supporUreinforcement
Contact voluntary organizations you support to determine how you can provide
assistance in case of emergency
Schools
e Complete recommended actions at lower levels
Be alert to suspicious activity and report it to the proper authorities
Ensure all emergency supplies stocked and ready
Neighborhoods
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Have neighborhood meeting in order to identify neighbors who are elderly or have special
needs. Assist them in development of a personal disaster plan and disaster supplies kit if
requested.
Families
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Ensure disaster supplies kit is stocked and ready
Check telephone numbers and e-mail addresses in your family emergency
communication plan and update as necessary
If not known to you, contact school to determine their emergency notification and
evacuation plans for children
Develop alternate routes tolfrom schoollwork and practice them
Individuals
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Ensure disaster supplies kit is stocked and ready
Check telephone numbers and e-mail addresses in your personal communication plan
and update as necessary
. Develop alternate routes tolfrom work/school and practice them
121
Ramser COlIII/l'-IVidc bnerg<>IILT Operatiolls I'll/II RCI'ision5.1 JUI/c. 2005
7 .-,------.- ,--,----- -- --,- - . .
)';;: ;:' : r j " 1"" [' ,...,' , , '.'j r' "" .,.....
^ . >;:: ~.. NO""'" l!' \.. I ,.. .,
". .".'."" ": . 9 ..".." .. ..
" ~)(:.;~a~l:l'~~~s. i
_. ... -
High Condition (Orange). A High Condition is declared when there is a high risk of terrorist
attacks. In addition to the Protective Measures taken in the previous Threat Conditions,
departments and agencies should consider the following general measures in addition to the
agency-specific Protective Measures that they will develop and implement:
Government
Coordinate necessary security efforts with Federal. State, and local law enforcement
agencies or any National Guard or other appropriate armed forces organizations;
Take additional precautions at public events and possibly considering alternative venues
or even cancellation;
Prepare to execute contingency procedures, such as moving to an alternate site or
dispersing their workforce; and
Restrict threatened facility access to essential personnel only.
Businesses
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Review emergency plans to include continuity of operations and media materials
Determine need to restrict access to business or provide private security firm
support/reinforcement
Contact vendors/suppliers to confirm their emergency response plan procedures
If a need is announced. contact nearest blood collection agency and offer to organize a .
blood drive '.
Schools
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
, Review emergency plans
Prepare to handle inquiries from anxious parents and media
Discuss children's fears concerning possible terrorist attacks
Neighborhoods
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Check on neighbors who are elderly or have special needs to ensure they are okay.
Review disaster plan with them
If a need is announced, contact nearest blood collection agency and offer to organize a
neighborhood blood drive
.
]22
1<(/11/.\'(,1' CO/llltr lrid,' I:'/I/<'Ip"'//(T OI"'I"II1ill//s 1'1,/11 Ri'l'isiOIl 5.1 .llIlIe. 1005
. .-----. .______...___.._____.____ - n__
j.JJ::J.r J .
HtGH RISK Of
"TERRORIST ATTAC/!<S
-
High Condition (Orange) - Continued
Families
Complete recommended actions allower levels
Be alert to suspicious activity and report it to proper authorities
Review disaster plan with all lamily members
Ensure communication plan is understood/practiced by all family members
Exercise caution when traveling
Have shelter in place materials on hand and understand procedures
Discuss children's fears concerning possible terrorist attacks
If a need is announced, donate blood at designated blood collection center
Individuals
Complete recommended actions at lower levels
Be alert to suspicious activity and report it to proper authorities
Review your personal disaster plan
Exercise caution when traveling
Have shelter in place materials on hand and understand procedures
If a need is announced. donate blood at designated blood collection center Prior to
volunteering. contact agency to determine their needs
e
.
I~,
Ramser ('ollll/v-IYidc Eillcrg, 'lie\, Ol','/'utiolls ['lull R''I'isiol/ 5,/ .llIIlt '. }{){)5
.
Severe Condition (Red). A Severe Condition reflects a severe risk of terrorist attacks, Under
most circumstances, the Protective Measures for a Severe Condition are not intended to be
sustained for substantial periods of time. In addition to the Protective Measures in the previous
Threat Conditions, departments and agencies also should consider the following general
measures in addition to the agency-specific Protective Measures that they will develop and
implement:
Government
.. Increase or redirecting personnel to address critical emergency needs;
.. Assign emergency response personnel and pre-positioning and mobile specially trained
teams or resources;
.. Monitor, redirect. or constrain transportation systems: and Close public and government
facilities.
Businesses
.. Complete recommended actions at lower levels e
.. Listen to radiorrV for current information/instructions
. Be alert to suspicious activity and report it to proper authorities immediately
. Work with local community leaders, emergency management, government agencies,
community organizations, and utilities to meet immediate needs of the community
.. Determine need to close business based on circumstances and in accordance with
written emergency plan
.. Be prepared to work with a dispersed or smaller work force
.. Ensure mental health counselors available for employees
Schools
" Complete recommended actions at lower levels
~ Listen to radiorrV for current information/instructions
. Be alert to suspicious activity and report it to proper authorities immediately
. Close school if recommended to do so by appropriate authorities
.. 100% identification check (i.e.-driver's license retained at front office) and escort of
anyone entering school other than students, staff and faculty
. Ensure mental health counselors available for students, staff and faculty
Neighborhoods
. Complete recommended actions at lower levels
. Listen to radiorrV for current information/instructions
'" Be alert to suspicious activity and report it to proper authorities immediately
" Adhere to any travel restrictions announced by local governmental authorities
.
l2.f
Ramse)' COl/l/tv- H'idc Emcrgellcy Operatiolls PIal/ Rel'isioll 5.1 .II/lie. 2005
.
Severe Condition (Red) - Continued
.. Be prepared to shelter in placelevacuate and assist neighbors who are elderly or have
special needs to do the same
Families
. Complete recommended actions at lower levels
~ Listen to radio/TV for current information/instructions
" Be alert to suspicious activity and report it to proper authorities immediately
. Contact businesslschool to determine status of work/school day
. Adhere to any travel restrictions announced by local governmental authorities
" Be prepared to shelter in place or evacuate if instructed to do so by local governmental
authorities
, Discuss children's fears concerning possiblelactual terrorist attacks
Individuals
. Complete recommended actions at lower levels
~ Listen to radiofTV for current information/instructions
. .. Be alert to suspicious activity and report it to proper authorities immediately
. Contact business to determine status of work day
.. Adhere to any travel restrictions announced by local governmental authorities
.. Be prepared to shelter in place or evacuate if instructed to do so by local governmental
authorities
Provide volunteer services only as requested
.
125
Raf/ls<:v COlll/tl'-l1,'idc EI/I<'I'~cl/cV Opcratiol/s Plan RCl'isiol/ 5,1 .lllIIe. 2()()5
.
Urban Area Security Initiative
Ramsey County is a part of the S1. Paul and Minneapolis Urban Area
Security Initiative (UASI). This program of the federal government is based
on the concept that (a) there are limited counter-terrorism resources
available, (b) these resources are best used cooperatively and in
consultation with others in the region who might be at higher than average
risk for terrorist events, and (c) that response to any major event will
require that agencies from multiple jurisdictions work together - thus
requiring that these agencies plan together in advance.
The result of this process was the development of a common planning and
response strategy by the UASI partners. These include Ramsey County,
Hennepin County, Dakota County, the City of S1. Paul, the City of
Minneapolis, and the State of Minnesota. The UASI also developed a
common spending plan for utilization of federal counter-terrorism funds
allocated to the area.
The UASI strategy is a public safety sensitive document and is not
reproduced here.
.
.
12(,
Ramscv Count\,- Wide ElII,'rgcIICl' Opcratio//\ PI{/// RCl'isioll 5.1 JUI/t'. 2005
.
GLOSSARY -OF TERMS
. . .
"Emergency Management" means the preparation for and the carrying out of all
emergency functions, other than functions for which military forces are primarily
responsible, to prevent, minimize and repair injury and damage resulting from
disasters caused by fire, flood, tornado and other acts of nature, or from
sabotage, hostile action, communicable disease, or from industrial hazardous
material mishaps. These functions include, without limitation, communications,
radiological, and chemical, evacuation, congregate care, emergency
transportation, existing or properly assigned functions of plant protection,
temporary restoration of public utility services and other functions related to civil
protection, together with all other activities necessary or incidental for carrying
out of the foregoing functions. Emergency management includes those activities
sometimes referred to as "Civil Defense" functions.
"Emergency" means an unforeseen combination of circumstances that calls for
immediate action to prevent a disaster from developing or occurring. An
emergency can usually be handled with resources of the local unit of
government.
"Disaster" means a situation that creates an actual or imminent serious threat to
. the health and safety of persons; or a siluation that has resulted or is likely to
result in catastrophic loss to property or the environment, and for which
traditional sources of relief and assistance within the affected area are unable to
repair or prevent the injury or loss. A disaster usually exhausts local resources
and outside help is needed
0-9
9-1-1 Center - The various Public Safety Answering Points (See PSAP)
A
ALOHA- Aerial Locations Of Hazardous Atmospheres
ARC - American Red Cross
.
127
Ramscl' COllnt\'- Wide t;mergencl' OpalltiollS 1)lall Revision 5,1 .lillie, ]005
B .
BEC - Building Emergency Coordinator - works to create emergency plans and
teams within specific governmental buildings.
C
CAMEO - Computer Aided Management of Emergency Operations - A
specialized hazardous materials planning and response software package used
by many emergency managers and first responders.
CAP - Civil Air Patrol
CBRNE - Chemical, Biological, Radiological, Nuclear, and Explosive weapons -
Sometimes referred to as Weapons of Mass Destruction or "WMD."
CERCLA - Comprehensive Environmental Response, Compensation, and
Liability Act of 1980 (PL 96-510)
Community Resources - Assets, including people, organizations, programs,
equipment, and funds that can be applied to all aspects of emergency
management .
Congregate Care Facilities - Public or private buildings that may be used to
lodge and care for evacuees. Generally, assigned space is approximately 40
square feet per person. The facility mayor may not meet criteria for designation
as a "fallout shelter."
Contamination - The deposit of radioactive or other hazardous material on the
surfaces of structures, areas, objects, or personnel, following a nuclear explosion
or hazardous materials incident/accident. (Radioactive material generally
consists of fallout, in which fission products and other weapon debris have
become incorporated with particles of dirt, etc. Radioactive contamination can
also occur from the radioactivity induced in certain substances by the action of
neutrons from a nuclear explosion.)
COOP - Continuity of Operations Plan (sometimes referred to as Continuity of
Government or "COG" plan. See "OCP."
D
DEC - Department Emergency Coordinator - person tasked with developing
emergency plans for an individual governmental department.
Decontamination - The reduction or removal of contaminating radioactive or
other hazardous material from a structure, area, object, or person. .
128
____n_
Ramsev Coullty-IYide Emergellcl' Operatio/ls Plall RCFisioll 5./ .lUIIC. 2005
. Decontamination may be accomplished by 1) treating the surface so as to
remove or decrease the contamination; 2) letting the material stand so that the
radioactivity is decreased as a result of natural decay; and 3) covering the
contamination.
DHS - United States Department of Homeland Security
Direction and Control (D&C) - Managing and coordinating the response of
government forces to a major emergency/disaster.
Disaster - A sudden, unplanned calamitous event that brings about great
damage or loss. Any event that creates an inability on the company's part to
provide critical business functions for some predetermined period of time.
Associated terms: Business Interruption; Outage: Catastrophe.
DO - Duty Officer
E
EAS - Emergency Alert System
.' EMC - Ramsey County Emergency Management Council
Emergency - An event that demands a response beyond the scope of any single
line agency or service, and that presents a threat to a community or larger area
EMHS - Ramsey County Division of Emergency Management and Homeland
Security
EMS - Emergency Medical Services
EOC - Emergency Operations Center - The protected site from which civil
government officials (municipal, county, state, and federal) exercise direction and
control in an emergency.
EOP - Emergency Operations Plan - A document which describes the way in
which a government intends to respond to a major emergency/disaster.
EOT - Ramsey County Emergency Operations Team
EPA - U.S. Environmental Protection Agency
EPCRA - Emergency Planning and Community Right-to-Know Act
ERP - Emergency Response Plan
ESF - Emergency Support Function
Evacuee - An individual who is moved to a less hazardous area.
.
129
Rll/ll.l'CI' COl/lIlr- Widt' Emergt'lIcv Opcmtiol/.\' Plilll Rt'Fisioll 5_1 ./1111(', 2005
F .
FBI - Federal Bureau of Investigation
FCO - Federal Coordinating Officer
FEMA - Federal Emergency Management Agency - A division of DHS
G
GIS- Geographic Information System - System of plotting information visually
against location and other data.
H
Hazard - A dangerous event or circumstance that mayor may not lead to an
emergency or disaster.
Hazards Analysis -
HazMat - Hazardous Materials - Refers generally to hazardous substances;
such as petroleum, natural gas, synthetic gas, acutely toxic chemicals, and other .
toxic chemicals.
HSEM - Minnesota Department of Public Safety, Division of Homeland Security
and Emergency Management.
I
Incident Command System (ICS) - The combination of facilities, equipment,
personnel, procedures, and communications operating within a common
organizational structure with responsibility for management of assigned
resources to effectively accomplish stated objectives at the scene of an incident
Incident Commander (IC)
Incident Action Plan (lAP) - The written or verbal document or process of
establishing goals and objectives for dealing with an incident as it occurs for a set
period of time (operational period).
J
JPIC - Joint Public Information Center .
130
Ramsey COlllltv-/fidt' E/IIcrgcllc,l' Operatiolls Plall R,'\'isioll 5_1 J/IIIl', 2005
.
K
L
L1EP-Licensing, Inspection, and Environmental Protection
LNO - Liaison Officer. Part of the Incident Command Staff
M
MCI - Mass Casualty Incident
MIMS - Minnesota Incident Management System
MNDOT - Minnesota Department of Transportation
MnSCU - Minnesota State Colleges and Universities
MNVOAD - Minnesota Voluntary Organizations Active in Disasters
. MOA - Memorandum of Agreement
MOU - Memorandum of Understanding
MPCA - Minnesota Pollution Control Agency
MRCC - Medical Resource Control Center
Mutual Aid Agreements (Pacts) - Written or unwritten understandings among
jurisdictions. which cover methods and types of assistance available during all
phases of an emergency
N
National Response Center (NRC) - A communications center for activities
related to response actions located at Coast Guard headquarters in Washington,
DC. The NRC receives and relays notices of discharges or releases to the
appropriate OSC. disseminates OSC and RRT reports to the NRT when
appropriate. and provides facilities for the NRT to use in coordinating a national
response action when required. The toll-free number (800-424-8802 can be
reached 24 hours a day for reporting actual or potential pollution incidents.
NIMS - National Incident Management System - See ICS.
.
131
Ramsev ('ollllty-H'idc /:;mclgenCI' Operatiuns PlulI Revisio/l 5.1 .llIlIe. 2005
Nuclear Weapons - A general name given to any weapon in which the explosion .
results from the energy released by reactions involving atomic nuclei, either
fission or fusion, or both.
NWS - National Weather Service
0
Operations Plan - A description of actions to be taken in facing an anticipated
disaster, and the method for coordinating to meet the needs of that situation. It
describes the action to be taken (who, what, where, when and how) on the basis
of assumptions, objectives, and capabilities.
OCP - Operational Continuity Plan - may be referred to as a Business Continuity
or Disaster Recovery plan. Documentation of steps taken to ensure the
continuous availability of critical functions during emergencies and disasters.
ODP - Office of Domestic Preparedness - A division of DHS.
OSHA - Occupational Safety and Health Administration (Department of Labor)
p :.
PIO - Public Information Officer
PSAP - Public Safety Answering Point - location where 9-1-1 calls are received
and from which emergency first responders are dispatched.
R
Radiological Monitor - An individual trained to measure, record, and report
radiation exposure and exposure rates; provide limited field guidance on
radiation hazards associated with operations to which she/he is assigned; and
perform operator's maintenance of radiological instruments.
RCEOC - Ramsey County Emergency Operations Center
Recovery Team - A group of staff predetermined to recover resources.
Risk - The degree to which people, property, environment, and social and
economic activity are susceptible to injury, damage, disruption, or death.
Risk Analysis - The process of identifying the exposures to certain events which
a company may experience. The risk analysis often involves an evaluation of the
probabilities of a particular event. This process is similar to the process actuaries
use to help determine insurance rates. Associated terms: Risk assessment;
impact assessment, corporate loss analysis; risk identification; exposure .
1.l2
Ramsev COllflty- Wide Emcrgcflcl' Opcratiolls Plall R(Tisioll 5,1 .lUIlt'. 2005
. analysis; exposure assessment. Objectives: to identify the risks to an
organization, assess the critical functions necessary for an organization to
continue business operations, define controls that are in place to reduce
organizational exposure, and evaluate the cost for such controls.
RCSO - Ramsey County Sheriff's Office
ROC Regional Operations Center (a State of Minnesota asset for maintaining a
manageable span of control during disasters).
S
SARA - The "Superfund Amendments and Reauthorization Act of 1986." Title III
of SARA includes detailed provisions for community planning.
SCBA - Self-Contained Breathing Apparatus
SCO - State Coordinating Officer
SERC - State Emergency Response Commission
SEOC - State Emergency Operations Center
Shelter - A facility which provides protection from one or more of the effects of a
. natural disaster, hazardous materials incident/accident, nuclear attack, or other
type of disaster.
SPRCDPH - St. Paul/Ramsey County Department of Public Health
SPRWS - Saint Paul Regional Water Services
SO - Safety Officer. A part of the Incident Command Staff
SOP's - Standard Operating Procedures - A set of specific instructions having
the force of a directive, covering those features of operations which lend
themselves to a definite or standardized procedure without loss of effectiveness.
SOPs generally describe how a task is to be carried out.
SaG's - Standard Operating Guidelines (Similar to SOP's)
Superfund - The trust fund established under CERCLA to provide money the
OSC can use during a cleanup.
T
Terrorism - The actual or threatened use of force against non-military targets or
persons, carried out by persons other than the legal military of a nation, with the
intent to force political or social change.
.
113
RU/IIscr COllllt,l'-IVide f.:llla~el/cr Operatiol/s 1'11111 RCl'i.l'iol1 5.1 .1/1111'. 2005
Threats - The event that causes the risk to become a loss. Threats consist of .
such natural phenomenon as tornadoes and earthquakes, and such man-made
incidents as bomb threats, disgruntled employees and power failure.
Title III - The "Emergency Planning and Community Right-to-know Act of 1986."
It specifies: requirements for organizing the planning process at the state and
local levels for specified extremely hazardous substances; minimum plan
content; requirements for fixed facility owners and operators to inform officials
about extremely hazardous substances present at the facilities; and mechanisms
for making information about extremely hazardous substances available to
citizens.
Traffic Control Points - Places along evacuation routes that are staffed by
police to direct and control movement to and from the area being evacuated.
U
USAR - Urban Search and Rescue Response System
V
.
W
WMD - Weapons of Mass Destruction (See CBRNE)
X
Y
Z
.
114
. ~
~ DEN HILLS
MEMORANDUM
DATE: January 18, 2007 WORKSESSION 20
TO: Mayor and City Council
Michelle Wolfe, City Administrator . }'~J /
FROM: Karen Barton, Community Development Director 1\1-/ll1AJv/
SUBJECT: Comprehensive Plan Update
As you are aware, the Metropolitan Council requires cities to update their
comprehensive plans every 10 years. The city's last update was completed in
1998; therefore, our next update will be due in late 2008.
. Staff began the update process in late 2006 and will proceed with the update, in
earnest, in 2007, with an anticipated completion of the final draft in late 2007 jearly
2008. Because staff anticipated the need for a consultant to assist with the update
process, we included $401000 in the 2007 budget for the hiring of a consulting firm.
Additionally, as part of the TCAAP redevelopment process, the Met Council will
require an amendment to our comprehensive plan. Hoisington Koegler GrouPI Inc.
(HKGi) has been contracted by CRR to prepare the amendment for the TCAAP
redevelopment. City staff was included in the selection process and concurred with
the selection of HKGi as the master planning consultant.
Because of the timing of both the comprehensive plan amendment and the updatel
staff is recommending that a dual-track process would be the most efficient method
to complete both projects in a timely manner. Depending on the timing of the
TCAAP project, we may end up with two separate processes (and amendment and
the update), or we may end up combining both into one process. Since HKGi had
already been contracted by CRR to complete the amendment, and since they have
extensive experience in this area, staff believes it would be cost effective and
provide economies of scale for the City to contract with HKGi to assist with the
update.
Staff has met with HKGi and has requested they prepare a scope of services and
estimate to assist us with the preparation of the comprehensive plan update. We
. anticipate bringing a contract to Council in the next month for approval.
\ \Metro.inet.us\ardenhills\Planning\Community Development\Council Agenda Items\Ol-22-07 WORKSESSION
Comprehensive Plan Update Memo to Council.DOC