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Home My WebLink About3.a. Emergency Management Plan.r' a CITY OF ROSEMOUNT EXECUTIVE SUMMARY FOR DISCUSSION COMMITTEE OF THE WHOLE: APRIL 10, 2003 AGENDA: EMERGENCY MANAGEMENT PLAN AGENDA SECTION: UPDATES PREPARED BY: GARY KALSTABAKKEN, CHIEF OF POLICE AGENDA NO: 2 ATTACHMENTS: MEMORANDUM APPROVED BY: Attached is an update memorandum regarding the City's Emergency Management Plan. RECOMMENDED ACTION: There is no action requested. COUNCIL ACTION: Y �Vem a 4, MEMORANDUM TO: Mayor and Council Memb Administrator Verbrugge FROM: Gary Kalstabakken, Chief DATE: April 4, 2003 SUBJECT: Emergency Preparedness Plan The City's Emergency Operations Plan (EOP) was lasted updated in 1996. It is currently under extensive revision with the majority of work being completed by Lieutenant Dwayne Kuhns. Lt. Kuhns is certified by the state as an emergency manager. A draft of the rewritten document is planned to be presented to Council in May. After the revised EOP is adopted a tabletop exercise will be conducted with the City Council and staff to familiarize everyone with the plan and its implementation. Attached to the memorandum is a section of the Elected Officials Handbook on Emergency Management. This section explains the role of council members in the event of a local emergency or disaster. It is a good overview of your role. Also attached is a sample "Emergency Declaration." A declaration is needed to assist in some operational functions of handling the emergency and too assist Dakota County in requesting federal assistance by having a Presidential Disaster declared. The Citv's primary Emergency Operations Center is the Council Chambers. When it was built, extra telephone and computer network connections were installed to facilitate its use as an emergency center. A secondary EOC is located in the Briefing Room of the Police Department and would be used for lesser disasters. In the event that City Hall is damaged and part of the disaster area, Fire Station #1 is also an alternative EOC. Although the EOP needs updating, city staff is in position to adequately respond to emergencies. The windstorms of 1998 and storm/flooding of 2000 both brought significant damage to the community and were Presidentially Declared Disasters. As in any emergency response, there were some challenges and lessons learned from these incidents that will alter the response to future events. SECTION 8 CHIEF ELECTED OFFICIALS FUNCTION'S AND RESPONSIBILI LIES A local emergency or disaster is a stern test of a political jurisdiction's leadership. Chief elected officials, whether they be governor, county supervisor, county administrator, city mayor, or city manager, bear direct and ultimate responsibility for how well their jurisdiction responds to and recovers from an emergency or disaster. Emergency Management is the essence of that part of government's charter "to maintain law and order and provide for the protection of lives and property." The Integrated Emergency Management System and local emergency management offices and resources provide chief elected officials with the basis for undertaking their responsibilities in this area. The degree to which officials participate in and support these efforts will in large measure reflect the outcome of a jurisdiction's response to emergencies. BE INFORMED • Be familiar with local Emergency Operations Plan and procedures. • Receive initial assessment and updates on the incident type, magnitude, injuries /deaths, property damage, environmental damage, and economic impact. • Receive on -going status briefings from the. incident command site, internal /external resources committed, intemal/external resources required, and coordination with other officials and jurisdictions and the media. EXERCISE LEADERSHIP • During an emergency /disaster, exercise leadership and policy decision - making over the emergency response organization. • Maintain a personal log of all key information, factors weighed, and decisions reached. • Direct staff to assess and report on problems, resource shortfalls, policy needs and options. • Chair assessment meetings. Key questions to ask: Who is in charge? Where? Of what? Has there been proper vesting of authority? Is the continuity of government assured? What is the status of intergovernmental coordination? Availability of support from utilities, state agencies, private organizations? What options are open to deal with shortfalls? What financial issues are surfacing? What conditions /parameters should be followed in contacting outside public officials? Is there a need to place other personnel on alert? What is the status of EOC - should it be opened/ closed/relocated? Issue emergency declarations as needed. Ensure staff maintains logs of actions taken and financial commitments made. Maintain liaison with other elected officials. 15 TAKE CARE OF PERSONAL REQUIREMENTS • Tell family of destination and contact numbers. • Take medications, toiletries, and clothes as warranted by initial notification. • Take list of peers to contact for advice. • Remember that your role is policy- making, not operational. ESTABLISH LEGAL CONTACTS • Contact legal advisors and establish communications links. • Review legal responsibilities and authorities (emergency declarations, chain of succession, inter - governmental aid, social controls, price controls, and other restrictions). • Monitor equity of service based on needs and risks. • Review status of contracts with suppliers of emergency goods or services, as necessary. MAINTAIN POLITICAL A RARENESS • Recognize personal accountability for actions and decisions during an emergency. • Check provisions for other public officials (periodic updates; staff updates on politically sensitive issues such as life and property losses, service interruptions, etc.). • Establish and evaluate policy decisions throughout incident. • Confer with other elected officials when difficult issues arise. • Use elected officials to request assistance from public and private organizations if normal channels are not "responsive ". KEEP THE PUBLIC INFORMED • Ch plans to inform the public through the media. �� E11sure de slgnadoll of a single 1 1111Vllllat n-p lVer (a 0 A S conflicts 111 o wi c i a1 statements). • Ensure establishment of a media center, if needed. • Channel all releases first through EOC to ensure staff coordination and approval by CEO. • Ensure establishment of news media update and access policy as needed. 16 SECTION 13 LOCAL EMERGENCY DECLARATION (Example) WHEREAS the (city) (county) of , Minnesota, has sustained server losses of a major proportion, brought on by (description of emergency) on the date of WHEREAS (name of city /county) is a public entity within the State of Minnesota. WHEREAS the following conditions exist in (name of city /county as a result of the disaster. (Describe the conditions as they exist as a result of the disaster). NOW, THEREFORE, BE IT RESOLVED, that the (mayor /council) (chairperson/board) of (name of city /county), acting on behalf of and for the people of (name of city /county), declare(s) that a state of emergency exists within (name of city /county), with all the powers and responsibilities attending thereto as provided by Chapter 12, Minnesota Statute, and (name of city /county) (resolution) (ordinance), titled , dated 23