HomeMy WebLinkAboutItem 01 Emergency Management Program Update AGENDA ITEM SUMMARY Meeting Date: 5/20/2013
Meeting Type: Work Session
Staff Contact/Dept.: Ken Vogeney/DPW
Staff Phone No: 541-736-1026
Estimated Time: 30 minutes
S P R I N G F I E L D
C I T Y C O U N C I L
Council Goals: Strengthen Public Safety
by Leveraging
Partnerships and
Resources
ITEM TITLE: EMERGENCY MANAGEMENT PROGRAM UPDATE
ACTION
REQUESTED:
No action is required. This material is for information only.
ISSUE
STATEMENT:
On behalf of the City Council and City Manager, the inter-departmental Emergency
Management Committee (EMC) delivers Springfield’s Emergency Management
Program as described in Chapter 2.800 of the Municipal Code. This item will
provide the Council with an update on the recent and planned Program activities.
ATTACHMENTS: 1. Council Briefing Memorandum
2. Emergency Plan Structure
3. Council Roles FAQ
4. Emergency Management Definition, Vision, Mission, Principles
DISCUSSION/
FINANCIAL
IMPACT:
The Emergency Management Program (Program) and the EMC have undergone
several changes in the past year, while at the same time planning activity has
significantly increased. Prior to December 2012, responsibility for leading the
Program resided with the Fire & Life Safety Department. Through a combination
of factors including the Department merger with City of Eugene, General Fund
budget reductions, and retirement of the Deputy Chief who was tasked with the
Program, the City Manager agreed with the Fire Chief and the Development and
Public Works Director recommendation to transfer responsibility for the Program to
the Development and Public Works Department. Concurrently, the City Engineer’s
duties were modified to be half-time as City Engineer and half-time as the Interim
Emergency Management Program Manager.
Highlights of the Program activities are presented in Attachment 1.
Attachment 1 – Page 1 of 4
M E M O R A N D U M City of Springfield
Date: 5/7/2013
COUNCIL
BRIEFING
MEMORANDUM
To: Gino Grimaldi
From: Len Goodwin, Development and Public Works
Director
Ken Vogeney, Interim Emergency Management
Program Manager
Subject: EMERGENCY MANAGEMENT PROGRAM UPDATE
ISSUE: On behalf of the City Council and City Manager, the inter-departmental Emergency
Management Committee (EMC) delivers Springfield’s Emergency Management Program as
described in Chapter 2.800 of the Municipal Code. This item will provide the Council with an
update on the recent and planned Program activities.
COUNCIL GOALS/
MANDATE:
Strengthen Public Safety by Leveraging Partnerships and Resources
Springfield’s Emergency Management Program is the embodiment of this Council Goal. As
directed in the Municipal Code, the Program’s purpose is to protect persons and property
through planning, training, and coordination with all other public agencies and affected private
persons, corporations, and organizations.
BACKGROUND:
The past year has seen some significant changes to Springfield’s Emergency Management
Program:
Overall Program Activities:
• Program Lead Responsibility: In December 2012, the City Manager changed his
delegation of authority for the Emergency Management (EM) Program from the Fire &
Life Safety Department (FLS) to the Development & Public Works Department (DPW).
The primary reasons for this change were the retirement of a Deputy Fire Chief at the
end of FY11 and the merger of the Eugene and Springfield fire departments left FLS
without the staff resources to manage the EM Program at this time. City Engineer Ken
Vogeney has taken on the responsibility of overseeing the EM Program half time as the
City’s Interim Emergency Management Program Manager.
• Emergency Management Committee (EMC): The EMC is an interdepartmental staff
committee, along with Councilor Ralston as council liaison and a Community
Emergency Response Team (CERT) representative, which meets monthly to discuss EM
Program goals and objectives and work on issues. Some of the EMC's recent
accomplishments include:
o Updated the Committee Bylaws;
o New Program web page for the public:
http://www.springfield-or.gov/dpw/EmergencyManagement.htm
o Quarterly updates to the Executive Team;
o Guidance and direction on a new Emergency Management Plan being
developed in partnership with Eugene;
o Evaluating the materials and equipment needed to finish outfitting Springfield
Emergency Operations Center (EOC) located in the Justice Center;
o Reported City and EM Program capabilities for emergency response to the
county and state to maintain eligibility grant funding opportunities.
EMERGENCY MANAGEMENT PROGRAM UPDATE
Attachment 1 – Page 2 of 4
• CERT Program: The CERT Program provides training and coordination for
community volunteers who are interested in helping their communities during
emergencies. Currently, Eugene administers CERTs as joint program for both cities.
CERT leadership has expressed a desire for Springfield to have its own CERT Program.
In FY14, staff will evaluate the resource needed to meet this request to determine it is
feasible for Springfield to host its own CERT program. Examples of some of the CERT
activities in FY13 include National Night Out, Justice Center Open House, Lane County
Stand Down 2012, Disaster Preparedness Presentations at Springfield Library and other
venues, and Eugene Marathon.
• Grant Opportunities: Staff has been pursuing various grant opportunities to assist with
funding the EM Program
o FEMA 2012 Community Resilience Innovation Challenge Grant: “a new
funding opportunity to build local resilience, through a Whole Community
approach, in communities across America: the Community Resilience
Innovation Challenge”
Springfield’s Project Name: Using 3-D Visualization to Create an
Emergency Preparedness Communication Plan
Applied for a $35,000 grant in October, 2012
Grant awards have not been announced yet as they had over 2,200
applications
o Emergency Management Performance Grant (EMPG): The EMPG is a 50%
reimbursement grant administered by the state using federal funds. In 2012,
staff entered into discussions with Eugene in an attempt to secure some of these
funds to help support our EM Program. However, the state has adopted a new
grant allocation formula that will reduce Eugene’s grant amount as well as make
Springfield ineligible to apply directly (minimum city population of 85,000 is
needed), and Lane County is also not in a position to assist. Staff will continue
to monitor the state’s administration of the EMPG, and evaluate possible
legislative or other approaches, to see if we can receive some of these funds in
the future.
o National Preparedness Grant Program: The President’s proposed FY14 budget
consolidates all of the state and local preparedness grant programs (except
EMPG and fire grants) into one program – the National Preparedness Grant
Program (NPGP). No guidance is available yet from FEMA or the state about
how they will administer NPGP or whether Springfield will be eligible to apply
for anything, though we are watching closely.
• FY14 Program Budget Proposal: Often, eligibility for grant funds is predicated on a
City showing a commitment to Emergency Management by having dedicated staffing
with an adopted program budget. For FY14, the City Manager has agreed to include a
significant change for the EM Program in the DPW budget by providing half of the
funding for the City Engineer position in a separate budget program for Emergency
Management, as well as providing additional funds to support planning, training and
materials and equipment needs.
Planning Activities: Members of the EMC are actively involved in the following emergency
planning projects:
• Coordinated Emergency Management Plan with Eugene: Currently, Springfield’s
Emergency Management Plan (2007) uses Eugene’s Plan as a template and focuses on
emergency response. In the fall of 2012, Eugene staff asked if Springfield would be
EMERGENCY MANAGEMENT PROGRAM UPDATE
Attachment 1 – Page 3 of 4
interested in preparing a single Plan for both cities, and expand the scope of the Plan to
include the four primary phases of emergency management – preparedness, mitigation,
response, and recovery. Eugene’s motivation for a new plan is that to continue
receiving their EMPG funding, they need to submit a new plan to the state in 2014 that
follows new federal guidelines and includes the expanded scope. Staffs from both cities
formed a committee and have been meeting twice monthly since February, with the
work planned to continue through October. Attachment 2 is a chart showing the overall
structure of the new Emergency Management Plan.
• Hazard Vulnerability Assessments with Eugene: In 2009, Eugene and Springfield
jointly prepared and adopted the
Eugene/Springfield Multi-Jurisdictional Natural
Hazards Mitigation Plan (NHMP). To be eligible to receive federal funds following a
disaster, jurisdictions must have these plans and update them on a 5-year cycle. In
preparation for updating our NHMP in 2014, staff from Eugene and Springfield has
been developing a new Hazard Vulnerability Assessment Tool. Typically, vulnerability
assessments take a generalized look at the community’s vulnerability to a specific
hazard. This new Tool changes the focus of the assessments to attempt to identify the
vulnerabilities of various community sectors, such as water, energy, food, public health,
etc) to different hazard scenarios such as flood, wildfire, and earthquake. In addition,
the Tool looks at how a sector’s vulnerability may change in the event of a climate
change scenario. The results of these new assessments will be incorporated into the
updated NHMP to inform our mitigation efforts for the next 5-year cycle.
• Oregon Resilience Plan: In 2011, the Oregon Legislature directed the Oregon Seismic
Safety Policy Advisory Commission to evaluate the statewide vulnerabilities to a
Magnitude 9.0+ Cascadia Subduction Zone earthquake and makes recommendations to
improve the state’s resilience over the next 50 years. Springfield staff provided data to
several of the subcommittees that prepared this document, which was delivered to the
Legislature in February 2013 and can be viewed at these links:
o Executive Summary:
http://www.oregon.gov/OMD/OEM/osspac/docs/Oregon_Resilience_Plan_Exec
utive_Summary_Final.pdf
o Full Plan:
http://www.oregon.gov/OMD/OEM/osspac/docs/Oregon_Resilience_Plan_Final
.pdf
Training and Exercises:
• FY 13 Exercises: Springfield staff participated in several emergency management
exercises in FY 13, including:
o Earthquake (tabletop, November 2012)
o Winter Weather (tabletop, November 2012)
o Falcon Defender (full-scale, April 2013)
o Eugene Marathon (Command Post Activation, April 2013)
• FY 13 Training Opportunities: Springfield staff participated in several emergency
management exercises in FY 13, including:
o Oregon Emergency Management Association Annual Conference (September
2012)
o Social Media for Natural Disaster Response and Recovery (September 2012)
o Disaster Management for Water and Wastewater Utilities (November 2012)
o EOC Role in Community Cyber Security (May 2013)
o Facilities Unit Leader (Planned in June 2013)
o Several staff completed an assortment of online training courses
EMERGENCY MANAGEMENT PROGRAM UPDATE
Attachment 1 – Page 4 of 4
Coordination with others: In addition to the emergency planning activities being done in
cooperation with Eugene, Springfield staff are working on Emergency Management topics with
other community partners, such as participating on several Eugene/Springfield area standing
committees:
o Regional Information Officers (monthly)
o Lane Preparedness Coalition (LPC) and Steering Committee (monthly)
o Local Emergency Planning Committee (LEPC) (quarterly)
o Community Emergency Notification System (CENS) (quarterly)
o TEAM Springfield Emergency Managers (new effort – goal is monthly)
FY14 Work Plan Highlights: The following items are the major work plan items for the EMC
for 2014:
• Finish outfitting Springfield’s Emergency Operations Center (EOC), located in the
Springfield Justice Center.
• Receive position-specific training for key staff positions in the EOC (Note: the state is
sponsoring training for eight different positions between October 2013 and June 2014).
• Complete the Emergency Management Plan project with Eugene.
• Complete the Hazard Vulnerability Assessments with Eugene and initiate the NHMP
update project.
• Evaluate Springfield’s ability to sponsor its own CERT Program separate from Eugene.
• Participate in other training, conferences, and exercises as opportunities become
available.
• Continue to seek grants or other funding opportunities to help support the EM Program.
• As time allows, develop a Continuity of Operations/Continuity of Government
(COOP/COG) Plan for the city organization.
Council Role in Emergency Management: Several Councilors have asked about their role in
an emergency, including how they will be notified, where they are supposed to go, and what
they are supposed to do. Attachment 3 is a list of frequently asked questions and responses from
staff based upon the current Municipal Code and Emergency Management Plan. After the new
Plan being developed with Eugene is completed, staff plans on having various training and
exercise activities to train Council and employees on their roles and responsibilities related to
Emergency Management.
RECOMMENDED ACTION: This work session is intended for information only. No action
is requested at this time.
ESF 1
TRANSPORTATION
INTRODUCTION
SITUATION AND ASSUMPTIONSEMERGENCY
MANAGEMENT PROGRAM
CONCEPT OF OPERATIONSEMERGENCY
OPERATIONS CENTER
ESF 2
COMMUNICATIONESF 3
PUBLIC WORKS/ENGINEERINGESF 4
FIREFIGHTING
ESF 8
PUBLIC HEALTHESF 9
SEARCH AND RESCUEESF 10
HAZARDOUS MATERIAL
ESF 12
ENERGY AND UTILITIESESF 13
PUBLIC SAFETYESF 14
LONG TERM RECOVERYESF 15
PUBLIC
INFORMATION
AND EXTERNAL AFFAIRS
CONTINUITY OF OPERATIONSAUTHORITY
RECOVERY
RESPONSE
SUPPORT ANNEXES
DISASTER RISK REDUCTION
ESF 5
EMERGENCY
MANAGEMENT
ESF 16
MASS FATALITY MANAGEMENTESF 17
VOLUNTEER AND DONATIONESF 18
ANIMAL AND
AGRICULTUREESF 19
CONTINUITY OF GOVERNMENTESF 20
BUSINESS AND ECONOMIC
STABILIZATION
EMPLOYEE SERVICES
FINANCIAL
MANAGEMENTCOMMUNITY
COORDINATIONDEBRIS
MANAGEMENT
CATASTROPHIC INCIDENT
CYBER ATTACKFOOD, WATER, AGRICULTUREHAZARDOUS MATERIAL (CBRNE)
TERRORISM
DAMAGE
ASSESSMENTMASS
EVACUATION
INFECTIOUS DISEASES
PLAN
MAINTENANCE
SCOPE AND STRATEGIESWHOLE
COMMUNITY APPROACH
COMMUNITY PROFILE
HAZARD
ANALYSISHAZARD
ASSESSMENT
VULNERABILITY AND RISK
ASSESSMENTCLIMATE
CHANGE AND RESILIENCE
PREPAREDNESS STRATEGIES
MITIGATION STRATEGIES
LEVELS OF RESPONSERESPONSE
OPERATIONS
JURISDICTIONAL COORDINATION
EOC ACTIVATIONDIRECTION AND CONTROL
RESPONSE ROLESNOTIFICATION AND
MOBILIZATIONEOC AND ICP
COORDINATIONRAPID DAMAGE ASSESSMENT
OPERATION
ORGANIZATIONINITIAL
RECOVERY EXTENDED RECOVERY
LONG TERM DAMAGE
ASSESSMENTLONG TERM DEBRIS
MANAGEMENTDISASTER
ASSISTANCE
PROCUREMENT
AND CONTRACTSRECOVERY
REIMBURSEMENTLONG TERM
CONCEPT OF OPERATIONS
RAPID DEBRIS ASSESSMENTRESOURCE
MANAGEMENTTRANSITION
FROM RESPONSE/RECOVERY
CRITICAL
INFRASTRUCTURE
ESF 6
MASS CARE,
HOUSING, AND
HUMAN SERVICESESF 7
RESOURCE
MANAGEMENT
ESF 11
FOOD AND WATEREMERGENCY SUPPORT
FUNCTION
INCIDENT ANNEX
BASIC PLAN
FUEL
MANAGEMENT
2014
EMERGENCY PLAN STRUCTURE
Updated 05/03/2013Attachment 2 - Page 1 of 1
5/7/13 Attachment 3 – Page 1 of 1
Emergency Management
What is the Council’s Role in an Emergency?
Q: How will I be notified that there is an emergency?
A: Gino or Jeff (or the EOC Incident Commander if they are not available) will contact the
Council and instruct them on where and when they are to report.
There are also public emergency notification systems in place, such as the CENS System,
AlertMe, and television and radio broadcasts over the Emergency Alert System.
Q: Where should I go?
A: If safe where you are, and not ordered to evacuate, then stay where you are until notified
where to report.
Q: How long will I have to be at the location where I’m told to report?
A: Depends on the incident. Recommend that you keep an emergency kit in your car in case
you have to be there overnight or even several days.
Q: What will I be doing?
A: Section 6.8.1 of the City’s Emergency Management Plan describes the Council’s roles
and responsibilities:
“6.8.1 Mayor and City Council
• Convene City Council for emergency session(s) [Mayor];
• Assist in communication and coordination efforts with elected officials of other
governmental entities [Mayor];
• Coordinate emergency public information with CMO staff and PIO;
• Be available to address the community, and act as a conduit, within their respective
wards or evacuation centers, to disseminate information during the course of a disaster
event;
• Meet, as needed, to provide policy direction and enact ordinances that reduce the impact
to citizens. Examples include flood plain ordinances, land use and development codes,
and anti-price-gouging ordinances; and
• Determine funding levels through the budget for emergency mitigation, planning,
response, and recovery activities.”
Q: What is the legal authority for an Emergency Management Program in Springfield?
A: Municipal Code Chapter 2.800 describes the Council’s role, the responsibilities and
authorities granted to the City Manager in the capacity of Director of Emergency
Services, and establishes the City’s Program.
Q: Where can I get more information about preparing my family and myself?
A: See our new Emergency Management webpage at:
http://www.springfield-or.gov/dpw/EmergencyManagement.htm
Emergency Management
Defnition, Vision, Mission, Principles
Defnition
Emergency management is the managerial function charged with creating the framework
within which communities reduce vulnerability to hazards and cope with disasters.
Vision
Emergency management seeks to promote safer, less vulnerable communities with the
capacity to cope with hazards and disasters.
Mission
Emergency Management protects communities by coordinating and integrating all activi-
ties necessary to build, sustain, and improve the capability to mitigate against, prepare for,
respond to, and recover from threatened or actual natural disasters, acts of terrorism, or
other man-made disasters.
Principles
Emergency Management must be:
1. Comprehensive — emergency managers consider and take into account all hazards,
all phases, all stakeholders and all impacts relevant to disasters.
2. Progressive — emergency managers anticipate future disasters and take preventive
and preparatory measures to build disaster-resistant and disaster-resilient communities.
3. Risk-Driven — emergency managers use sound risk management principles (hazard
identifcation, risk analysis, and impact analysis) in assigning priorities and resources.
4. Integrated — emergency managers ensure unity of efort among all levels of govern-
ment and all elements of a community.
5. Collaborative — emergency managers create and sustain broad and sincere
relationships among individuals and organizations to encourage trust, advocate a
team atmosphere, build consensus, and facilitate communication.
6. Coordinated — emergency managers synchronize the activities of all relevant
stakeholders to achieve a common purpose.
7. Flexible — emergency managers use creative and innovative approaches in solving
disaster challenges.
8. Professional — emergency managers value a science and knowledge-based approach
based on education, training, experience, ethical practice, public stewardship and
continuous improvement.
Attachment 4