cp02-13-24HUTCHINSON CITY COUNCIL
MEETING AGENDA
TUESDAY, FEBRUARY 13, 2024
CITY CENTER — COUNCIL CHAMBERS
('The City Council is provided background information for agenda items in advance by city staff, committees and boards. Many
decisions regarding agenda items are based upon this information as well as: City policy and practices, inputfrom constituents,
and other questions or information that has not yet been presented or discussed regarding an agenda item)
1. CALL MEETING TO ORDER — 5:30 P.M.
(a) Approve the Council agenda and any agenda additions and/or corrections
2. INVOCATION — The River Church
(The invocation is a voluntary expression of theprivate citizen, to and for the City Council, and is not intended to affiliate the
City Council with, or express the City Council's preference for, any religious/spiritual organization. The views or beliefs
expressed by the invocation speaker have not been previously reviewed or approved by the Council or staff)
3. PLEDGE OF ALLEGIANCE
4. RECOGNITION OF GIFTS, DONATIONS AND COMMUNITY SERVICE TO THE CITY
(a) Resolution No. 15691 — Resolution Accepting $50.00 Donation from Lemoine & Lois Grams to
the Hutchinson Police Department Towards the Law Enforcement Memorial Park
(b) Resolution No. 15692 — Resolution Accepting $2000.00 Donation from Village Ranch for
Fireman's Park Project
PUBLIC COMMENTS
(]his is an opportunity or members of the public to address the City Council. If the topic you would like to discuss is on the
agenda, please ask the Mayor if he will be acceptingpublic comments during the agenda item if not a public hearing. Ifyou have
a question, concern or comment, please ask to be recognized by the mayor —state your name and address for the record. Please
keep comments under 5 minutes. Individuals wishing to speakfor more than five minutes should ask to be included on the agenda
in advance of the meeting. All comments are appreciated, butplease refrain from personal or derogatory attacks on individuals)
5. CITIZENS ADDRESSING THE CITY COUNCIL
6. APPROVAL OF MINUTES
(a) Regular Meeting of January 23, 2024
CONSENT AGENDA
(The items listedJor consi eration will be enacted by one motion unless the Mayor, a member of the City Council or
a city staff member requests an item to be removed. Traditionally items are not discussed)
7. APPROVAL OF CONSENT AGENDA
(a) Consideration for Approval of Renewing Wine/Strong Beer License to Hutchinson Huskies Baseball
Association
(b) Consideration for Approval of Issuing Temporary Liquor License to Hutchinson Jaycees on March
9, 2024, at McLeod County Fairgrounds
(c) Consideration for Approval of Updating Cash Register Area at Liquor Hutch
CITY COUNCIL AGENDA —February 13, 2024
(d) Consideration for Approval of Purchasing Public Works Equipment (Plow Truck, Sign Truck
With Crane, Vactor Truck)
(e) Consideration for Approval of 2024 City of Hutchinson Emergency Operations Plan
(f) Consideration for Approval of Resolution No. 15655 — Resolution to Appropriate Unclaimed
Property to Hutchinson Police Services Use
(g) Consideration for Approval of Resolution No. 15690 — Resolution Reversing Alley 940 One
Way Traffic
(h) Consideration for Approval of Resolution No. 15693 — Resolution to Approve the State of
Minnesota Joint Powers Agreements with the City of Hutchinson on Behalf of its Police
Department Regarding the Minnesota Internet Crimes Against Children Task Force
(i) Consideration for Approval of Engineering Services Agreement with Nero Engineering
(Dewatering Project)
0) Claims, Appropriations and Contract Payments
PUBLIC HEARINGS — 6:00 P.M. - NONE
COMMUNICATIONS REQUESTS AND PETITIONS
(The purpose o this portion oJ the agenda is to provide the CounciTwith information necessary to craft wise policy.
Includes items like monthly or annual reports and communications from other entities)
8. FIRE DEPARTMENT YEAR END REPORT
UNFINISHED BUSINESS
NEW BUSINESS
9. APPROVE/DENY SETTING SPECIAL WORKSHOP MEETING DATES ON STRATEGIC
PLANNING SESSIONS
GOVERNANCE
(The purpose of this portion of the agenda is to deal with organizational development issues, includingpolicies,
performances, and other matters that manage the logistics of the organization. May include monitoring reports,
policy development and governance process items)
10. MINUTES/REPORTS FROM COMMITTEES, BOARDS OR COMMISSIONS
�a) Motor Vehicle Department 2023 Recap
b) Hutchinson Housing & Redevelopment Authority Board Minutes from December 19, 2023
MISCELLANEOUS
2
CITY COUNCIL AGENDA -- February 13, 2024
11 _ STAFF UPDATES
12. COUNCIUMAYOR UPDATE
13. CLOSED SESSION PURSUANT TO MINNESOTA STATUTE § 13D.05, Suhd. 3(c) TO
DISCUSS SALE OF REAL PROPERTY LOCATED AT 1025 HWY 15 SOUTH
ADJOURNMENT
3
CITY OF HUTCHINSON
RESOLUTION NO. 15691
RESOLUTION ACCEPTING DONATION
WHEREAS, the City of Hutchinson is generally authorized to accept donations of real and
personal property pursuant to Minnesota Statutes Section 465.03 for the benefit of its citizens,
and is specifically authorized to accept gifts and bequests for the benefit of recreational services
pursuant to Minnesota Statutes Section 471.17; and
WHEREAS, the following persons or entities have offered to contribute the cash amounts
set forth below to the city:
Name of Donor Amount Donation Date
Lemoine & Lois Grams $50.00 1/24/2024
WHEREAS, such a donation has been contributed to the City of Hutchinson Police
Department towards the Law Enforcement Memorial Park fund.
WHEREAS, the City Council finds that it is appropriate to accept the donation offered.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
HUTCHINSON, MINNESOTA, AS FOLLOWS:
THAT, the donation described above is hereby accepted by the City of Hutchinson.
Adopted by the City Council this 13th day of February 2024.
ATTESTED:
Matthew Jaunich
City Administrator
APPROVED:
Gary T. Forcier
Mayor
CITY OF HUTCHINSON
RESOLUTION NO. 15692
RESOLUTION ACCEPTING DONATION
WHEREAS, the City of Hutchinson is generally authorized to accept donations of real and
personal property pursuant to Minnesota Statutes Section 465.03 for the benefit of its citizens,
and is specifically authorized to accept gifts and bequests for the benefit of recreational services
pursuant to Minnesota Statutes Section 471.17; and
WHEREAS, the following persons or entities have offered to contribute the cash amounts
set forth below to the city:
Name of Donor Amount Donation Date
Village Ranch Inc. $2,000.00 1/18/2024
WHEREAS, such a donation has been contributed to the City of Hutchinson Fire
Department towards the Fireman's Park project.
WHEREAS, the City Council finds that it is appropriate to accept the donation offered.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
HUTCHINSON, MINNESOTA, AS FOLLOWS:
THAT, the donation described above is hereby accepted by the City of Hutchinson.
Adopted by the City Council this 13th day of February 2024.
ATTESTED:
Matthew Jaunich
City Administrator
APPROVED:
Gary T. Forcier
Mayor
HUTCHINSON CITY COUNCIL
MEETING MINUTES
TUESDAY, JANUARY 23, 2024
CITY CENTER — COUNCIL CHAMBERS
(The City Council is provided background information for agenda items in advance by city staff, committees and boards. Many
decisions regarding agenda items are based upon this information as well as: Ci y polic and practices, input from constituents,
and other questions or Information that has not yet been presented or discussedregarding an agenda item)
1. CALL MEETING TO ORDER — 5:30 P.M.
Mayor Gary Forcier called the meeting to order. Members present were Tim Burley, Pat May, Dave
Sebesta and Chad Czmowski. Others present were Matt Jaunich, City Administrator and MarcSebora,
City Attorney.
(a) Approve the Council agenda and any agenda additions and/or corrections
Matt Jaunich, City Administrator, noted that a Resolution appointing election judgges for the
Presidential Nomination Primary election needs to be added to the agenda. This will be added as
Item 11.5.
Motion by Czmowski, second by Sebesta, to approve agenda with the additional item noted. Motion
carried unanimously.
2. INVOCATION — Hunter's Ridge Community Church
(The invocation is a voluntaryexpresslon of theprivate citizen, to and for the City Council, and isnotintended to affiliate the
City Council with, or express the City Council s preference for, any religious/spiritual organization. The views or beliefs
expressed by the invocation speaker have not been previously reviewed or approved by the Council or staff)
PLEDGE OF ALLEGIANCE
4. RECOGNITION OF GIFTS, DONATIONS AND COMMUNITY SERVICE TO THE CITY
(a) Resolution No. 15685 — Resolution Accepting $100.00 Donation from Russell & Lorraine
Erickson to the Hutchinson Police Department Towards the Law Enforcement Memorial Park
Motion by Czmowski, second by May, to approve Resolution No. 15685. Motion carried
unanimously.
(b) Resolution No. 15686 — Resolution Accepting $3138.80 Donation from I.J. Burich Family
Foundation to the Hutchinson Police Department Towards the Paraclete OMEGA Plates for
Officers' Body Armor
Motion by Czmowski, second by Burley, to approve Resolution No. 15686. Motion carried
unanimously.
PUBLIC COMMENTS
is is an opportunity for members of the public to address the City Council. If the topic you would like to discuss is on the
agenda, please ask the Mayor ifhe will be acceppting public comments during the agenda Item ifnot a public hearing. If you have
a question, concern or comment, please ask to be recognized by the mayor - state yourname and address for the record. Please
keep comments under 5 minutes. Individuals wishing to speak for more than five minutes should ask to be included on the agenda
in advance of the meeting All comments are appreciated, but please refrain from personal or derogatoryattacks on individuals)
5. CITIZENS ADDRESSING THE CITY COUNCIL
6. APPROVAL OF MINUTES
(a) Regular Meeting of January 9, 2024
(b) Summary of City Administrator Performance Review of January 9, 2024
CITY COUNCIL MINUTES - January 23, 2024
Motion by Czmowski, second by Sebesta, to approve the minutes as presented. Motion carried
unanimously.
CONSENT AGENDA
(Tbe items listed for consideration will be enacted by one motion unless the Mayor, a member of the City Council or
a city staff member requests an item to be removed. Traditionally items are not discussed)
APPROVAL OF CONSENT AGENDA I
(a) Consideration for Approval of Issuing Short -Term Gambling License to Crow River Cutters on
February 10, 2024, at McLeod County Fairgrounds
(b) Consideration for Approval of Issuing Temporary Liquor License to McLeod County Agriculture
Association on February 24, 2024, at -McLeod County Fairgrounds
(c) Consideration for Approval of Issuing Short -Term Gambling License to Gopher Campfire Sanctuary
on May 15, 2024
(d) Consideration for Approval of Resolution No. 15687 - Authorization to Apply for
Redevelopment Grant from the Minnesota Department of Employment and Economic
Development for the Jorgenson Hotel Site
(e) Consideration for Approval of Resolution No. 15688 - Commitment to Provide Local Match and
Authorizing Contract Signature on Behalf of Jorgenson Hotel Project
(f) Consideration for Approval of Purchasing Topography Surveying and Global Positioning
System Equipment
(g) Claims, Appropriations and Contract Payments - Register A
Motion by May, second by Sebesta, to approve Consent Agenda I. Motion carried unanimously.
8. APPROVAL OF CONSENT AGENDA II
(a) Claims, Appropriations and Contract Payments - Register B
Motion by Czmowski, second by May, with Forcier abstaining, to approve Consent Agenda II.
Motion carried unanimously.
PUBLIC HEARINGS - 6:00 P.M. - NONE
purpose o Is portion o t e agen a Is to prove e e ounce ulth information necessary to craft wise policy.
!des items like monthly or annual reports and communications from other entities.)
UNFINISHED BUSINESS
CITY COUNCIL MINUTES - January 23, 2024
9. APPROVE/DENY SECOND READING AND ADOPTION OF ORDINANCE NO. 24-846 — AN
ORDINANCE AUTHORIZING SALE OF MUNICIPALLY -OWNED LAND TO HDC
PROPERTIES LLC
Matt Jaunich, City Administrator, noted that this ordinance officially authorizes the sale of the old
police facility property on Franklin Street to HDC Properties LLC.
Motion by May, second by Czmowski, to approve Ordinance No. 24-846. Motion carried
unanimously.
NEW BUSINESS
10. APPROVE/DENY ADOPTING LEGISLATIVE PRIORITIES FOR 2024
Matt Jaunich, City Administrator, noted that with the 2024 state legislative session beginning next
month he requested that the Council consider adopting a set of legislative priorities as rt has done in
previous yyears. This would be a document that would be used to communicate the City's legislative
concerns/issues both to the public and to local legislators.
Motion by Czmowski, second by Sebesta, to adopt legislative priorities for 2024. Motion carried
unanimously.
11. DISCUSSION ON STRATEGIC PLANNING SESSIONS FOR 2024
Matt Jaunich, City Administrator, presented before the Council. Mr. Jaunich explained that City
staff and the Council held a strategic planning session in July 2023 and from that discussion an
update to the City's Ends Statements document took place. Since then, discussions have been held
about the need for more strategic planning sessions with an emphasis on projects as we head into the
new year. Mr. Jaunich proposed a series of discussions in 2024 focused on the City's core values
and the establishment of a new five-year strategic plan. Mr. Jaunich proposed a schedule for the
Council to consider which basically sets the second Council meeting date of each month beginning
in February to have a planning session on the core values: Housing, Health & Recreation and the
Environment, Economic Development, Transportation, Public Safety, Good Government and then a
session to develop the plan and a session to finalize the plan. These sessions are being proposed to
begin prior to the Council meetings at 3:45 p.m. Mr. Jaunich asked for Council feedback and if the
Council is comfortable with the proposed schedule he will have it on the next agenda to formally set
the dates and times for the strategic planning sessions. All Council Members voiced they were in
favor of the proposed schedule and outline.
11.5 APPROVE/DENY RESOLUTION NO. 15689 — APPOINTING JUDGES FOR THE 2024
PRESIDENTIAL NOMINATION PRIMARY ELECTION
Melissa Starke, City Clerk, explained that state law requires cities to appoint election judges at least
25 days prior to an election. With the Presidential Nomination Primary election being held March 5,
2024, the Council will need to appoint the judges at tonight's meeting to meet the statutory
requirement.
3
CITY COUNCIL MINUTES-1afluary 23, 2024
Motion by May, second by Czmowski, to approve Resolution No. 15689.
GOVERNANCE
e purpose o this portion of the agenda is to deal with organizational development issues, including policies,
performances, and other matters that manage the logistics of the organization. May include monitoring reports,
policy development and governance process items.)
12. MINUTES/REPORTS FROM COMMITTEES, BOARDS OR COMMISSIONS
(a) Public Arts Commission Minutes from September 13, October 11 and November 8, 2023
MISCELLANEOUS
13. STAFF UPDATES
Matt Jaunich - Mr. Jaunich noted that the annual fire district meeting is February 1, 2624, at 6:36 p.m.
14. COUNCILIMAYOR UPDATE
Council Members provided updates on the boards/commissions they serve on such as the Library
Board, Mid Minnesota Development Commission, HRA Board and Airport Commission.
ADJOURNMENT
Motion by Czmowski, second by May, to adjourn at 6:05 p.m. Motion carried unanimously.
To:
Mayor and City Council
From:
Stephanie Nelson, Legal Technician
Date:
February 13, 2024
Subject:
License Renewals for 2024
The following establishment has applied for Wine/Strong Beer Renewal. The appropriate
paperwork has been submitted. Please approve the following license:
Hutchinson Huskies Baseball
HUTCHINSON CITY COUNCIL
HUTCHINSON Request for Board Action
A CITY ON PURPOSE
Agenda Item: Temporary Liquor License - Hutchinson Jaycees
Department: Administration
LICENSE SECTION
Meeting Date: 2/13/2024
Application Complete Yes
Contact: Melissa Starke
Agenda Item Type:
Presenter: Melissa Starke
Reviewed by Staff [E
Consent Agenda
Time Requested (Minutes):
License Contingency NIA
Attachments: Yes
BACKGROUND/EXPLANATION OFAGENDA ITEM:
The Hutchinson Jaycees have submitted a temporary liquor license to dispense liquor at an event being held at the
McLeod County Fairgrounds on March 9, 2024. The Hutchinson Jaycees are a nonprofit organization and meet the
requirements for a temporary liquor license.
BOARD ACTION REQUESTED:
Approve issuing temporary liquor license to Hutchinson Jaycees on March 9, 2024, at McLeod County Fairgrounds
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source:
Remaining Cost: $ 0.00 Funding Source:
>�
F
MLN NeS YA DEPARTMENT OF PUBLIC SAFE7Y
Name of organization
Hutchinson Jaycees
Minnesota Department of Public Safety
Alcohol and Gambling Enforcement Division
445 Minnesota Street, Suite 222, St. Paul, MN 55101
651-201-7500 Fax 651-297-5259 TTY 651-282-6555
APPLICATION AND PERMIT FOR A 1 DAY
TO 4 DAY TEMPORARY ON -SALE LIQUOR LICENSE
Date organized Tax exempt number
01/18/2019 41-1430060
Address
City State Zip Code
PO Box 624
lHutchinson Minnesota
55350
Name of person making application
Business phone Home phone
Chris Jensen
320-226-8517
Date(s) of event
Type of organization
March 9, 2024
❑ Club ❑ Charitable ❑ Religious ❑X Other non-profit
Organization officer's name
City State Zip Code
Kati Klitzke
lHutchinson Minnesota 155350
Organization officer's name
City State Zip Code
Minnesota
Organization officer's name
City State Zip Code
Minnesota
Organization officer's name
City State Zip Code
r
�— —
i Minnesota
Location where permit will be used. If an outdoor area, describe.
McLeod County Fairgrounds, 729 Century Ave SW, Hutchinson, MN 55350 - Commercial Building
If the applicant will contract for intoxicating liquor service give the name and address of the liquor license providing the service.
Hutchinson Jaycee members will be providing bartending services. Several members are TIPS certified and will be supervising.
If the applicant will carry liquor liability insurance please provide the carrier's name and amount of coverage.
We intend to utilize insurance obtainable through JCI Minnesota - our local chapter's state organization.
APPROVAL
APPLICATION MUST BE APPROVED BY CITY OR COUNTY BEFORE SUBMITTING TO ALCOHOL AND GAMBLING ENFORCEMENT
n
C y o�r County approving the license
Fee Amount
-t--�Ly
Date Fee Paid
Date Approved
Permit Date
City or County E-mail Address
City or County Phone Number
Signature City Clerk or County Official Approved Director Alcohol and Gambling Enforcement
CLERKS NOTICE; Submit this form to Alcohol and Gambling Enforcement Division 30 days prior to event.
ONE SUBMISSION PER EMAIL, APPLICATION ONLY.
PLEASE PROVIDE A VALID E-MAIL ADDRESS FOR THE CITY/COUNTY AS ALLTEMPORARY PERMIT APPROVALS WILL BE SENT
BACK VIA EMAIL. E-MAIL THE APPLICATION SIGNED BY CITY/COUNTY TO AGE.TEMPORARYAPPLICATIONC)5TATE.MN.U5
Fa
s: HUTCHINSON CITY COUNCIL
HUTCH [ NSON Request for Board Action
A CITY ON PURPOSE.
Update to Cash Register Area at Liquor Hutch
Agenda Item:
Department: Liquor
LICENSE SECTION
Meeting Date: 2/6/2024
Application Complete N/A
Contact: Candice Woods
Agenda Item Type:
Presenter:
Reviewed by Staff 21
Consent Agenda
Time Requested (Minutes):
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OFAGENDA ITEM:
The counters and cabinets surrounding the cash registers at Liquor Hutch are in need of an
update. This high traffic area was last updated in 2006 and is showing much wear and tear.
Three bids were received with the lowest bid from Sean's Cabinetry, LLC from Cokato MN at a
cost of $66,218.00. Comparison of the two lowest bids attached.
BOARD ACTION REQUESTED:
Fiscal Impact: $ 66,218.00 Funding Source: Liquor Fund
FTE Impact: Budget Change: No
Included in current budget: Yes
PROJECT SECTION:
Total Project Cost: $ 66,218.00
Total City Cost: $ 66,218.00 Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
Sean's
Cabinetry
Stan Morgan
Difference
Cashier Counters (2) wJ Back Counters
Add: LED light strips at Back Counters
$41,972
$0
$36,090
$5,882
$2,500
-$2,500
Add: Slotwall wlextrusion at Cashier Counters
and on back pgnel of back counters
$0
$14,600
$4 040
44 040
Countertops
$15,910
41,310
Tearout, Delivery & Installation
Totals before Sales Tax
$9,W
$9,415
$231
$66,218
$67,955
-$1,737
Electrical Work not included
Sean's Cabinetry quote includes items listed as "Add" on Stan Morgan quote.
Sean's Cabinetry, LLC
PO Box 84
Cokato, MN 55321
Phone (320) 469-3280
Liquor Hutch
JJ Verhey
245 Washington Ave, E
Hutchinson, MN 55350
Four checkout lane cabinetry
and two display wall cabinetry
As per specifications discussed on 8/30/23
-68.0 LF of Base
-8 Drawers
-Flush back and side panels around all segments
-4 three -sided register partition wraps
-18.0 LF of Upper cabs
-4 Slat Walls with metal inset tracks on back side of each register,
not including any display hooks
-2 Fixed clear glass panels on outsides of tall centers
-2 Lockable clear glass doors on insides of tall centers
-4 Adjustable clear glass shelves in each tall centers
-Handles on all doors and drawers
-Pre-drill most holes in vertical and horizontal panels to make cable
pathways, and insert cable plug rings
NOT Included:
-Electrical - disconnect or reconnect of any electrical power or
computer systems, and not any cabinet lighting. Planning and
coordination can be made with electrician, with some
accommodations available
-Flooring - Every attempt will be made to cover or slightly expand
existing footprint, but no alterations will be made by Sean's to the
flooring or finish.
-Installation of any new tile toekick
-Wall painting or touchup
We look forward to working with you!
For questions regarding estimate, please contact
Zach at 952-237-2606 or zach@seanscabinetry.com
Total
For scheduling questions please contact
Jayce at 952-237-2449 or jayce@seanscabinetry.com
***Due to unforeseen price
fluctuations, material costs Signature of Acceptance
Estimate
Date Estimate #
•
41,972.00 41,972.00
Date
are subject to change Signature and 50% non refunable deposit required in order to proceed.
without notice***
Page 1
Sean's Cabinetry, LLC
PO Box 84
Cokato, MN 55321
Phone (320) 469-3280
Liquor Hutch
JJ Verhey
245 Washington Ave, E
Hutchinson, MN 55350
Cabinet specifications
Room name: Checkout registers and display walls
Finish type: Wilsonart Plastic Laminate
Finish color: Wilsonart Wild Cherry, 7054-60
Except slat wall segments in black. (These can also be done in
Wild Cherry, if preferred.)
Construction: Full access
Drawer box: Dovetail
Drawer bottoms: 1/4" ply rotatable grain (std.)
Interior material: White melamine where fully enclosed. All open
shelves and normally visible surfaces to be Wild Cherry
Drawer box wood species: 5/8" Solid maple
Drawer pulls: Berenson, Hearthstone, Brushed Polished Nickel or
Black
Drawer pull locations: Standard
Drawer slides: Blum Soft close full extension
Hinges: Blum soft close, 110 degree opening
Door overlay: Full
Door style: Flat Slab
Door material: Laminated particle board, with matching
edgebanding
Drawer fronts: Match doors
End and back panels: Flat
Base shoe: None. We will only install toekick bases_ Another will
install tile shoe
Crown: N/A
Light valance: N/A
We look forward to working with you!
For questions regarding estimate, please contact
Zach at 952-237-2606 or zach@seanscabinetry.com
Total
For scheduling questions please contact
Jayce at 952-237-2449 or jayce@seanscabinetry.com
***Due to unforeseen price
fluctuations, material costs Signature of Acceptance
12/19/2023
0.00
Date
are subject to change Signature and 50% non rcfunable deposit required in order to proceed.
without notice***
Estimate
3078
0.00
Page 2
Sean's Cabinetry, LLC
PO Box 84
Coka,to, MN 55321
Phone (320) 469-3280
Liquor Hutch
A Verhey
245 Washington Ave, E
Hutchinson, MN 55350
Tearout, Delivery and Installation of your Custom Cabinetry
Note: Sean's Cabinetry charges applicable sales tax to all orders
that are not installed through us.
-Tearout of existing countertops, registers and towers, after removal .
and disconnect of all electrical and computer systems by other.
This project will be done in two phases, on two different days, to
maintain full checkout capacity during the entire scope of the
project, as much as that depends on us.
Hanstone Quartz countertops
Countertop thickness: STD 3CM
Color. Level 2
Edge Profile: Square, eased top and bottom edges
Backsplash: None
Price includes tearout and removal of old concrete tops, and
delivery and install of all new tops in two phases
We look forward to working with you!
For questions regarding estimate, please contact
Zach at 952-237-2606 or zach@seanscabinetry.com
Total
For scheduling questions please contact
Jayce at 952-237-2449 or jayce@seanscabinetry.com
***Due to unforeseen price
fluctuations, material costs Signature of Acceptance
Estimate
J_ FEstimate #
12/19/2023 3078
9,646.00 9,646.00
14,600.00 14,600.00
Date
are subject to change Signature and 50% non refunable deposit required in order to proceed.
without notice***
$66,218.00
Page 3
December 5rh, 2023
The Liquor Hutch
Dear Candice,
STRN MORGRN
A N n A S S 0 r. I A T F G
Stan Morgan and Associates is pleased to quote the following equipment and fixtures for the Liquor Hutch.
Wood / Laminate Counter Package:
Cashier Counter: Per Drawing (+/- 28'(")
$13,370.00
Counter as per drawing with melamine interior, high pressure laminate exterior, two colors,
Quantky: x2
edge banding throughout, (4) drawers, doors, locks, (4) door vent grommets finished back/end panels,
$26,740.00
4" black finished toe kick. (1) 36" display cabinet in center.
Add for. Livingstone Solid Surface Countertops at Cashier Counter
$6,010.00
Quantky x2
$12,020.00
Back Counter: Per Drawing (+/- 9'0")
$4,675.00
Counter as per drawing with melamine interior, high pressure laminate exterior, two colors,
Quantity: x2
edge banding throughout, Doors below, locks, open shelves above, black finished toe kick,
$9,350.00
Plam interior at open upper shelves.
Add for Livingstone Solid Surface Countertops at Back Counter
$1,945.00
Quantity.______AZ
$3,890.00
Add for. (12) LED Light Strips with Extrusion at Back Counters $2,500.00
Add for. Slotwofl w/extrusion at cashier counters and on back panel of the hack counters. $4,040.00
Demo & Removal of Existing Cabinets: $3,895.00
Labor to Demo and put In dumpster.
Any variation from below may incur extra cost:
Large 40yd dumpster provided by customer and placed near the door
Store is dosed while demo is going on.
All Electric and utilities removed prior to our arrival.
Assumes the concrete taps will breakup with a sledge hammer
Assume the toe kicks are woad and not solid concrete
Any floor repair is owner's responsibility.
Delivery of above Cabinet Package (figured 2 men in one trip): $2,500.00
Installation of above Cabinet Package: $3,020.00
(install Does Not include removal of existing cabinets)
Special Notes
Above price do not include freight or installation unless noted. Does not include any plumbing or electrical work. Prices are valid for 45 days.
TOTALS:
Total for above items in bold: $67,955.00
State and local sales tax (6.1175%): A671.91
Grand Total: $72,626.91
SM Dawn Payment. Balance upon Delivery
If you have any questions or concerns, please do not hesitate to call.
Sincerely,
Jeremy Reller
Store Design I Store Fixtures I Commercial Refrigeration
10520 Wayzata Blvd Minnetonka MN, 55305 1 o: 952.474.5451 c: 763.291.3005 1
- HUTCHINSON CITY COUNCIL
HUTCHINSOI' Request for Board Action
A CITY ON PURPOSE.
Equipment Purchases
Agenda Item:
Department: Public Works
LICENSE SECTION
Meeting Date: 2/13/2024
Application Complete N/A
Contact: Mike Stifter
Agenda Item Type:
Presenter: Mike Stifter
Reviewed by Staff ❑�
Consent Agenda
Time Requested (Minutes):
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
The Public Works department is requesting the replacement of three pieces equipment all which are identified for 2024 on the Capital
Improvement Plan. All pricing noted below reflects State Bid pricing.
Truck #1:
This is to replace Plow Truck (613), a 1999 Mack. To secure a chassis, Council approved the purchase of it at the November 14, 2023
meeting. This will complete the build of the body and plow assembly with expectations that the truck will arrive by Fall. Funds are from
the Fleet budget.
Towmaster (body and plow assembly): $153,987
Truck #2:
This is to replace a 1-Ton Truck (857), a 2004 Isuzu, that has been used extensively for street sign operations thoughout the City. This
request includes the chassis, body, and a crane. It should be noted that the truck body and crane are being sized to be used by other
departments, notably Wastewater, to be used in place of HUC and contractors for the improved maintenance of City liftstations. The
chassis and body are being paid for by the Fleet budget with Wastewater reserve funds covering the cost of the crane.
Boyer Trucks (chassis): $55,229.86
North Central (body): $38,160
North Central (crane): $32,957
Truck #3:
This is to replace a JetVac Truck, a 2013 Freightliner, used exclusively for the maintenance of City infrastructure. This request includes
the chassis and body, both from MacQueen. Funds from Wastewater reserves are being used for both.
MacQueen (chassis): $136,138
MacQueen (body): $430,949.50
BOARD ACTION REQUESTED:
Fiscal Impact: $ 847,421.36 Funding Source: Fleet and Wastewater
FTE Impact: Budget Change: New Bu
Included in current budget: Yes
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
Updated 12/27/23
TRUC/fCEQU/PME/VT Ref: 6100 Controller Config Reference No.
TOWMASTER, 61301 US HWY 12, LITCHFIELD, MN 55355 QT 80374
PH:320-693-7900 FX:320-693-7921 TF:000-462-4517
TOWMASTERTRUCK.COM
* * QUOTATION
Ship To: Cust: 2922 Phone: Bill To: Phone:
HUTCHINSON, CITY OF HUTCHINSON, CITY OF
1400 ADAM ST. Accounts Payable
111 Hassan St. SE
HUTCHINSON MN 55350 USA HUTCHINSON MN 55350
ATTN: TIM READ
110# Salesman Ferms Created
TIM ERICKSON NET 30 DAYS 7/10/23
Last Revised
1 12/27/23
Appx Comp
0/00/00
Order Comments: **STATE OF MN CONTRACT
#222949A**
Build Instructions F.O,B, LTTGHFTELD, MN -OR- CUSTOMER LOCATION W/FUEL CHARGES ADDED
Other Instructions **PRICING VALID ON ORDERS PLACED BY 2/29/24**
Qty
Part No. Description
Price Ea.
Net Amt.
1
9900118 - Body 1016" EDGE-RS/SCIS-46-36-36 - - 46" 7 ga Stainless
$23,429.00
$23,429.00
Front, 36" 7 ga Stainless radius sides (No Pockets), 36" 7 ga St
ainless Tailgate w/Hardox-450 Face, 1/4" Hardox-450 Floor, 8" I -Beam
Longsills, Air -trip ready linkage, Underside Black
1
9901701 - Installation of Dump Body to hoist
$2,262.00
$2,262.00
1
9900145 - Body acc'y TMTE Air trip kit, w/solenoid valve,
$399.00
$399.00
1
9901702 - Installation of air operated tailgate latch kit, with
$425.00
$425.00
solenoid valve in hydraulic valve enclosure.
1
9900147 - Body acc Box Vibrator - Cougar model DC3200
$796.00
$796.00
1
9901703 - Installation of Box Vibrator, with solenoid located in
$496.00
$496.00
hydraulic valve enclosure.
1
9900156 - Cabshield, 1/2 type Stationary Free -Standing style,w/plain
$4,551.00
$4,551.00
STAINLESS STEEL canopy, Hot -Dipped Galvanized
tubing construction support stand, Slotted Center Viewing Window, (2)
shovel holders, & reservior mounts, Installed.
1
9900182 - Walkrail removable both sides of 11' RC & RS body,
$1,817.00
$1,817.00
Installed
1
9900207 - Ladder Flip -A -Way Access ladder (STAINLESS STEEL) Including
$827.00
$827.00
Grab Handle above, and Interior Step, ea, Installed
*--- Continued ---
Accepted by
Date
Price:
Total Discounts:
Net Cost:
Freight
Total:
TRKQT3
i
TRUCK EIJU/PME/VT
TOWMASTER, 61301 US HWY 12, LITCHFIELD, MN 55355
PH:320-693-7900 FX:320-693-7921 TF:000-462-4517
TOWMASTERTRUCK.COM
* * QUOTATION
Reference No.
QT 80374
Ship To: Cost: 2922 Phone:
HUTCHINSON, CITY OF
1400 ADAM ST.
HUTCHINSON MN 55350 USA
Bill To•
HUTCHINSON, CITY OF
Accounts Payable
Ill Hassan St. SE
HUTCHINSON
Phone•
MN
55350
ATTN: TIM READ
PO# Salesman Terms Created
6m, I TIM ERICKSON NET 30 DAYS 7/10/23
Last Revised
12/27/23
Appx Comp
0/00/00
SPECIFY LOCATION HERE: LH FRONT AREA OF SIDE PANEL.
1
9900211 - Body acc'y Dual "split" sander manifolds in rear corner
$534.00
$534.00
posts
1
9900214 - Body acc'y Tailgate LEVER TOP PIN release (Single Axle
$852.00
$852.00
bodies only)
1
9904246 - Light Warning TMTEISS-3 PKG: (2) STAINLESS STEEL 23H
$4,995.00
$4,995.00
3-light LED Micro -Edge, (2) 5M-400 Super -LED, (2) Side TIR3 LED, (2
) 400 Max B-T-T LED, & (2) 400 LED BU Lights, in Stainless M
Housings, (1) TIR3 LED Wing light, and (2) 4" LED work lights
Installed
1
9905778 - Light Mirror Mounted ABL 3800 LED HEAD LAMP PLOW LIGHTS
$1,506.00
$1,506.00
W/ICE MELTING TECHNOLOGY Installed
1
9900266 - Fender set Minimizer MIN2260, for Single Axle, black Poly,
$1,195.00
$1,195.00
Installed
1
1965280 - Minimizer FKMAC2B Floor Mat Set for MACK SGL & TDM
$249.00
$249.00
1
9900299 - Pre -Wet Towmaster/Varitech LDS-TMR-110-EGF Body Side Mt Sys
$3,427.00
$3,427.00
for Elliptical body. (2) 55 gal tanks, mtg hdwe, plumbing,
Elec Gravity Feed valve
1
9902483 - Installation of TMR pre -wet system (New Towmaster Body)
$1,275.00
$1,275.00
1
9901834 - Hoist OSP/Towmaster 720DH, Double Acting, W/Solid block
$5,526.00
$5,526.00
rear hinge point, & OSHA approved saftey props
1
9901712 - Installation of SCISSORS TYPE double acting hoist
$2,373.00
$2,373.00
*--- Continued ---*
Price:
Total Discounts:
Accepted. by Date Net Cost:
Freight
Total:
TRKQT3
i
TRUCK EIJU/PME/VT
TOWMASTER, 61301 US HWY 12, LITCHFIELD, MN 55355
PH:320-693-7900 FX:320-693-7921 TF:000-462-4517
TOWMASTERTRUCK.COM
* * QUOTATION
Reference No.
QT 80374
Ship To: Cost:
HUTCHINSON, CITY OF
1400 ADAM ST.
HUTCHINSON
2922 Phone:
MN 55350 USA
Bill To•
HUTCHINSON, CITY OF
Accounts Payable
Ill Hassan St. SE
HUTCHINSON
Phone•
MN
55350
ATTN: TIM READ
PO#
Salesman Terms Created
TIM ERICKSON NET 30 DAYS 7/10/23
Last Revised
1 12/27/23
Appx Comp
0/00/00
1
9901431
- Wing Falls
RL (REAR LIFT) up charge TDL WING
$626.00
$626.00
1
9902986
- Wing Falls
RHTDL10A/FM-HYDPB-TRIP EDGE Primed LESS CUTTING
$14,988.00
$14,988.00
EDGES
1
9900433
- Installation Falls TDL/FM Wing - w/Bulkhead Couplers
$4,758.00
$4,758.00
1
9900476
- Wing Falls
Safety Yellow - Paint Wing Moldboard
$447.00
$447.00
1
9900555
- Plow Hitch
Falls 44XB2/STD/STD/SA/SPR-RET/HITCH
$4,319.00
$4,319.00
1
9900589
- Installation Falls Plow Hitch - 40 Series 3Line/STDBLKHD
$2,532.00
$2,532.00
1
9900625
- Plow Push Unit Falls 24/44 Series Std
$1,265.00
$1,265.00
1
9900637
- Plow Falls
High Visibility Marker Set
$151.00
$151.00
1
9900639
- Plow Falls
Rubber Belt Deflector Kit - Installed
$489.00
$489.00
1
9900641
- Plow Falls
Parking Stand - Screw Adj Style
$377.00
$377.00
1
9903074
- Plow Falls
Poly PTE-1248/TRP-EDG/NOSHU/POLY-BLK Plow LESS
$13,048.00
$13,048.00
CUTTING
EDGES
1
9900758
- Hitch TMTE
Heavy Duty plate ass'y w/light holes in plate,
$723.00
$723.00
1
9901716
- Hitch Installation of Pup Hitch (weld in style) & Mn Dot
$1,132.00
$1,132.00
Predrilled
**NOTE:
HITCH PLATE
FACE TO BE LOCATED: SEE 2017 PICS FOR PLACEMENT
IN REFERENCE TO REAR
TIRE FACE. NO PINTLE HOOK INCLUDED, SET HOLES
FOR 24"
PINTLE HOOK HEIGHT - - INCLUDES SAFETY CHAIN D-RINGS ONLY.
*--- Continued ---
Price:
Total Discounts:
Accepted by Date Net Cost:
Freight
Total:
TRKQT3
i
TRUCK EIJU/PME/VT
TOWMASTER, 61301 US HWY 12, LITCHFIELD, MN 55355
PH:320-693-7900 FX:320-693-7921 TF:000-462-4517
TOWMASTERTRUCK.COM
* * QUOTATION
Reference No.
QT 80374
Ship To: Cost: 2922 Phone:
HUTCHINSON, CITY OF
1400 ADAM ST.
HUTCHINSON MN 55350 USA
Bill To:
HUTCHINSON, CITY OF
Accounts Payable
Ill Hassan St. SE
HUTCHINSON
Phone:
MN
55350
ATTN: TIM READ
PO# Salesman Terms Created
TIM ERICKSON NET 30 DAYS 7/10/23
Last Revised
1 12/27/23
Appx Comp
0/00/00
Qty
Part No. Description
Price Ea.
Net Amt.
1
9902494 - Hitch 7 Contact RV (flat pin) socket installed
$230.00
$230.00
1
9900805 - Sander Falls 1ASD9SS-4P-lD-lS, 9" x 4" Auger, Stainless
$6,799.00
$6,799.00
Steel Unit, LH (or RH) Discharge, Berm Chute, Single Poly Spinne
r Ass'y, Complete
1
9901718 - Sander Install & dual manifold RH & LH rear
$1,361.00
$1,361.00
1
9900823 - Sander TMTE Exterior (removable) sander/tailgate spill
$840.00
$840.00
plates, Stainless Steel
1
9900850 - Valve System, Force Add -A -Fold MCV-ISO Valve 8 Functions,
$16,093.00
$16,093.00
INSTALLED
**NOTE: BOX HOIST, PLOW LIFT, PLOW ANGLE, WING TOE, WING HEEL, WING
PUSH -BAR, AUGER, & SPINNER.
1
9902497 - Control System Force ULTRA-4-6100 Commander control,
$15,168.00
$15,168.00
Installed
1
9900882 - Reservoir TMTE 31 Gal Cabshield mt (stainless steel)
$4,641.00
$4,641.00
w/intank filter for system, installed
1
9900886 - Pump Force EATON 421AK LS (4.67 ci) installed
$4,889.00
$4,889.00
1
9900871 - Switch TMTE BODY UP Installed (electric controls only)
$258.00
$258.00
1
9900884 - Sensor Force Low oil indicator system, SLIM -LINE AND
$317.00
$317.00
CABSHIELD MOUNTED w/light mounted in cab, installed
1
9900927 - Air Bag Canadian Load -Share kit, manual adj., Mack, & Volvo
$1,602.00
$1,602.00
1
WARRANTY - TOW1ASTER EXCLUSIVE WARRANTY: 5 yr Steel/Stainless Steel
Body Structure; 5 yr Whelen LED Light Systems; 3 yr Palfinger
Accepted by Date
*--- Continued ---
Price:
Total Discounts:
Net Cost:
Freight
Total:
TRKQT3
i
TRUCK EQU/PMENT
TOWMASTER, 61301 US HWY 12, LITCHFIELD, MN 55355
PH:320-693-7900 FX:320-693-7921 TF:000-462-4517
TOWMASTERTRUCK.COM
* * QUOTATION * *
Reference No.
QT 80374
Ship To: Cust: 2922 Phone: Bill To: Phone:
HUTCHINSON, CITY OF HUTCHINSON, CITY OF
1400 ADAM ST. Accounts Payable
111 Hassan St. SE
HUTCHINSON MN 55350 USA HUTCHINSON MN 55350
ATTN: TIM READ
Hoists; 4 yr SwapLoader Hoists; 1 year Swenson Spreaders, 2 yr Hyd,
FALLS Snow Equip, Tele Hoists, and all other items.
Accepted by
Date <7SrGN HERE
Price: $15 3 , 9 8 7.0 0
Total Discounts:
Net Cost: $153, 987.00
Freight
Total: $153 , 987 .00
TRKQT3
Purchase Requisition
01/26/2024
10:11 AM
Purchase Requisition No 020418
Requested Date
Required Date
Requested By
01/26/2024
mstifter
Preferred Vendor 121242
TOWMASTER INC
Address 61381 US HWY 12
Department 4300
LITCHFIELD, MN 55355
Req. Description PLOW TRUCK BODY 613 STATE CONTRACT 222949A
Qty.
Description
GL !dumber 1
Unit Price
Amount
1
1
TRUCK BODY
PLOW EQUIPMENT AND INSTALLA
100-4302-90540
100-4302-90540
23,429.00
130,558.00
23,429.00
130,558.00
Total:
153,987.00
V E R
A TRANSWESI COMPANY
Quote
Gate.
August 11, 2023
Name:
City of Hutchinson (Tim Read)
Address:
111 Hassan St SE
__
-
Expected Delivery;
-
18-24 Weeks (f
City:
Hutchinson State MN ZIP 5535p
order Cut�Gff Date:
Phone.
812-918-1503
'Rep
81C
FIN:
QE962 State
Contract 9:
Contract No 195277, Release No. T-636(5)
Order Code
Description
Rem Price
Quantity
Price
F8H
2O24 F550 4X4 Rebular Cab Chassis Cab -169' WB
$51,777.86
1
$51,777.86
Cloth 40120/40 Seat_ Medium Dark_ Slate
$91.00
1
�$91.00
Oxford White
NO
NO
$0.00
Equipment Package 660A
NO
_ _
NO
_
- $0.00
XL Trim
NO
NO
$0.00
7.31. DEVCT NA P_FI V_8 Engine
NC
NO
$0.00
10 -ipeed Auto Torgshift _ AT
NO
NO
$0.00
_
TGJ
225/70R19.5G Traction Tires
$173.00
1
$173.00
X8L
4.88 Rath Limited Slip Axle
$360.00
1
$360.0_0
68M
Payload Plus Package Upgrade; 19,5000 GVWR
$1,051.00
_
1
$1,051.00
18B
Platform Running Boards _
$291.00
1
_ $291.00
41H
Engine Block Heater
$91.00
1
$91.00
41P
Skid Plates
$91.00
1
W $91.00
43C
-
120V/40DW Outlet -
$180.00
1
$160.00
612
_
Tire 8 Wheel plus Jack
$319.00
1
$319.00
61L
_Spare
Wheel Well Uners - Front
$184.00
1
$164.00
67B
410 Amp Alternator
$104.00
1
$104.00
76C
Exterior Backup Alarm
$160.00
1
$160.00
872
_
Rear View Camera & Prat Idt
$377.00
1
$377.00
MN Transit Tax
$20.00
1
v$20.00
$55,229.86
Total:
Signature: Date:
QIIDTE NUMBER
DATE
June 19, 2023
VALID UNTIL
December 29, 2023 at 9:00 AM
4 Download PDF
M—NeRTN CENTRAL
FROM
7amon KWhm
North Central TnKk LR Van Equipment
25112 22nd Ave, 5t Cloud
4871 m mfty O►:W Mounds View
www.northwntF . .
(320) 2517752
FOR
CITY OF HUTCHINSON
TO
MM READ
KNAPHEIDE SERVICE BODY / FORD F550 WrM MIN
14,5ooGVW
61132DL-44 CRANE BODY 32,750.00
133.25" LONG X 94" WIDE X 44° TALL
50" WIDE FLOOR
TRANSVERSE FIRST VERTICAL COMPARTMENT
CRANE REINFORCED PASS SIDE REAR COMPARTMENT
348SM64 REAR BUMPER
20200520 MOUNT TIT
35346424 FARNESS
WHITE PAINT
QTY 6, D-RINGS INSTALLED IN FLOOR
(PICTURE IS SIMILAR, NOT EXACT)
210
SERVICE BODY INSTALL 1,250.00
C-TECH ALUNIINUM 5 DRAWER UNIT 1,225.00
20192621 MOUNTED IN CURB SIDE 2ND COMP
C-TECH ALUMIN M 6 DRAWER UNIT 1,695.00
20192597 MOUNTED IN STREET SIDE REAR COMP
299 250.00
INSTALL C-TECH DRAWERS
CLASS FIVE HITCH INSTALLED 895.00
Shop Supplies 95.00
FLAPS, MLSC HARDWARE, WIRE
Total exdudirg tax 38,160.00
NORTH CENTRAL
0007E NUMBER FROM FOR
21936 ]aeon KW m CITY OF HUTCHINSON
DATE North Central Thick a Van Equipment m
December 18, 2023 25112 22nd Ave, St Cloud TIM READ
VALID Win 4821 Cbd_Y Maids VMW
January 1, 2024 at 2:00 PM
1D mrkad PDF PHDNc
1320) 251 7252
CRANE FOR KNAPHEIDE SERVICE BODY / FORD F550
WITH y N 14,5ooGVW
VENCO VENTURA M6KX zo ELECMC/HYDRAULIC CRANE
60M CAPACITY WITH 20' POWER BOOM EXTENSION
PROPORTIONAL CORDED CONTROL.(WIRELESS IS A $3300 OPTION)
EZ STOW HANDLE
300 AMP BREAKER
Wy_Er36*LDAta51—A
VENCO VENTURO HYDRAULIC OUTRIGGERS
MANUAL OUT, HYDRAULIC DOWN (25100-ME-SL)
VENCO VENTI7RO BOOM REST
ADJUSTABLE IW TO 26- FOR SERVICE BODY (20381-1)
211
INSTALL CRANE
259
INSTALL
Shop Supplies
MISC HARDWARE, WIRE, STEEL
Total excluding tax
Questions & Answers
a
24,980.00
5,788.00
344.00
1,000.00
750.00
95.00
32,9S7.00
QIIDTE NUMBER
DATE
June 19, 2023
VALID UNTIL
December 29, 2023 at 9:00 AM
4 Download PDF
M—NeRTN CENTRAL
FROM
7amon KWhm
North Central TnKk LR Van Equipment
25112 22nd Ave, 5t Cloud
4871 m mfty O►:W Mounds View
www.northwntF . .
(320) 2517752
FOR
CITY OF HUTCHINSON
TO
MM READ
KNAPHEIDE SERVICE BODY / FORD F550 WrM MIN
14,5ooGVW
61132DL-44 CRANE BODY 32,750.00
133.25" LONG X 94" WIDE X 44° TALL
50" WIDE FLOOR
TRANSVERSE FIRST VERTICAL COMPARTMENT
CRANE REINFORCED PASS SIDE REAR COMPARTMENT
348SM64 REAR BUMPER
20200520 MOUNT TIT
35346424 FARNESS
WHITE PAINT
QTY 6, D-RINGS INSTALLED IN FLOOR
(PICTURE IS SIMILAR, NOT EXACT)
210
SERVICE BODY INSTALL 1,250.00
C-TECH ALUNIINUM 5 DRAWER UNIT 1,225.00
20192621 MOUNTED IN CURB SIDE 2ND COMP
C-TECH ALUMIN M 6 DRAWER UNIT 1,695.00
20192597 MOUNTED IN STREET SIDE REAR COMP
299 250.00
INSTALL C-TECH DRAWERS
CLASS FIVE HITCH INSTALLED 895.00
Shop Supplies 95.00
FLAPS, MLSC HARDWARE, WIRE
Total exdudirg tax 38,160.00
NORTH CENTRAL
0007E NUMBER FROM FOR
21936 ]aeon KW m CITY OF HUTCHINSON
DATE North Central Thick a Van Equipment m
December 18, 2023 25112 22nd Ave, St Cloud TIM READ
VALID Win 4821 Cbd_Y Maids VMW
January 1, 2024 at 2:00 PM
1D mrkad PDF PHDNc
1320) 251 7252
CRANE FOR KNAPHEIDE SERVICE BODY / FORD F550
WITH y N 14,5ooGVW
VENCO VENTURA M6KX zo ELECMC/HYDRAULIC CRANE
60M CAPACITY WITH 20' POWER BOOM EXTENSION
PROPORTIONAL CORDED CONTROL.(WIRELESS IS A $3300 OPTION)
EZ STOW HANDLE
300 AMP BREAKER
Wy_Er36*LDAta51—A
VENCO VENTURO HYDRAULIC OUTRIGGERS
MANUAL OUT, HYDRAULIC DOWN (25100-ME-SL)
VENCO VENTI7RO BOOM REST
ADJUSTABLE IW TO 26- FOR SERVICE BODY (20381-1)
211
INSTALL CRANE
259
INSTALL
Shop Supplies
MISC HARDWARE, WIRE, STEEL
Total excluding tax
Questions & Answers
a
24,980.00
5,788.00
344.00
1,000.00
750.00
95.00
32,9S7.00
01/26/2024
Purchase Requisition 10: 33 AM
Purchase Requisition No 020419
Requested Date
Required Date
Requested By
01/26/2024
mstifter
Preferred Vendor 124925
BOYER TRUCKS
Address PO BOX 512
Department 4302
SAINT MICHAEL. MN 55376-0512
Req. Description SIGN TRUCK 2024 F550 CHASSIS
Qty.
Description
GL Number 1
Unit Price
Amount
1
2024 F550 4X4 REG CAB CHASS
100-4302-90540
55,229.86
55,229.86
lutal:
55,229.86
01/26/2024
Purchase Requisition 10: 38 AM
Purchase Requisition No 020420
Requested Date
Required Date
Requested By
01/26/2024
mstifter
Department 4302
Preferred Vendor 134827
NORTH CENTRAL TRUCK & VAN EQUIP
Address 25112 22ND AVE
PO BOX 1084
SAINT CLOUD, MN 56301
Req. Description KNAPHEIDE SERVICE BODY & CRANE
Qty.
Description
GL Number 1
Unit Price
Amount
1
1
KNAPHEIDE SERVICE BODY
VENCO VENTURA HYDRAULIC CRA
100-4302-90540
100-4302-90540
38,160.00
32,957.00
38,160.00
32,957.00
Total:
71,117.00
MacQueen Equipment
MACQUEEN /� MACQUEEN 1125 7th Street E
EQUIPMENT EMERGENCY StPaul, MN 55106
651-645-5726 • 800-832-6417
Ship To: SAME AS BELOW
Invoice To: CITY OF HUTCHINSON
Hutchinson City Center
1400 Adam St. Se
Hutchinson MN 55350
Branch
01 - ST PAUL MN
Date Time Page
06/07/2023 15:23:15 (0) 1
Account No Phone No Est No 00
_ HUTCH001 3202344479 IQ03053
i Ship Via Purchase Order
P.O.
, Tax ID No
Salesperson
KEVIN FISCHER 1 128
EQUIPMENT ESTIMATE - NOT AN INVOICE
Description EXPIRY DATE: 07/02/2023 Amount
New VACTOR 2100I VACTOR
PRICE AS MN STATE CONTRACT NO. 191951 RELEASE NO. W-196(5)
INCLUDES ALL STD OPTIONS:BASE UNIT 10 YD. FAN
COLD WEATHER RECIRC.
DEBRIS BODY WASHOUT
FLAT REAR DOOR W/HYD. LOCKS
60" HIGH DUMP
DUAL S.S. FLOAT BALLS
REAR CAMERA
ANTI -SPLASH VALVE
HYD. TANK SHUT OFF VALVES
AIR VACUUM BREAKER SYSTEM
80 GPM @ 2500 PSI
RODDER PUMP DRAINS
3" Y-STRAINER @ PUMP W/3" DRAIN VALVE
TELESCOPIC ROTATING HOSE REEL W/15" EXTENDABLE 800, CAP.
600, X 1" RODDER HOSE STD
CHASSIS ENGINE - TACH, HR, WATER PUMP HRS.,DIGITAL
FOOTAGE
COUNTER, DIGITAL PSI GAUGE
DIGITAL WATER LEVEL
DIGITAL DEBRIS BODY LEVEL
S.S. WATER TANKS
CURBSIDE ALUM. TOOLBOX
ALL LED LIGHTS
3.0 BASE $321472
3.1.7 12 YD DEBRIS BODY W/PD 824 BLOWER 13574
3.1.13 6" REAR DOOR DECANT KNIFE VALVE W/CAM 1993
3.1.21 FULL REAR DOOR SCREEN 1065
3.1.22 2X-FOLDING PIPE RACKS $1409 2818
3.1.24 REAR DOOR SPLASH SHIELD 2069
3.1.25 LUBE MANIFOLD 3073
430949.50 T C-6-% S
VisirUSOnline
www. macqueengroup. co
r
MACQUEEN � MACQUEEN
EQUIPMENT EMERGENCY
Ship To: SAME AS BELOW
Invoice To: CITY OF HUTCHINSON
Hutchinson City Center
1400 Adam St. Se
Hutchinson MN 55350
MacQueen Equipment
1125 7th Street E
St Paul, MN 55106
651-645-5726 9 800-832-6417
Branch T
01 - ST PAUL MN
Date
Time
Page
06/07/2023
15:23:15 (0)
2
Account No
Phone No
Est No 00
�Q03053
HUTCH001
3202344479
Ship Via
Purchase Order
P.O.
Tax ID No
Salesperson
KEVIN FISCHER
128
EQUIPMENT ESTIMATE - NOT AN INVOICE
Description EXPIRY DATE: 07/02/2023 Amount
3.2.27
DEBRIS BODY LOAD LIMIT ALARM, TO RELIEF
2799
3.1.36
FRONT & REAR CAMERA
859
3.2.2
S.S. CYCLONES
9170
3.3.5
FRONT BLOWER ENGAGEMENT
2075
3.3.6
BLOWER HIGH TEMP SHUTDOWN
718
3.4.4
RDB BOOM 10' X 151
17076
3.4.10
WIRELESS BELLY PACK
4186
3.5.6
ADDITIONAL ACCUMULATOR FOR LOW PRESSURE
3634
3.5.10
HYDRO EXCAVATION KIT
3697
3.5.11
SPRING RETRACTABLE REEL FOR HXX
1965
3.6.4
7001 X 1" RODDER HOSE ILO STD 6001
1823
3.6.6
AUTO LEVEL WIND W/INDEXING
5335
3.7.4
1500 GALLON WATER TANKS
5708
3.7.6
AIR PURGE WINTERIZATION
1756
3.7.9
LOW WATER ALARM & LIGHT
874
3.8.3
FRONT BUMPER TOOLBOXES
2703
3.8.5
BEHIND CAB TOOLBOX 16" X 301' X 96"
4389
3.8.9
STREET SIDE FRAME TOOLBOX 18" X 18" X 24"
1819
3.8.10
STREET SIDE SUBFRAME TOOLBOX 18"X 18"X 24"
1819
3.9.12
F/S 14 LIGHT PACKAGE LED
4873
3.9.17
LED MID SHIP TURN SIGNALS
738
3.9.18
LED BOOM LIGHTS
1068
3.9.19
2-LED WORK LIGHTS, REAR DOOR & MANHOLE $899
1798
3.9.23
HANDHELD LED WIRELESS LIGHT
469
3.9.43
DROP -IN CONE HOLDER 1-STD 2ND $220
220
NON CONTRACT: ROTATABLE BOOM HOSE
782
NON CONTRACT: H.D. RDB HOSE
2020
NON CONTRACT: RDB WASHOUT
INC
NON CONTRACT: FRONT HOSE REEL TOOL STOREAGE
INC
NON CONTRACT: SILENCER & FILTER DRAIN VALVES
INC
NON CONTRACT: 7" X 8" FLANGE ADAPTER
INC.
3.11.1
DELIVERY 77 MILES ® $5.50 PER MILE
423.50
TOTAL
$430949.50
VlsltUsOnline
www.macqueengroup com
MACQUEEN MACQUEEN
EQUIPMENT EMERGENCY
Ship To: SAME AS BELOW
Invoice To: CITY OF HUTCHINSON
Hutchinson City Center
1400 Adam St. Se
Hutchinson MN 55350
MacQueen Equipment
1125 7th Street E
St Paul, MN 55106
651-645-5726 9 800-832-6417
Branch
01 - ST PAUL MN
Date
Time
Page
06/07/2023
15:23:15 (0)
3
Account No
Phone No
Est No 00
HUTCH001
3202344479
IQ03053
Ship Via
Purchase Order
_
P.O.
Tax ID No
Salesperson
KEVIN FISCHER
128
EQUIPMENT ESTIMATE - NOT AN INVOICE
Description EXPIRY DATE: 07/02/2023 Amount
CHASSIS OPTIONS:
2024 FREIGHTLINER 114SD 370 HP AUTO, TANDEM $136138.00
2024 KW T440 370 HP AUTO, TANDEM $135825.00
Subtotal: 430949-50
Quote Total: 430949.50
QUOTED PRICES ARE BASED ON CURRENT COSTS AND THEREFORE SUBJECT TO CHANGE
WITH WRITTEN NOTICE TO ACCOUNT FOR PRICING CHANGES BEYOND SELLER'S CONTROL
VisitUsOnline
www. macqueengroup com
01/26/2024
Purchase Requisition 10: 51 AM
Purchase Requisition No 020421
Requested Date 01/26/2024 Department 4302
Required Date
Requested By mstifter
Preferred Vendor 102571
MACQUEEN EQUIPMENT
Address 1125 7TH STREET E
SAINT PAUL. MN 55106
Req. Description VACTOR TRUCK CHASSIS
Qty.
Description
GL Number 1
Unit Price
Amount
1
1
2024 FREIGHTLINER TANDEM
BODY
100-4302-90540
100-4302-90540
136,138.00
430,949.50
136,138.00
430,949.50
Total:
567,087.50
KA
s: HUTCHINSON CITY COUNCIL
HUTCHIINSON Request for Board Action
A CRY ON PURPOSE.
2024 City of Hutchinson Emergency Operations Plan
Agenda Item:
Department: Police Services
LICENSE SECTION
Meeting Date: 2/13/2024
Application Complete N/A
Contact: Thomas D Gifferson
Agenda Item Type:
Presenter: Thomas D Gifferson
Reviewed by Staff El
Consent Agenda
Time Requested (Minutes): 2
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OFAGENDA ITEM:
I have attached the final draft of the 2024 City of Hutchinson Emergency Operations Plan. Along
with the plan I have also attached the Emergency Operations Center Field Guides consisting of
two separate documents..
The last update to the Plan was in 2014. Although most of the content is similar the entire
document was rewritten in a different format.
The document closely resembles that of McLeod County's plan with the intent of making it more
specific to our city.
I request approval of the attached documents.
BOARD ACTION REQUESTED:
Recommend Approval
Fiscal Impact: $ 0.00 Funding Source:
FTE Impact: 0.00 Budget Change: New Bu
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
HUTCHINSON
A CITY ON PURPOSE.
EMERGENCY
OPERATIONS
PLAN
February 2024
Table of Contents
BASIC PLAN
1
Table of Contents
4
Certification of Plan Approval
5
Record of Revisions
8
Basic Plan General Text
9
Basic Plan SOG's
12
Plan Distribution List
13
Emergency Management Structure
15
Legal Basis & Reference
16
Resolution adopting NIMS (2005)
18
Emergency Management Ordinance
28
Mutual Aid & Other Agreements
29
Responsibilities Chart
30
Agency Training Schedules
31
Exercise Training Schedule
NOTIFICATION & WARNING
33
Notification & Warning General
35
Notification & Warning SOG's
37
EAS Activation Guidelines
38
Hazardous Materials Emergency
DIRECTION & CONTROL
40
Direction & Control General Text
42
Direction & Control SOG's
44
EOC Staffing/NIMS Chart
45
EOC Position Staffing Chart
47
EOC Activation Levels
53
EOC Forms
PUBLIC INFORMATION
61
Public Information General Text
62
Public Information SOG's
63
Local media resources
SEARCH & RESCUE
65
Search & Rescue General Text
66
Search & Rescue SOG's
HEALTH PROTECTION
68
Health Protection General Text
69
Health Protection SOG's
70
Medical Capabilities
81
EMS Incident Response Plan
Emergency Operations Sensitive 1
Table of Contents
EVACUATION, TRAFFIC, & 99 Evac, Traffic, & Security General Text
SECURITY 101 Evac, Traffic & Security SOG's
102 Evacuation Routes Section 302 Facilities
FIRE PROTECTION 107 Fire Protection General Text
109 Fire Protection SOG's
110 Incident Command System: NIMS
DAMAGE ASSESSMENT 113 Damage Assessment General Text
114 Damage Assessment SOG's
MASS CARE 121 Mass Care Primary, Coordinating, & Support Agencies
121 Mass Care Definitions
123 Situations & Assumptions
125 Shelter Sites
126 Handling of Pets & Service Animals
128 Roles & Responsibilities
PET SHELTERING 132 Situation, Assumptions, & Definitions
137 Pet Sheltering Opening & Closing
138 Pet Owner Rules
142 Bite Protocol
145 Estimated Number of Pets in McLeod County
DEBRIS MANAGEMENT 149
Debris Management General Text
151
Debris Management SOG's
167
Debris Emergency Routes Map
PUBLIC WORKS / UTILITIES 170
Electrical/Telephone Responsibilities
171
Sanitary Sewer/Potable Water
HAZARDOUS MATERIALS 173
HAZMAT Emergencies General Text
178
HAZMAT Emergencies SOG's
191
Emergency Pipeline Information
192
Jurisdictional Pipeline Map
193
Hospital & Gas Valve Map
194
Additional Facilities Subject to Risk
197
Tier 2 Report
Emergency Operations Sensitive
Table of Contents
INGESTION COUNTY
201
Overview/Background
RADIOLOGICAL EMERGENCY
203
EPZ/IPZ Map
204
Emergency Classification Levels
206
Food Control Measures
208
Relocation
212
Acronym List
WMD/TERRORISM (CBRNE)
214
Overview
220
Command and Control Procedure
224
Notification of Local Authorities
229
Evacuation Response
230
Sheltering--in-Place Response
234
Weapon Types and Response
242
WMD Checklists/Attachments
257
Appendix A: Obtaining Federal Assets
259
Appendix B: Civil Support Team Mission
VOLUNTEERS & DONATIONS
262
General Text
262
Volunteer Management
264
Workers Covered by Work Comp
266
Donations Management
GLOSSARY
269
Acronyms & Definitions
Emergency Operations Sensitive 3
CERTIFICATION OF PLAN APPROVAL
This page documents approval of the Emergency Operations Plan and all supporting documents.
Plan Prepared by:
Tom Gifferson, City of Hutchinson Police Chief Date
Emergency Management Director
Plan Approved by:
Gary Forcier, Mayor
City of Hutchinson
Date
Matt Jaunich, City Administrator Date
City of Hutchinson
Emergency Operations Sensitive
RECORD OF REVISIONS
Revision 1 Date I
All revisions cleared because former document was stale requiring a Oct 2023
complete re -write and format.
BASIC PLAN ANNEX
I NOTIFICATION & WARNING ANNEX I
I DIRECTION & CONTROL ANNEX I
I PUBLIC INFORMATION ANNEX I
I SEARCH & RESCUE ANNEX I
HEALTH ANNEX
Emergency Operations Sensitive
Revision Date
EVACUATION, TRAFFIC CONTROL, & SECURITY ANNEX
FIRE PROTECTION ANNEX
DAMAGE ASSESSMENT ANNEX
MASS CARE ANNEX
PET SHELTERING ANNEX
DEBRIS CLEARANCE ANNEX
PUBLIC WORKS & UTILITIES ANNEX
HAZARDOUS MATERIALS ANNEX
INGESTION COUNTY RADIOLOGICAL EMERGENCY ANNEX
WMD/TERRORISM ANNEX
VOLUNTEER & DONATIONS MANAGEMENT ANNEX
GLOSSARY ANNEX
Emergency Operations Sensitive
This page intentionally left blank
Emergency ❑perations sensitive
BASIC PLAN: General Information
I. REASON FOR PLAN
Listed by priority are the hazards that the City of Hutchinson could face: natural disasters (tornadoes,
floods, blizzards, and others) , hazardous material releases (fixed facility and transportation) , public health
emergencies (disease and outbreaks), plane crashes, explosions, pipeline leaks, emergency levee failures,
civil unrest and WMD/Terrorism emergencies. See section 13 in this plan for maps that show the areas at
risk. An emergency plan is needed to ensure the protection of the public from the effects of these hazards.
II. PURPOSE
McLeod County, which includes Hutchinson, has many capabilities and resources, which could be used in
response to any major disaster. These include the facilities, equipment, personnel, and skills of both
government professions and groups in the county. The purpose of this plan is to ensure the effective,
coordinated use of these resources so as to:
A. Maximize the protection of the life and property,
B. Ensure the continuity of government
C. Provide support to all areas of the City of Hutchinson. The County of McLeod has a similar but
more inclusive Plan if the incident is larger than the boundaries of the City.
III. ORGANIZATION
Existing government is the basis for emergency operations. That is, government agencies will
perform on a day-to-day basis. City organization and interrelationships are shown on the Emergency
Management Structure flow chart in this section. Each emergency response organization will be
responsible to prepare/maintain their Standard Operating Guidelines (SOG). The McLeod County
Emergency Manager will update the resource manual for the entire county at least annually.
IV. SUPPORTING DOCUMENTS
The McLeod County Basic Plan SOG & Supporting Documents detail the guidelines to be followed
by McLeod County and the City of Hutchinson.
V. DIRECTION & CONTROL
County Government - The McLeod County Board of Commissioners will be responsible for
providing overall direction and control of county resources involved in response to a disaster. The
County Emergency Manager will be responsible for plan implementation, development, and
maintenance and will also serve as the "Community Emergency Coordinator" for the county. The
Chief Deputy Sheriff is the alternate emergency coordinator. Names and 24/7 contact information
can be found in the McLeod County Resource Manual that can be found in the emergency manager's
office. The manual also contains various other contacts for the public safety personnel.
City Government - The Hutchinson City Administrator will be responsible for providing overall
direction and control information for Hutchinson's resources involved in the response to a disaster.
Emergency Operations Sensitive
Standard Operating Guideline
This SOG is intended to provide guidance for assignment of responsibilities for the emergency plans.
I. GENERAL
The Hutchinson City Council has by city ordinance in 2004 appointed the City Emergency Management
Director. A copy of this ordinance can be found in the Emergency Management Office. The Hutchinson
Emergency Management Director will serve as the planning coordinator. He/she will have overall authority
and responsibility for development and maintenance of the plan.
This plan will be reviewed and updated as necessary, but at least annually. The Director will be responsible
for ensuring that the updating occurs, and that it is in accord with the schedule and procedures established
by the Minnesota Division of Homeland Security and Emergency Management and is following all state and
federal exercise requirements. Documents are on file in the Director's Office.
II. STATE & FEDERAL SUPPORT
The McLeod County Emergency Manager will be responsible for assisting the county in obtaining any state
or Federal resources that may be needed as a result of a disaster. In carrying out this responsibility, the
director will contact the Minnesota Homeland Security and Emergency Management Regional Program
Coordinator (RPC) for SW Minnesota. This RPC will provide technical information and assistance. A
summary of state and federal assistance can be found in "Emergency Management Handbook for
Government Officials". This document is on file in the Emergency Management Director's office.
EMERGENCY ASSISTANCE: In the event of a major emergency/disaster which exceeds the resources
and capabilities of county government, and which requires immediate state and/or federal assistance, the
Minnesota Duty Officer should be contacted at 1-800-422-0798.
III. CONTINUITY OF OPERATIONS
During a disaster or catastrophic event, the coordination of overall emergency planning, preparedness and
response would occur through Emergency Management at the EOC. Activation of the Emergency
Operations Plan (EOP) identifying the agency's purpose and responsibilities will be implemented during
the event. The agencies with direct responsibility will work with supporting agencies through the EOC.
Supporting agencies are those that have an assigned responsibility/support but are not actively or directly
involved at this stage of the event (to include outside agencies and/or resources).
The ability of the local jurisdiction to provide services will be impacted during disasters and the demand
for those services will increase. It is necessary for local jurisdictions to clearly identify the level of service
they intend to provide throughout the Response Phases.
During the event, communication will be essential for effective implementation of the plan.
Communication to the public, employees, all agencies with responsibility in the event, and back to the
EOC is crucial. The potential for normal communication systems to be impacted during an event is likely.
The Communications Plan will be established and transition from normal operations to emergency
operations, as directed by the Service Continuation Coordinator. Communication during the event will
likely occur by telephone and computer systems. In the event of failure of normal operations, relocation of
radio resources will be directed by the Service Continuation Committee.
Emergency Operations Sensitive
Lines of Succession — Elected Officials:
• Mayor
• Mayor Pro-Tem
• Senior Council Member
• City Administrator
Lines of Succession — Emergency Management:
* EM Director
* EM Assistant Director or Designee
* Police Lt.
* Fire Asst. Chief
Lines of Succession — City Departments:
• As established by each department head
Prioritization of Services is broken out into four categories:
• Priority Service One: There is an immediate threat to public health, safety or welfare. Activities must
remain uninterrupted. Generally, these would include agencies and facilities that operate 24 hours a day
and/or seven days a week. (If the service closes on a weekend or holiday it is not a Priority Service One
function.)
o Dispatch /communication centers
o Medical care facilities
o Assisted living facilities
• Priority Service Two: There is a direct economic impact, and/or constitutionally or statutorily mandated
time frames. These activities can be disrupted temporarily or might be periodic in nature, but must be re-
established within a few days.
o Government centers
o Public buildings
o Residential areas
o Sanitation systems
• Priority Service Three: These are regulatory services that are required by law, rule or order that can be
disrupted temporarily (a few days or weeks) but must be re-established sometime before the event is over (6
weeks) .
• Priority Service Four: All other services that could be suspended during an emergency and are not required
by law or rule. These activities can be deferred for the duration of an event (6-8 weeks).
o Businesses
Responsibilities to carry out the continuity of operations, in general, are as follows:
• Service Continuation Coordinator (City Administrator)
o Implementation of the jurisdiction's service continuation plan.
o Maintain an up-to-date contact list of committee members.
o Maintain a line of succession, three deep, for department heads.
o Annual review and approval of Service Continuation Plan.
o Coordinate the Service Continuation Process during a disaster or exercise.
o Re -allocation of personnel.
O Participate in planning, training and exercises.
Service Continuation Committee (City Administrator, Emergency Management, Public Health, Law
Enforcement, Information Technology and other key department heads)
o Develop Service Continuation Plan.
o Develop jurisdictional service priority list.
o Develop Service Continuation Communications Plan.
o Support Service Continuation Coordinator and Department Coordinators (during a disaster or
exercise) .
Emergency Operations Sensitive 10
o Participate in planning, training and exercises.
Department Service Continuation Coordinator (Department Heads)
o Develop/renew annually the line of succession (three deep) list.
o Develop/renew annually department service priorities.
o Develop an Internal Communications Plan consistent with jurisdiction -wide Communications Plan.
o Develop an employee contact list, including contact numbers and addresses.
o Develop and maintain a current resource contact list and availability during a disaster.
o Submit daily/weekly attendance reports to Human Resources during a service continuation event or
exercise.
o Develop a Priority Service Function Task List, including special qualifications or certifications to
perform tasks.
o Develop Job Action Sheets for Priority I and II functions.
o Participate in planning, training and exercises.
Human Resources
o Develop management processes for daily/weekly attendance reports to include forms, documentation
and timely reporting methods.
o Work with the Service Continuation Coordinator for the re -allocation of personnel necessary to keep
priority services functions operational.
o Review county policies and collective bargaining agreements in order to maintain the necessary
flexibility to best manage the jurisdiction's priority services.
o Develop/maintain a current employee list.
o Participate in planning, training and exercises.
Information Technology
o Identify current system capabilities for offsite (at home) operations.
o Identify capacity required/requested during a service continuation event.
o Enhance resources to meet needs.
o Develop procedures for off -site access.
o Provide information for access to employees on how to access e-mail via the internet.
o During the event, require employees with laptops to bring them home nightly so they are prepared to
work from home at any given time.
o Work with Human Resources to develop attendance reporting through county/city intranet.
Safety Committee
o Work with key agencies to protect the health of employees during a service continuation event.
o Develop fact sheets and information for employee safety specific to the event.
o Provide, if available, personal protective equipment (PPE) specific to the event.
o Recommend/Initiate procedures to reduce impact on employee safety, such as social distancing,
workplace cleaning, hand hygiene, etc.
Emergency Operations Sensitive 11
Plan Distribution List
The following agencies/departments have been assigned a copy of the City of Hutchinson Emergency Operations
Plan. Previous copies should be shredded or returned to City of Hutchinson Emergency Management.
City of Hutchinson Emergency Management - Office
City of Hutchinson Emergency Management - Mobile Command Post
City of Hutchinson Emergency Operations Center
McLeod County Emergency Manager
City of Hutchinson City Administrator
McLeod County Sheriff's Dispatch
Meeker McLeod Sibley Emergency Preparedness Coordinator
City of Hutchinson Public Works Director
City of Hutchinson Fire Chief
City of Hutchinson Finance Director
City of Hutchinson PRCE Director
City of Hutchinson Human Resources Director
City of Hutchinson Planning and Zoning Director
American Red Cross - South Central Minnesota Chapter (Mankato)
Upon termination of office by reason of resignation, election, or dismissal, the holder of this document shall
return it to the City of Hutchinson Emergency Management Director.
Emergency Operations Sensitive 12
McLeod County
Emergency Management Structure
I Board of I
ommisioners
Community I I Sheriffs I I County I I Human
He alth Dept. Engr. Services
I Sheriff I
Chief
Deputy
ncy
Emergency
Corrections
Investigations 1
gmt
Patrol
Dispatch
Biscay Glencoe
Lester Prairie
Stewart
VLFinsted
Brownton Hutchinson Silver Lake Plata
McLeod Co. Cities
Emergency Operations Sensitive 13
Hutchinson Emergency
Management Structure
Police Emergency
Management
Police Lieutenant Assistant Emergency
h.hM 52r
Patrol
In—tieati—
Emergency Operations Sensitive 14
Legal Basis & Reference
The following laws, documents, and reference materials can be found in the Minnesota Emergency Management
Directors Handbook found online at the following link: Emergency Managers Resources - Emergency Management
Director's Handbook (EMDH) (mn.gov) or https:Hdps.mn.gov/divisions/hsenVemergency-managers-
resources/Pages/directors-handbook. aspx
1. Public Law 920, as amended
2. Public Law 99-499 (SARA Law of 1986)
3. Minnesota Statutes, Chapter 12, as amended (Civil Defense Act)
4. Minnesota Statutes, Section 299K.01 (Emergency Planning & Community Right to Know Act
5. Minnesota Statutes, Section 299J, as amended (The Minnesota Pipeline Safety Act)
6. Minnesota Statutes, Section 103F (Protection of Water Resources)
7. Minnesota Division of Homeland Security and Emergency Management (HSEM) Bulletin No. 90-1
(Local government emergency operations plan requirements)
8. Common County Emergency Management Agreements
9. Homeland Security Presidential Directive 5, NIMS
Homeland Security Presidential Directive 8 Presidential Decision Directive 39, US Policy on Terrorism
10. Presidential Decision Directive 62, Combating Terrorism
11. Presidential Decision Directive 63, Critical Infrastructure
Emergency Operations Sensitive 15
County of McLeod
83011 th Street East
Glencoe, Minnesota 55336
FAX (320) 864-3410
COMMISSIONER RAY BAYERL
1 st District
Phone (320) 485-2181
20778 Cable Avenue
Lester Prairie, MN 55354
COMMISSIONER SHELDON A. NIES
4th District
Phone (320) 587-5117
1118 Jefferson Street South
Hutchinson, MN 55350
)asn ies G h utchtel. net
COMMISSIONER MELVIN H. DOSE
2nd District
Phone (320) 864-3304
10782 Diamond Ave.
Glencoe, MN 55336
mrdose0hutchtel.net
COMMISSIONER BEV WANGERIN
5th District
Phone (320) 587-6869
817 Colorado Street NW
Hutchinson, MN 55350
bevw@hutchtel.net
COMMISSIONER GRANT G. KNUTSON
3rd District
Phone (320) 587-9108
14267 CR7
Hutchinson, MN 55350
NAN CRARY
County Administrator
Phone (320) 864.1324
Courthouse
Glencoe, MN 55336
nan.crary6 oo.mcleod.mmus
RESOLUTION 05-CB-23
DESIGNATING THE NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) AS
THE BASIS FOR ALL INCIDENT MANAGEMENT
IN MCLEOD COUNTY
WHEREAS the President of the United States, in Homeland Sccurity Directive (HSPD)-5,
directed the Secretary of the Department of Homeland Security to develop and administer a
National Incident Management System (NIMS), which would provide a consistent nationwide
approach for federal, state, local and tribal governments to work together more effectively and
efficiently to prevent, prepare for, respond to, and recover from domestic incidents, regardless of
cause, size or complexity;
WHEREAS the collective input and guidance from all federal, state, local, and tribal security
partners has been, and will continue to be vital to the development, effective implementation and
utilization of a comprehensive NIMS;
WHEREAS it is necessary and desirable that all federal, state, local and tribal emergency
agencies and personnel coordinate their efforts to effectively and efficiently provide the highest
levels of incident management;
WHEREAS, to facilitate the most efficient and effective incident management, it is critical that
federal, state, local, and tribal organizations utilize standardized terminology, standardized
organizational structures, interoperable communications, consolidated action plans, unified
command structures, uniform personnel qualification standards, uniform planning, training, and
exercising standards, comprehensive resource management, and designated incident facilities
during emergencies or disasters;
WHEREAS, the NIMS standardized procedures for managing personnel, communications,
facilities, and resources will improve the county's ability to utilize federal and state funding to
enhance local agency readiness, maintain first responder safety, and streamline incident
management processes;
WHEREAS the Incident Command System components of NIMS are already an integral part of
various incident management activities throughout the State and McLeod County, including
current emergency management training programs;
Page I of 2
McLEOD COUNTY 1S AN EQUAL OPPORTUNITY EMPLOYER
Emergency Operations Sensitive 16
WHEREAS the National Commission on Terrorist Attacks (9-11 Commission) recommended
adoption of a standardized Incident Command System;
WHEREAS the Govcmor of the State of Minnesota by Executive Order 05-02, February 9,
2005, has designated the NIMS as the basis for all incident management in the State of
Minnesota;
NOW, TMRFFHRE, the McLeod County Board of Commissioners does hereby establish the
National Incident Management System (NIMS) as the standard for incident management in
McLeod County_
Adopted this 7th day of June, 2005.
Ray S erl, Chair n
- 26' nm"�
Nan Crary, Cou0Fj Administrator
Page 2 of 2
Emergency Operations Sensitive 17
McLeod County
Emergency Management Ordinance
Section 1. Policy and Purpose
Subdivision 1 Because of the existing possibility of the accurrcnee of disasters of unprecedented
size and destruction resulting from fire, flood, tornado, blizzard, destructive winds or other
natural causes, or from sabotage, hostile action, or from hazardous material mishaps of
catastrophic measure; and in order to insure that preparations of McLeod County will be
adequate to deal with such disasters, and generally, to }provide for the common defense and to
protect the public peace, health, and safety, and to preserve the lives and property of the people
of Mcleod County, it is hereby found and declared to be necessary,
(a) To establish a county emergency management organization responsible for county planning
and preparation for emergency government operations in time of disasters.
(b) To provide for the exercise of necessary powers during emergencies and disasters-
(c) To provide for the rendering of mutual aid between McLeod County and other political
subdivisions of this State and of other states with respect to the carrying out of emergency
preparedness function.
(d) To comply with provisions of Minnesota Statutes, Chapter 12, Section 12.25, which
requires that each political subdivision of Minnesota, shall establish a local organization for
emergency management.
Section 2. Definitions
Subdivision 1 "Emergency Management" means the preparation for and the carrying out of all
erergency 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, or from industrial hazardous
material mishaps. These functions include, without limitation, fire -fighting servkcs, police
services, emergency medical services, engineering, warming services, connnunications,
radiological, and chernical, 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 "CMI Defense" f nictkm.
Subd ivisio n 2 "Duster" means a situation which creates an immediate and serious impaiisrnent
to the health and safety of any person, or a situation which has resulted in or is likely to result in
catastrophic loss to property, and for which traditional sources of relief and assistance within the
affected area are unable to repair or prevent the injury or loss,
A-3G4834
Emergency Operations Sensitive 18
Subdlvlsimn< 3 'Snmx&cD4nf rumn s as miforeaeen combinatba of circnrmtaucr:, %vhich calk for
immediate actiou to pm=t Fm ttov*wping or ==iPa.
Subdivision 4 'EMergerrcy Management Forces" means The toW persarmel resaurces eugWd in
c aunty -keel emergency mmmg=iwt hinctim in accardame with thr. psnvrsions of this
resolution or any rule or order tbamonder. 'X his ,4tclvdes gessonuel from Mcl:&od County
departmetzts, Bmilr xi ad volmUrrns, and private tnganixotiGnW%R=Cies.
Subdivision 5 " Smagmity Mmmgmi mt Orgaizationm weans the st$fl' elem mt rcapoo tAe fbt
cn� canrny-lcvcl plamring and prcpamtian for d>sastez` espoa This orgarozatiatr
pmvWwMcLeoA C=wy Us= and avordinativn with fl at, state and focalpwiN tic
Yehlfve to disaster prcVwtd css activities and assures implenvrnUubn df federal and state
Program Y rs-
Section 3. EstnblLshiuent of an Emergrn ey Mang went Orgmto don
8Adi'un t Thcm is hemby trued with McLeod County gavemmmt an ermgency
ma.uag�emrrrt axga�atian which s4rall k� uncicr thr sup�nr�ion nand s+asatrol yf thtr Mc F avt!
ovirty B rgunog Maluxg tt Director, lte!'airuc#ien' tailed the "directa�" 'The ditwur shall k
ammiuted by ttin Mr .cod l»ouay Board of CormrxissioteTs for run indcl`inite term mid may be
rerrsnved by tbom et any lime. Tire dkcam shall sm yr at a salary deteminod by I ltie Mel.ead
Comity Board of Coirurai,rssionecs and shall It p6d bisther recmary expcmta Thr dirctorshall
Nava dkcct >'tapamibiRty for the veyowizatino, udministrudon and gpmratniun ofthe mnagc=y
puw;parcdnesa w3 mkatknr, aubdeet to the duw� =Icnntx+pl of thr McLeod 0otntty Bowl of
C4snplfs,9ionem.
Stetfon 4+ Yawcrx and Duties of the Director
Subdivision I TheAinxtar, with tlm consent of the McLeod (�awtty Board ofCarrnrjMo0 rst
shall represetrt 141t i4od C4nttiy au -any regknW or #tste confermice 4'0t emdg=cy jimnagrnmriL.
The director $hall develop proposed mutual aid agreements with lather political subdivisions of
the state €er rectpt,pcal cmagoncy nwagament aid and assistarrca io an ernet`geticy too grmt to
he dealt with unassiated, and shall pramt snch ugrcaniftts to the w cod Caunty'8nwd a
Cmminionm 6nr its ntwm Snah anmtarb shall k Losmrstent with the State limmr ry
Plan,
SubdiyWon 2 The director shaR mako studies wnd surms of the rtmpownr, industria,
mwurcca and te+rili#im of McLtud County w 6==d rcCe wy to detaTnine their quacy for
emagcpGy n=agemmt and to plan fbr their most efficient use iu time of Eon emergency or
disaster', 'The direotor of cmergcncy mmagenvot shell establish flue aru=mic stabilizaWn
oyow s and n=ww, servietsta#i't, boards and sub -boards mired, in accordame with state
Ruud fedtral plans and dime6ops sabjaet to xppmval of the Mcleod County Board of
commissionem
A-364834
Emergency Operations Sensitive 19
Subdivision 3 The direaor shall prepare a comprehensive emergency operations plan for the
emergency preparedness of McLeod County including municipal and unincorporated areas and
shall present such plan to the McLeod County Board ofConunissioners for its approval. When
the McLeod County Board of Commissioners has approved the plan by resolution, it shall be the
duty of all McLeod County agencies and all emergency preparedness forces of McLeod County
to perform the duties and functions assigned by the plan as approved. The plan may be modified
in life manner from time to time. The director shall coordinate the emergency management
activities of McLeod County to the end that they shall be consistent and fully integrated with the
emergency plan of the Federal Government and the State and correlated with emergency plans of
other political subdivisions within the State.
Subdivision 4 In accordance with the State and County Emergency Operations Plan, the director
shall institute such training programs, public information programs and conduct practice warning
alerts and emergency exercises as may be necessary to assure prompt and effective operation of
the McLeod County Emergency Operations Plan when a disaster occurs
Subdivision 5 The director shall utilize the personnel, services, equipment, supplies and
Facilities of existing departments and agencies of the county to the maximum extent practicable.
Theofficers and personnel of all such departments and agencies shall be, to the maximum extent
practicable. The officers and personnel of all such departments and agencies shall cooperate
with and extend such services and facilities to the McLeod County F f►iergency Management
organization and to the Governor upon request. The head of each department or agency in
cooperation with the dirWor shall be responsible for the planning and programming of such
emergency activities as will involve the utilization ofthc facilities of the department or agency.
Subdivision 6 The director shall, in cooperation with existing McLeod County departmcnts and
agencies affected, assist in the organizing, recruitmg and training of such emergency
management personnel that may be required on a volunteer basis to carry out the emergency
plans of Mcleod County and the State- To the extent that such emergency personnel are
recruited to augment a regular McLeod County department or agency for emergencies, they shall
be assigned to such departments or agencies and shall be under the administration and control of
said department or agency -
Subdivision 7 Consistent with the state emergency services law, the director shall coordinate the
activity of n micipal emergency management organizations within the county and assist in
establishing and conducting training programs as required to assure emergency operational
capability in the several services (Minnesota Statutes, Chapter 12, Sec. 12.25).
Subdivision R The director shall curry out all orders, rules and regulations issued by the
Governor with reference to emergency management,
Subdivision 9 The director shall act as principal aide and advisor to the McLeod County official
responsible for direction and control of all County emergency operations during an emergency.
The coordinatofs main responsibility is to assure coordination among the operating departments,
non -governmental groups, and with higher and adjacent governments-
A-364834
Emergency Operations Sensitive 20
Subdivision 10 xhe director shall prepare and submit such reports on emergency preparedness
activities as may be requested by the McLeod County Board of Commissioners.
Section S. Local Emergencies
Subdivision 1 A local emergency may be declared only by the Mayor of a municipality or Chair
of the McLeod County Board of Commissioners or their legal successors. It shall not be
continued for a period in excess of three days except by or with the consent of the governing
board of the political subdivision. Any order, or proclamati n declaring, continuing, or
terminating a local emergency shall be given prompt and general publicity and shall be filed
promptly by the chief of the local records -keeping agency of the subdivision,
Subdivision2 A declaration of local emergency shall invoke necessary portions of the
response and recovery aspects of applicable local or inter -jurisdictional disaster plans, and may
authorize aid and assistance thereunder.
Subdivision 3 No jurisdictional agency or official may declare a local emergency unless
expressly authorized by the agreement under which the agency functions. However, an inter -
jurisdictional disaster agency shall provide aid and services in accordance with the agreement
under which it functions.
Section 6. Emergency Regulations
Subdivision 1 Whenever necessary to meet a declared emergency or to prepare for such an
emergency for which adequate regulations have not been adopted by the Governor or the
McLeod County Board of Commissioners, the Board may by resolution pronnilgate regulations,
consistent with applicable federal or state law or regulation, respecting: the conduct of persons
and the use of property during emergencies; the repair, maintenance, and safeguarding of
essential public services, emergency health, fire, and safety regulation, drills, or practice periods
required for preliminary training, and all other Matters which are required to protect public
safety, health, and welfare in declared emergencies.
Subdivision 2 Every resolution of emergency regulations shall be in writing; shall be dated; shall
refer to the particular emergency to which it pertains, if so limited, and shall be filed in the
Office of the Mcleod County ,administrator, which copy shall be kept pasted and available for
public inspection during business hours. Notice of the existence of such regulation and its
availability for iiaspection at the McLeod County Administrator's Office shall be conspicuously
posted at the front of the government center or otbcr headquarters of McLeod County or at such
other places in the affected area as the McLeod County Board of Commnissioners shall designate
in the resolution_ By like resolution, the Board may modify or rescind any such regulation.
Subdivision 3 The McLeod County Board of Commissioners may rescind any such regulation
by resolution at any time. If not sooner rescinded every such regulation shall expire at the end of
30 days after its effective date or at the end of the emergency to which it relates, whichever
comes first. Any resolution, rule, or regulation inconsistent with an emergency regulation
promulgated by the Board shall Cx suspenders during the period of time and to the extent such
conflict exists.
'3UL4 3�}
Emergency Operations Sensitive 21
During a declared emergency, McLeod County is, notwillnunding any statutory or charter
provision to the contrary, errWwvred, through its governing body acting within or without the
corporate limits of McLeod County, to enter into contracts and incur obligations necessary to
combat such disaster by protecting the health and safety of persons and property and providing
emergency assistance to the victims of such disaster. McLeod County may exercise such powers
in the light of the exigencies of the disaster without compliance with the time-consuming
procedures and formalities prescribed by law pertaining to the performance of public work,
entering rental equipment agreements, purchase of supplies and materials, limitations upon tax
levies, and the appropriation and expenditure of public funds including, but not limited to,
publication of resolutions, publication of call for bids, provisions of personnel laws and rules,
provisions relating to low bids, and requirement for budgets.
Section 7. Emergency Alanagement A Gnverumeutal Function
All functions thereunder and all other activities relating to emergency management are hereby
declared to be governmental functions. The provisions of this section shall not affect the right of
any person to receive benefits to which he would otherwise be entitled under this resolution or
under the worker's compensation law, or under any pension law, or the right of any such person
to receive any benefits or compens ation under any act of Congress.
Section 8. Partleipation In Labor Dispute or Poll ties
The emergency management organization shall not participate in any form of political activity,
nor shall it be employed directly or indirectly for political purposes, nor shall it be employed in a
labor dispute.
Section 9. )Effective Date
Adopted this Sib day of September, 2006. by tte McLeod County Board of Commissioners.
cod County Board Chair
McLeod County Admini for
k �34
Emergency Operations Sensitive 22
City of Hutchinson Emergency Management Ordinance
CHAPTER 33: EMERGENCY MANAGEMENT
Section
33.01 Policy and purpose
33.02 Definitions
33.03 Establishment of emergency management organization
33.04 Powers and duties of Director
33.05 Local emergencies
33.06 Emergency regulations
33.07 Emergency management a government function
33.08 Participation in labor disputes or politics
33.99 Penalty
§ 33.01 POLICY AND PURPOSE.
Because of the existing possibility of the occurrence of disasters of unprecedented size and destruction resulting from fire,
flood, tornado, blizzard, destructive winds or other natural causes, or from sabotage or hostile action or from hazardous
material mishaps of catastrophic measure; and in order to ensure that preparations of the city will be adequate to deal with
those disasters and, generally, to provide for the common defense and to protect the public peace, health and safety, and to
preserve the lives and property of the people of the city, it is hereby found and declared to be necessary:
(A) To establish a city emergency management organization responsible for city planning and preparation for emergency
government operations in time of disasters;
(B) To provide for the exercise of necessary powers during emergencies and disasters;
(C) To provide for the rendering of mutual aid between the city and other political subdivisions of the state and of other
states with respect to the carrying out of emergency preparedness functions; and
(D) To comply with the provisions of M.S. § 12.25, as it may be amended from time to time, which requires that each
political subdivision of the state shall establish a local organization for emergency management.
(2004 Code, § 33.01)
g 33.02 DEFINITIONS.
For the purpose of this chapter, the following definitions shall apply unless the context clearly indicates or requires a different
meaning.
DISASTER. A situation which creates an immediate and serious impairment to the health and safety of any person, or a
situation which has resulted in or is likely to result in catastrophic loss to property, and for which traditional sources of relief
and assistance within the affected area are unable to repair or prevent the injury or loss.
EMERGENCY. An unforeseen combination of circumstances which calls for immediate action to prevent from developing or
occurring.
EMERGENCY MANAGEMENT. The preparation for and 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 or hostile action or from industrial hazardous material
mishaps. These functions include, without limitation, firefighting services, police services, emergency medical services,
engineering, warning services, 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 the
Emergency Operations Sensitive 23
foregoing functions. EMERGENCY MANAGEMENT includes those activities sometimes referred to as CIVIL DEFENSE
functions.
EMERGENCY MANAGEMENT FORCES. The total personnel resources engaged in city -level emergency management
functions in accordance with the provisions of this chapter or any rule or order thereunder. This includes personnel from city
departments, authorized volunteers and private organizations and agencies.
EMERGENCY MANAGEMENT ORGANIZATION. The staff responsible for coordinating city -level planning and
preparation for disaster response. This organization provides city liaison and coordination with federal, state and local
jurisdictions relative to disaster preparedness activities and assures implementation of federal and state program requirements.
(2004 Code, § 33.02)
§ 33.03 ESTABLISHMENT OF EMERGENCY MANAGEMENT ORGANIZATION.
There is hereby created within the city government an emergency management organization which shall be under the
supervision and control of the City Emergency Management Director, called the Director. The Director shall be appointed by
the Mayor with approval of the City Council for an indefinite term and may be removed by him or her at any time. The
Director shall serve with a salary as established by the City Council and shall be paid his or her necessary expenses. The
Director shall have direct responsibility for the organization, administration and operation of the emergency preparedness
organization, subject to the direction and control of the Mayor.
(2004 Code, § 33.03)
§ 33.04 POWERS AND DUTIES OF DIRECTOR.
(A) The Director, with the consent of the Mayor, shall represent the city on any regional or state conference for emergency
management. The Director shall develop proposed mutual aid agreements with other political subdivisions of the state
for reciprocal emergency management aid and assistance in an emergency too great to be dealt with unassisted, and
shall present these agreements to the Council for its action. These arrangements shall be consistent with the state
emergency plan.
(B) The Director shall make studies and surveys of the human resources, industries, resources and facilities of the city as
deemed necessary to determine their adequacy for emergency management and to plan for their most efficient use in
time of an emergency or disaster. The Director shall establish the economic stabilization systems and measures, service
staffs, boards and sub -boards required, in accordance with state and federal plans and directions subject to the approval
of the Mayor.
(C) The Director shall prepare a comprehensive emergency plan for the emergency preparedness of the city and shall
present the plan to the Council for its approval. When the Council has approved the plan, it shall be the duty of all city
agencies and all emergency preparedness forces of the city to perform the duties and functions assigned by the plan as
approved. The plan may be modified in like manner from time to time. The Director shall coordinate the emergency
management activities of the city to the end that they shall be consistent and fully integrated with the emergency plans
of the federal government and the state and correlated with emergency plans of the county and other political
subdivisions within the state.
(D) In accordance with the state and city emergency plan, the Director shall institute training programs, public information
programs and conduct practice warning alerts and emergency exercises as may be necessary to assure prompt and
effective operation of the city emergency plan when a disaster occurs.
Emergency Operations Sensitive 24
(E) The Director shall utilize the personnel, services, equipment, supplies and facilities of existing departments and
agencies of the city to the maximum extent practicable. The officers and personnel of all city departments and agencies
shall, to the maximum extent practicable, cooperate with and extend services and facilities to the city's emergency
management organization and to the Governor upon request. The head of each department or agency in cooperation
with the Director shall be responsible for the planning and programming of those emergency activities as will involve
the utilization of the facilities of the department or agency.
(F) The Director shall, in cooperation with those city departments and agencies affected, assist in the organizing, recruiting
and training of emergency management personnel, which may be required on a volunteer basis to carry out the
emergency plans of the city and state. To the extent that emergency personnel are recruited to augment a regular city
department or agency for emergencies, they shall be assigned to the departments or agencies and shall be under the
administration and control of the department or agency.
(G) Consistent with the state emergency services law, being M.S. §§ 12.01 et seq., as it may be amended from time to time,
the Director shall coordinate the activity of municipal emergency management organizations within the city and assist
in establishing and conducting training programs as required to assure emergency operational capability in the several
services as provided by M.S. § 12.25, as it may be amended from time to time.
(H) The Director shall carry out all orders, rules and regulations issued by the Governor with reference to emergency
management.
(I) The Director shall prepare and submit reports on emergency preparedness activities when requested by the Mayor.
(2004 Code, § 33.04)
§ 33.05 LOCAL EMERGENCIES.
(A) A local emergency may be declared only by the Mayor or his or her legal successor. It shall not be continued for a
period in excess of three days, except by or with the consent of the Council. Any order or proclamation declaring,
continuing or terminating a local emergency shall be given prompt and general publicity and shall be filed in the office
of the City Administrator.
(B) A declaration of a local emergency shall invoke necessary portions of the response and recovery aspects of applicable
local or inter jurisdictional disaster plans, and may authorize aid and assistance thereunder.
(C) No jurisdictional agency or official may declare a local emergency unless expressly authorized by the agreement under
which the agency functions. However, an inter jurisdictional disaster agency shall provide aid and services in
accordance with the agreement under which it functions.
(2004 Code, § 33.05) Penalty, see § 33.99
§ 33.06 EMERGENCY REGULATIONS.
(A) Whenever necessary, to meet a declared emergency or to prepare for an emergency for which adequate regulations
have not been adopted by the Governor or the Council, the Council may by resolution promulgate regulations,
consistent with applicable federal or state law or regulation, respecting: the conduct of persons and the use of property
during emergencies; the repair, maintenance and safeguarding of essential public services; emergency health, fire and
safety regulations; drills or practice periods required for preliminary training; and all other matters which are required
to protect public safety, health and welfare in declared emergencies.
Emergency Operations Sensitive 25
(B) (1) Every resolution of emergency regulations shall be in writing; shall be dated; shall refer to the particular
emergency to which it pertains, if so limited, and shall be filed in the office of the City Administrator.
(2) A copy shall be kept posted and available for public inspection during business hours. Notice of the existence of
these regulations and their availability for inspection at the City Administrator's office shall be conspicuously posted at
the front of the City Hall or other headquarters of the city or at other places in the affected area as the Council shall
designate in the resolution.
(3) By resolution, the Council may modify or rescind a regulation.
(C) The Council may rescind any regulation by resolution at any time. If not sooner rescinded, every regulation shall expire
at the end of 30 days after its effective date or at the end of the emergency to which it relates, whichever comes first. Any
resolution, rule or regulation inconsistent with an emergency regulation promulgated by the Council shall be suspended during
the period of time and to the extent conflict exists.
(D) (1) During a declared emergency, the city is, under the provisions of M.S. § 12.31, as it maybe amended from time to
time and notwithstanding any statutory or charter provision to the contrary, empowered, through its Council, acting within or
without the corporate limits of the city, to enter into contracts and incur obligations necessary to combat the disaster by
protecting the health and safety of persons and property and providing emergency assistance to the victims of a disaster.
(2) The city may exercise these powers in the light of the exigencies of the disaster without compliance with the time-
consuming procedures and formalities prescribed by law pertaining to the performance of public work, entering rental
equipment agreements, purchase of supplies and materials, limitations upon tax levies and the appropriation and expenditure
of public funds, including, but not limited to, publication of resolutions, publication of calls for bids, provisions of personnel
laws and rules, provisions relating to low bids and requirement for bids.
(2004 Code, § 33.06) Penalty, see § 33.99
§ 33.07 EMERGENCY MANAGEMENT A GOVERNMENT FUNCTION.
(A) All functions and activities relating to emergency management are hereby declared to be governmental functions.
(B) The provisions of this section shall not affect the right of any person to receive benefits to which he or she would
otherwise be entitled under this resolution or under the worker's compensation law, being M.S. 176.001 et seq., as it may be
amended from time to time, or under any pension law, nor the right of any person to receive any benefits or compensation
under any act of Congress.
(2004 Code, § 33.07)
§ 33.08 PARTICIPATION IN LABOR DISPUTES OR POLITICS.
The emergency management organization shall not participate in any form of political activity, nor shall it be employed
directly or indirectly for political purposes, nor shall it be employed in a labor dispute.
(2004 Code, § 33.08)
§ 33.99 PENALTY.
(A) Any person who violates any provision of this chapter or any regulation adopted thereunder relating to acts, omissions
or conduct other than official acts of city employees or officers is guilty of a misdemeanor.
Emergency Operations Sensitive 26
(B) Whoever violates any provision of this chapter for which no other penalty has been established shall be punished as
provided in § 10.99 of this code of ordinances.
(2094 Code, § 33.99)
Emergency ❑perations Sensitive 27
Mutual Aid & Other Agreements
The following Memoranda of Understanding and Letters of Agreement include concept of operations, emergency
measures to be provided and arrangements for exchange of information. They are on file with McLeod County
Emergency Management:
Ord inatjon
Updated
McLeod County with
Brownton PD;
Glencoe PD;
Law enforcement
1995
2008
Joint & Cooperative Agreement
Hutchinson PD;
personnel and
Lester Prairie PD,
equipment
Silver Lake PD; &
Winsted PD
Brownton Fire;
Glencoe Fire;
Hutchinson Fire;
Fire department
1990's
2002
Mutual Aid Agreement
Lester Prairie Fire;
personnel and
Plato Fire; Silver Lake
equipment
Fire; Stewart Fire; &
Winsted Fire
Counties in SW
Equipment;
2007
2018
Mutual Aid Agreement
Minnesota HSEM
personnel; & other
Region V
resources
McLeod County EM
Services for people
2014
N/A
Memorandum of Understanding
& American Red
Cross South Central
affected by
MN Chapter
disasters
McLeod County
Staging; mass
2010
N/A
Joint Powers Agreement
Health & Human
vaccination clinic;
Service & Ridgewater
and or flu center
College
activities
Authorizes
McLeod County
dispatch of
2005
N/A
Intrastate Mutual Aid Agreement
Resolution 05-CB-45
personnel &
equipment to
combat disasters
Emergency Operations Sensitive 28
Responsibilities Chart
ORGANIZATION RESPONSIBILITY
Law Enforcement Evacuation, traffic control, search & rescue
first aid, crisis management. Trained to the hazmat awareness
level.
Emergency Management Support the on -scene response and recovery, manage EOC
operations. Trained to the hazmat awareness level.
Fire Department Evacuation, search & rescue, fire suppression, first aid, hazmat
response from operations to on scene incident commander.
Civil Air Patrol Search & rescue (air & ground) , damage assessment
Red Cross/Salvation Army Assist McLeod County and City of Hutchinson agencies with
mass feeding, congregate care, first aid, and/or damage
assessment.
Mayor and City Council Finance/Administration issues & planning
3M and TDK Fire Suppression and/or HazMat response assistance
Fire Brigades
Chemical Assessment Teams, Regional Provide technical assistance, identification of
Hazmat Team, &Homeland Security and hazardous materials, & provide support to local
Emergency Management responders
Amateur Radio Emergency
(ARES)
Radio communication support that can be provided Services
using personal equipment and operating frequencies
❖ Each emergency response organization is responsible to keep their standard operating
procedures up to date. The county emergency management director is available for assistance.
❖ A Continuity of Operations Plan needs to be completed and stored in the EM's office and EOC.
Records Safeguarding Policy
The City of Hutchinson servers are backed up on a nightly basis to two separate locations away from the main
server room.
Emergency Operations Sensitive 29
Agency Training Schedules
City
Agency
Meeting
Training
Hutchinson
Allina Ambulance
3" Thursday
Every month including V,
5" & 9"' months
Fire Department
? Monday
All other Monday's of
month
Police Department
As Scheduled
As Scheduled
McLeod County
Corrections/Jail
Once a Month
Once a Month
Licensed Deputies
As Scheduled
As Scheduled
Posse
Once a Month
Once a Month
For training documentation on hazardous materials and other required training, please contact each agency
individually as they keep track of their own training records.
Emergency Operations Sensitive 30
Exercise Training Schedule
McLeod County Emergency Management conducts or participates in a tabletop, functional, or full-scale exercises
to test the planning and operational components of its emergency operations plan. Upon completion of the exercise.
an after -action review is held to determine strengths and areas which may need improvement. Such exercises shall
follow the HSEM's Exercise Policy.
A copy of the McLeod County current methods and schedules for exercising its emergency plan are located at the
McLeod County Emergency Management Office 801 10" Street East Glencoe, MN 55336. Contact the McLeod
County Emergency Manager for further information. Below is a list of the exercises that have taken place.
Year Tyne Scenario
2015 Workshop Meeker McLeod Sibley CHS Mass Fatality Workshop in Hutchinson
2018 Full Scale Meeker McLeod MCIIMFI Exercise (September)
2019 Workshop EOC & Emergency Management Training with City of Hutch
2021 Tabletop Region 5 Tabletop in Renville County EOC in Olivia
Tentative Future Exercises:
2023 To be determined
The City of Hutchinson conducts or participates in exercises independently or in conjunction with McLeod County.
AUTHENTICATION
Hutchinson Emergency Manager
Date
Emergency Operations Sensitive 31
NOTIFICATION & WARNING
Emergency Operations Sensitive 32
NOTIFICATION & WARNING: General Information
I. PURPOSE
To provide an overview of the responsibilities and the procedures whereby the notification of key officials and the
warning of the general public are accomplished.
II. RESPONSIBILITIES
A. The McLeod County Sheriff's Office is the McLeod County Warning Point. The McLeod County Sheriff has
overall responsibility for ensuring that all notifications received by the warning point are handled properly.
The McLeod County Warning Point is responsible for proper receipt and dissemination of all emergency
notifications. Upon being notified of a warning, the McLeod County Warning Point, per the Communications
Officer Policy & Procedure Manual, is responsible for:
1. Notifying key county government and private organization officials, as appropriate.
2. Notifying the affected municipalities.
3. Activating the appropriate outdoor warning sirens.
4. Activation of CodeRED Mass Notification and/or IPAWS Message as required.
B. Each of the municipalities in McLeod County, which includes the City of Hutchinson, is responsible for
relaying any notifications, which they receive (from the McLeod County Warning Point) to their own public
officials and residents. All of the municipality outdoor warning sirens in McLeod County can be activated by
the McLeod County Warning Point or by the municipalities themselves. The city emergency management
director or designee shall contact the warning point as soon as the notification has occurred.
III. ORGANIZATION
McLeod County Sheriff's Office and the City of Hutchinson's Organization Chart can both be found in the Basic Plan
Annex.
IV. SUPPORT DOCUMENTS
The McLeod County Notification and Warning SOG & Supporting Documents, detail the specific notification and
warning procedures to be followed by the McLeod County Warning Point.
Emergency Operations Sensitive 33
Standard Operating Guideline
This SOG is intended to provide guidance for the proper receipt and dissemination of disaster notifications and warnings.
I. GENERAL
The Mankato State Patrol Warning Point is responsible for disseminating all watches and warnings to the McLeod
County Warning Point, except warning for conditions generated within the county itself.
The McLeod County Warning Officer is the Sheriff or his designee.
The McLeod County Warning Point is at the Sheriff's Office in Glencoe, Minnesota which has 24-hour warning
capability.
The McLeod County Warning Officer is responsible for ensuring that all notifications and warnings are properly
received and disseminated. (See Support Document in this section for a diagram of McLeod County Warning
System.)
II. The pictures on television can be used to warn the hearing — impaired people in McLeod County. Family and friends
could also be used to tell them and also the non-English speaking groups. The Emergency Community Health
Outreach (ECHO) can be used for translating, producing, and distributing critical information rapidly and effectively
in a variety of languages. htip://www.echominnesota.org. The Health & Human Services Director can also be used
for the preparation of materials to these groups. They also have contact information for agencies that work closely
with access and functional needs populations. McLeod County CodeRED mass notification system can also be used to
disseminate information via TDD.
III. OUTDOOR WARNING SIREN SOUNDS
Steady Tone: Lasting 3-5 minutes means that there is an emergency and you should gather more information.
Wavering Tone: Lasting 3-5 minutes means that the United States is under nuclear attack.
All Clear: There is no siren given for the All Clear. If you hear the sirens activated again, there is another emergency
and you should continue to monitor the situation.
The sirens in McLeod County only cover the towns and no rural areas. This covers about 65% of the total population
of McLeod County.
IV. MASS NOTIFICATION SYSTEM/CODE RED/IPAWS/ Everbridge
McLeod County uses the CodeRED mass notification system as the official notification system. They can also
activate the Integrated Public Alert and Warning System (IPAWS). The McLeod County Communications
Center/Dispatch is the main agency/department to send out external messages to the public and internal messages to
staff and other internal groups. The emergency management director also has the training to send out external and
internal messages. There are only four communication officers and the emergency management director that are
authorized to send out IPAWS messages. The City of Hutchinson utilizes Everbridge as a mass notification system.
The Hutchinson IT Director or their designee is responsible for sending messages through Everbridge.
Emergency Operations Sensitive 34
A. IPAWS Activation
The IPAWS system can be used for the following events:
Evacuate Immediately (EVI)
An incident commander contacts the County Warning Point or emergency management to alert the public to
evacuate an area immediately.
Shelter In Place Warning (SPW)
An incident commander contacts the County Warning Point or emergency management to alert the public to
shelter in place.
Civil Danger Warning (CDW)
An incident commander contacts the County Warning Point or emergency management to alert the public of a
civil danger. This scenario would include situations where neither immediate evacuation nor sheltering in
place is needed, but some other critical action is required.
Civil Emergency Message (CEM)
An incident commander contacts the County Warning Point or emergency management to alert the public in a
small geo-targeted location, or for an event that does not warrant activation of EAS or NOAA weather radios.
WEA could be used to limit the alert to a small area. EAS participant equipment will see the event code as
"log only" and not be broadcast.
B. Training
Employees sending out messages through the CodeRED system (non-IPAWS) will have to have training in
the operations of the system prior to issuing messages. This training can be from the vendor or fellow
employees that are familiar with the system.
No employee shall use the IPAWS system without completing the following training:
• IS 247 - Integrated Public Alert and Warning System (IPAWS)
• Vendor specific training with Emergency Communications Network/CodeRED
• Other minimum training standards from state and/or federal authorities
C. System Administration & Testing
Point of Contact
The McLeod County Emergency Management Director is the primary IPAWS administrative and technical
point of contact for the county, and is the only person authorized to make changes to the McLeod County
system configuration.
Testing of Connectivity between software and FEMA Aggregator
The connection between the CodeRED software and the FEMA IPAWS gateway will be tested at least once
each week by logging into the CodeRED system and checking the connection status icon when logging into
the IPAWS portion within the system. The McLeod County Emergency Management Director is responsible
for sending this weekly test. If the emergency manager's schedule does not allow the test to be sent, that week
will not have a test sent. This weekly test will be sent each Tuesday between 9:00am and 10:00am.
Emergency Operations Sensitive 35
D. Coordination with Regional & State Entities
When emergency messaging involves agencies outside of McLeod County, local official will work with the
agency that is authorized to send out that particular message.
Any weather -related event — IPAWS weather -related messaging is the responsibility of the National
Weather Service.
Amber Alert is considered a state -level emergency and is issued by the Bureau of Criminal
Apprehension (BCA),
Nuclear Power Plant Emergency is considered a state -level emergency and is issued by either the
BCA or Homeland Security and Emergency Management.
EAS Activation Guidelines
McLeod County notifies the Minnesota Duty Officer at the Bureau of Criminal Apprehension for state -level emergencies. The
county mass notification system (CodeRED) can be used to send out EAS messages {via the integrated Public Alert and
Warning System ...IPAWS) for local emergencies.
CodeRED Alerts = often called "Reverse 9-1-1 "; Sends a recorded message to phones in a specific geographic area.
Community members who have signed up for CodeRED will also receive a message via text, email, and/or cell phone.
EAS / Emergency Alert System =� Interrupts all television and radio programming to broadcast an emergency message.
To utilize IPAWS and/or EAS, the situation must meet ALL criteria:
■ Situation is imminent (time critical)
■ Situation poses a threat to life and property
■ Public must be provided with instructions
■ Other warning methods would be ineffective
Emergency Operations Sensitive 36
HAZARDOUS MATERIALS EMERGENCY
1. Facility calls 911.
2. Dispatch obtains complete information on the product and gets a call back number.
3. Dispatch the appropriate police, fire and ambulance agencies that are needed and tell them that they are responding to
a possible Hazardous Materials Incident.
4. Notify McLeod County Emergency Management Director and contact a backup dispatcher if necessary.
5. Notify KDUZ/KARP radio stations that we may have a Hazardous Materials Incident and have them prepare to give
out emergency information when it's received.
6. REMIND the responding agencies to get the cargo information.
7. Contact the State Duty Officer if necessary at 1-800-422-0798 or (651) 649-5451 (24 hours).
8. Contact CHEMTREC if necessary at 1-800-424-9300 (24 hours).
INFORMATION NEEDED
1. Name of caller:
2. Address:
3. Call back number:
4. Location of problem:
5. Number of vehicles involved: Type: (cars, trucks, etc.)
6. Number of victims:
7. Is there fire involved: A Spill or Leak:
8. Is substance running into sewer or water:
9. Is the spill a: Liquid Solid Gas Mixture
10. Is there an ignition source such as overhead wires, etc.
If the product is a flammable or gas, warn them to stay away and keep others away until emergency services arrive.
11. Do you know what the product is: (gasoline, propane, etc.)
12. What is it if you know:
13. Does it smell: Describe:
Emergency Operations Sensitive 37
CHEMTREC will need the following information if you call:
1. Shipper or manufacturer.
2. Container type.
3. Exact spelling of chemical name.
4. Railcar number and portion of train involved.
5. Truck number and name.
CONSIDERATIONS
1.
Number of vehicles.
2.
Number of victims
3.
Time of day.
4.
Day of week.
5.
Location of incident.
6.
Weather.
7.
Detours.
8.
Bridges.
POSSIBILITIES
You may need to call for help from the following:
1.
National Weather Service
2.
Highway Patrol
3.
Public Works
4.
Law Enforcement Personnel
5.
School Buses
6.
Evacuation Areas
7.
Evacuating Companies
8.
HAZMAT Cleanup Companies
9.
Poison Control Centers
10.
Hospitals
11.
Ambulance Services
12,
Utilities Companies
13.
Morticians
14.
Clergymen
AUTHENTICATION
Hutchinson Police Chief
6. Carrier name.
7. Consignee.
8. Local weather conditions.
9. Name of caller and call back number.
10. Location of problem.
9. Terrain features
10. Proximity of water ways (lakes, rivers, etc.)
11. Alternate routes.
12. Contacting KDUZ with constant updates.
13. Alert the McLeod County Warning System.
14. Sirens may be used to warn the residents.
15. Evacuation routes & info will have to be given.
- current and future weather information.
- help with road blocks and re-route traffic.
- both county and state for sand, signs, etc.
- dispatchers, supervisors, posse, etc.
- to move people and victims.
- schools, churches, public buildings, etc.
- to move equipment and people.
- for removal of debris.
- how to treat HAZMAT victims.
- In -county and out -of -county for victims.
- In -county and out -of -county for victims.
- for utility locations and shutoffs.
- care for the bodies of victims.
- care for families of victims.
Date
Emergency Operations Sensitive 38
DIRECTION & CONTROL
Emergency Operations Sensitive 39
DIRECTION & CONTROL: General Information
I. PURPOSE
To describe how direction and control of Hutchinson's response to a disaster will be accomplished.
II. OFFICIALS RESPONSIBLE FOR DIRECTION AND CONTROL
A. City Council: The Hutchinson City Council 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 City
Council is:
1. Mayor
2. Mayor Pro-Tem
3. Other Councilors in order of seniority
4. City Administrator
B. Trigger Points to Open Emergency Operations Center (EOC) If organizational control of the incident
escalates beyond the capability of field command, the city EOC will be activated to support the incident
command system. Events that may lead to this decision include, but are not limited to: mass injuries, mass
fatalities, widespread property damage, multi jurisdictional responses, or when long term community
recovery efforts are possible. The following city personnel can authorize the city EOC to be opened: City
Administrator, Mayor, Police Chief and Emergency Management Director, Assistant Emergency
Management Director, and Police Lieutenant.
DISASTER/CRISIS
TRIGGER POINTS
AUTHORIZATION TO
NOTES
TO IMPLEMENT PLAN OR ACTIVATE EOC
IMPLEMENT/ACTIVATE
TORNADO
Injuries/possible search and rescue
Emergency
Based on severity or
/evacuation/shelter
Management Director
magnitude
requirements/property damage/major
medical needs/loss of utilities
WINTER
Search & Rescue/Sheltering
Emergency
Based on severity or
STORM
requirement/loss of utilities
Management Director
magnitude
FLOOD
Search & Rescue/Sheltering
Emergency
Based on severity or
requirement/flood control volunteer
Management Director
magnitude
needs
HAZMAT SPILL
Need for hazmat teams/
Emergency
Rail spill, Pipeline
Evacuation/sheltering/medical
Management Director
rupture/Highway
issues/major cleanup issues
or Fire Chief
chemical spill, plant
chemical release etc.
HEALTH ISSUE
Potential pandemic or actual countywide
Emergency
Swine Flu, Bird Flu
major health issue, epidemic/mass health
Management Director
pandemics etc.
care/ shelter or evacuation needs
LAW
Crisis requires additional support
Police Chief or
Terrorism
ENFORCEMENT
beyond Sheriff's department capabilities
Lieutenant
incident/School
ISSUE
i.e. BCA/FBI/ICE etc.
violence/hostage
situation etc...
Emergency Operations Sensitive 40
C. Assignment & Staffing of EOC: The above people will be assigned to the EOC, including but not limited
to Police and Fire Department representative, Finance Department, Ambulance/Hospital representative,
Public Health, Red Cross/Salvation Army, City Engineer, and the City Attorney. Emergency Managers from
Region V (Southwest Minnesota) that have been trained in the EOC Support Team/Incident Management
Team can also assist in our EOC. People assigned to the EOC will need to bring a photo ID and/or
credentials. Shifts would be determined at the time of the disaster/emergency by the Hutchinson City
Council. If staffing the EOC for 24 hours/day, we will work 12 hour shifts with the shifts overlapping so
that time is set aside to brief the incoming shift.
D. Training of EOC Personnel: For those working in the EOC, they should have completed the necessary
FEMA independent study courses as indicated in the NIMS Guidelines that are located in the emergency
managers office. The training records are also kept in the emergency manager's office.
E. City Emergency Management Director: The Hutchinson Emergency Management Director will serve in a
staff capacity to the city council, will implement this plan, and will coordinate emergency operations. The
line of succession to the Hutchinson Emergency Management Director is as follows:
1. Emergency Management Director
2. Assistant Emergency Management Director
3. Hutchinson Police Lieutenant
4. Assistant Fire Chief
III. DIRECTION AND CONTROL FACILITIES
A. For Emergencies/Limited Scope Disasters: An Incident Command System (ICS) based on the
National Incident Management System (NIMS) will be established to direct the initial and continual
response to the incident. If the city EOC is activated, it will be maintained by the city emergency
management director. The Hutchinson Police Lieutenant can also manage the response operation.
B. For Disasters: Direction and control of the City of Hutchinson's response to a disaster will be carried
out at an EOC.
IV. FEDERAL/STATE DISASTER PROCESS FLOW
• Respond to Incident
• Report Scope of Incident to McLeod County Emergency Management
• Declare State of Emergency
• Submit Initial Damage and Impact Assessment
• Request Joint Preliminary Damage Assessment (PDA) in writing (Emails)
• Conduct Joint PDA
• Request State Disaster Assistance
• Governor Authorizes State Disaster Assistance
• Brief Applicants
• Formulate Projects
• Reimbursement of Eligible Expenses
• Payment, Closeout, & Audit
Emergency Operations Sensitive 41
Standard Operating Guideline
I. INCIDENT COMMAND SYSTEM/NATIONAL INCIDENT MANAGEMENT SYSTEM
Any event in the City of Hutchinson utilizing multi jurisdictional response will use an incident command
system. The City of Hutchinson will use the unified command system including Law, EMS, Fire, and other
individuals deemed necessary in the command process. Although the Police Chief is ultimately in charge
for all instances occurring inside the incorporated municipal limits, expertise of other individuals will be
utilized. The On -Scene Commander is generally responsible for coordination and control of specific
activities at a particular incident site. The EOC is generally responsible for coordination and control of all
incidents occurring with the City of Hutchinson.
II. EMERGENCY OPERATIONS CENTERS & COMMAND POSTS
A listing of EOC's and available Command Posts can be found in supporting documentation along with
their capabilities and features including:
1. Emergency Power
2. Water Supply
3. Staff Feeding
4. Maps, operating equipment, status boards, and report forms.
5. Medical Supplies
III. ACTIVATION & STAFFING
1. Staff will be notified to report on an as needed basis only.
2. Each EOC service chief will be responsible for activation of their support staff and any additional
specialty equipment that they may require.
3. When the decision is made to activate the EOC, the police chief will immediately assign personnel as
required to provide security.
4. The spontaneous influx of volunteers will be coordinated by the City of Hutchinson EOC (if activated)
and/or the emergency management director. If needed, surrounding area emergency managers can be
called in to assist with this coordination.
IV. DEACTIVATION
The EOC director deactivates EOC staff as circumstances allow, and the EOC returns to its normal
operations/steady state condition. Deactivation typically occurs when the incident no longer needs the
support and coordination functions provided by the EOC staff or those functions can be managed by
individual organizations or by steady-state coordination mechanisms. EOC leadership may phase
deactivation depending on mission needs. EOC staff complete resource demobilization and transfer any
ongoing incident support/recovery activities before deactivating. EOC planners normally include after -
action review and improvement planning as part of the deactivation planning process.
Emergency Operations Sensitive 42
V. COMMUNICATIONS CAPABILITY
The McLeod County Sheriff's Communications Officer is responsible for coordinating all county
government communication activities.
The city EOC has the capability, through McLeod County Dispatch, of communicating with: other
municipalities within McLeod County, neighboring county EOC's, area hospitals, state and regional EOC's,
McLeod County field units, law enforcement agencies in McLeod County, fire/rescue departments in
McLeod County, and county and mutual aid ambulance services, city and county public works department,
McLeod Cooperative Power and Hutchinson Utilities.
The primary Incident command to EOC / PSAP communications is managed through a voice
communications radio system called Allied Radio Matrix for Emergency Response (ARMER). This is a
robust digital trunked 800 MHz system that affords users multiple talk paths and redundancies. The
secondary may include telephone, simplex voice radio talk groups, and/or digital text communications.
Tertiary communications would be a courier or runner.
For security sensitive information the information generated in the field is forwarded through a secure
closed network of switch messaging to the state Fusion Center — Minnesota Joint Analysis Center
(MNJAC). Intelligence is analyzed and disseminated to secure stakeholders through the local sheriff offices
and police departments. Each organization has a designated employee with password protected encrypted
access. Other sensitive information will be secured and stored per the city personnel policy.
Minnesota has a statewide digital narrowband voice communications system (ARMER) . All public safety
radio users have access to the system. Connectivity to the system is a local option. There are 367 ARMER
tower sites in the state. Most if not all PSAPs have the ability to "patch" disparate systems together as long
as they are a NPSIC frequency. A secondary tool that is used is cache radios. Any responder whose radio
cannot be patched can be given a swap radio for use. There are caches of radios throughout the state of
Minnesota. The City of Hutchinson and McLeod County would receive their cache of radios from Blue
Earth County in Mankato.
Emergency Operations Sensitive 43
EOC
Manager
Operations
Chief
Staging
Law Fire/Rescue Medical &
Enforcement Branch Health
Branch Director Branch
Dirertnr Dirertnr
Law Enf.
Medical
Operations
Examiner
Public Works
Branch
Director
Utilities
Damage
Assessment
Public Works
Fire Emergency -
Operations I I Medical
City of Hutchinson
EOC Staffing
On -Scene
Incident
Commander
Planning
Chief
Resource
Situation
Analysis
Documentation
Planning
Technical
Specialist
Disaster I Communicable Environmental
Medical Disease Health
Rescue I Hazardous
Materials
Security Officer
Liaison
Public Information
Agency Representatives
Logistics
Chief
Personnel
Communi
cations
Facilities
I
Mass Care
& Shelter
Transport
ation
Supply
Emergency Operations Sensitive 44
Finance/
Administration Chief
Time
KeepinjZ
Purchasing
Compensation
& Claims
Recovery
City of Hutchinson EOC Staffing Chart
Position Title Activation Potential People/Agencies to Staff
Level
Incident Commander
1, 2, 3
Police Chief, Fire Chief, Ambulance Chief
z
d
EOC Manager
1, 2, 3
City Emergency Manager, Assistant City
Emergency Manager
Public Information Officer
1,2
Mayor or designee
Liaison Officer
1
Any public safety official
U
Agency Representatives
1
Various depending on the agencies in the EOC
Security Officer
1
Police Officer, Deputy Sheriff, CSO, Sheriffs Posse
Operations Section Chief
1, 2
Law, Fire, or Supv. Primary response agency at
scene.
Fire and Rescue Branch
Director
1
Fire Chief or Fire Officer
Fire Operations Unit Leader
1
Fire Chief or Fire Officer
Emergency Medical Unit Leader
1
EMS Chief or Officer
Rescue Unit Leader
1
Fire Chief or Fire Officer
Hazardous Materials Unit Leader-
1
Fire Chief or Fire Officer
Law Enforcement Branch
Director
1
Police Department Lieutenant or Sergeant
z
Law Enforcement Operations
Unit Leader
1
Police Department Lieutenant or Sergeant
Medical Examiner Unit Leader
1
Death Investigator, Medical Examiner's Office staff
Et
d
Public Works Branch Director
1
Public Works Director
w
Utilities Unit Leader
1
Hutchinson Utilities Designee
p
Damage Assessment Unit Leader
1
Building Dept., City Street Dept Manager,
Public Works Unit Leader
1
Public Works Designee
Medical & Health Branch
Director
1
McLeod Public Health, RN, LPN, EMS Supv,
Meeker McLeod Sibley CHS
Environmental Health Unit
Leader
1
McLeod Environmental Services staff, County
Extension, McLeod Public Health
Communicable Disease Unit
Leader
1
McLeod Public Health, RN, LPN, EMS Supv,
Meeker McLeod Sibley CHS
Disaster Medical Unit Leader
1
McLeod Public Health, RN, LPN, EMS Supv,
Meeker McLeod Sibley CHS
Emergency Operations Sensitive 45
Activation
Position Title Level Potential People/Agencies to Staff
Planning Section Chief
1, 2
Human Resources Director, Police Department Lead
0
Records Specialist
z
Situation Analysis Unit Leader
1
Hutchinson Support Professionals
zDocumentation
Unit Leader
1
Incident specific
d
a
Planning Unit Leader
1
Incident specific
a
Technical Specialists Unit Leader
1
Incident specific
Resource Unit Leader
1
Incident specific
Logistics Section Chief
1, 2
Building and Zoning Director, Hutchinson Info
Technology Director
Communications Unit Leader
1
IT Staff
U
Transportation Unit Leader
1
School Bus staff
E 4
Personnel Unit Leader
1
Hutchinson Human Resources Staff
0
Supply Unit Leader
1
City of Hutchinson Facilities Manager or designee
Facilities Unit Leader
1
City of Hutchinson Facilities Manager
Mass Care & Shelter Unit Leader
1
McLeod Health & Human Services, American Red
Cross, Salvation Army
Finance/Administration Section
1, 2
City Administrator, Finance Director
Chief
z
Time Keeping Unit Leader
1
Finance Staff
A
d
Compensation and Claims Unit
1
Finance Staff
U
Leader
dPurchasing
Unit Leader
1
Finance Staff
z
w
Recovery Unit Leader
1
Finance and Administrator Staff
Above are positions that could be staffed during an emergency. Any position not staffed will be the responsibility
of the Section Chief or Director.
Any state or federal individuals responding to the emergency needs to be directed to the Liaison Officer.
Descriptions for all of these positions can be found in the EOC Guides in the Emergency Management Office or
EOC.
Emergency Operations Sensitive 46
Hutchinson EOC Activation Levels
This matrix describes the level of EOC activation at any time. Agencies/departments may use it as a guide to develop standard
operating procedures/guidelines.
Activation Level
EOC Activation Description
Recommended Staffing
Assignments
Minimum Staffing
Level 3
Activities that are normal for the EOC when no
Normal
incident or specific risk or hazard has been
. Emergency Manager
Operations/
identified
. Planning Section Chief
Steady State
. Logistics Chief
Routine watch and warning activities if the EOC
. Operations Chief
normally houses this function
Partial Staffing
Level 2
Certain EOC team members/organizations are
Enhanced
activated to monitor a credible threat, risk, or bazar(
• EOC Director
Steady -State/
and/or to support the response to a new and
• All Section Chiefs
Partial
potentially evolving incident
• Branches/Units as appropriate
Activation
for situation
• Agency Representatives as
appropriate
Full Staffing
Level 1
EOC team is activated, including personnel from all
Full Activation
assisting agencies, to support the response to a maja
-N11 EOC Positions
incident or credible threat
Emergency Operations Sensitive 17
Primary EOC
Location: City of Hutchinson Emergency Operations Center
95 Jefferson St NE
Hutchinson, MN 55350
Contact: City of Hutchinson Emergency Management
320 320-234-4498 (direct)
320 864-3134 (24-hour dispatch)
Emergency Power: Caterpillar 300 kW, 208 V Generator
Sq. Ft.: 1120
Water Supply: City water main (Hutchinson Public Works)
Emergency Feeding: 1. Room has full kitchen nearby.
2. Catering facilities nearby
EOC Equipment: In storage cabinets off main room. Includes; tables, chairs, smart board, office supplies, etc
EOC staff would be expected to bring their phones from their respective work spaces.
Medical Supplies: Available from Hutchinson Police or Hutchinson Health
Misc. Capabilities: 12 VOIP Phone Lines 12 Data Lines
Handicap Accessible TV
SMART Board City Network Hookups
Overhead Projector & Sound System Wi-Fi available
Video Conferencing Capabilities
Ventilation is recycled throughout the Main building. If needed, it can be turned off.
Providers: Hutchinson Utilities; Nuvera (main line coming into the building); City of Hutchinson
Information Technology (VOIP phones inside the building) ; Hutchinson Police Maintenance
and City of Hutchinson Facilities Manager
Emergency phone numbers for the above providers can be found in the resource manual and
McLeod County Sheriff's Office Dispatch
Setup Time: 1 to 2 hours
Emergency Operations Sensitive 48
Secondary EOC 121)
Location: Hutchinson City Center Council Chambers
111 Hassan St SE
Hutchinson, MN 55350
Contact: Hutchinson Emergency Management
320 23404252 (direct)
320 587-2242 (24 hour dispatch)
Emergency Power:
Sq. Ft.:
Water Supply:
775 (25' x 31')
City water main
Emergency Feeding: 1. Catering facilities nearby
EOC Equipment: In boxes in storage room off main room. Includes phone lines, network connections, tables,
chairs, maps, office supplies, etc ...
Medical Supplies: Available from Hutchinson Police Department and/or Hutchinson Health Services
Misc. Capabilities:
24 hour Phone Capability
8 — Phone Lines
8 — Data Lines
Dumpster outside Building
Setup Time: 2 to 3 hours
Handicap Accessible
TV/VCR/DVD
Whiteboard with markers
Garbage Cans (large & small)
Video Conferencing Capabilities
Emergency Operations Sensitive 49
Incident Command Post
Location: Hutchinson Police Station
214 First Ave NE
Hutchinson, MN 55350
Contact: Hutchinson Emergency Management
320 234-4498 (direct)
320 864-3134 (24 hour dispatch through calling tree)
Emergency Power: 7.5 KW Generator w/30 Gal. Diesel fuel tank.
Type: 2006 Dodgen Motorcoach
Water Supply: Bottled and/or large coolers
Emergency Feeding: 1. Agreement with American Red Cross
2. Emergency Food Shelf
Equipment: Two mobile radios, two telephones, two phone lines, maps, office supplies, etc ... As well as
other emergency response equipment.
Medical Supplies: Available from Command Post and/or Emergency Medical Services.
Misc. Capabilities: Completely mobile 24-hour capability for emergency response
Emergency Operations Sensitive 50
PRIMARY EOC
Emergency Operations Center
AV 1 Kitchenette
FTOILET
EOC BREAKOUT
0.
TOILET
STORAGE
TV Monitors
Emergency Operations Sensitive 51
PRIMARY EOC
Emergency Operations Center
EOC
MANAGEMENT
TEAM
PLANNING
FINANCE
198111.11K0
OPERATIONS
Emergency Operations 5ensiOve 52
EOC's Forms
Significant Events Loy
Time Event Action Assigned
Emergency ❑perations Sensitive
EOC's Forms
Donated Goods Log
Time Donated Item Source Contact Destination Time Rec'd
Emergency Operations Sensitive 5 1
EGC's Forms
Volunteer Group Log
Time
In
Group
Name
Origin
Leader
No,
Time
Out
Emergency Operations Sensitive
EOC's Forms
Volunteer individual Loy
Time
In
Group
Name
Origin
Leader
No,
Time
Out
Emergency Operations Sensitive ifi
EOG's Forms
Volunteer Assignment Log
Time
In
Individual or
Group Name
No.
Branch
Group or
Division
Time
Out
Emergency Operations 5ensi0ve 57
EOG's Forms
Resource Assignment Log
Time
In
Resource
No.
Branch
Group or
Division
Time
Out
Emergency Operations Sensitive 58
AUTHENTICATION
City Administrator
Date
Emergency Operations 5ensi0ve 59
•
PUBLIC INFORMATION
Emergency Operations Sensitive 60
PUBLIC INFORMATION: General Information
I. PURPOSE
To provide an overview of how emergency public information will be disseminated in the event of a major
disaster.
II. SPOKESPERSON (S)
City of Hutchinson City Administrator is the public information officer. The City Attorney may serve as the
alternate if he/she is available. The public information officer will decide who would be best suited to make
statements to the media
III. RESPONSIBILITIES
1. Field personnel will relay important information to the PIO for dissemination.
2. The PIO will be in charge of disseminating this information to the public in a timely manner
3. The PIO will be charge of handling rumor control.
4. The PIO will be in charge of establishing a system for dealing with inquiries of families regarding the
status of friends & relatives.
5. McLeod County Public Health will be in charge of preparing information about the health risks
associated with each hazard and the appropriate self --help or first aid actions, and other appropriate
measures.
6. Social Services Administrator will be responsible for preparing materials for the visually and non-
English speaking groups.
7. McLeod County Red Cross Chairman will be responsible for preparing instructions for evacuees. Such
information will include the location of reception centers, shelters, feeding facilities, and medical
centers.
8. State and Federal agencies responding to the emergency will coordinate statements with the county PIO.
IV. FACILITIES
The Breakout Room in the EOC will be designated as the primary news briefing room for smaller events.
Major events location will be at the Hutchinson City Center (111 Hassan St SW. The PIO may pick a
different location at his/her discretion. Areas for news crews near the scene of the emergency should also
be considered.
Joint Information Center (JIC) : A facility established to coordinate all incident -related public information
activities. It is the central point of contact for all news media at the scene of the incident.
Emergency Operations Sensitive 61
Standard Operating Guidelines
I. PURPOSE
This SOG is intended to provide direction to the tasks of being the Public Information Officer and his/her
staff.
II. RESPONSIBILITIES
1. Provide method for emergency operations agencies and services to provide to the PIO information on
the status of the disaster/emergency.
2. Prepare public information for media, residents, and responders.
3. Inform media, residents and responders of schedule of informational disseminations.
4. Accept media and public inquiries.
5. Release prepared messages to the media after coordinating with the incident commander and/or various
response organizations.
6. Confer with state, federal and private sector agencies to obtain and coordinate the release of technical
information to the media and public.
7. Public information teams should coordinate with the Minnesota Emergency Community Health and
Outreach (ECHO) for assistance with communications for signage, Braille, and translation to multiple
languages (18) .
Emergency, Community, Health and Outreach
172 East 4th Street
St. Paul, MN 55101
Phone: 651-229-1304
Email: info@ echominnesota.or
Website: www.echominnesota.org
Emergency Operations Sensitive 62
Local Media Resources
RADIO STATIONS
KDUZ 1260 AM/KARP 106.9 FM
20132 Hwy 15 N
Hutchinson, MN 55350
(320) 587-2140
(320) 587-5158 FAX
news@kduz.com info@karpradio.com
NEWSPAPERS
Hutchinson Leader
170 Shady Ridge Road NW
Hutchinson, MN 55350
(320) 587-5000
(320) 587-6104 FAX
hleditor@hutchtel.net (editor)
CABLE TELEVISION
Hutchinson Community Video Network
100 Jefferson Street SE
Hutchinson, MN 55350
(320) 587-3113
(320) 234-6248 FAX
hcvn@hutchtel.net
"For media contact information for agencies outside the City of Hutchinson, see the resource manual"
AUTHENTICATION
Hutchinson City Administrator Date
Emergency Operations Sensitive 63
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SEARCH & RESCUE
Emergency Operations Sensitive 64
SEARCH & RESCUE: General Information
I. PURPOSE
To describe in general how search & rescue will be accomplished in McLeod County following a disaster.
II. RESPONSIBILITIES
A. Outside City Limits
The McLeod County Sheriff's Office will coordinate search and rescue efforts between fire
departments and law enforcement.
B. Inside City Limits
Coordinating search and rescue will be the responsibility of the Hutchinson Police Department and
the Hutchinson Fire Department and/or their designees.
IV. Supporting Agencies/Organizations
The Minnesota Duty Officer could be contacted for agencies that would assist in supporting search and
rescue operations. A listing of all fire department equipment is on file with McLeod County Emergency
Management.
Emergency Operations Sensitive 65
Standard Operating Guidelines
I. PURPOSE
This SOG is intended to provide direction to the tasks of search & rescue.
II. RESPONSIBILITIES
1. This section is intended to provide direction to the tasks of search and rescue. As stated in the general
information, the Sheriff or Police Chief would coordinate search and rescue operations.
2. Local assisting agencies:
Hutchinson Fire Department
McLeod County Sheriff's Posse
Mutual Aid Fire Departments
Local & Mutual Aid Dive Teams
Alina Ambulance Service
Volunteers
3. State & Federal assisting agencies:
Minnesota National Guard
Minnesota Search & Rescue Dogs (MNSARDA)
Minnesota Civil Air Patrol (Air & Ground Teams)
Minnesota Division of Homeland Security and Emergency Management
FEMA Search and Rescue Teams
III. Supporting Operating Guidelines
All agencies mentioned above are responsible for conducting or participating in training for
themselves regarding search & rescue functions. Multiple training sessions should be noted with the
Office of Emergency Management.
AUTHENTICATION
Hutchinson Police Chief
Date
Emergency Operations Sensitive 66
TRIAGE
pREA�
HEALTH PROTECTION
Emergency Operations Sensitive 67
HEALTH PROTECTION: General Information
I. PURPOSE
To describe in general how the health & medical needs will be met in Hutchinson following a disaster. The
following section HEALTH PROTECTION was adopted from the McLeod County Emergency Operations
Plan.
II. PRIMARY RESPONSIBILITIES
1. HOSPITAL CARE FACILITIES: Treatment of sick & injured, including stabilization of patients
requiring special care or transferal due to volume. The supervisors from the hospital and/or ambulance
service will be responsible for coordinating their response with the National Disaster Medical System
(NDMS) responders.
2. AMBULANCE SERVICES: Transportation of sick and injured needing medical assistance or not able
to be transported by private vehicle. Includes delivering injured to a care facility, transferring from one
facility to another, and evacuation of non -mobile evacuees. May use other forms of transportation for
less critical injured or ill patients. They are also responsible for setting up a system to track patients from
a disaster or emergency scene.
3. FIRST RESPONDERS: Interim care of injured or sick individuals until an ambulance service
transports.
4. MORTUARY SERVICES: The County Coroner and Deputy Coroners will be used for mortuary
operations. They will be in charge of recovery and documentation of individuals, personal effects and
autopsies of fatalities at a disaster.
5. PUBLIC HEALTH SERVICES: Serious or actual health problems, including epidemics, food and/or
water contamination, unsafe living conditions, etc. Along with those responsibilities they will be in
charge of inquiries and referral of questions associated with health risks.
6. MASS CARE FACILITIES: Treatment and care of sick and injured and transport to a hospital if need
arises.
7. VECTOR CONTROL SERVICES: The agency/department used to assess and provide vector control
services (e.g., insect/rodent controls and landfill operations) include: McLeod County Solid Waste,
McLeod County Extension, MN Dept. of Agriculture, MN Dept. of Health, MN Pollution control
Agency. More information can be found in the solid waste plan, which is located in solid waste office in
Hutchinson.
Emergency Operations Sensitive 68
Standard Operating Guidelines
I. PURPOSE
These SOG's are intended to aid in the event of a natural, technological or manmade disaster. See the
resource manual for hospital, public health, emergency medical services, and long-term care facility
contacts.
II. SUPPORTING PLANS
All hospitals will maintain their own disaster plan and exercise their plan according to Department of
Health criteria. All hospital emergency plans will use the HICS and be compatible with NIMS. Included
in those plans will be their guidelines for dealing with a chemical emergencies and information where to
transfer (recreation center, event center, school, arena, and armory) patients needing specialty care or
overload patients. Facilities that have been selected for surge sites can be found in the emergency plan at
the McLeod County Health & Human Services office.
2. McLeod County Health & Human Services maintains a plan to provide guidelines for response to a mass
care incident. One of these plans is the Meeker — McLeod — Sibley Community Health Services Local
Health Department Disaster Plan Template and can be found in the McLeod County Health & Human
Services office. These plans at public health will also support those with functional and access needs
during emergencies. These organizations include, but not limited to: Glencoe Regional Health Services,
Hutchinson Health, and McLeod County Health & Human Services.
3. The Meeker McLeod Sibley Pandemic Influenza Plan identifies that the Disease Prevention and Control
Nurse will assist the South Central/Southwest Epidemiologist with the Minnesota Department of Health
(MDH) in epidemiological investigations following MDH guidelines. This includes a surveillance
system supported by information systems to facilitate early detection, reporting, mitigation, and
evaluation of expected and unexpected public health conditions.
4. South Central Regional Environmentalist/Sanitarian will be responsible to inspect and arrange for
inspection and subsequent disposal of contaminated food supplies (i.e. from restaurants, grocery stores,
etc...). They will work in coordination with McLeod County Health & Human Services.
5. Both the Hutchinson and Glencoe Hospitals have their own plans for initiating, maintaining, and
demobilizing medical surge capabilities. This would include mutual aid agreements and medical and
general equipment that would be needed during a disaster. McLeod County Health & Human Services
will provide support to local facilities with staffing. They would also find and activate staff/volunteers
through the Minnesota Responds/Medical Reserve Corp database.
6. McLeod County Coroner is required to coordinate the recovering human remains, transferring them to
the mortuary facility, assisting with personal effects recovery, conducting autopsies, identifying victims,
and returning remains to the victims' families for final disposition. The County Coroner may receive
additional assistance from the Minnesota Funeral Directors Association (MFDA) and guidance from the
Emergency Mortuary Response Plan developed by the MFDA. Emergency responders, in conjunction
with the County Coroner and death investigators, will coordinate the response to a mass fatality event.
Emergency Operations Sensitive 69
7. It will be each hospital's responsibility to maintain supplies for emergency operations. When supplies
are likely to be exhausted, our hospitals would look to our South -Central Health Region and use the
compact to get supplies from the other 10 hospitals in the region. McLeod County EOC would
coordinate with hospitals, public health, clinics, hospitals, nursing homes, and assisted living facilities in
response to medical surge, service continuation, incident information sharing, and overall resource
coordination.
8. Both the Hutchinson and Glencoe Hospitals have the ability to decontaminate individuals from a
chemical incident, however, they prefer to have the person decontaminated at the scene first by using the
decontamination trailer and decontamination pools. The MN Duty Officer will be contacted for
decontamination of biological and radiological patients. Early notification to the intended receiving
facility is vital to allow for decontamination set up.
9. Initially, the local fire departments would determine what necessary protection is required to protect
them and the community from diseases (gloves, face shields, etc.). The Chemical Assessment Team
from Hopkins Fire and/or 55 h Civil Support Team could be called to assist in decontamination,
detecting potential biological, chemicals and radioactive agents.
10. McLeod County Health & Human Services and/or McLeod County Environmental Services would
determine whether the MN Dept of Health, MN Board of Animal Health, MN Department of Ag, or
other representatives need to be called to assist with food and agricultural events, animal disease
outbreaks, water purification and respiratory protection.
Medical Capabilities
BUFFALO LAKE AMBULANCE 320-523--1161
One Basic Life Support Ambulance
ALLINA Health Emergency Medical Services — GLENCOE 651-222-0555
Operations Manager with response vehicle #3710
Two Advanced Life Support Ambulances
ALLINA Health Emergency Medical Services — HUTCHINSON 651-222-0555
Operations Manager with response vehicle #2710
Four Advanced Life Support Ambulances
SILVER LAKE AMBULANCE 320 864 3134
One Basic Life Support Ambulance
RIDGEVIEW AMBULANCE 952-442-4722
Medical Director #801
One Basic Life Support Ambulance (EMT/EMT) on call back up ambulance
Two Advanced Life Support Ambulance (EMT/Paramedic)
Twelve Advanced Life Support Ambulances (Paramedic / Paramedic)
Two Paramedic chase cars
Emergency Operations Sensitive 70
McLeod County Emergency Management Mass Fatality SOG #1
Mortuary Services August 2017
Mortuary Services
1. PURPOSE
a. To ensure that McLeod County has the capability to provide mortuary services following a mass fatality event.
2. SCOPE
a. The following guidelines are to be utilized following an event that generates an overwhelming number of
fatalities.
3. ASSUMPTIONS & BACKGROUND
a. Following a mass fatality event, mortuary services in the area may become overwhelmed.
b. The issuance of death certificates and burial permits may be considerably slowed.
c. Some remains may not be able to be identified or might not be claimed.
d. Mortuary facilities will have different processing capabilities. They also tend not to stockpile supplies and rely
on mutual aid/shared resources.
e. Cremation may be limited in the number of cremations allowed during a specific time frame and then the
equipment requires a cool down period as part of daily shut down processes.
f. Cremation services are not available in all funeral homes.
g. Cemetery delays can impact the amount of time that the deceased will need to be stored prior to burial.
4. GUIDELINES
a. Release of identified remains to funeral home/mortuary will not occur until notification of death to next -of -kin.
b. The authority and directions of the next of kin shall govern the disposal of the remains unless they pose a
threat to public health (as declared by the Minnesota Department of Health).
c. A disposition permit is required prior to burial, entombment, or cremation of a body, which is issued by the
State Registrar.
d. Under normal circumstances, if embalming is not desired, Minnesota law requires that the body be buried or
cremated within 72 hours of the time the body is released from the place of death or released by the coroner or
medical examiner. If embalming is not chosen, refrigeration of the body allows the time -line to be extended
up to six days. Individuals without access to refrigeration may extend the time -line to four days by using dry
ice.
i. Reply from MDH mortuary science: These time frames do not apply in MFIs
5. RESPONSIBILITIES
a. Each agency participating in a mass fatality response is responsible for ensuring all parties are properly trained
and capable of performing their assigned responsibilities.
b. McLeod County Emergency Management will ensure parties mentioned in this SOG are aware of their
involvement.
Emergency Operations Sensitive 71
McLeod County Emergency Management
Temporary Morgue Operations
1. PURPOSE
Mass Fatality SOG #2
August 2017
Temporary Morgue Operations
a. To ensure that McLeod County has the capability to provide temporary morgue operations.
2. SCOPE
a. The following guidelines are to be utilized while responding to mass fatality event in order to determine cause
of death and the identities of the deceased.
3. ASSUMPTIONS & BACKGROUND
a. Temporary morgue personnel are willing and able to report to work.
b. Local morgues will be overwhelmed.
c. Mutual aid resources will be available.
d. Hospital morgue space will be extremely limited or non-existent.
e. DMERT's Mobile Morgue will be available but there will be a delay in its arrival.
f. Required utilities will be available to keep the morgue operational.
g. A stigma may be attached to temporary morgue locations and the facility may not be able to be returned to
original purpose.
h. As a general rule, human remains do not pose a public health risk, especially to the public who are not
handling the remains directly. Workers handling remains should follow OSHA guidelines for personal
protective equipment.
4. GUIDELINES & RESPONSIBILITIES
a. The Incident Commander is responsible for determining whether a temporary morgue will be needed or not.
b. Medical Examiner's Office (or designee) will be responsible for supervision of any temporary morgue
operations.
c. The existing (non -temporary) morgue capacity in McLeod County is 20.
i. This includes 0 within hospitals and 20 within mortuaries.
d. Morgue site requirements:
i. Available for time -frame necessary
ii. Not adjacent to occupied office or workspace and located away from incident site
iii. Non -porous flooring
iv. No stairs or ramps (if possible)
v. Bathrooms and respite area for staff
vi. Water, electricity, air conditioning, refrigeration, and security
vii. A large open area for storage and processing of remains
viii. Ventilation
Emergency Operations Sensitive 72
e. Morgue operations include:
i.
Administration and Information
ii.
Receiving
iii.
Tracking
iv.
Initial Holding
v.
Personal Protective Equipment
vi.
Photography
vii.
Personal Effects
viii.
Examination
1. Radiology, Pathology/Autopsy, Dental, Anthropology, DNA
ix.
Finger/Foot/Palm Printing
x.
Preservation
xi.
Final Holding
xii.
After Care/Embalming/Casketing
xiii.
Release of Remains
xiv.
Security and Traffic Control
f. Each agency is responsible for ensuring all parties are properly trained and capable of performing their
assigned responsibilities.
g. McLeod County
Emergency Management will ensure parties mentioned in this SOG are aware of their
involvement.
Emergency Operations Sensitive 73
McLeod County Emergency Management Mass Fatality SOG #3
Notifying Next of Kin August 2017
Notifying Next -of -Kin
1. PURPOSE
a. To ensure that McLeod County has the capability to appropriately notify next -of -kin following a mass fatality
event.
2. SCOPE
a. The following guidelines are to be utilized while responding to an event that has resulted in an overwhelming
amount of fatalities for a jurisdiction.
3. ASSUMPTIONS & BACKGROUND
a. Next -of -kin will be able to be contacted and remains will be able to be identified.
b. A family assistance center will be open to provide information and services for the loved ones of the deceased.
c. A poorly managed death notification can result in significant trauma and/or distress for the family and friends
of the victim.
4. GUIDELINES & RESPONSIBILITIES
a. Medical Examiner's Office is responsible for notifying next -of -kin in a mass fatality event.
b. Notification should not take place until positive identification has been made.
c. Positive identification should be relayed to family assistance center (if open).
d. Notifications should take place in person, if at all possible, preferably at the family assistance center by a pre -
selected notification team. If next -of -kin is not at FAC, local law enforcement or medical examiner/coroner
can be enlisted for notification.
e. Notification teams should be comprised of the medical examiner/coroner (or representative), mental health
professionals, and/or clergy. The team should be briefed prior to notification so they can answer as many
questions as possible and should only notify when they are prepared to meet with the family.
f. A fact sheet should be prepared for each family that includes:
i. How the remains were identified
ii. How the process for releasing remains will work
iii. Contact information for the family assistance center and the medical examiner/coroner
g. When remains have been fragmented, include options for how future notifications should be handled. The
next -of -kin can decide if they want to be notified:
i. Each time additional remains are found
ii. When all remains have been identified (recommended)
h. Next of -kin should be informed that the identification process may take an extended period of time, depending
on the scientific processes, scale of mass fatality incident, identification capabilities, and/or legal proceedings
(if criminal activity was involved in the event).
i. Each agency is responsible for ensuring all parties are properly trained and capable of performing their
assigned responsibilities.
j. McLeod County Emergency Management will ensure parties mentioned in this SOG are aware of their
involvement.
Emergency Operations Sensitive 74
McLeod County Emergency Management Mass Fatality SOG #4
Identifying Victims August 2017
Victim Identification
1. PURPOSE
a. To ensure that McLeod County has the capability to identify victims in a mass fatality event.
2. SCOPE
a. The following guidelines are to be utilized while responding to an event that has resulted in an overwhelming
amount of fatalities for a jurisdiction.
3. ASSUMPTIONS & BACKGROUND
a. Resources will be available to identify victims either within McLeod County or through mutual aid/shared
resources.
b. Fatality management personnel are willing and able to report for duty.
c. Ante mortem data is available to provide background information on the victim and the condition of the
remains are good enough to allow identification methods to be used.
d. A human remains tracking system is in place that prevents mistakes in the identification process.
e. In hot climates, bodies may decompose to the point where facial recognition is not possible after 12 to 48
hours.
f. Forensic resources may take an extended amount of time to arrive and may result in lost opportunities to
identify bodies as they decompose.
g. MN Responds will be able to provide trained personnel.
h. The speed of identification will be impacted by the number of fatalities, whether the population of victims is
known or unknown (open vs. closed population), availability of ante mortem data, and the condition of the
remains.
L There will be pressure from family and friends to quickly identify the remains of the deceased but scientific
standards and policies should be followed to ensure no remains are mistakenly identified as incorrect
identifications can lead to significant trauma for family and friends of the deceased.
4. GUIDELINES & RESPONSIBILITIES
a. Medical examiner's office has overall responsibility for identifying remains following a mass fatality event.
b. Identification is achieved by comparing ante mortem data with post mortem data.
c. Ante mortem data will primarily be collected at the FAC, through interviews with family/friends etc... by
medical examiner staff and/or death investigators. Ante mortem data collection can be very time consuming.
Examples include:
i. Physical Description
ii. Description of Clothing/Jewelry/Personal Belongings
iii. Unique Characteristics (tattoos, birthmarks etc.)
iv. Dental, Medical, Finger Print Records
v. DNA Reference Samples
vi. Photographs
vii. Military Service Records
Emergency Operations Sensitive 75
d. Post mortem data will be collected at the morgue/temporary morgue. The data needed to identify remains at a
morgue might include:
i. X-Rays
ii. Finger/Foot/Palm Prints
iii. DNA Samples
iv. Dental Information
v. Personal Effects
vi. Photographs
vii. Autopsy Results
viii. Anthropologic Examination Results (skeletal analysis)
e. To preserve remains and provide the greatest chance possible of identifying them, they should be kept at 34-37
degrees Fahrenheit. Refrigerated storage for remains can be found at hospitals and funeral homes. These
facilities have agreed to assist in storing the remains of the deceased following a mass fatality event. The
storage capacity of these facilities is 2. Their average occupancy levels have also been determined.
f. Visual recognition should be confirmed by other information such as identification of clothing or personal
effects or scientific processes.
g. If existing refrigerated storage is at capacity, some alternatives are:
i. Refrigerated trucks
ii. Dry ice (not to be placed on the remains)
iii. Temporary burial (last resort)
h. Following positive identification, local funeral home staff will complete the death certificate and notify the
next -of -kin either through direct contact or delivering the message to the family assistance center.
Notifications should take place in person, if at all possible.
i. McLeod County Emergency Management will identify local dentists, doctors, and other subject matter experts
that are capable and willing to assist with victim identification.
j. Each agency is responsible for ensuring all parties are properly trained and capable of performing their
assigned responsibilities.
k. McLeod County Emergency Management will ensure parties mentioned in this SOG are aware of their
involvement.
Emergency Operations Sensitive 76
McLeod County Emergency Management Mass Fatality SOG #5
Counseling August 2017
Counseling
1. PURPOSE
a. To ensure that McLeod County has the capability to provide mental health and spiritual counseling services
following a mass fatality event.
2. SCOPE
a. The following guidelines are to be utilized while responding to a mass fatality event.
3. ASSUMPTIONS
a. Families and friends of the deceased will experience a wide range of emotions after the discovery that a loved
one may be involved in a mass fatality event and will go through a grieving process following notification of
their death.
b. Emergency personnel may require counseling after handling the remains of the deceased or dealing with
bereaved family and friends.
c. Counseling services may need to be provided to people of varying age, demographics, religions, and locations.
d. Some people will attach a stigma to mental health services, so mental health staff may want to consider using
the generic title of "counselor" for all of its personnel.
e. A family assistance center will be open.
4. GUIDELINES & RESPONSIBILITIES
a. Counseling will be provided through a combination of spiritual and mental health services and will usually be
provided at the family assistance center or at responder recovery stations etc.
b. Provide private rooms to talk about loss and/or pray.
c. To help minimize vicarious trauma on personnel, provide counseling services for the counselors themselves.
d. Potential counseling personnel may include:
i. Clergy
ii. Grief Counselors
iii. Marriage, Family, or Child Therapists
iv. Psychiatrists
v. Psychologists
vi. Social Workers
vii. Regional Strike Teams
e. Do not allow family members to suffer unwelcome forms of spiritual intrusion.
f. Mental health services will be coordinated by McLeod County Health & Human Services.
g. Mental health staff should:
i. Be accessible
ii. Provide psychologic first aid, crisis intervention, mediation, and management of "at -risk"
family members, including child and adolescent counseling
iii. Provide grieving materials and work with spiritual care staff as needed
iv. Maintain records of assistance provided
Emergency Operations Sensitive 77
v. Create referral lists
vi. Ensure translation/interpretation services are available to all families
vii. Consider providing benefits and financial counseling as well as therapy animals.
h. Spiritual care services will be coordinated by the McLeod County Sheriff's Dice Chaplains.
L Spiritual care staff should:
i. Provide interdenominational counseling for all faiths who request it
ii. Conduct religious service and worship opportunities
iii. Provide emotional support/crisis intervention
iv. Assist with mental health staff as needed
v. Offer a bridge to faith resources
j. Each agency is responsible for ensuring all parties are properly trained and capable of performing their
assigned responsibilities.
k. McLeod County Emergency Management will ensure parties mentioned in this SOG are aware of their
involvement.
Emergency Operations Sensitive 78
McLeod County Emergency Management
Reunification of Families with Remains
Mass Fatality SOG #6
August 2017
Reunification of Families with Remains
1. PURPOSE
a. To ensure that McLeod County has the capability to reunify remains of the deceased with loved ones following
a mass fatality event.
2. SCOPE
a. The following guidelines are to be utilized while responding to a mass fatality event.
3. ASSUMPTIONS
a. Remains of the deceased will be able to be identified.
b. Families of the deceased will be able to be contacted.
4. GUIDELINES
a. Remains should only be released from the morgue when identification is certain and only by the responsible
authority, which must provide documentation of the release and death certificate.
b. The name and contact information of the person or relatives who claim the body should be collected prior to
release.
c. Release functions include:
i. Preparation
1. Re -association of fragmented remains and/or after care (embalming/casketing)
2. Establishment of a release station
3. Use of appropriate documentation
a. Identification summary report, DNA lab results, post mortem photos
4. Verification that physical characteristics match descriptions on associated
documentation
5. After review, all remains are placed in the appropriate container (casket, body bag,
transfer case, etc...)
6. Final identification review
a. Final review of methods used
b. Physical examination of the remains to ensure that they match the biological
attributes of the deceased
c. Ensure that the numbers associated with the remains are accounted for
d. The form indicating that the remains have been reviewed for final
identification are signed and dated
e. If next-of-kin/legal authority authorized after care and it is not provided at
current location, route to after care station
d. Contact funeral homes and crematoriums to coordinate pick up or the shipping of remains.
Emergency Operations Sensitive 79
e. When notification of death is made, the medical examiner/coroner should gather the following information:
i. Name of preferred funeral home or crematorium and contact information for that facility.
ii. If funeral home/crematorium is not local, determine method of transport for the remains
iii. Inform the funeral home/crematorium of the schedule once the transportation arrangements
have been made
f. Final Release
i. Keep a log of remains/bodies that are cleared for release and those on hold
ii. Check/assure that remains are prepared for release as authorized by next -of -kin
iii. Complete release of human remains form and release of personal effects form.
1. A simple log sheet will suffice. A copy of this form should be left with the entity
releasing the remains/personal effects, which can be kept in individual files or with the
overall log sheet.
iv. Release human remains and associated personal effects that are not deemed evidence to
authorized person/funeral home once final identification review has been completed
g. In Minnesota the Death Certificate information is gathered from the family by the mortician, and entered
online through the State of Minnesota (Minnesota Registration and Certification).
i. An electronic alert is sent to the medical examiner/clinic when the information is available.
They then complete the cause of death section online, where it would be filed with the State.
ii. In a mass fatality incident, the State would allow a "paper copy" of the death certificate to be
completed and sent with the remains. The mortician would then be responsible for collection
of additional family information, and filing the "paper copy" through the registrar's office,
where it can be certified, and copies made for legal purposes.
h. If personal effects are needed for a criminal investigation or pose a public health threat, the family should be
informed on what will happen with the property and when it will be returned, if possible.
i. Consideration should be given as to how unidentified remains should be memorialized.
5. RESPONSIBILITIES
a. Each agency is responsible for ensuring all parties are properly trained and capable of performing their
assigned responsibilities.
b. McLeod County Emergency Management will ensure parties mentioned in this SOG are aware of their
involvement.
Emergency Operations Sensitive 80
Emergency Medical Services Incident Response Plan
This plan is based on the principles and guidelines of the National Incident Management System (NIMS) and
assumes responders have a working knowledge of the Incident Command System (ICS) and the positions it utilizes.
• The command structure presented in this plan may require expansion to meet the needs of larger or more
complex incidents.
• MRCC should be notified if the incident may impact hospital/ and or EMS systems.
Operational Considerations
• Contact the local hospital or MRCC of the potential for contaminated patients to self -transport.
• Ensure crews are wearing proper protective equipment including identification vests.
• If a Multi-patient/MCI Busses are needed the request must be made through the MN Duty Officer at
1-800-422-0798 or 651-649-5451
• Consider the need for MCI Trailer- Additional supplies- or mobile communications units.
• Access to and use of mutual -aid along with management staff for command positions.
EMS Command (Panel A)
This position will coordinate with Incident Command (IC)/Unified Command (UC).
• Upon arrival at the scene, the role of EMS Command will be assumed by an individual and announced on
the radio channel assigned.
• The EMS Command will announce arrival of EMS to IC preferably face to face or use of the radio.
• Any changes to the person filling the role will need to be communicated.
• EMS Command is responsible for all unassigned positions within the Incident Response Plan (IRP) until
delegated.
• Radio discipline on scene is maintained by allowing only the EMS Command or designee to interface with
the Communication Center.
• To manage complex incidents, EMS Command may appoint staff to serve in support roles.
• EMS Command must provide regular Situation Reports (SITREPs).
• Consider notifications for hospitals, command staff, etc.
• Give early consideration to resource needs.
Scene Size up
It is vital to communicate an accurate scene size -up so the appropriate resources can be started. It is better to start
more resources and cancel them, than to have a delayed response.
The information should include:
1. Type of Incident
2. Potential number of patients.
3. Types of Injuries.
4. Severity of injuries.
5. Give the staging location.
6. Best route in and out of the scene.
7. Is an on -call system Medical Director needed on Scene.
8. Do hospitals need to be alerted to the incident or potential patients? If yes you should consider the MRCC
for MNTRAC EMS system advisories and patient tracking.
EMS Command is responsible for the Safety and Accountability of EMS Personnel unless delegated.
Emergency Operations Sensitive 81
EMS Operations (Panel B)
This position closely resembles the Operations Section chief for EMS and is responsible for Triage, Treatment,
Transport, and Staging until delegated.
Triage Supervisor
This position coordinates with Operations and/or Transportation supervisor if delegated. The roles are:
1. Provide EMS Command with approximate number of patients.
2. Identify, corral, and monitor the "walking wounded".
3. Update EMS Command with the resources needed.
4. Expedite and coordinate patient movement to the transport area.
TRIAGE
The category descriptions below serve only as guidelines and should not
preclude medical personnel from categorizing a patient based on experience
or other clinical findings.
YELLOW: moderate, requires an LR bed. I
Treatment Supervisor
This position coordinates with Triage and/or Transportation Supervisor and is a good role if an MD is on
scene. The Treatment Supervisor is responsible for:
• Organize medical care in the treatment area.
• Update EMS Command with resource needs (supplies, personnel, etc.)
• Provide for medical needs of "walking wounded".
• Direct First Responders when caring for multiple patients.
Staging Supervisor
This position reports to EMS Command or designee and is responsible for:
• Establish staging area and keep entry and exit routes open.
• Respond to requests for resources from EMS Command or designee.
• Assign the appropriate resource to meet request.
• Provide requested resources with location of assignment, talk group, and any special instructions.
• Keep EMS Command updated on resources in staging.
Emergency Operations Sensitive 82
Transportation Supervisor
This position reports to EMS Command or Division Supervisor and is responsible for:
• Requesting resources through EMS Command.
• Coordinate the rapid loading of transporting vehicles.
• Record the triage color and number of patients transported by each vehicle. Record the names if
possible.
• Keep entry and exit routs open.
Second In and late arriving ambulances (Panel C)
The units here need to report to EMS Command or designee. The responsibilities are broken up into three general
areas of notification, staging and loading and leaving the scene.
Notification
1. Go to the assigned radio tactical talk group.
2. Contact the Communication Center of the agency controlling the incident for instructions.
3. Approach scene using designated route to avoid hazards.
4. Upon arrival at assigned area, contact EMS Command, or Staging Supervisor if established.
5. All responding units will identify themselves using the following format: Department Name, Type
of Resource, and Radio Number.
At Staging
• Remember other vehicles are in the area and do not block the entry or exit routes.
• Stay inside your vehicle until assigned a duty.
• Ensure the appropriate PPE is available for use.
Loading Patients and Leaving the Scene
1. Quickly load patients and provide treatment while transporting to the appropriate hospital.
2. Provide EMS Command, or designee, the number of patients and triage category being transported.
3. Contact your Communication Center and advise them of your status.
4. Immediately contact MRCC / Medical Control by radio.
5. Communicate: Radio -ID, Destination, Age, Gender, First Name, Last Name, Chief Complaint,
Triage Color, ETA. (Crews may be prompted for additional information.)
6. In order to facilitate patient tracking, prior to clearing the destination receiving facility, EMS crews
are encouraged to contact MRCC or Medical Control with patient(s) name(s) and/or physical
description of patient(s) if not given previously.
Emergency Operations Sensitive 83
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Appendix B:
Emergency Operations Sensitive 86
MASS CASUALTY GUIDE
NO.
PATIENT
TAG NO.
COLOR
AMR
HOSP
TIME
Red Yellow
1.
Green Black
2.
Red Yellow
Green Black
3.
Red Yellow
Green Black
4.
Red Yellow
Green Black
5.
Red Yellow
Green Black
6.
Red Yellow
Green Black
7.
Red Yellow
Green Black
8
Red Yellow
Green Black
9
Red Yellow
Green Black
10
Red Yellow
Green Black
Red Yellow
11.
Green Black
12.
Red Yellow
Green Black
13.
Red Yellow
Green Black
14.
Red Yellow
Grcen Black
15.
Red Yellow
Green Black
MASS CASUALTY GUIDE
NM
PATUM
TAG SM
COLOR
AND
now
Tm
-
16.
Red Yellow
Green Black
17.
Red Yellow
Green Black
18.
Red Yellow
Green Black
19.
Red Yellow
Green Black
20.
Red Yellow
Green Black
21.
Red Yellow
Green Black
22.
Red Yellow
Green Black
23.
Red Yellow
Green Black
24.
Red Yellow
Green Black
25
Red Yellow
Green Black
26.
Red Yellow
Green Black
27.
Red Yellow
Green Black
28.
Red Yellow
Green Black
29
Red Yellow
Green Black
30.
Red Yellow
Green Black
MASS CASUALTY GUIDE
PATIENT
TAG NO.
COLOR
AMR
HOSP
TIME
31.
Red Yellow
Green Black
32.
Red Yellow
Green Black
33.
Red Yellow
Green Black
34.
Red Yellow
Green Black
35.
Red Yellow
Green Black
36.
Red Yellow
Green Black
37.
Red Yellow
Green Black
38.
Red Yellow
Green Black
39.
Red Yellow
Green Black
40.
Red Yellow
Green Black
41.
Red Yellow
Green Black
42.
Red Yellow
Green Black
43.
Red Yellow
Green Black
44.
Red Yellow
Green Black
45.
Red Yellow
Green Black
MASS CASUALTY GUIDE
M
PA72Mff
TAGUM
COLOR
Red Yellow
AM
now
TOM
46.
Green Black
47.
Red Yellow
Green Black
48.
Red Yellow
Green Black
49.
Red Yellow
Green Black
50.
Red Yellow
Green Black
51.
Red Yellow
Green Black
52.
Red Yellow
Green Black
53.
Red Yellow
Green Black
54.
Red Yellow
Green Black
55.
Red Yellow
Grecn Black
56.
Red Yellow
Green Black
57.
Red Yellow
Green Black
58.
Red Yellow
Grccn Black
59.
Red Yellow
Green Black
60.
Red Yellow
Green Black
MASS CASUALTY GUIDE
TAGV.M
COLOR
Red Yellow
AM
moor
Tom
61.
162.
1
Green Black
Red Yellow
Green Black
63.
Red Yellow
Green Black
64.
Red Yellow
Green Black
65.
Red Yellow
Green Black
66.
Red Yellow
Green Black
67.
Red Yellow
Green Black
68.
Red Yellow
Green Black
69.
Red Yellow
Green Black
70.
Red Yellow
Green Black
71.
Red Yellow
Green Black
72.
Red Yellow
Green Black
73.
Red Yellow
Green Black
74
Red Yellow
Green Black
75.
Red Yellow
Green Black
MASS CASUALTY GUIDE
TAG?ft
COLOR
Red Yellow
AM
NNW
TWIt
76
177.
1
Green Black
Red Yellow
Green Black
78.
Red Yellow
Green Black
79.
Red Yellow
Green Black
80.
Red Yellow
Green Black
81.
Red Yellow
Green Black
82.
Red Yellow
Green Black
83.
Red Yellow
Green Black
84.
Red Yellow
Green Black
85.
Red Yellow
Green Black
86.
Red Yellow
Green Black
87.
Red Yellow
Green Black
88
Red Yellow
Green Black
89
Red Yellow
Green Black
90.
Red Yellow
Green Black
MASS CASUALTY GUIDE
AG X&
COLOR
AM
806V
91.
Red Yellow
Green Black
92.
Red Yellow
Green Black
93.
Red Yellow
Green Black
94.
Red Yellow
Green Black
95.
Red Yellow
Green Black
96.
Red Yellow
Green Black
97.
Red Yellow
Green Black
98.
Red Yellow
Green Black
99.
Red Yellow
Green Black
100.
Red Yellow
Grecn Black
101.
Red Yellow
Grccn Black
102.
Red Yellow
Gnccn Black
103.
Red Yellow
Green Black
104.
Red Yellow
Green Black
105.
Red Yellow
Groin Black
MASS CASUALTY GUIDE
PA711W
TAG NO.
AMR
HOSY
TIME
106.
Red Yellow
Green Black
107.
Red Yellow
Green Black
108.
Red Yellow
Green Black
109.
Red Yellow
Grccn Black
110.
Red Yellow
Green Black
Red Yellow
111.
Grccn Black
112.
Red Ycl low
Green Black
1 1 i.
Red Yellow
Green Black
114.
Red Yellow
Green Black
115.
Red Yellow
Green Black
116.
Red Yellow
Green Black
117.
Red Yellow
Green Black
118.
Red Yellow
Green Black
119.
Red Yellow
Green Black
120.
Red Yellow
Green Black
MASS CASUALTY GUIDE
P,
PATUM
TAGNMA
121
1122.
Red Y Alow
Green Black
Red Yellow
Green Black
12;'
Red Yellow
Green Black
124,
Red Yellow
Green Black
125.
Red Yellow
Green Black
126,1Red
Yellow
Green Black
127.
Red Yellow
Green Black
128.
Red Yellow
Gmen Black
129
Red Yellow
Green Black
130.
Red Yellow
Green Black
131.
Red Yellow
Green Black
132.
Red Yellow
Green Black
133,
Red Yellow
Grccn Black
134.
Red Yellow
Green Black
135.
Red Yellow
Green Black
MASS CASUALTY GUIDE
TAGV.M
COLOR
Red Yellow
AM
moor
im
136
1137.
1
Green Black
Red Yellow
Green Black
138.
Red Yellow
Green Black
139.
Red Yellow
Green Black
140.
Red Yellow
Green Black
141.
Red Yellow
Green Black
142.
Red Yellow
Green Black
143.
Red Yellow
Green Black
144.
Red Yellow
Green Black
145,
Red Yellow
Green Black
146.
Red Yellow
Green Black
147
Red Yellow
Green Black
148.
Red Yellow
Green Black
149
Red Yellow
Green Black
150.
Red Yellow
Green Black
AUTHENTICATION
Hutchinson Fire Chief Date
Emergency Operations 5ensi0ve 97
►1
EVACUATION, TRAFFIC, & SECURITY
Emergency Operations Sensitive 98
EVACUATION, TRAFFIC, & SECURITY: General Information
I. PURPOSE
To outline how evacuation, traffic control, and security will be carried out if required due to an emergency
or disaster.
II. RATIONALE AND RESPONSIBILITIES
The rationale for evacuation, whether for a large or small-scale emergency, is that hazardous conditions or
potentially hazardous conditions can best be mitigated by moving the affected population to an area of lesser
risk.
A. The Hutchinson Fire Department will be the primary agency for determining the recommendation
for actual or precautionary evacuation or shelter in place and for re-entry/repopulation. The backup
agencies will be the Hutchinson Police Chief. The city emergency operations center (if activated)
shall serve as a support to Incident Command. The affected Public Safety Answering Point will
assist in making appropriate notifications.
B. Pre -identified primary and secondary evacuation routes for the "population at risk'' for each Section
302 facility listed in this section. They are responsible for the primary and secondary evacuation
routes out of their buildings.
C. The McLeod County Sheriff's Office will be responsible for conducting and coordinating any large-
scale evacuation and traffic control of rural county residents. This coordination will include the
evacuation activities of other participating agencies and jurisdictions. The Hutchinson Police
Department would coordinate public and private transportation resources that would be required.
D. Hutchinson police and fire department personnel would be responsible for coordinating the
evacuation within the City of Hutchinson, including traffic control and security. Each city should
have an evacuation plan for their residents. They (along with McLeod County Environmental
Services) could also contact local vets, humane societies, MN Board of Animal Health, and pet
boarding facilities for the care and boarding of pets, livestock, service animals, or exhibition
animals.
E. The McLeod County Emergency Management Director may assist in preparing instructions for
people who must evacuate from a high -risk area or if they are to shelter in place.
F. The McLeod County Sheriff will have primary responsibility for ensuring that the affected county
residents and facilities are notified of the need to evacuate vs. shelter in place.
Emergency Operations Sensitive 99
G. Populations with access and functional needs or other individuals unable to evacuate themselves will
first utilize friends, relatives, and neighbors for assistance. Equipment/Supplies used to evacuate
those with functional and access needs could be found from nursing homes, long term care facilities,
hospitals, and other similar facilities. The McLeod County Resource Manual lists transportation
resources. If there is an institutionalized population, early evacuation should be considered as it may
take longer to evacuate. Each facility is responsible for their evacuation planning and response.
H. The McLeod County Sheriff's Office will be responsible for establishing and staffing any traffic
control points that may be necessary, as well as maintaining access control and security of the
evacuated areas in the rural areas within the county. The Hutchinson Police Department will be
responsible for the areas within the city.
I. School evacuation plans can be found by contacting the schools.
J. McLeod County Sheriff's Office and/or the Hutchinson police Department will coordinate with local
public health to address security needs during shelter operations, family assistance centers, mass
vaccination sites, and other facilities with a public health response.
K. Pet evacuations will be the responsibility of their owners. Items that should come with the pets
during an evacuation should include:
a. Sturdy leashes, harnesses and/or carriers to transport pets safely and ensure that they
can't escape.
b. Food, drinking water, bowls, cat litter/pan and a manual can opener.
c. Medications and copies of medical records stored in a waterproof container.
d. First aid kit.
e. Current photos of you with your pet(s) in case they get lost.
f. Pet beds and toys, if easily transportable.
III. SUPPORTING AGENCIES/ORGANIZATIONS
A. Public and private transportation resources that could assist in evacuations include, but not limited
to: school busses; Trailblazer Transit; McLeod County Veteran's Van; taxis; ACC Midwest
Transportation; and Care Cab. For contact information see the McLeod County Resource Manual
under Evacuation Transportation.
B. Assistance for traffic control and security may be available from McLeod County Posse, municipal
police reserve units, and the Minnesota National Guard if activated.
C. Ambulance Service vehicles may be available, if needed, to evacuate non -ambulatory individuals.
IV. SUPPORTING DOCUMENTS
The Evacuation, Traffic Control, and Security Standard Operating Procedure (SOP) contains detailed
evacuation related information. Local mass care facilities are listed in the online National Sheltering
System with American Red Cross. McLeod County Emergency Management has access to this site.
Emergency Operations Sensitive 100
Standard Operating Guideline
This SOG is intended to provide specific guidance for both an evacuation of McLeod County residents and
evacuation into McLeod County of another jurisdiction's residents.
I. GENERAL
A. At the time the decision is made to carry out an evacuation of some/all of McLeod County's
residents, the McLeod County Sheriff will have the primary responsibility for ensuring that the
affected residents and facilities are notified of the need to evacuate. The Hutchinson Police Chief
will also assist in the evacuation process. Local radio stations, TV, outdoor warning systems, mass
notification system, and other methods will accomplish this notification.
B. The selection of specific evacuation routes will be based on the extent of the evacuation required,
weather and road conditions, and other factors. Local law enforcement will designate the primary
and backup emergency routes within their jurisdiction.
C. A listing of the mass care facilities that can be used to house evacuees can be located in the online
National Sheltering System with the American Red Cross. Hutchinson Emergency Management has
access to this site.
D. Re-entry (Repopulation) into a previous evacuated area will be decided by Incident Command. The
announcement about this will be made via the McLeod County Communications Center, local radio
stations, TV, outdoor warning systems, mass notification system, and other methods that were used
to notify of the evacuation.
II. EVACUATION REQUIRED DUE TO A HAZARDOUS MATERIALS ACCIDENT/INCIDENT
A. Release from a Section 302 (SARA Title III) Facility
1. The potential "populations at risk'' that could need to be evacuated in the event of an accidental
release from the Section 302 facilitates in McLeod County have been pre -identified.
2. Pre -identified primary and secondary evacuation routes for the "population at
risk'' for each Section 302 facility are included in this section.
B. Other Hazardous Materials Accidents/Incidents
Evacuation may be required due to a hazardous materials spill/release not
involving a (SARA Title III) Section 302 facility.
III. EVACUATION DUE TO AN IMPENDING/ACTUAL EMERGENCY LEVEE FAILURE
McLeod County has identified the area(s) that will be affected by an emergency levee failure, and has pre-
established the evacuation routes that will be used in the event of an impending/actual failure.
Emergency Operations Sensitive 101
Primary and Secondary Evacuation Routes for
Section 302 Facility "Population at Risk"
Primary Secondary
FaciliiEvacuation Route Evacuation Route
HUTCHINSON
Goebel Fixture Co
Lynn Rd & Dale St
-NA-
Minnesota Mining & Mfg. (3M)
Adams St.
Oakland Ave & Erie St
Hutchinson Coop Service Station
Hwy 7
-NA-
TDK, Resonetics & Uponor
Bluff St NE
Hwy 7 East
Hillyard Floor Care Supply
Michigan St SE
Hwy 7
Hutchinson Coop Fertilizer Plant
Adams St SE
-NA-
Hutchinson Coop Gas Station
Adams St SE
Jefferson St
Hutch Coop Elevator
5" Ave SE
-NA-
Speedway Gas Station
Hwy 7
School Rd
Hutchinson High School
School Rd
Roberts Rd
Park Elementary School
Glen St. & 2nd Ave
-NA-
MN/DOT
Adams St SE
-NA-
Waste Water Treatment Facility
Adams St SE
-NA-
Water Treatment Plant
5" Ave NE
Bluff St NE
Minnesota Specialty Yeast
Adams St SE
Washington Ave E
Emergency Operations Sensitive 102
Hazardous Substance Transportation Routes
McLeod County
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Emergency Operations Sensitive 103
Green Isle
Hazardous Substance Transportation Routes
City of Hutchinson (42) (63)
#
Name
Primary Routes
Secondary Routes
1
Hutchinson High School
School Rd SW
Roberts Rd SW
2
Goebel Fixture Company
Roberts Rd SW
Dale St SW
3
Nuvera Telephone
2nd Ave SW
Main St S, Franklin St SW
4
Hutchinson Utilities
Hwy 7
Hwy 15
5
AB Mauri (Ohly Americas)
Adams St SE
Washington Ave E
6
Lakes Gas Company
5th Ave SE
4ch Ave SE
7
McKimm Milk Transit
Adams St SE
N/A
8
Hutchinson Technology Inc
Bluff St NE
North High Drive
9
Pride Solutions LLC
East ate Dr SE
Hwy 7
10
Hutchinson Coop Elevator
5th Ave SE
Hwy 22
11
Knife River
5th Ave SE
Hwy 22
Emergency Operations Sensitive 104
AUTHENTICATION
Hutchinson Police Chief
Date
Emergency Operations Sensitive 105
FIRE PROTECTION
Emergency Operations Sensitive 106
FIRE PROTECTION: General Information
I. PURPOSE
To provide an overview of how fire protection is provided in McLeod County.
II. RESPONSIBILITIES
A. Primary. Fire protection in Hutchinson is the responsibility of the Hutchinson Fire Department, TDK
(Hutchinson) industrial fire brigade, and 3M (Hutchinson) industrial fire brigade. Information on the
Hutchinson Fire Department fire district is kept on file at the Office of Emergency Management.
Hutchinson Fire is a paid volunteer fire department with a full-time paid fire chief who also acts as
the assistant emergency manager. McLeod County has a countywide Fire Chiefs/EMS Association
with a president. This person is responsible for coordinating cooperation between all municipal
departments, acquiring countywide needed equipment, and recommending improvements to better
fire protection for the entire county.
B. Supporting. In addition to their primary responsibility of providing fire protection, Hutchinson Fire
Department will have other responsibilities in the event of a disaster. This varies, but generally
includes:
1. Assisting in the dissemination of warning.
2. Coordinating or assisting with an evacuation within their district.
3. Coordinating or assisting with a search and rescue effort within their district.
4. Informing other local government personnel of the risks associated with a hazardous materials
incident/accident that has occurred within their district.
5. Reporting important disaster status information (casualties, damage, evacuation status,
chemical releases/exposures, radiation levels, etc.) to the EOC during emergency operations.
6. Responding to hazardous materials incidents, within the limits of HAZMAT response training
received. All fire department personnel are trained to at least the HAZWOPER Awareness
Level. Some personnel have higher training.
7. Providing heavy and light rescue services.
8. Providing first responder/EMS services.
9. Providing "Skywarn'' personnel in the event of severe weather. A map showing the
location of these spotters is on file at the Office of Emergency Management.
10. There may be some fire personnel that are trained in confined space rescue, trench rescue, and
water rescue. For those types of incidents, the Minnesota Duty Officer should be contacted to
ask for support from MN TASK FORCE 1, CAT teams, or other technical response agencies.
Emergency Operations Sensitive 107
III. Mutual Aid Agreements
All of the municipal fire departments in McLeod County have mutual aid agreements with each other and
other fire departments outside the county that border their districts. Written mutual aid agreements exist and
are on file at the McLeod County Office of Emergency Management.
IV. COMMUNICATIONS CAPABILITY
All fire departments in McLeod County are on the ARMER digital trunked radio system. They also have a
pager system and can be dispatched by the McLeod County Sheriff's Office.
Emergency Operations Sensitive 108
Standard Operating Guideline
This SOG is to provide for fire protection of the population due to any type of natural, manmade or nuclear disaster.
All fire departments within McLeod County have their own Standard Operating Procedures that would be used for
normal fire response. In the event of a major incident, when fire protection is necessary, the senior fire officer for
the area that has the incident would be the Incident Commander. All mutual aid agencies responding to the incident
would be under the direction of that Incident Commander and the MIMS.
Current copies of the Standard Operating Guidelines are on file in the fire station for each municipality.
WARNING PERIOD
Various options may be initiated to protect the population such as: evacuating disaster areas
and/or directing evacuees to a mass care shelter if one is activated.
The Fire and Rescue Coordinator for the area involved will assist the other fire chiefs
in relocating apparatus and personnel to find the best support available.
FIRE PREVENTION MEASURES
1. Coordinate all fire and rescue personnel with other chiefs to help control the orderly movement of evacuees.
Set up surveillance teams for fire watch to cover the community during and after the community has been
evacuated. Coordinate with the law enforcement patrols.
3. Survey and coordinate the fire needs and move personnel and equipment for standby assistance.
4. Provide frequent fire safety inspections for fire hazards in mass care shelters, occupied areas due to
relocation, and areas of flammable materials storage.
Provide inspection teams for fire preventative measures in all buildings and shelters.
6. Establish, publish, and enforce temporary fire safety regulations for mass care shelters, particularly in regard
to smoking, cooking, and heating.
7. Assist in the return of evacuees to their homes.
Emergency Operations Sensitive 109
National Incident Management System (NIMS)
The purpose is to ensure the flow of information to the incident commander and conveys tactical decisions back to
the operational personnel.
The incident command system has a number of components. These components work together to provide the basis
for an effective ICS concept of operations:
COMMON TERMINOLOGY CONSOLIDATED ACTION PLANS
MODULAR ORGANIZATION MANAGEABLE SPAN OF CONTROL
INTEGRATED COMMUNICATIONS PREDESIGNATED INCIDENT FACILITIES
UNIFIED COMMAND STRUCTURE COMPREHENSIVE RESOURCE MANAGEMENT
The ICS organizational structure develops in a modular fashion based on the incident and the staff builds from the
top down with responsibility and performance placed initially with the incident commander.
INCIDENT COMMAND SECTORS
INFORMATION SECTOR: Press releases, public information and on the scene comments.
SAFETY SECTOR: Protective clothing, safety procedures and requirements. The safety sector
should have authority to stop and/or prevent all unsafe acts.
LIAISON SECTOR: The coordinator between public, private, local and federal agencies that are at
the scene.
OPERATIONS SECTOR: At times this must be broken down into the following subsectors:
Staging; Control & Containment; Safety for HAZMAT Operations;
Evacuation; Decontamination; Information & Research; Geographical
PLANNING SECTOR: Data Analysis; Development of Alternative Plans; Development of
Operational Plan; Maintenance of Resources; Maps of the Incident Area;
Development of Incident Files; Provisions of Duplication Services; and
Ability to obtain specialists such as toxicologists, etc.
LOGISTICS SECTOR: For supplies, food, medical supplies, fuel, etc...
FINANCE/ADMINISTRATION: During an incident, there is a need to handle:
Procurement; Compensation; Claims form Rescue Personnel and the Public
Maintenance of Equipment Costs; Supplies; and Contract Labor
COMMUNICATIONS SECTOR: Handling the Radio and Telephones; Arrange for Emergency Repairs to
communications equipment; and Use of Amateur Radio Emergency Services
(ARES)
Emergency Operations Sensitive 110
INCIDENT COMMAND SECTORS
EMERGENCY MEDICAL
SERVICES:
AUTHENTICATION
Hutchinson Fire Chief
Medical assistance to civilians and emergency personnel;
Transportation to Hospital Facilities; First Aid Supplies (and re-
supply); Establishment of Field Hospitals & Triage Areas;
Establishment of temporary Morgue, if necessary
Date
Emergency Operations Sensitive 111
DAMAGE ASSESSMENT
Emergency Operations Sensitive 112
DAMAGE ASSESSMENT: General Information
I. PURPOSE
To provide an overview of how damage assessment will be accomplished
following a disaster in the City of Hutchinson. The following section Damage
Assessment was adopted from the McLeod County Emergency Operations Plan.
II. RESPONSIBILITIES
A. The McLeod County Emergency Management Director is responsible for:
1. Developing and maintaining a damage assessment "team" composed of
county and/or municipal and private sector agency representatives.
2. Maintaining an up-to-date listing of damage assessment team personnel.
3. Maintaining the procedures to be followed for damage assessment.
4. Coordinating the damage assessment process (following the occurrence of a
disaster). Areas needing to have a damage assessment done will be
determined/prioritized at the time of the disaster.
III. POLICIES AND PROCEDURES
A. A damage assessment effort will be initiated as soon as practical following the
occurrence of a disaster.
B. Where possible and when appropriate, pictures and/or videos will be taken of
damaged areas, and county maps will be used to show the location of damage
sites.
C. When damage assessment is carried out in conjunction with a request for state or
federal disaster assistance, the McLeod County Emergency Management Director
will coordinate with the Minnesota Division of Homeland Security and Emergency
Management (HSEM) and the Federal Emergency Management Agency (FEMA).
This will be accomplished within the first 12 hours for Rapid Damage assessment
& 36 hours for complete damage assessment.
IV. SUPPORTING DOCUMENTS
Minnesota Disaster Management Handbook = Available online through MN HSEM
website.
Emergency Operations Sensitive 113
McLeod Count Emergency Management
Providing Annual Damage Assessment Training
1. PURPOSE
Damage Assessment SOG #1
August 2017
Damage Assessment Training
a. To establish guidelines for providing damage assessment trainings for cities, townships,
schools, non -profits, hospitals, and electric co-ops within McLeod County.
2. SCOPE
a. The following guidelines are to be utilized prior to a disaster which requires damage
assessment operations.
3. ASSUMPTIONS
a. Cities, townships, schools, non -profits, hospitals, and electric co-ops could sustain
damages during an emergency and may choose to submit the repairs for these damages for
state or federal reimbursement.
b. Damage assessments may need to be conducted multiple times to verify reported figures.
c. Local organizations will have personnel to represent their interests and carry out tasks
prior to and during the damage assessment process.
d. Damage assessment procedures and/or guidance may change and require revised
trainings.
e. Local organizations will experience personnel turnover over time and will need to train
new additions on damage assessment procedures.
4. GUIDELINES
a. McLeod County will train (list organizations — e.g. local emergency
managers/responders, city/township administration, schools, private non -profits) every
year regarding damage assessment operations within McLeod County.
b. Trainings will address the following topics:
i. The definition and purpose of damage assessment
ii. Damage information collection and reporting via the Rapid Damage
Assessment app on the Apple iPads and also the paper copies
iii. Pre -planning
iv. Communications/notification of personnel
v. Documentation and record keeping
vi. Equipment and resources
vii. Field safety
viii. Damage assessment timeline
ix. Expectations
x. Working with county, state, and federal officials
c. In order to reinforce lessons learned, McLeod County will include damage assessment
scenarios as determined by the emergency management director.
d. McLeod County will create and maintain records of damage assessment training
attendance.
Emergency Operations Sensitive 114
5. RESPONSIBILITIES
a. McLeod County Emergency Management will provide damage assessment trainings on an
annual basis.
b. Each organization providing damage assessment and/or support will complete annual
damage assessment trainings.
Emergency Operations Sensitive 115
McLeod County Emergency Management
Completing County Damage Assessment Forms
Damage Assessment SOG #2
August 2017
Completing Damage and Impact Assessments
1. PURPOSE
a. To establish guidelines for gathering and compiling data to complete county damage and
impact forms for final submittal in McLeod County.
2. SCOPE
a. The following guidelines are to be utilized following a disaster which requires damage
assessment operations.
3. ASSUMPTIONS
a. Cities, townships, schools, non -profits, hospitals, and electric co-ops may sustain damages
during an emergency and may choose to submit the repairs for these damages for state or
federal reimbursement.
b. A variety of hazards may bring about the need to conduct damage assessments.
c. If the hazard event is severe enough, individuals and businesses may also submit damages
for reimbursement.
d. Damage assessments may need to be conducted multiple times to verify reported figures.
e. Means of communication and/or transportation may be affected by the disaster and
alternative methods may be needed for damage assessment information to be shared and
collected.
f. Reports of damage may come from citizens, the media, and/or emergency responders.
g. Local organizations may have personnel to represent their interests and carry out tasks
prior to and during the damage assessment process.
h. Local organizations may experience personnel turnover over time and will need to train
new additions on damage assessment procedures.
4. GUIDELINES AND RESPONSIBILITIES
a. Following a hazard event, local officials will gather damage and impact data that is
required for completing HSEM's Damage and Impact Assessment Form for their
respective local jurisdiction.
b. Local officials may gather data by collecting/documenting the information personally or
by receiving reports/documentation from the following organizations:
i. 1 sc Responders
ii. Public Works (City and/or County)
iii. Building Inspectors
iv. Property Assessors (City and/or County)
v. Code Enforcement Officials
vi. Engineers (City and/or County)
vii. Amateur Radio
viii. Voluntary Organizations (American Red Cross)
ix. Citizens
x. Others as Appropriate (City clerks/administrators; township officers;
realtors; insurance agents; & bank officials)
Emergency Operations Sensitive 116
c. McLeod County Emergency Management Director will compile all local level damage
and impact assessment data into one county -wide form and submit it to HSEM within 48
hours.
d. McLeod County Emergency Management or McLeod County EOC will divide area into
damage assessment zones and assign personnel who will be responsible for assessing their
respective zones. Personnel should familiarize themselves with their assigned areas.
e. Local officials will collect damage and impact assessment information on the following
subjects:
i. Emergency work performed/needed (Categories A-B)
ii. Permanent work performed/needed (Categories C-G)
iii. Public Assistance
1. Category A: Debris Clearance
2. Category B: Protective Measures
3. Category C: Roads and Bridges
4. Category D: Water Control Structures
5. Category E: Buildings and Equipment
6. Category F: Utilities
7. Category G: Recreation and Other
iv. Individual Assistance
1. Business Impacts
a. Unemployment and business losses
2. Agriculture Impacts
3. Individual Impacts
a. Casualties, missing, evacuated, sheltered, homes
damaged/destroyed, insurance providers, and temporary
housing situation.
v. Life Safety and Immediate Community Needs
vi. Date and Time of Assessment
vii. Perimeter of Damage and Areas Affected
viii. Type of Structures Affected (e.g. homes, infrastructure, industrial)
ix. Degree of Damage and Amount of Debris
f. Damage Assessment Personnel will document relevant event -caused damages with
photographs and/or video and will include the location, preferably an address or GPS
coordinates, of each instance of documented damage within the picture and submit it/them
with the HSEM Damage and Impact Assessment Form. This can be accomplished using
the Rapid Damage Assessment app on the Apple iPads.
g. McLeod County GIS Department will create a map of documented damages within the
county and affected localities (especially instances of "major" damage).
h. If additional personnel are needed for conducting damage assessments, the county
emergency management director can request assistance from the Southwest Minnesota
Emergency Management Association.
Emergency Operations Sensitive 117
L McLeod County Emergency Management will identify a procedure for activation of
damage assessment operations and notification of personnel. CodeRED mass notification
system can be used for this notice.
j. McLeod County Emergency Management or McLeod County EOC will identify guidance
for damage assessment personnel regarding the provision of information to the public and
the media while completing damage assessments,
k, McLeod County Emergency Management or McLeod County EDC will identify critical
incident stress management resources that can be utilized by damage assessment
personnel.
Emergency Operations Sensitive 118
McLeod County Emergency Management Damage Assessment SOG #3
Identifying Items for PDAs August 2017
Identifying Items for Preliminary Damage
Assessments
1. PURPOSE
a. To establish guidelines for identifying items needed for preliminary damage assessments
within McLeod County.
2. SCOPE
a. The following guidelines are to be utilized following a disaster which requires damage
assessment operations.
3. ASSUMPTIONS
a. Cities, townships, schools, non -profits, hospitals, and electric co-ops may sustain damages
during an emergency and may choose to submit the repairs for these damages for state or
federal reimbursement.
b. A variety of hazards may bring about the need to conduct damage assessments.
c. Damage assessments may need to be conducted multiple times to verify reported figures.
d. Means of communication and transportation may be affected by the disaster and
alternative strategies may be needed in order for damage assessments to be conducted.
4. GUIDELINES
a. County emergency management director will identify items that are required for
conducting preliminary damage assessments.
i. Potential items may include:
1. Maps with damage locations included
2. Calculation worksheets by category
3. Pictures of damages
4. Financial records (event -related time cards, invoices etc.)
5. Travel routes from site to site
6. Vehicle(s)
7. Writing materials (pens/markers, paper, clipboards etc.)
8. Up-to-date HSEM Damage and Impact Assessment Sheets
9. Proper PPE
10. Binoculars
11. Apple iPads
AUTHENTICATION
Hutchinson Police Chief and Emergency Manager
Date
Emergency Operations Sensitive 119
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MASS CARE
I. Purpose
The purpose of this plan is to outline organizational arrangements, operational concepts,
responsibilities and procedures to protect evacuees and others from the effects of an emergency
situation by providing temporary shelter.
II. Introduction
Primary Agencies:
• McLeod County Health & Human Services (Mass Care Lead)
Coordinating Agency:
• Hutchinson Emergency Management
Supporting Agencies:
McLeod County Emergency Management
• American Red Cross (ARC) South Central Chapter
• Salvation Army
• Voluntary Organizations Active in Disasters (VOADs)
• Minnesota Division of Homeland Security and Emergency Management (HSEM)
III. Definitions and Terms
A. Acronyms
ADA American's with Disabilities Act
ADC Animal Disaster Coalition
ADL Activities of Daily Living
ARC American Red Cross South Central Chapter
CMS Consumable Medical Supplies
DME Durable Medical Equipment
DWI Disaster Welfare Inquiry
EMD Emergency Management Director
EOC Emergency Operations Center (local)
FAST Functional Assessment Service Team
FEMA Federal Emergency Management Agency
FNSS Access and Functional Needs Support Services
FOG Field Operation Guide
HSEM Minnesota Division of Homeland Security and Emergency Management
ICS Incident Command System
MACS/C Multiple Agency Coordination System/Center
MCI Mass Casualty Incident
MOA Memorandum of Agreement
NIMS National Incident Management System
PAS Personal Assistance Services
PIO Public Information Officer
SEOC State of Minnesota Emergency Operations Center
USDA United States Department of Agriculture
VOAD Voluntary Organizations Active in Disasters
Emergency Operations Sensitive 121
B. Definitions
Access and Functional Needs Support Services: Services that enable individuals to maintain
their independence in a general population shelter. FNSS includes: reasonable modification to
policies, practices and procedures
• Durable medical equipment (DME): A device or equipment that is used to correct or
accommodate a physiological disorder or physical condition, and is suitable for use in the home,
such as wheelchair (MN Medicaid definition)
• Consumable medical supplies (CMS) : non -durable medical supplies that are usually
disposable in nature; cannot withstand repeated use by more than one individual; are primarily
and customarily used to serve a medical purpose; and generally are not useful to a person in the
absence of illness or injury;
• Personal assistance services (PAS): Services for individuals with a disability that require
hands-on help with activities of daily living such as bathing, dressing, eating, transferring, or
toileting;
• Activities of Daily Living: A term used to refer to daily self -care activities within an
individual's place of residence. ADLs are defined as "the things we normally do ... such as feeding
ourselves, bathing, dressing, grooming, etc.... " and other goods and services as needed.
Family Reunification: Strategies and actions that help reestablish and reunite families after a
variable period of involuntary separation.
Jurisdiction: A political subdivision as defined in Minnesota Statutes, chapter 12.
Mass Care: Assistance provided to those who have been displaced from their homes, and others
affected by a hazardous situation or the threat of such a situation. Mass care for these individuals
includes providing food, basic medical care, clothing, and other essential life support services.
Sheltering is one component of Mass Care.
Mass Casualty Incident (MCI): Any incident in which emergency medical services personnel
and equipment at the scene are overwhelmed by the number and severity of casualties at that
incident.
Multiple Agency Coordinating System/Center: Multiagency coordination is a process that
allows all levels of government and all disciplines to work together more efficiently and
effectively. The center is a location where multiple agencies coordinate activities above the
incident -level and prioritizes incident demands for critical or competing resources.
National Incident Management System: A comprehensive, nationwide, systematic approach to
incident management, including the Incident Command System, Multiagency Coordination
Systems and Public Information.
Shelter: Short-term lodging for evacuees during, and immediately after an emergency. Shelters
are generally located away from known hazards. Some mass care operations are conducted in
shelters.
Unified Command: A core concept of N1MS, consist of a team of people representing involved
agencies with responsibility for the incident, which jointly provide management direction to an
incident through a common set of incident objectives and strategies (Incident Action Plan),
typically established at the command level. This coordination usually occurs at the EOC or
Incident Command Post.
Voluntary Organizations (VOAD): Non-profit voluntary organizations that assist with all
phases of disaster —preparedness, response, relief, recovery, and mitigation.
Emergency Operations Sensitive 122
Welfare Inquiries: Welfare inquiries are requests from relatives, friends, employers, or others
for information on the status of persons in an area affected by an emergency who cannot be
located because they have evacuated, become separated from their families, or cannot be
contacted by normal means of communications. Registration of disaster victims at shelters
provides some of the information needed to answer welfare inquiries. For emergencies that
extend beyond several days, a Welfare Inquiry system to handle such inquiries may be activated.
IV. Situation and Assumptions
A. Situation
1. Many of the threats facing the City of Hutchinson have the potential to cause significant
damage, mass casualties and fatalities. The occurrence of a significant disaster could quickly
overwhelm affected local governments and rapidly deplete state resources.
2. The hazard summary in the Basic Plan identifies a number of threats/incidents that could make
necessary the evacuation of groups of individuals from their residences. Evacuees from other
jurisdictions may also seek refuge in our area in a major disaster. These threats/incidents may
generate a need for shelter.
3. Shelter operations may range from very short term, 72 hours or less, for a limited number of
people, to more complex and lengthy operations for a large number of evacuees. The goal of the
Homeland Security and Emergency Management at the State level for our region is to shelter and
care for 3,000 people for ten days.
4. Sheltering operations shall be coordinated with the American Red Cross (ARC) South Central
Chapter, other voluntary organizations and faith -based groups (depending on capacity and
capabilities). These agencies may operate shelters as their capabilities permit.
5. McLeod County and the ARC have signed agreements with school districts, churches, and
other organizations to use their facilities for shelter operations.
B. Assumptions
1. McLeod County has the responsibility for providing shelter to protect local residents displaced
from their homes and others who evacuate into the community due to emergencies.
2. McLeod County and the City of Hutchinson are responsible for developing a plan, integrating
the concepts of the National Incident Management System (NIMS) , for coordinating and
providing shelter and other mass care services to persons affected by a disaster. The
requirements for services may vary depending upon the nature, type, and level of the emergency.
3. Essential services will be continued during shelter operations. However, for a major incident
that generates the need for a large-scale shelter and other mass care operations, normal activities
at schools, community centers, churches, and other facilities used as shelters may have to be
curtailed or suspended.
4. Shelters may have to be opened with little or no notice. City of Hutchinson personnel may
have to manage and coordinate shelter and mass care activities without ARC or other voluntary
agencies. ARC or other voluntary agency staff assistance may be delayed in some instances.
ARC has traditionally carried the greatest responsibility for sheltering operations, but in large-
scale incidents, ARC may already have their resources tasked to shelters operating in other areas.
In these cases, ARC mass care resources may be limited. ARC will call on mutual aid from other
regions, but it may take several days for outside assistance to arrive.
5. Facilities planned for shelter and mass care use may not be available at times of need.
Emergency Operations Sensitive 123
6. Many incidents may overwhelm local resources. Incidents may require multi jurisdictional
support and multiple agencies. The City of Hutchinson response shall be coordinated with
McLeod County EM, HSEM and other jurisdictions. If additional resources are needed to
conduct shelter operations, support may be requested pursuant to mutual aid agreements and
from state and federal emergency management agencies.
7. The vast majority of evacuees will seek refuge with friends or relatives or go to commercial
accommodations rather than a public shelter. In addition, some people who are not at risk may
spontaneously evacuate and some of those individuals may seek public shelter.
8. As many as 50 percent or more of persons who seek refuge in a shelter may need Access and
Functional Needs Support Services (FNSS). Most individuals with access and functional needs
can be accommodated in a general population shelter with support. Shelter planning, site
selection and operations shall meet all applicable federal, state and local accessibility laws.
McLeod County Health & Human Services will coordinate those that need health/medical care,
critical transportation, and other related support.
9. City and county employees, as well as volunteers from VOAD's, non-profit agencies, and
faith -based organizations will be trained to coordinate mass care activities, serve as shelter
managers and assist in shelter operations (whole community response).
10. Disaster workers involved in sheltering operation will require food and drink, restroom and
sanitation facilities, and occasionally formal relief areas and temporary housing.
V. Concept of Operations
A. General
1. The Emergency Management Director shall determine the need for opening shelters and
commencing mass care operations based on the emergency.
2. All mass care facilities operating in McLeod County will establish an Incident Command
System (ICS). Agencies may assign a liaison to the McLeod County EOC to help coordinate
sheltering operations. A shelter manager trained in ARC shelter methods will act as site manager
for the facility. In shelters with multiple agencies involved in operations, a unified command
system will be utilized.
3. The City and McLeod County will work closely with volunteer organizations that provide
shelter and mass care support to determine the availability of shelters, encourage facility owners
to sign agreements for use of those facilities, and encourage facility owners to allow their
personnel to participate in shelter management and operations training.
4. McLeod County Health & Human Services is designated as the mass care lead and will be
responsible for coordinating shelter and mass care activities along with the ARC Region,
additional city/county departments and agencies, and other voluntary agencies, non -profits and
faith -based organizations to assure a whole community approach.
5. Pre -designated shelters in Hutchinson are either private facilities that have agreements with
McLeod County or the ARC South Central Chapter, or are municipal or county facilities that
have been designated as potential public emergency shelters. All locations designated as a
shelter should have a signed agreement with the governing authority in the jurisdiction.
Emergency Operations Sensitive 124
6. McLeod County Health & Human Services, ARC and other disaster assistance organizations
may be called upon on short notice to:
a) Open and operate temporary shelters for the displaced population.
b) Activate or organize shelter teams and provide shelter kits.
c) Register those occupying public shelters.
d) Provide feeding, emergency first aid, and fulfillment of basic needs for those
occupying temporary shelters.
e) Coordinate behavioral health services for emergency workers and/or disaster survivors.
Volunteer agencies or other agencies can be brought in for assistance. The EOC will
assist in coordinating needed services.
7. ARC shelters will be managed by the ARC under their procedures in coordination with the
county and city. At full capacity, 15 ARC pre -designated shelters in McLeod County could hold
about 650 people.
B. Shelter Sites
1. McLeod County Health & Human Services will coordinate with the ARC, and other
supporting departments and agencies in identifying potential shelters and developing the shelter
list to ensure that issues of interest to local government are considered in the shelter selection
process.
2. Shelter Facilities: McLeod County executes agreements with building owners for use of
structures as shelters and inspects the facilities it plans to use to determine their capacities and
the availability of various types of equipment. Below are the shelter locations in McLeod
County:
Peace United Church of Christ
Glencoe
320-864-4556
St. Pius X Catholic Church & School
Glencoe
320-864-5162 church; 320-864-3214 school
Christ The King Lutheran Church
Hutchinson
320--587--2776
Hutchinson Middle School
Hutchinson
320-587-2854
Academy
Hutchinson
320-587-2830
-Maplewood
Riverside Assembly of God
Hutchinson
320-587-2074
Our Savior's Lutheran Church
Hutchinson
320-587-3318
Lester Prairie Public Schools
Lester Prairie
320-395-2521
Church of The Holy Family
Silver Lake
320-327-2261
St. Boniface Catholic Church
Stewart
320-562-2344
Stewart Community Hall
Stewart
320-562-2518
St. Paul's Lutheran Church
Stewart
320-562-2352; 320-562-2252 parsonage
Winsted Elementary School
Winsted
320-543-4690
St. John Lutheran Church
Winsted
320-485-2522
Shelter selection: ARC has developed national standards for acceptable shelter facilities, which
include the federal ADA requirements ensuring shelter accessibility. McLeod County will use
the most current ARC shelter survey form to screen facilities for use as shelters.
C. Shelter Operations
Emergency Operations Sensitive 125
1. The specific facilities that will be used for sheltering during an emergency will depend on the
needs of the situation, the status of available facilities, the location of the hazard area, and the
anticipated duration of operations. Shelters are typically opened and closed based on need. When
occupancy of existing shelters reaches 75 percent, consideration should be given to opening an
additional facility.
a. Shelters shall follow ARC standards to guide how the facility is staffed and operated.
b. Shelters should be managed by individuals with shelter management training.
c. The City of Hutchinson is responsible for providing or arranging for the provision of the
following support for shelter operations in the city:
1) Security and, if necessary, traffic control at shelters
2) Fire inspections and fire protection at shelters
3) Transportation for food, shelter supplies, and equipment if the lead organization
operating the shelter cannot do so
4) Food inspections
5) Environmental Health
6) Communicable disease surveillance and control
7) Transportation of shelter occupants if necessary
8) Basic medical attention, if the organization operating the shelter cannot do so
d. McLeod County shelters shall use the most current ARC registration form.
e. All shelter residents will be assessed to determine if they require support for access and
functional needs.
f. All shelters will provide periodic reports on shelter operations as requested by the county
EOC.
2. Other Needs (General) : In addition to the provision of shelter, evacuees may need assistance
with clothing, basic medical attention, medical equipment and supplies, prescription medicines,
disaster mental health services, emergency housing (short and long term), and other support
services. These needs should be addressed by the whole community response. McLeod County
Health & Human Services will be primary agency responsible for this support.
D. Equipment and Additional Resources
1. At the onset of the response, as well as throughout the response, equipment and additional
resources will be needed to supplement and/or replace used supplies in the shelters. It will be
necessary for the city of Hutchinson, with assistance from McLeod County, to identify where
equipment and supplies will be obtained from (for example a warehouse of cached items) for
initial set-up. As equipment is used, it will be necessary to replace it throughout the response. It
will be essential to determine what additional resources can be obtained and from where, and
how will it be transported to the shelter sites.
2. Agreements should be in place with neighboring communities, private industry and non-
profits to utilize resources at the time of an emergency. Written into the agreement should be the
terms of use and replacement, as well as transportation to and from the shelter location(s).
E. Handling of Pets and Service Animals
Animals/Pets are addressed in detail in the Pet Sheltering Annex of the Emergency Operations
Plan. The following animal sheltering considerations may affect human sheltering decisions and
operations.
Emergency Operations Sensitive 126
1. Citizens evacuating their home are encouraged to bring their pets with them. Due to health
concerns, most public emergency shelters cannot accept pets in their human habitation areas.
2. McLeod County will provide pet owners sheltering options for their animals that include one
or both of the following:
a) Animal Shelters (existing or emergency animal shelters)
b) Animal/human co -located shelters (separate/isolated habitation areas within the same
facility or campus) . This is the preferred option whenever possible .
3. Service Animals will remain with their owners at all times and will be allowed in all areas of
the shelters in accordance with the American's With Disabilities Act standards (ADA). Under
the ADA it is not legal to ask people to prove that their animal is indeed a service animal and
there is no standard of certification. However, you may inquire into what functions the animal
performs. Service animals must have access to every area that their owners do including eating,
dormitory, health care, and restroom facilities. Shelter plan layouts will provide as much space as
possible between people with service animals and shelter clients who are adverse to such animals
due to allergies, phobias or cultural/religious concerns. Persons with service animals will not be
segregated into a special room apart from the other shelter population.
F. Public Information
All sheltering related public information inquires will be handled by the Incident Commander,
Public Information Officer or other designated staff. If multiple agencies are involved in the
response, all public communications will be coordinated through a joint information center.
G. Welfare Inquiries
1. The City of Hutchinson will assure that a system is in place to answer disaster welfare
inquiries.
2. The City of Hutchinson will coordinate family reunification activities with ARC, VOADs and
other governmental agencies.
H. Family Assistance Center
McLeod County Health & Human Services will be the lead agency responsible for coordinating
the functions of a Family Assistance Center (FAC). A FAC is a facility and process that would
allow for reconnecting displaced or separated family members. The FAC will also collect
information from the incident and relay it to affected family members. Needed equipment will be
supplied from McLeod County. Training will also be offered as required. Events that may
prompt the need for a family reunification center include, but are not limited to, active shooter
events, improvised explosive events, natural gas leaks and explosions, partial building collapse,
or various law enforcement issues within close proximity to a school.
VI. Organization and Assignment of Responsibilities
A. General
1. McLeod County Health & Human Services is responsible for coordinating shelter operations
with ARC, VOAD, other governmental departments and agencies, and faith -based organizations.
Emergency Operations Sensitive 127
2. Shelter operations will be organized and managed in accordance with National Incident
Management System (NIMS) guidelines.
B. Roles and Responsibilities
1. McLeod County Emergency Management and Hutchinson Emergency Management shall:
a) Maintain a list of pre -identified shelters in McLeod County in coordination with ARC.
b) Assist the ARC South Central Chapter and other assisting organizations with their
shelter activities as needed.
c) Assure this document is maintained in coordination with the lead agency.
2. McLeod County Mass Care Lead (McLeod County Health & Human Services) shall
coordinate with the ARC, the City of Hutchinson, and McLeod County Emergency Management
on:
a) determining the need to open, consolidate, or close shelters.
b) ensure that each shelter has power, sanitation facilities, clean water, security, and food
supplies to support the health and well-being of its clients.
c) tasking of all sheltering activities during a disaster to include the sheltering of people
with access and functional needs.
d) information gathering to activate or establish a system to provide shelter registration
data to the appropriate authorities: All municipal, county and ARC shelters shall use
similar shelter registration intake forms
3. The ARC South Central Chapter will provide the following services as available:
a) Coordination with McLeod County and numerous public and voluntary agencies to
assist disaster victims.
b) Provision or assurance of several types of emergency disaster assistance, such as:
1) Mass care facilities and related supplies
2) Shelter personnel
3) Disaster welfare inquiry assistance
4) Meals at mass care facilities and for emergency workers
5) Disaster related medical and mental health services
6) Assistance with emergency needs of families
VII. Direction and Control
A. General
1. McLeod County and or the City of Hutchinson may request the opening of shelters and
recommend the closing of shelters. These actions should be coordinated with all shelter
providers. The line of succession is outlined in the EOP Basic Plan.
2. The City of Hutchinson or McLeod County Emergency Management Director or other
command lead may further assign tasks and responsibilities to support shelter and mass care
efforts.
3. When a decision is made to open a shelter, McLeod County Health & Human Services shall
report to the incident command post, the City of Hutchinson EOC or McLeod County EOC to
coordinate shelter operations. The lead may function as operations section chief, shelter or mass
care branch director, or other defined position. The shelter lead will coordinate with any
municipal shelter liaisons working in their jurisdiction's EOC or command posts, and the mass
Emergency Operations Sensitive 128
care voluntary agency liaisons. The shelter lead may assign subordinates as needed according to
NIMS.
4. Incidents that involve multiple jurisdictions/agencies involved in mass care operations, a
unified command system will be utilized. A multiple agency coordination center (MACC) may
be established to coordinate the response of multiple agencies.
VIII. Administration and Support
A. Support
Requests for emergency assistance will be resolved at the lowest level direction and control
facility with appropriate response resources capabilities. Unresolved assistance requests will
normally flow upward from the city to the county EOC and/or field deployed command posts to
responsible representatives in the State Emergency Operations Center (SEOC) , and as required
to other states or the federal government for assistance support.
B. Agreements and Understandings
All agreements and understandings entered into for the purchase, lease or otherwise use of
equipment and services, will be in accordance with the provision of laws and procedures. The
proclamation of a state disaster issued by the governor may suspend selected rules and
regulations that affect support operations. The McLeod County Health & Human Services will
determine the specific impact of the situation and inform appropriate departments, agencies and
individuals.
C. Status Reports
The McLeod County Health & Human Services shall maintain status of all outstanding
assistance requests and unresolved mass care issues. This information will be summarized into
periodic status reports and submitted in accordance with applicable operating procedures.
D. Expenditures and Recordkeeping
1. McLeod County Health & Human Services is responsible for establishing administrative
controls necessary to manage the expenditure of funds and to provide reasonable accountability
and justification for federal reimbursement in accordance with the established guidelines.
2. The shelter manager or their agency is responsible for collecting and reporting defined shelter
operation data. The reporting detail and frequency shall be determined by McLeod County.
3. The shelter shall participate in periodic public health surveillance reporting. Public health
surveillance data shall be sent to the Minnesota Department of Health.
4. The ARC and other supporting organizations may also report shelter and feeding information
through their organizational channels.
E. Critiques
1. Following the conclusion of any significant emergency event, incident or exercise, the primary
agency representative will conduct a critique of the group activities during the event, incident or
exercise.
Emergency Operations Sensitive 129
2. Support agencies will provide written and/or oral inputs for this critique. The primary agency
representative will consolidate all inputs into a final report and submit it to the county emergency
management director.
IX Development and Maintenance
A. McLeod County Health & Human Services shall serve as the jurisdiction's lead for shelter
operations and is responsible for developing and maintaining this plan annex. Recommended
changes to this annex should be forwarded as needs become apparent.
B. This plan will be revised and updated in accordance with the HSEM plan review schedule.
C. Departments and agencies assigned responsibilities in this plan are responsible for developing
and maintaining Field Operation Guides and Standard Operating Procedures covering those
responsibilities.
D. McLeod County Emergency Management and the City of Hutchinson Emergency
Management shall coordinate with the ARC and other volunteer organizations to ensure that
shelter management and other appropriate training is made available to local officials and
volunteers who participate in shelter activities. All departments and organizations should ensure
that their personnel are trained to accomplish the tasks assigned to them.
AUTHENTICATION
McLeod County Health & Human Services director Date
Emergency Operations Sensitive 130
PET SHELTERING
Emergency ❑perations Sensitive 131
PET SHELTERING
I. PURPOSE:
This Chapter was developed to provide for the orderly and coordinated use of facilities
for sheltering evacuee -owned pets in the event of a disaster. To control, and support the
humane care and treatment of companion animals during an emergency situation. The
following section PET SHELTERING was adopted from the McLeod County Emergency
Operations Plan.
When local assets are depleted or are projected to be in danger of depletion, regional, state, and
federal resources can be requested.
II. SITUATION, ASSUMPTIONS, & DEFINITIONS:
A. SITUATION
Any large-scale emergency might require the sheltering of evacuee -owned pets. McLeod
County is vulnerable to various hazards including: flooding, tornadoes, blizzards, wind storms,
ice storms and hazardous materials incidents.
The following are three (3) levels of emergencies/disaster:
1. Local/Small Scale Disaster — a disaster limited to one neighborhood or
scattered neighborhoods which may result in a need for sheltering a limited
number of evacuee owned pets, utilizing local resources such as existing
shelters, boarding facilities, veterinary hospitals, and pet -friendly motels.
2. Limited/Moderate Scale Incident — a disaster resulting in the need for a single
congregate evacuee -owned pet shelter for a limited period of time. The shelter
will be located in close proximity to a human shelter (if one is opened) or
co -located, if possible. A multi -town response and the use of mutual aid may
be needed.
3. Major Disaster/Large Scale — a disaster resulting in general widespread
destruction of property and the loss of large numbers of housing units,
necessitating the opening of a congregate evacuee -owned pet shelter. The
pet shelters will be located in close proximity to the human shelter or co -located,
if possible. A multi -town response and the use of mutual aid will be needed.
B. ASSUMPTIONS
- Some residents may not evacuate a threatened area when told to do so by local officials if they
believe they will not be able to bring their pets to a safe evacuation destination.
Emergency Operations Sensitive 132
- Owners of animals, when notified of an upcoming emergency, will take reasonable steps to
provide for their animals — either by sheltering them in place or by relocating or evacuating
them. This is the animal owner's responsibility.
- In accordance with Federal law, service animals will not be separated from their owners; and,
in the event of a co --located shelter facilities, service animals will be sheltered with their owners
in the human portion of the shelter facility.
- McLeod County will utilize the National Incident Management System (NIMS) in its planning
and in its response operations.
- Pet owners will be responsible for transporting their pets to the designated pet shelter. Pet
owners will provide all necessary food, medicine, and other provisions for their own pets
whenever possible.
- Pet owners will provide direct care including feeding, watering, administering of medicine,
and walking/exercise required by their pet.
C. DEFINITIONS
Approved crate or kennel: Hardened carrier similar to air flight requirements. Sturdy wire cages
can also be used during shelter operations.
Companion animal: Licensed domestic dog or cat
Domestic pet: Licensed dog or cat
Exotic animal: bird, reptile, hamster, ferret, snake, spiders, etc....
III. AUTHORITIES;
Pets Evacuation and Transportation Standards Act of 2006 — Amends the Robert T. Stafford
disaster Relief and Emergency Assistance Act (the Stafford Act). The Pets Evacuation and
Transportation Standards (PETS) Act ensures that state and local emergency preparedness
operation plans address the needs of individuals with household pets and service animals prior
to, during, and following a major disaster or emergency. Specifically, the PETS Act ensures that
state and local plans address the rescue, care, shelter, and essential needs for individuals and their
pets and animals. The Act also states that financial contributions can be made to states and local
authorities for animal emergency preparedness purposes, including the procurement,
Emergency Operations Sensitive 133
construction, leasing, or renovating of emergency shelter facilities and materials that will
accommodate people with pets and service animals.
FEMA Disaster Assistance Policy 9523.19 - Identifies the expenses related to state and local
governments' emergency pet evacuation and sheltering activities that are eligible for
reimbursement following a major disaster declaration under Category B, Emergency Protective
Measures, and provisions of the Public Assistance Program. The terms household pet, service
animal, and congregate household pet shelters are defined. The policy details eligible
reimbursements related to shelter facilities, supplies and commodities, eligible labor, equipment,
emergency veterinary services, transportation, shelter safety and security, cleaning and
restoration, and the removal and disposal of animal carcasses.
Americans with Disabilities Act of 1990 — Provides enforceable standards to eliminate
discrimination towards people with disabilities. This law requires that all businesses and
organizations that serve the public to allow people with disabilities to bring their service animals
into all areas of the facility where customers normally go. Service animals are animals that are
individually trained to perform tasks for people with disabilities. A person with a disability
cannot be asked to remove their service animal from the premises unless: (1) the animal is out of
control and the animal's owner does not take effective action to control it, or, (2) the animal
poses a direct threat to the health or safety of others.
IV. CONCEPT OF OPERATIONS:
The sheltering and protection of animals is the responsibility of their owner. The McLeod
County Emergency Management Office is the lead agency for situation assessment and
determination of resource needs. As needed, the County will support the protection of animals
affected by an emergency to include sheltering and feeding of pets, of pet owners in need of
public shelter.
Request for animal protection assistance and resources will be routed through the McLeod
County Emergency Operations Center, if activated. Shelters have been established in an effort to
assist evacuated residents with their household pets and service animals.
Emergency Operations Sensitive 134
IC
Safety
Operations Planning
Staffing Shelter
Manager Manager
Pet Living
Area
Coordinator
Pet Intake
Coordinator
Logistics I I Finance
COMMAND RESPONSIBILITY FOR OVERALL OPERATIONS OF PET SHELTER
Registration
OPERATIONS
Dog Kennel
Branch
Cat Kennel
Branch
OPERATIONS RESPONSIBLE FOR THE OPERATIONS OF REGISTRATION & KENNELS
1. Register evacuees and their cat/dog using associated forms.
2_ Take picture of animal with owner.
3. Make photocopy of owner's license or resident ID card for file.
4. Distribute animal collar, owner wrist band and associated stickers (as
available) .
5. Direct owner to appropriate kennel area.
Emergency Operations Sensitive 135
PLANNING
Housing
Tracker Requests Situation Reports
Monitoring
PLANNING RESPONSIBLE FOR DEVELOPING INCIDENT ACTION PLANS:
Work with operations and logistics to develop Incident Action Plans for next
operational period.
Assist Incident Commander with developing requests to and from the EOC.
LOGISITICS RESPONSIBILITY FOR OVERALL LOGISTICAL SUPPORT OF
HOUSEHOLD PETS FRIENDLY SHELTER COMPONENT:
1. Set up signage and registration location at designated shelter.
2. Request additional security from law enforcement, if needed.
3. Evaluate building facilities and report conditions.
4. Inventory supplies and report on needs and surplus.
5. Set up fans, trash cans, and other necessity supplies.
6. Stage additional support supplies including disinfectant, refrigerators, first aid,
generators, lighting, etc......
Emergency Operations Sensitive 136
FINANCE RESPONSIBLE FOR MONITORING COSTS AND MUTUAL AID RESPONSE:
1. Monitor requests for cost implications.
2. Monitor volunteer hours.
3. Maintain cost accounting for supplies and other materials procured before,
during, and after the event.
4. Submit financial summary to the Pet Shelter Incident Commander.
V. SHELTER OPENING/CLOSING:
Once the need to open a Pet Shelter has been determined, the facility must be prepared to accept
pets in a manner that will minimize impacts of the shelter operations on the facility itself.
Supplies for the initial set up (carpet runners, plastic sheeting, duct tape, etc.) will be purchased
by the county. An incident commander of the facility will work to identify specific operational
procedures to allow for a safe and health pet shelter environment.
Intake and Registration Process:
A person must register for both the pet shelter and the general population shelter at the time of
entry. Registration forms and methods to track people and pets that go in and out of the facility
during shelter operations will be managed by the shelter commander.
Separation of Sheltered Pets and People:
Owners will be expected to feed, exercise and clean up after their pets. Should a health issue
arise with the pet, the owner will be contacted. If for any reason the pet owner cannot be
contacted and the shelter staff feel veterinarian services are needed, shelter staff will seek the
services of an on -call veterinarian. Any costs/expenses associated with these services will be the
pet owner's responsibility.
PETS WILL NOT BE ALLOWED IN THE PEOPLE AREA AT ANY TIME.
Pet owners will accept and acknowledge shelter requirements by providing their signature at
check -in.
Staffing:
Staffing will be determined by severity of the event. The amount of staff needed will be
determined by the people operating the shelter.
Emergency Operations Sensitive 137
Vaccinations:
Pet owners must provide current vaccination records for their pet. A short quarantine period
while owners attempt to get written proof of vaccinations could be feasible. If no vaccination
record is provided, a veterinarian will provide the vaccination at their expense.
Discharging of Pets:
Shelter staff will verify that people leave with the pets they arrived with.
Shelter Demobilization/Closin :
Once the facility closes, shelter staff will pack up all equipment and supplies. Non-perishable
good will be stored for use in future shelter activations. Perishable items will be provided to the
animal shelter for use, donation, or disposed as appropriate. The facility and grounds will be left
in the condition it was received and thoroughly sanitized and sprayed for fleas immediately
following closing and before any students are allowed in the facility.
VI. PET OWNER RULES:
Below outlines the basic responsibilities of residents caring for their animal. Please review and
be prepared to take your part.
1. Owners agree to feed, water, sanitize and exercise their pet on a scheduled
frequency of no less than twice daily.
2. You must have identification with you and on your pet and animal cage at all times.
3. You should provide appropriate animal kennel for your pet. Kennels will have to be approved
by the shelter staff.
4. You must provide written proof of current rabies and distemper vaccinations.
5. There are designated "living areas" for residents and designated "living areas" for
pets. Residents may NOT bring their pet to the "residents living areas".
6. Pets shall be confined to their cages at all times unless being walked on a leash
by the owner or by an animal shelter volunteer.
7. Access to the pet living area is restricted to pet owners.
8. Children under the age of eighteen (18) years old may visit the animal shelter at any time
under the supervision of their parent/guardian.
9. When walking pets, owners are responsible for waste clean-up.
Emergency Operations Sensitive 138
10. All shelter safety rules also apply to the pet shelter — NO SMOKING, NO
FIREARMS, AND NO ALCOHOL.
11. I acknowledge that my failure to follow these rules may result in the removal of my pet to
another location. I further understand that if my pet becomes unruly or aggressive, shows signs
of contagious disease, is infested by parasites (fleas, ticks, lice, etc.), or begins showing signs of
stress related conditions, it may be moved to a more appropriate location. I understand that any
decision concerning the care and welfare of my pet(s) and shelter population as a whole are
within the sole discretion of the shelter commander, whose decisions are final.
12. I certify that my pet is current on rabies and all other recommended vaccinations. I agree to
assume the cost of any shots or veterinary care, which may be given at the shelter because my
pet lacks proof of vaccination.
VERY IMPORTANT! PLEASE ALERT ANIMAL SHELTER VOLUNTEERS IF YOUR
PET(s) APPEARS TO BE SICK, IS COUGHING OR HAS DIARRHEA. Your cooperation
in following these rules will help to make this pet friendly shelter work in the future!
VII. STANDARD OPERATING GUIDELINES FOR SHELTER OPERATION
1. Volunteers who work in the Pet Shelter must sign a Volunteer Agreement and Release of
Liability form in order to assist in a disaster.
2. In an emergency, volunteers will be contacted and advised as to when they will be needed at
the shelter.
3. Once contacted, volunteers should go directly to the pet shelter location registration area to
pick up their identification badge. No badge will be issued to a volunteer who has not signed the
Volunteer Agreement and Release of Liability form. Identification badges must be returned
there once the emergency is over and the volunteer has been relieved of duty. Volunteers should
pick up their badges immediately after being notified that the shelter has been activated, even
though they may have been asked to come to cover a later shift. This will save time when the
volunteer's shift does start and will permit the volunteer to be on the road once a curfew is in
place. Volunteers will get just in time training on shelter operations and their supervisor (36).
4. When the volunteer has been notified to be at the shelter for the start of his/her shift, the
volunteer should proceed directly to the site which has a pet shelter designated area. Only
evacuee -owned pets (dogs, cats, and caged birds) ACCOMPANIED BY THEIR OWNERS
will be accepted at the shelter. No other animals (no strays) will be accepted and no exotic pets
(iguanas, snakes, etc.) will be accepted.
5. All volunteers must log in with the registration staff prior to starting a shift. The registration
team is responsible for all persons in the shelter. At the end of a shift, volunteers must log out
with the registration area prior to leaving the building.
Emergency Operations Sensitive 139
6. Volunteers will be logged in and out of the pet shelter using the Emergency Pet Shelter Staff
Check -In form.
7. Duties at the shelter will be assigned by the shelter manager to volunteers according to a
volunteer's particular skills and abilities.
8. The premises to be used for the pet shelter must be examined by pet shelter command in the
presence of a facility representative and any pre-existing conditions noted and signed off by both
parties on the Pre -Occupancy Inspection/Walk-Through form.
9. Anyone bringing an animal to the shelter must first register with the registration area in the
shelter. Personnel will "tag" shelter residents as they check in; no pet may be accepted from any
person who does not present proof of having registered with the registration area as a shelter
resident.
10. Tables will be set up for animal intake and registration. Every animal and its cage will be
tagged and indicated with the animal's name and owner's name. Details of pet's name,
breed/description, age, vaccination history if available, and owner's name, address and telephone
number will be entered in the registration log. The volunteer should also make a note of all
equipment the owner is bringing in with the pet (cage/crate, leash, bowl, food, etc.) and any
equipment loaned to the owner.
11. The owner must sign the REGISTRATION AND PET EVACUATION SHELTER
AGREEMENT. This is a signed agreement between the owner and the shelter staff, stating that
the owner will abide by the shelter rules. NO ANIMALS CAN BE ACCEPTED WITHOUT
THE OWNER'S COMPETIONS OF THIS FORM AND ACKNOWLEDGEMENT OF
RECEIPT OF SHELTER RULES. (A copy of the rules must be furnished to each pet owner.)
12. Any pets arriving without appropriate vaccination records will be housed in a separate area.
If a veterinarian is present, he/she will be asked to examine the animal. If it appears healthy, it
can be accepted. If it does not appear healthy, animal control will be asked to remove it from the
shelter. If no veterinarian or vet -tech is available, volunteers will use their best judgment as to
whether to accept the animal.
13. The responsibility of caring for the pet rests with the owner; however, access must be
restricted due to the lack of space in the shelter. The rules provided to the owner state that one
family member (over the age of sixteen years) may visit the pet for twenty minutes every three
hours to feed, water, walk and clean up after the pet. Clean up materials will be provided.
14. No person under the age of sixteen unaccompanied by an adult will be permitted in the
animal shelter at any time.
Emergency Operations Sensitive 140
15. A volunteer will be stationed to provide control of visitors from the human shelter into the
Pet Animal Shelter. (Application of this provision will depend upon the number of animals
being sheltered.)
16. No pet, whether handled by its owner or a shelter volunteer, shall be out of is cage without a
leash. This also applies to cats.
17. Each cage will have a clipboard attached to it and owners are urged to note on the board the
time the pet was fed and walked. This is to make sure that no animal is overlooked because its
owner is unable to care for it. (Application of this provision will depend upon the number of
animals being sheltered.)
18. Owners are requested to notify shelter volunteers if an animal appears sick, is coughing, or
has diarrhea.
19. In the event an animal does exhibit symptoms of illness, that animal will be isolated from the
others as far as space permits.
20. Shelter volunteers shall wear disposable exam gloves AT ALL TIMES when handling
animals and shall change gloves after caring for one animal and before handling the next. This is
to prevent the spread of disease, particularly ringworm.
21. When the emergency is over and animals are reunited with their owners, volunteers should
check to make sure the right pet is leaving with the proper owner. The registration log must be
noted with the date and time the animal was released and what equipment the owner took with
him (cage/crate, bowls, etc.). This must match the intake inventory.
22. Owners and volunteers shall not permit any contact between one animal and another.
Shelter volunteers must enforce this in order to prevent fights and the spread of disease.
23. Once the shelter has been emptied volunteers will make an inventory of all supplies that
remain and keep a record of the disposal of those supplies. (Some items such as cages, may have
been on loan and need to be returned. Other items such as food can returned if unopened, or
passed on to an animal shelter) .
24. Once the shelter has been emptied, volunteers are responsible for cleaning up and for
washing the floor.
25. Once the shelter has been emptied and cleaned, shelter command shall make a careful check
of the facility in the presence of a facility representative and both shall sign the Release of
Facility form, noting any damage.
Emergency Operations Sensitive 141
26. Identification badges must be returned to the registration area once the emergency if over
and logged back into inventory by the registration team.
27. Shelter command will be responsible for returning loaned items.
28. When the shelter is closed and the operations of the pet shelter concluded, shelter command
must also notify the McLeod County EOC and/or McLeod County Emergency Management.
29. Once the emergency has been declared, all requests for supplies or other assistance must be
directed through the EOC.
30. Requests for media interviews must be directed to the local EOC for approval before any
statements are made.
ANIMALS PERMITTED / NOT PERMITTED
McLeod County recognizes that in many instances, pets are considered part of the family. The
County has developed a modest plan to support residents with their domestic cats and dogs.
No other type or species of animal (snakes, birds, pigs, ferrets, rodents, rabbits, etc.) are
permitted in the pet shelter.
BITE PROTOCOL
Bites by pets must immediately receive medical attention and be reported to the proper
authorities, who will supervise the response.
1. As soon as a bite is observed or suspected, place the suspect animal in a secure
cage or crate that is clearly tagged: "This cage / crate contains a pet that has been
involved in a bite. "
Isolate the caged pet.
No one is to handle this pet except professional staff that are specifically
authorized to do so.
2. Immediately direct the person who has been bitten to medical attention
• If necessary, apply pressure to stop the bleeding.
• Wash wounds thoroughly with plenty of soap and warm water. Run water over
the wound for several minutes to make sure it is clean and all soap is rinsed
out.
Emergency Operations Sensitive 142
• After a thorough wash and rinse, apply an antiseptic solution, such as iodine or
other disinfectant.
• See a physician as soon as possible. If a physician of choice is unavailable, go
to the nearest emergency -care facility. Explain how the bite occurred and
follow the physician's advice.
3. Determine and clearly document the incident on the `Bite Report Form'
4. Make proper notifications
• If the bite occurred in the shelter, notify the Pet Living Area Coordinator, Shelter
Manager, and/or Safety Officer
• Notify the local EOC
• Notify the pet owner
• Notify the local Veterinarian
Emergency Operations Sensitive 143.
SUGGESTED SUPPLIES
Administrative Supplies:
- Clipboards for cages - Registration log book
- Volunteer registration forms - Sign for shelter door
- Volunteer ID badges - Pens for clipboards
- Animal intake registration forms - Table and chairs at intake area
- Tab band collars for animal - Spare leashes in intake area
identification
Cleaning / Animal Care / Maintenance Supplies:
- Disposable rubber gloves
- Cages / Crates
- Bucket
- Spoons/measuring cups to scoop
- Mop and broom
food
- Pooper scoopers
- Dog food (canned and dry)
- Plastic lined trash containers
- Cat food (canned and dry)
- Plastic bags
- Water
- Paper towels
- First Aid Kit (for volunteers &
- Disinfectant
pets)
- Bleach/cleaning fluid
- band aids
- Towels (to cover cages)
- gauze pads and rolls
- Litter boxes
- self-adhesive elastic wrap
- Litter scoops
- antibiotic cream
- Cat litter (can also use newspaper)
- rubbing alcohol
(lthnr, Ttnmc
- Kevlar gloves - Digital Cameras
- Muzzles - Computer
- Snare Poles - Page Protectors
- Towels and blankets - White Board with markers and
- Duct Tape erasers
- Universal (multi -frequency
microchip scanner) 125, 128, 134
MHz
Materials for construction of cages (if needed) :
- Wire - 2 x 4's to make cages secure
- Wire ties and clips
- Wire cutters
- Pallets to keep cages off of floor
Emergency Operations Sensitive 144
Estimated Number of Pets in McLeod County (Using 2016 county census data) Updated Oct 2021
Community Total Total Pet Owning Households Pet
Population Households Population
Biscay
101
39
# of dog =
15
24
# of cat =
10
18
# of bird =
1
2
Brownton
723
305
#of dog=
117
187
# of cat =
77
139
# of bird =
9
19
Glencoe
5,521
2,226
# of dog =
855
1,368
# of cat =
565
1,017
# of bird =
62
130
Hutchinson
14,146
6,062
# of dog =
2,328
3,725
# of cat =
'1 , 540
2,772
# of bird =
170
357
Lester Prairie
1,696
652
# of dog =
250
400
# of cat =
166
299
# of bird =
18
38
Plato
305
136
# of dog =
52
83
# of cat =
35
63
# of bird =
4
8
Silver Lake
806
345
# of dog =
132
211
# of cat =
88
158
# of bird =
10
21
Stewart
548
229
# of dog =
88
141
# of cat =
58
104
# of bird =
6
13
Wi nsted
2,296
942
# of d o =
362
579
# of cat =
239
430
#of bird =
26
55
Acoma Twp
1,119
423
# of dog =
162
259
# of cat =
107
193
# of bird =
12
25
Bergen Twp
947
349
#of dog=
134
214
# of cat =
89
160
#of bird=
10
21
Col I i ns Twp
438
173
# of dog =
66
106
# of cat =
44
79
# of bird =
5
11
Glencoe Twp
467
193
# of dog =
74
118
# of cat =
49
88
# of bird =
5
11
Emergency Operations Sensitive 145
Estimated Number of Pets in McLeod County (Using 2016 county census data) Updated Oct 2021
Community Total Total Pet Owning Households Pet
Population Households Population
Hale Twp
912
356
# of dog =
137
219
# of cat =
90
162
# of bird =
10
21
Hassan Valley Twp
655
242
# of dog =
93
149
# of cat =
61
110
#of bird =
7
15
Helen Twp
817
303
#of dog=
# of cat =
116
77
186
139
#of bird =
8
17
Hutchinson Twp
1,204
440
# of dog =
169
270
# of cat =
112
202
# of bird =
12
25
Lynn Twp
532
214
#of dog=
82
131
# of cat =
54
97
#of bird=
6
13
Penn Twp
313
121
# of dog =
46
74
# of cat =
31
56
#of bird =
3
6
Rich Valley Twp
664
260
# of d o =
100
160
# of cat =
66
119
#of bird =
7
15
Round Grove Twp
223
100
# of dog =
38
61
# of cat =
25
45
#of bird =
3
6
Sumter Twp
505
184
#of dog=
71
114
# of cat =
47
85
#of bird =
5
11
Winsted Twp
915
343
# of dog =
132
211
# of cat =
87
157
#of bird=
10
21
Tota I s
35853 14637
Total dogs = 5,619 9,156
Total Cats = 3,717 6,692
Total birds = 409 861
Emergency Operations Sensitive 146
This information is from 2017-18 Pet Ownership Calculator according to the American
Veterinary Medical Association's US Pet Ownership and Demographics Sourcebook
formulas.
Formulas for estimating the number of pet -owning households using national percentages.
All Pets: N umber of pet -owning households = .568 x total number of households
Dogs: Number of dog -owning households = .384 x total number of households
Cats: Number of cat -owning households =.254x total number of households
Birds: Number of bird -owning households =.028x total number of households
Formulas for estimating the number of pets using national percentages and number of pets:
Dogs: N umber of dogs = 0.614x total number of households in your community
Number of dogs = 1.6 x number of dog -owning households
Cats: N umber of cats = 0.457 x total number of households in your community
Number of cats = 1.8 x number of cat -awning households
Birds: Number of birds=0.058xtotal number of households in you r com mu nity
Numberof birds =2.1x number of bird -owning households
AUTHENTICATION
Heart of Minnesota Animal Shelter President Date
Emergency Operations Sensitive 147
DEBRIS MANAGEMENT
Emergency Operations Sensitive 148
DEBRIS MANAGEMENT: General Information
I. PURPOSE
To describe how debris management will be accomplished following a disaster in McLeod County.
II. RESPONSIBILITIES
A. Outside City Limits: Outside incorporated areas, the McLeod County Engineer will be responsible
for debris clearance on County Roads and County State Aid Highways (CSAH). They would be
available to assist any other jurisdiction (i.e. State, Township, and/or City) if needed.
B. Inside City Limits: Within a municipality, the city engineering/public works department will be
responsible for debris clearance on their streets within city limits.
III. POLICIES AND PROCEDURES
A. Except in unusual circumstances, removal of debris from private property will be the responsibility of
the property owner.
B. Debris will be deposited at one of the pre -determined staging areas listed or another suitable site that
would be determined by the Hutchinson City Administrator.
C. The City of Hutchinson will assist another municipality with debris clearance if that city requests
such.
D. The cleanup and disposal of spilled or leaked hazardous materials will be the responsibility of the
responsible party. No hazardous materials or infectious wastes shall be taken to any landfill. If the
responsible party is not known, the cleanup and disposal of hazmat would be determined on a case -
by -case basis. The McLeod County Solid Waste Office can be contacted for assistance with disposal
procedures from hazardous materials and infectious waste.
E. Immediately following a disaster, debris will be separated into 5 categories.
1. Demolition debris
2. Trees and brush
3. Household hazardous waste (solvents, cleaners, etc.)
4. White goods (washers, refrigerators, water heaters, etc.)
5. Garbage (what's normally picked up on trash day (food waste, etc.).
F. Rendering Services can be provided through:
Central Bi -Products — phone 507-637-2938
Redwood Falls
Emergency Operations Sensitive 149
G. Trees and brush may be disposed of at Creekside compost site. All other debris will be staged at the
Industrial Park or the Bass Pond area on Adams St.
H. A damage assessment effort will be initiated as soon as practical following the occurrence of a
disaster. City of Hutchinson building inspectors as well as others from other jurisdictions will be used
or brought in when private structures are uninhabitable or could be a safety hazard to the public.
McLeod County Emergency Management has placards that can be placed onto houses that are
uninhabitable. McLeod County does not have a building inspector on staff.
IV. SUPPORTING DOCUMENTS
A. A listing of the major private construction contractors (which have debris removal equipment) in
McLeod County is located in the Resource Manual at the Hutchinson Emergency Managers office
and the EOC.
B. A listing of hazardous materials clean-up contractors can be obtained with the McLeod County
Office of Emergency Management and Homeland Security Emergency Management Duty Officer.
V. PUBLIC SERVICE ANNOUNCEMENT (McLeod County will broadcast immediately after an event)
The County of McLeod (The City of Hutchinson) has just suffered a severe storm. While cleaning up, we
need your help. When moving debris, please follow these steps:
1. Move debris to the end of your driveway, the curb, the right of way, or to the dumpsters provided by the
city. Make sure not to obstruct the streets and roadways. Do not leave debris on private property — it
may not be able to be picked up there.
2. Sort debris into these groups:
• Demolition debris
• Trees and brush
• Household hazardous waste (solvents, cleaners, etc)
• White goods (washers, refrigerators, water heaters, etc.)
• Garbage (what is normally picked up on trash day — food waste, etc.)
A pickup schedule will be announced as soon as possible. If you have questions, contact The City of
Hutchinson Emergency Management at 320-234-4290 or McLeod County Emergency Management at (320)
864-3134 or 1-888-440-3134.
Emergency Operations Sensitive 150
City of Hutchinson Emergency Management
Debris Removal Agencies
1. PURPOSE
Debris Management SOG#1
November 2023
Debris Removal Agencies
a. To ensure that The City of Hutchinson and McLeod County have identified an appropriate number and type of
entities who will be responsible for physically carrying out debris removal activities.
2. SCOPE
a. The following guidelines are to be utilized while preparing for a debris -generating event, during the debris
management planning process (or during the immediate response following an event).
3. ASSUMPTIONS
a. In a debris -generating event, a variety of organizations may be required in order to quickly and effectively
remove debris within a community.
b. Verification of the legitimacy of a contractor's business is suggested as history has shown that people may
attempt to illegally take advantage of a community following a disaster.
4. GUIDELINES
a. McLeod County Solid Waste has generated a list of potential licensed debris removal agencies and also a list
of contractors in the county wide resource manual.
b. Procedures for managing and compensating any deployed organizations should also be developed.
c. Contracts should be drafted prior to an event so as to expedite the deployment of labor and/or equipment.
d. A communications plan and an organizational chart will be developed to improve communications and
coordination between all involved entities.
5. RESPONSIBILITIES
a. The emergency management director will create the list of possible debris removal agencies.
b. County/City public works is responsible for validating contractor authenticity.
c. The City of Hutchinson and McLeod County Emergency Management are responsible for updating the list of
debris removal agencies and their contact information on an annual basis.
d. McLeod County Emergency Management will create a communications plan and organizational chart.
e. The City of Hutchinson and McLeod County Emergency Management are responsible for ensuring involved
parties are aware of their responsibilities listed in this document.
Emergency Operations Sensitive 151
City of Hutchinson Emergency Management
Possible Temporary Debris Storage Locations
Debris Management SOG #2
November 2023
Possible Temporary Debris Storage Locations
1. PURPOSE
a. To ensure that The City of Hutchinson and McLeod County have identified an appropriate number of places to
temporarily store debris and their capacities during the response and recovery for a significant debris -
generating event.
2. SCOPE
a. The following guidelines are to be utilized when preparing for or responding to a debris -generating event.
3. ASSUMPTIONS
a. Multiple locations may be needed to temporarily store debris before it is transferred to its final disposition site.
b. The temporary site will most likely be subject to an environmental assessment and restoration measures may
need to be taken
4. GUIDELINES
a. McLeod County has identified potential temporary storage locations.
i. Silver Lake/Lester Prairie Public Works Shop 19955 Falcon Ave Silver Lake (10 acres)
ii. Glencoe Tree Dump Site 305 1 Ph St E Glencoe (4 acres)
iii. McLeod County Environmental Services Bldg. 1065 51h Ave SE Hutchinson (5 acres)
iv. Creekside Soils 1490 Adams St SE Hutchinson (81 acres)
v. Grassy Area to the south of Winsted Fire Department 6th St South (1 acre)
vi. Various gravel pits across the county
vii. City street department shops
b. McLeod County has developed site -use agreements/contracts with the above locations. These are on file with
McLeod County Emergency Management.
c. Local traffic and the nearby population should be taken into consideration when selecting debris storage
locations.
d. Temporary storage sites may not be necessary in every debris -generating event.
5. RESPONSIBILITIES
a. McLeod County Emergency Management will create the list of possible temporary storage sites.
b. The property owner will advise what types of debris can be stored at specific storage locations.
c. McLeod County Emergency Management will create a map with all potential debris storage and final
disposition locations included.
d. McLeod County Emergency Management is responsible for developing site -use agreements/contracts with
potential locations.
e. McLeod County will verify compliance with local, state, and federal regulations.
f. The City of Hutchison and McLeod County Emergency Management will ensure all parties listed in this SOG
are aware of their responsibilities.
Emergency Operations Sensitive 152
City of Hutchinson Emergency Management
Locations for Final Disposition of Debris
1. PURPOSE
Debris Management SOG #3
November 2023
Locations for Final Disposition of Debris
a. To ensure that the City of Hutchinson and McLeod County have identified sites that can be used as potential
final disposition locations for debris produced during a hazard event.
2. SCOPE
a. The following guidelines are to be utilized while preparing for or responding to a debris -generating event.
3. ASSUMPTIONS
a. Following a debris -generating event, the City of Hutchinson will need to find sites that can store whole,
reduced, or recycled debris. The amount of space available will impact the types of reduction methods that the
city uses.
b. Counties may not be able to store all debris within their own jurisdiction and may need to make agreements
with neighboring counties to store debris within their jurisdiction.
c. Landfills may have strict rules regarding what can be brought into the landfill.
d. Tipping fees may be charged to bring debris to final disposition sites, especially if debris is being taken to a
neighboring county.
4. GUIDELINES
a. McLeod County has determined that the Spruce Ridge Landfill (12755 137rh St Glencoe 320-864-2072) is the
best location for final debris. They also have a section for construction and demolition debris. There are 387
acres at this location.
b. McLeod County has developed site -use agreements/contracts with the above location. These are on file
with McLeod County Emergency Management.
5. RESPONSIBILITIES
a. McLeod County Emergency Management shall create the list of possible debris removal agencies.
b. McLeod County Emergency Management is responsible for updating the list of debris removal agencies and
their contact information on a regular basis.
c. McLeod County Emergency Management is responsible for ensuring involved parties are aware of their
responsibilities listed in this document.
d. McLeod County Emergency Management will create a map with all potential final disposition and temporary
storage locations listed.
e. McLeod County is responsible for ensuring compliance with all applicable local, state, and federal regulations.
Emergency Operations Sensitive 153
City of Hutchinson Emergency Management
Sorting Debris
1. PURPOSE
Debris Management SOG #4
November 2023
Sorting and Collecting Debris
a. To ensure that the City of Hutchinson and McLeod County have the capability to quickly and efficiently
categorize debris following a hazard event, which in turn will help in cutting down on unnecessary labor and
equipment costs.
2. SCOPE
a. The following guidelines are to be utilized while preparing for or responding to a debris -generating event.
3. ASSUMPTIONS
a. The City of Hutchinson may become overwhelmed following a debris -generating event and request county
assistance with debris management operations.
b. Following a debris -generating event, there may be a variety of debris types including but not limited to
vegetative, construction and demolition, soil, mud, sand, white goods, household hazardous waste, and animal
carcasses.
c. Communities can choose to sort debris at different times:
i. Before collection, usually along the public right-of-way in front of a private residence.
ii. Following collection at a temporary staging area, debris management site, or
reduction/recycling/disposal facility.
d. Sorting debris will help keep track of quantities and keep non-event debris from getting mixed in with event
debris.
4. GUIDELINES
a. In the event of a debris -generating event The City of Hutchinson will sort debris into: demolition debris;
trees/brush; household hazardous waste; white goods; and garbage before/after being collected by
organization/contractor responsible for collecting debris.
i. If sorting debris before collection
1. A public information effort will be made to notify residents that they need to sort any
event -related debris that they want collected into demolition debris; trees/brush;
household hazardous waste; white goods; and garbage piles at (location, typically edge
of public right-of-way in front of their property, or a central collection point).
ii. If sorting debris after collection
1. A public information campaign will be made to notify residents that they need to bring
their event -related debris to (edge ofpublic right-of-way/central collection point).
2. Organizations will collect debris and bring it to the determined temporary site where it
will be sorted by staff at Solid Waste and/or Green Forest.
3. The debris sorting facility is located at McLeod County Solid Waste (1065 51h Ave SE
Hutchinson. 5 acres) or the Hutchinson Industrial Park (1150 Benjamin Ave SE
Hutchinson 50 acres).
Emergency Operations Sensitive 154
b. The public should be notified concerning the following details:
i. Whether or not debris will be picked up from the public right-of-way in front of their
properties.
ii. Potential health issues that may be of concern while around various types of debris.
iii. What kind of debris will be picked up and how to sort the various types of debris. It should be
clear that only event -related debris will be picked up.
iv. When debris collection will begin and end.
c. Following a disaster event, damage assessment information should be gathered and used to put together an
estimate of the amount and types of debris that has been created. If necessary, debris collection operations will
be initiated.
d. Household hazardous waste (HHW) can pose a risk to the public following a disaster and mixing it in with
other types of debris can increase debris management costs (more intense permits and specialized equipment
etc). In McLeod County, HHW will be the lead in determining how best to collect this debris.
e. White goods (i.e. refrigerants and machine oils) should be collected carefully and need to be reclaimed by
certified technicians and disposed of at the Solid Waste Facility in Hutchinson.
f. If possible, recyclable materials will be brought to the Solid Waste Facility in Hutchinson in order to help
reduce the total amount of debris.
g. The City may choose to establish a perimeter around affected areas while emergency debris operations are
being conducted.
h. If deemed necessary, evacuations of the affected areas may be ordered/encouraged until it is deemed safe for
the population to return.
5. RESPONSIBILITIES
a. If residents do not sort debris before collection, The City of Hutchinson will be responsible for sorting debris
at the temporary debris sorting locations.
b. McLeod County Solid Waste/Household Hazardous Waste is the debris collection lead.
c. McLeod County Solid Waste/Household Hazardous Waste will create a list of potential sites to bring
household hazardous goods, white goods, and various types of debris for reduction and recycling.
d. If debris is not sorted prior to collection McLeod County Emergency Management will create and update a list
of locations where debris can be sorted and collected. This list will contain the location, title of facility/name
of owner, type and amount of debris allowed on -site, and cost information.
e. McLeod County Emergency Management or county EOC is responsible for public information campaigns
related to notifying residents of debris sorting procedures.
f. McLeod County and City of Hutchinson Emergency Management are responsible for ensuring mentioned
parties are aware of their involvement listed in this document.
Emergency Operations Sensitive 155
City of Hutchinson Emergency Management
Clearing Priority Routes
1. PURPOSE
Debris Management SOG #5
November 2023
Clearing Priority Routes
a. To ensure that the City of Hutchinson has the capability to provide life safety services to the community
affected by debris.
2. SCOPE
a. The following guidelines are to be utilized while preparing for or responding to a debris -generating event.
3. ASSUMPTIONS
a. The City may become overwhelmed following a debris -generating event and request county assistance with
debris management operations.
b. Following a debris -generating event, there may be a variety of debris types including but not limited to
vegetative, construction and demolition, soil, mud, sand, white goods, household hazardous waste, and animal
carcasses.
c. Debris collection during the response phase will focus on clearing emergency routes and main arteries so that
life safety activities can take place. During the recovery phase it will focus on collecting, reducing/recycling,
and bringing debris to its final disposition.
4. GUIDELINES
a. The City of Hutchinson debris collection priority routes are:
i. Major County and State Highways which carry heavy traffic loads through the city.
ii. Local inter -city arteries that provide transportation access to and from debris staging areas.
b. Mutual aid agreements and contracts are in place with city street departments, county highway, and MnDOT.
c. Following a disaster event, damage assessments will be conducted and used to put together an estimate of the
amount and types of debris that has been created. Debris clearance and collection operations will be initiated,
if deemed necessary.
d. In order to keep the public safe and allow responders to do their jobs, heavily damaged areas will have
restricted perimeters.
e. McLeod County Emergency Management has developed a list of debris collection resources and can be found
in the county wide resource manual.
Emergency Operations Sensitive 156
5. RESPONSIBILITIES
a. The City of Hutchinson will make the decision to initiate debris clearance and collection operations within
Hutchinson.
b. McLeod County and City of Hutchinson Emergency Management will be responsible for conducting damage
assessments and sharing the findings with those that need to know.
c. City of Hutchinson Public Works is the debris clearing lead for the City.
d. Hutchinson Public Works, McLeod County Public Works, and MnDOT, will clear priority routes.
e. Hutchinson Police will be responsible for forming perimeters around heavily damaged or debris affected areas.
f. Each agency is responsible for ensuring all parties are properly trained and capable of performing their
assigned responsibilities.
g. McLeod County and the City of Hutchinson Emergency Management will ensure parties mentioned in this
SOG are aware of their involvement.
Emergency Operations Sensitive 157
City of Hutchinson Emergency Management
Disposing of Debris from Private Property
1. PURPOSE
Debris Management SOG #6
November 2023
Disposing of Debris from Private Property
a. To ensure that the City of Hutchinson and McLeod County have taken the appropriate steps to prepare for the
unlikely circumstance that debris must be removed from private property.
2. SCOPE
a. The following guidelines are to be utilized while preparing for or responding to a debris -generating event.
3. ASSUMPTIONS
a. Private property debris removal operations are not common during disaster events and typically only is needed
where public health, life, safety, and the economic recovery of the community are at risk.
b. Debris on private property is the legal responsibility of the owner, who should check with their insurance
companies for coverage.
c. In some situations, the property has been abandoned or the owner has evacuated the area following a disaster.
Local government might need to enter the property to remove debris considered an immediate threat to the
lives, health, and safety of its residents.
d. Documentation for entering private property for debris removal purposes is extensive.
4. GUIDELINES
a. Minnesota State Statutes and/or Hutchinson City ordinances address the legal process for right of entry,
condemnation, and private property demolition operations (FEMA's "Public Assistance: Debris Management
Guide is a good source of information). These ordinances include details regarding:
i. Criteria for implementing private property debris removal and demolition operations.
ii. Documentation requirements and procedures.
iii. Inspection and demolition procedures.
iv. Procedures for involving the private property owner in decisions and operations.
v. Considerations for special use areas within the jurisdiction (e.g. high density, difficult to
access, or other areas that will require additional planning and coordination).
5. RESPONSIBILITIES
a. The City and/or County EOC (if activated) will be the private property debris removal and demolition lead.
They will ensure documentation and labor procedures are developed and followed.
b. The EOC will collect and log all of the required private property debris management and demolition
documentation following an event.
c. Each agency will inspect private property that may be a candidate for debris removal and/or demolition.
d. Each removal agency will remove debris from eligible private property.
e_ Each removal agency will ensure that all private property debris removal and demolition documentation is pre -
approved.
f. Each agency is responsible for ensixring all parties are properly trained and capable of performing their
assigned responsibilities.
g. McLeod County Emergency Management will ensure parties mentioned in this SOG are aware of their
involvement.
Emergency Operations Sensitive 158
City of Hutchinson Emergency Management
Disposal of Debris Containing Hazmat
Debris Management SOG #7
November 2023
Disposal of Debris Containing Hazardous Materials
1. PURPOSE
a. To ensure that the City of Hutchinson and McLeod County have the capability to properly dispose of debris
containing hazardous materials.
2. SCOPE
a. The following guidelines are to be utilized while preparing for or responding to a debris -generating event.
3. ASSUMPTIONS
a. Following a debris -generating event, there will be various types of debris that will need to be managed
including vegetative, construction and demolition, soil, mud, and sand. There may also be hazardous materials
intermixed with these types of debris including, but not limited to, white goods, household hazardous waste,
and animal carcasses.
i. Hazardous materials typically require special handling and disposal at an approved disposal
facility specific to each type of material
1. See:
a. http://www.fema.gov/disposing-debris-removing-hazardous-waste.
b. http://www3.epa.gov/epawaste/conserve/imr/cdm/pubs/pndd.pdf
4. GUIDELINES
a. McLeod County Solid Waste has created a list of hazardous items requiring special disposal and the respective
facilities that are approved to dispose of them. This list is on file with McLeod County Solid Waste.
b. Debris handlers will be trained to recognize hazardous materials so they can properly segregate any mixed
debris.
c. McLeod County and any of its contractors will follow established safety procedures while handling hazardous
materials associated with debris operations.
d. McLeod County will coordinate with the Minnesota Pollution Control Agency and Department of Natural
Resources to ensure compliance with any environmental issues associated with hazardous materials
management and disposal.
e. Appliances containing refrigerant should have the refrigerant removed by refrigeration technicians.
f. Following a debris -generating event, hazardous materials can harm human health and the environment. These
materials will be separated so that they will not be able to cause an adverse reaction.
g. Burning of debris:
i. Operations will comply with local, state and federal regulations. Trained officials must supervise
these operations to prevent smoke inhalation, heat stress, burns, and equipment -related injuries.
ii. Any planned debris burns will include the Hutchinson Fire Department and the MPCA in the
coordination process.
iii. The public will be warned of when and where the burn will occur.
iv. Weather will be taken into consideration when planning burns.
h. Hazardous waste handling procedures have been developed and waste handlers will be trained to minimize
releases.
i. All state and federally -regulated hazardous wastes should be managed in an appropriate hazardous waste
treatment or disposal facility that complies with federal, state, and local regulations
j. Federal and state officials should be contacted to verify what the requirements are for hazardous waste storage
permits.
Emergency Operations Sensitive 159
5. RESPONSIBILITIES
a. McLeod County Solid Waste will serve as lead/point of contact for disposing of debris that is considered
hazardous material.
b. McLeod County Solid Waste will create a list of hazardous items requiring special disposal and the approved
facilities in the area that can dispose of them.
c. McLeod County Solid Waste has developed safety procedures and SOP's for handling/managing/disposing
hazardous materials related to debris management operations.
d. Each agency is responsible for ensuring all parties are properly trained and capable of performing their
assigned responsibilities.
e. McLeod County Emergency Management will ensure parties mentioned in this SOG are aware of their
involvement.
Emergency Operations Sensitive 160
City of Hutchinson Emergency Management
Disposal of Animal Carcasses
1. PURPOSE
Debris Management SOG #8
November 2023
Disposal of Animal Carcasses
a. To ensure that the City of Hutchinson and McLeod County have the capability to properly dispose of animal
carcasses following a disaster event.
2. SCOPE
a. The following guidelines are to be utilized while preparing for or responding to a debris -generating event.
3. ASSUMPTIONS
a. Animals, both domestic and wild, may perish during a disaster and jurisdictions need to have the capability to
properly dispose of these carcasses.
b. Both living and deceased animals can cause public health concerns following a disaster and need to be handled
in a responsible manner.
c. Transporting deceased animals to mass burial sites or rendering plants may pose a public health concern.
d. Memorandums of understanding may need to be developed if animal carcasses cannot be safely disposed of
within jurisdictional boundaries.
e. Some or all of the major methods of animal carcass disposal may need to be utilized following a mass animal
fatality event. These methods include burial, incineration, composting, and rendering.
f. Mental health services may be required for both responders and animal owners.
g. There may be situations where animal carcasses are not accessible (e.g. flooding) therefore making disposal
operations unrealistic.
4. GUIDELINES
a. The city of Hutchinson and McLeod County will work with the Minnesota Board of Animal Health in regards
to the animal carcass disposal issue. Some issues to keep in mind include: When will animal owners/livestock
producers be able to request assistance from authorities with these operations? How will animals be disposed
of if their owner is not easily identified? Are they going to be left to their own devices? Will they need to
work with the proper agencies when the owner is disposing of the carcasses on their own?
b. There is a list of potential animal carcass burial site options. This list includes:
i. Location and owner of site
ii. Contact information
iii. Amount of land that is available for burial
iv. Environmental information
1. Required burial depth
2. Minimum distance from streams
3. Minimum distance from water wells
4. Minimum distance from dwellings
5. Whether or not an environmental review is required/has been conducted
v. Whether open pit or freshly closed pit method will be used
vi. Cost information
vii. Labor information (i.e. who will be physically conducting burial operations, required
equipment)
Emergency Operations Sensitive 161
viii. Environmental details (water table height, soil composition)
c. There is a list of potential composting options. This list includes:
i. Where the operation will take place (on -scene, central location, fixed facility)
ii. Contact information
iii. Labor information (personnel and equipment)
iv. Cost information
v. Relevant environmental and public health information, if applicable
vi. Composting capacity (i.e. how many carcasses can be composted within a given time frame)
d. There is a list of potential rendering options. This list includes:
i. Address and owner of rendering facilities
ii. Contact information
iii. Labor information (personnel and equipment)
iv. Cost information
v. Relevant environmental and public health information, if applicable
vi. Rendering capacity (i.e. how many carcasses can be rendered in a given time frame)
e. There is a list of incineration options. This list includes:
i. Where the operation(s) will take place (on -scene, central location, fixed facility)
ii. Addresses and owner(s) of incineration facilities/equipment
iii. Contact information
iv. Labor information (personnel and equipment)
v. Fuel availability
vi. Cost information
vii. Relevant environmental and public health information
viii. Incendiary capacity (i.e. how many carcasses can be incinerated in a given time frame)
f. Appropriate environmental and animal health organizations will be included in any animal carcass disposal
planning or response operations.
g. McLeod County has determined the appropriate methods of carcass disposal for different disaster scenarios and
species.
5. RESPONSIBILITIES
a. McLeod County Environmental Services will serve as the point of contact for any disposal of animal carcasses
operations/planning processes.
b. McLeod County Environmental Services will verify all of the above guidelines with (MPCA, MDH, BAH,
DNR) to ensure compliance with relevant laws and regulations.
c. McLeod County Environmental Services will ensure that the appropriate environmental and animal health
organizations are included in the animal carcass disposal planning process and any related response operations.
d. McLeod County Environmental Services is responsible for ensuring all parties are properly trained and
capable of performing their assigned responsibilities.
e. McLeod County Emergency Management will ensure parties mentioned in this SOG are aware of their
involvement.
Emergency Operations Sensitive 162
5
Chad Carlson
Ag Advisor
Northwest Region
218-340-8541
chad.carlson(astate.mn. us
n3
Mike Fier
Animal Health Tech
Southwest Region
651-270-7230
michael.j.fier(@aphis.usda.gov
a
Brian Ziemer
Ag Advisor
Central Region
651-769-3827
brian.ziemer(astate. mn.us
a
Terry Sistad
Ag Advisor
Southeast Region
218-355-0015
terry.sistad(@state.mn.us
Tim Schulz
Ag Advisor
Northeast Region
218-343-1645
tim.schulz(@state.mn.us
City of Hutchinson Emergency Management
Managing Contractors
1. PURPOSE
Debris Management SOG #9
November 2023
Managing Contractors
a. To ensure that the City of Hutchinson and McLeod County will have the capability to expand its workforce
during debris operations.
2. SCOPE
a. The following guidelines are to be utilized while preparing for or responding to a debris -generating event.
3. ASSUMPTIONS
a. During disaster events, local City of Hutchinson resources will most likely be overwhelmed and additional
personnel and equipment may be required for various services in order to properly respond.
b. Contractors may try to take advantage of this.
c. The City may risk Public Assistance Program funding if they ignore procurement procedures in the interest of
time. Pre -drafting contracts, pre -approving contractors, and the writing of pre -event contracts can all save
time and allow a jurisdiction to best serve its population.
4. GUIDELINES
a. Contracts have been drawn up as needed and approved by the County Board of Commissioners. The City of
Hutchinson will utilize these contracts because reimbursement cis made through the County. The contracts
will include:
i. The basis of payment
ii. The duration of the contract
iii. Performance measures
iv. An agreement to restore collateral damage
v. A termination for convenience clause
vi. A conflict resolution process
b. Cost plus percentage of cost contracts, which may result in the limitation of federal grant funding, will not be
used.
c. Contracts will not be awarded to debarred contractors, as federal funding cannot be awarded for eligible work
completed.
d. Contractors' bonding and insurance status will be verified prior to their approval.
e. Staff will be dedicated to the management of contractors during pre -event planning processes as well as during
any actual events to ensure that contracting procedures are followed.
5. RESPONSIBILITIES
a. The Hutchinson City Administrator will serve as the point of contact for the management of contractors. This
person will ensure that monitoring and documentation of contract work is properly handled.
b. City of Hutchinson Administration will draft the pre -event contracts.
c. City of Hutchinson Administration will review and approve any pre -event contracts.
d. City of Hutchinson Administration will verify potential contractors' bond and insurance status.
e. City of Hutchinson Administration is responsible for ensuring all parties are properly trained and capable of
performing their assigned responsibilities.
f. City of Hutchinson Emergency Management will ensure parties mentioned in this SOG are aware of their
Emergency Operations Sensitive 164
involvement.
City of Hutchinson Emergency Management Debris Management SOG #10
Assessing Potential Health Issues Related to Debris Removal November 2023
Assessing Potential Health Issues Related to Debris Removal
1. PURPOSE
a. To ensure that the City of Hutchinson promotes safe and healthy living and working conditions following any
debris -generating event.
2. SCOPE
a. The following guidelines are to be utilized while preparing for or responding to a debris -generating event.
3. ASSUMPTIONS
a. Debris -generating events produce dangerous situations not only for the affected citizens and responding
personnel, but can also have negative effects on the environment.
4. GUIDELINES
a. The City of Hutchinson will follow guidelines established in Debris Management SOG #8 — Disposing of
Debris Containing Hazardous Material.
b. Local health care and public health will be involved in the debris management planning process to help
identify potential issues and solutions.
c. If appropriate, public information (as needed/required) will be distributed to the affected population following
a debris -generating event regarding potential health concerns.
d. The health of the affected population will be monitored by local public health and/or healthcare facilities so
potential trends and conditions can be identified and treated.
e. Any injuries sustained while conducting debris operations will be documented by their agency and reported to
their supervisor. If the EOC is operational, the finance/administration section should be made aware of the
injury.
5. RESPONSIBILITIES
a. McLeod County Health & Human Services will serve as point of contact for the assessment of potential
health issues related to debris removal.
b. McLeod County Health & Human Services will conduct assessments of affected communities as needed to
monitor long-term health effects that may appear within the affected population.
c. Local healthcare entities will be aware of potential long-term health effects that may arise and watch for
potential trends within the affected population.
d. McLeod County Health & Human Services will be responsible for creating and distributing public
information regarding potential debris -related health issues.
e. McLeod County Health & Human Services is responsible for ensuring all parties are properly trained and
capable of performing their assigned responsibilities.
f. The City of Hutchinson and McLeod County Emergency Management will ensure parties mentioned in this
SOG are aware of their involvement.
Emergency Operations Sensitive 165
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Emergency Operations Sensitive 166
AUTHENTICATION
Hutchinson Public Works Director
Date
Emergency Operations Sensitive 167
PUBLIC WORKS/UTILITIES
Emergency Operations Sensitive 168
PUBLIC WORKSIUTILITIES: General Information
I. PURPOSE
To provide an overview of the priorities developed and coordinated with Hutchinson Utilities and
Hutchinson Public Works in their restoration of utilities to critical and essential facilities. To identify whom
is responsible to protect and restore sources of potable water and sanitary sewage systems from effects of
potential hazards. Develop procedures for continuing sanitation service during an emergency.
II. RESPONSIBILITIES
Electrical Service:
The following government agencies/private companies have coordinated with the City of Hutchisnon
Emergency Management for electrical and natural gas restoration with priority given to hospitals,
nursing health care facilities, law enforcement agencies, fire departments and medical emergency
service agencies.
Hutchinson Utilities
225 Michigan Street SE
Hutchinson, MN 55350
Telephone Service
(320) 587-4745 (24 Hour Number)
The following government agencies/private companies have coordinated with Hutchinson Emergency
Management for phone service restoration with priority given to hospitals, nursing health care
facilities, law enforcement agencies, fire departments and medical emergency service agencies.
Nuvera
235 Franklin Street SW
Hutchinson, MN 55350
(320) 587-2323 Office
(320) 587-2364 Repair
Emergency Operations Sensitive 169
Sanitary Sewer/Potable Water
The following government agencies/private companies have coordinated with Hutchinson Emergency
Management for the protection and restoration of sources of potable water and sanitary sewer systems.
Priority is given to hospitals, nursing health care facilities, law enforcement agencies, fire departments
and medical emergency service agencies in develop of procedures for the continuation of sanitation
service during an emergency.
Hutchinson Public Works
1400 Adams Street SE
Hutchinson, MN 55350
Safety Inspections
(320) 234-4219 Office
(320) 587-2242 after hours number
The above agencies that respond to an incident will be responsible to conduct a safety inspection before
the general public is allowed to return into the impacted area.
AUTHENTICATION
City of Hutchinson Emergency Manager Date
Emergency Operations Sensitive 170
HAZARDOUS MATERIALS
Emergency Operations Sensitive 171
HAZARDOUS MATERIALS: General Information
I. RESPONSE TO HAZARDOUS MATERIALS INCIDENTS
A. Pre -Identification and Analysis of Risk: In response to the requirement and recommendations contained
in the Superfund Amendments and Reauthorization Act (SARA) of 1986, Title III, as well as other
legislation, the following facilities/locations within the city have been pre -identified. For a list of these
facilities and the facility emergency coordinators that would implement their plans, please refer to the E-
Plan Tier 2 Report. This report can be found in the Hutchinson or McLeod County Emergency
Management Director's office.
1. "Covered" facilities. (Facilities that possess extremely hazardous materials).
2. Other facilities that may contribute to additional risk due to their proximity to "covered facilities."
3. Facilities (schools, hospitals, nursing homes, etc.) at risk due to their proximity to facilities with
extremely hazardous materials.
4. Transportation routes (highways, railroad lines, rivers, etc.) for extremely hazardous materials.
5. Pipelines (as defined in Minnesota Statutes, Section 299J).
B. Determination that a Release of Hazardous Materials has Occurred
1. Facilities located within the county that use, store, manufacture, or transport hazardous materials
have the below listed minimum responsibilities as it relates to determining the occurrence of a
release.
a. Develop monitoring systems and trainings for their employees.
b. Promptly determine and call local and state emergency response numbers when a release of
hazardous materials has occurred.
c. Companies with sub -facilities need to have in placed a system, method and/or procedure for
determining a release of hazardous material occurring at each of these sub -facilities. This can
be completed with a brief description of any specialized system (i.e. monitor/sensor system).
2. McLeod County and the City of Hutchinson have the following responsibilities for a determination
that a release of Hazardous Materials has occurred.
a. Upon notice or discovery of a hazardous material(s) release, local facility emergency coordinators
will notify their appropriate Public Safety Answering Point (PSAP). The PSAP will immediately
notify public safety responders and the McLeod County Emergency Management Director, who has
primary responsibility and authority for implementing the emergency plan in McLeod County.
Emergency Operations Sensitive 172
b. Using prepared criteria (item d below), the emergency management director will coordinate with
incident command to see if a public notification is appropriate; and, if so, what method is to be used
for notification, what population is to be notified, and what the message shall be (immediate,
precautionary, evacuation, shelter -in -place, etc...).
c. The appropriate PSAP which controls activation of the emergency warning systems in McLeod
County shall immediately carry out such public warning instructions as it may receive from the
emergency management director. The PSAP can employ several methods of providing emergency
warning to the public, including:
• CodeRED Notification System
• Integrated Public Alert and Warning System (IPAWS) Messaging
• TV, cable, and radio stations notifications
• Activate emergency outdoor warning sirens
• Street to street locally via law enforcement and/or fire department vehicle loudspeakers
d. Criteria to be used in determining the need for public notification include, but are not limited to:
• Identification and properties of the hazardous substance released
• Approximate amount or extent of release
• Wind speed and direction
• Time factors
• Size and nature of the target population around the area of the release
• Recommendations from incident command
C. Response to a Release of Hazardous Materials
1. The county has conducted a hazard analysis to determine potential populations and facilities, which
might be affected by a hazardous materials emergency. The resource/methodology used to
determine the area of the county likely to be affected includes the following: Technical Guidance for
Hazards Analysis, the U.S. DOT Emergency Response Guidebook, computer software, facility
preplans, National Weather Service plume modeling, Chemical Assessment Teams, and/or other
systems.
2. Facilities within the county that possess extremely hazardous materials are required to develop and
maintain emergency response plans as consistent with SARA Title III, Section 304 that their
employees will follow in the event of a release. Copies of these plans can be found by contacting
each facility directly. At a minimum, facilities are required by law to immediately notify the
following in the event of an accidental emergency release and be prepared to state the name of the
substance(s) released and the approximate amount: local authorities by dialing 9-1-1 for local
responses, Minnesota Duty Officer (651) 649-5451 (Metro) or 1-800-422--0798 (Greater Minnesota)
for state emergency notifications, and the National Response Center by dialing 1-800 424 8802 for
federal emergency notifications. Locally, a community notification or Integrated Public Alert and
Warning System (IPAWS) message may be sent to notify the public in the area (57).
3. The facilities that have developed emergency response plans for on -site response are listed in the
chart for city planning, in the attachments and are designated by an (*).
Emergency Operations Sensitive 173
General Information
D. Hazardous Materials Response Capabilities.
1. Within the city, the Hutchinson Fire Department has the primary responsibility for responding to
hazardous materials incidents. HFD is trained and equipped to Level 1 (Operational) of hazardous
materials response.
In addition, the industrial fire brigades from TDK, Minnesota Mining Tape and Mag Plants may
participate in the response. These brigades have developed emergency response plans as appropriate
for their level of hazardous materials response capability.
2. First responders will begin their determination of the area affected by a hazardous material release
by identifying/verifying the hazardous material (s) involved. For the most part, they will then rely on
the following methodology to determine the need for evacuation, and the area of the city or county to
evacuate:
1. Emergency Response Guide Book
2. Available Safety Data Sheets (SDS)
3. Facility Management Guidance
4. Emergency Management Assistance
5. Chemtrec
E. A list of emergency equipment, facilities, and medical facilities owned by private & public agencies that
are available for use in response to a hazardous materials incident is located in the countywide resource
manual. For private resources, refer to the Contractors, Equipment, and Supplies section in the table of
contents. For public resources that the fire departments would have, refer to the Fire Department
Equipment Lists section in the table of contents. This manual can be found in the McLeod County
Emergency Management Office or the City of Hutchinson Emergency Management Office.
In most cases, public safety response agencies cannot rely on the private specialized tools and equipment
being immediately available to them in the event of an after-hours hazardous materials incident. Most fire
departments across McLeod County have similar specialized tools and equipment and personnel trained to
use it either in a primary response or support capacity.
The hazardous material emergency response plans for each of the covered Section 302 facilities contain more
detailed and contact information are available in the Tier 2 Report that can be found in the City of Hutchinson
Emergency Management office. In general, various company policies, insurance, and legal considerations
make it impractical to acquire immediately from the private facilities specialized tools and equipment for use
at an offsite hazardous materials incident.
F. A description of the evacuation/shelter-in-place procedures/information to be used for the protection of
the public in the event of a hazardous materials release is contained in Section 7 of the Standard
Operating Guideline to this plan.
Emergency Operations Sensitive 174
General Information
II. STATE SUPPORT
In the event of hazardous materials incident that is beyond the capabilities of city and county government,
assistance from state agencies can be requested. Such request should be submitted to the Minnesota Duty
Officer.
III. FEDERAL SUPPORT
A. In the event of a hazardous materials incident that is beyond the capabilities of county and state
government, the National Regional Response Team can be requested through the Minnesota Pollution
Control Agency (MPCA). Requests for such assistance should be submitted to the Minnesota Duty
Officer.
B. Reimbursement of costs for a hazardous materials response may be available. To be eligible for
reimbursement, contact the National Response Center (1-800-424-8802) and the MPCA within 24 hours
of the incident, and subsequently apply for reimbursement.
IV. SUPPORTING/REFERENCE DOCUMENTS
A. McLeod County Resource Manual
B. McLeod Hazardous Materials Standard Operation Guide (SOG)
C. The National Response Team's Hazardous Materials Emergency Planning Guide, and
Technical Guidance for Hazard Analysis
D. U.S. DOT's Emergency Response Guidebook
E. U.S. DOT/FEMA/U.S. EPA's Automated Resource for Chemical Hazard Incident Analysis
(ARCHIE)
NOTE: The preceding portion of this Section addresses all hazardous materials (of which radioactive is one of 9
classifications) . Due to the variability and extent of radioactive material, the following plan has been made
available in the event of a radioactive incident.
Emergency Operations Sensitive 175
General Information
V. DUTIES & RESPONSIBILITIES FOR RADIOLOGICAL INCIDENTS
A. The City Engineer is responsible for:
1. Decontamination or arranging for the decontamination of city roads and bridges and allowing for
safe evacuation or other movements.
2. Coordination with the Minnesota Department of Transportation and/or a spill cleanup contractor for
road decontamination and evacuation route clearance.
B. The sheriff is responsible for supporting radiological monitoring and decontamination operations in the
county.
C. Hutchinson Fire and Hutchinson Police Department personnel are responsible for:
1. Supporting emergency operations during radiological incidents.
2. Assisting in the decontamination of facilities, thoroughfares, and public areas.
D. The Minnesota Agricultural County Extension Director is responsible for assisting with the
dissemination of public information on radiological recovery to the agricultural community, primarily
with regard to protection of the food chain.
VI. OPERATIONS POLICIES
A. Radiological protection operations will be directed and controlled at the scene during a small --scale
radiological emergency. During a large-scale radiological incident, operations will be directed from the
City and/or County Emergency Operations Center (EOC). If there is a significant probability that
McLeod County could be a nuclear hazard area, radiological protection operations will be moved to an
alternate location.
B. During periods of widespread radiological emergency caused by nuclear detonations, or nuclear power
plant releases, each department of local government must be prepared to conduct radiological
operations, within its department, and provide for its own radiological monitoring and decontamination
needs in order to carry out its assigned emergency functions.
C. Radiological information will be obtained from shelter monitors, self-support monitors, and state and
regions EOC's when adequate communication exists. The primary center of radiological operations
shall be the direction and control staff and advisors operating from the County EOC.
Emergency Operations Sensitive 176
Standard Operating Guidelines
HAZARDOUS MATERIALS PROTECTION
The following guidelines have been adopted from the McLeod County EOP.
I. PLANNING BASIS
A. Purpose
The purpose of the Standard Operating Guide (SOG) is to describe, in general terms, how
McLeod County officials will respond to a serious hazardous materials incident/accident,
whether it occurs within or outside of the county. Each individual response agency needs to
prepare its own emergency response plan that meets OSHA requirements.
B. Objectives
1. Establish an operational structure that has the ability to function not only within McLeod
County, but also during a mutual aid response to a hazardous materials incident outside of the
county.
2. Identify the necessary authorities, responsibilities, and actions of federal, state, local and
private sector agencies so as to minimize damage to people, the environment, and property
and to aid in mitigating the hazard.
3. Describe operational concepts, organization, and support systems required to appropriately
respond to a hazardous materials incident/accident.
II. ADMINISTRATION
A. Scope
1. Geographical Factors
This SOG is directed at both those hazardous materials incidents that occur within McLeod
County and those that occur outside of the county and require a mutual aid response.
2. The Hazard
The hazard shall include actual or potential fires, spills, leaks, ruptures, or contamination.
3. The Hazardous Material
The hazardous material may include: explosives, flammables, combustibles, compressed
gases, cryogenics, poisons, toxins, reactive and oxidizing agents, radioactive materials,
corrosives, carcinogenic, or etiological agents, or any combination thereof.
4. The Incident
This SOG is to be followed in the event of a hazardous material incident associated with any
type of transportation vehicle, industrial facility, and/or storage site, or waste disposal site.
Emergency Operations Sensitive 177
Standard Operating Guidelines
HAZARDOUS MATERIALS INCIDENT ANALYSIS
A. Hazard Analysis
This hazard analysis characterizes the nature of the problems posed by hazardous materials. The
information that is developed should then be used to tailor the planning to the county's needs.
The cost of a hazard analysis can and often should be reduced by focusing on the hazards posed
only by the most common and/or most hazardous substances.
The following procedures provide a simplified approach to hazards analysis for both facility and
transportation hazards. Counties/communities undertaking a hazard analysis should refer to
Chemical Emergency Preparedness Planning (CEPP) technical guidance for fixed facilities.
The components of a hazard analysis include the concepts of hazard, vulnerability, and risk. The
discussion that follows summarizes the basic procedures for conducting each component.
Hazards Identification
The hazard identification provides information on the facility and transportation situations
that have the potential for causing injury to life, and damage to property and/or the
environment due to a hazardous materials spill or release. The hazard identification should
indicate:
a. Locations of McLeod County hazardous materials facilities, transportation routes, and
pipelines, the maps identifying this, can be found in Section 7 and can be found in the
Office of Emergency Management.
b. The nature of the hazard, (e.g., fire, explosions) that is most likely to accompany the
hazardous materials spill or release. Where the MSDS sheets can be found throughout
the facilities or by law for routes and pipelines.
Consideration of hazardous materials at fixed sites and those that are transported by highway,
rail, water, air, and pipeline has been used to determine this information.
Emergency Operations Sensitive 178
Standard Operating Guidelines
Lists of hazardous chemicals that have been identified as a result of compliance with right -to -
know laws. (Title III of Superfund Amendment and Reauthorization Act (SARA) require
facility owners and operators to submit, to the local emergency planning committee, a
material safety data sheet for specified chemicals, and emergency and hazardous chemical
inventory forms. Section 303 (d) (3) of Title III states that "upon request from the
emergency planning committee, the owner or operator of the facility shall promptly provide
information... necessary for developing and implementing the emergency plan.") Use the
CEPP technical guidance for help in evaluating the hazards associated with airborne releases
of extremely hazardous substances.
The hazard identification is the result in compilation of those situations that pose the most
serious threat of damage to the county/community.
2. Vulnerability Analysis
The vulnerability analysis determines the area and/or populations likely to be impacted by a
hazard release in McLeod County. First responders on scene will begin their determination of
the area and populations affected by a hazardous material release in the following manner:
• Identifying the substance(s) released, based on information from facility personnel,
placards, labels, and/or facility emergency response plan data.
• Identifying the approximate amount of hazardous substance(s) released.
• Identify hazards created by the release.
• Identify impact of the release on the surrounding community.
• Identify meteorological and other local conditions.
• Consider time factors.
• Consult detailed local maps.
The determination process often includes one or more of the following:
• Computer modeling.
• Use of special computer programs.
• Use of the Emergency Response Guidebook published by the US DOT.
• Advice of facility personnel.
• Advice of the regional Chemical Assessment Team and/or Minnesota Duty Officer.
• A windshield survey of the area (i.e., first hand observation by driving in the
vicinity).
• Interviews of police, fire, and planning department personnel.
• A review of planning department documents, and statistics on land use, population,
highway usage, and the area's infrastructure.
Emergency Operations Sensitive 179
Standard Operating Guidelines
3. Risk Analysis
The risk analysis assesses the probability of damage and/or injury taking place in the
county/community due to a hazardous material release and the actual damage and/or injury
that might occur. In light of the vulnerability analysis, the McLeod County Emergency
Management uses worst -case scenarios to analyze risks. The risk analysis provides
information on:
a. The probability that a release will occur and any unusual environmental conditions, such
as areas in flood plains, or the possibility of simultaneous emergency incidents (e.g.,
flooding or fire hazards resulting in release of hazardous materials.)
b. The type of harm to people (acute, delayed, chronic) and the associated high -risk groups.
c. The type of damage to property (temporary, repairable, permanent) .
d. The type of damage to the environment (recoverable, permanent).
Developing occurrence probability data is not feasible for all communities. Such analysis can require
specialized expertise not available to a community. This is especially true of facility releases, which
call for a detailed analysis by competent safety engineers and others (e.g., industrial hygienists) of the
operations and associated risk factors of the plant and engineering system in question (refer to the
American Institute of Chemical Engineers' Guidelines for Hazard Evaluation Procedures).
Counties/communities should not be overly concerned with developing elaborate quantitative release
probabilities. Instead, occurrence probabilities can be described in relative terms (e.g., low, moderate,
high) . The emphasis should be on developing reasonable estimates based on the best available
expertise.
Emergency Operations Sensitive 180
Standard Operating Guidelines
B. Sizing -up The Incident
Incident Command must make a careful size -up before deciding on a commitment. It may be
necessary to take immediate action to make a rescue or evacuate an area, but this should be done with
an awareness of the risk to first response personnel.
The objective of the size -up is to identify the nature and severity of the immediate problem and gather
sufficient information to formulate a valid action plan. A hazardous materials incident requires a more
cautious and deliberate size -up than most response situations. Avoid premature commitment of
personnel to potentially hazardous locations. Proceed with caution in evaluating risks before
formulating a plan, and keep uncommitted personnel at a safe distance.
Identify a hazardous area based on potential danger, considering materials involved, time of day, wind
and weather conditions, location of the incident and degree of risk to unprotected personnel. Take
immediate action to evacuate and/or rescue persons in critical danger, if possible, providing for safety
of rescuers.
The major problem, in most cases, is to identify the type of materials involved in a situation,
and the hazards presented, before formulating a plan of action. Look for labels, markers and shipping
papers and ask personnel at the scene (plant management, responsible party, truck drivers, and fire
department specialist). Utilize reference materials and contact other resources (Minnesota Duty
Officer, Chemtrec, manufacturers of materials, etc.) for assistance in sizing -up the problem.
Emergency Operations Sensitive 181
Standard Operating Guidelines
II. HAZARDOUS MATERIALS INCIDENT CLASSIFICATION
There are three (3) hazardous materials incident classification levels. The bases used for
determining the classification level of a hazardous materials incident are as follows:
• Level of technical expertise required to mitigate the incident.
• Extent of municipal, county, state, and federal government involvement.
• Extent of required civilian evacuation.
• Extent of injuries and/or deaths.
• Extent and complexity of decontamination procedures.
A. Level I Incident
1. Spills, leaks, ruptures, and/or fires involving hazardous materials that can be contained extinguished,
and/or abated using equipment, supplies, and resources immediately available to the Level I
Operational trained responder.
2. Hazardous material incidents that do not require evacuation of civilians.
B. Level II Incident
1. Hazardous materials incidents that can only be identified, tested, sampled, contained, extinguished,
and/or mitigated using the resources of a Level II Technician trained in Hazardous Materials
Response Team; a hazardous materials incident that requires the use of chemical protective clothing
and equipment.
2. Hazardous materials incidents that require evacuation of civilians within the immediate area of the
incident.
3. Fires involving hazardous materials that allow for controlled burning for a defined period of time, or
are allowed to burn until the fuel load is exhausted.
4. Any county "first responder" on an initial response has the authority to upgrade a Level I incident to
a Level II incident.
C. Level III Incident
1. Spills, leaks, and/or ruptures that can be contained and/or mitigated using the highly specialized
equipment and supplies available to a Level III hazardous materials response team.
Emergency Operations Sensitive 182
Standard Operating Guidelines
2. Fires involving hazardous materials that are allowed to burn due to the ineffectiveness or dangers
associated with the use of extinguishing agents, or the unavailability of an extinguishing agent;
and/or there is a real threat of container failure; and/or an explosion, detonation, BLEVE, or a
container failure has occurred.
3. Hazardous materials incident that requires evacuation of civilians beyond the immediate area of the
incident; extending across jurisdictional boundaries and/or there are serious civilian injuries, and/or
deaths as a result of the release.
4. Hazardous materials incident that requires a hazardous materials response team and/or
decontamination of civilians or personnel is required at the scene.
5. Hazardous materials incident that has become one of multi-agency/multi jurisdictional involvement
of large proportions.
III. SCENE MANAGEMENT
All county agencies responding to a hazardous materials incident shall function under the National
Incident Management System (NIMS) .
All county personnel shall be prepared to implement and function within the NIMS.
When NIMS is implemented, the first arriving senior official will serve as the incident commander,
until he/she is properly relieved. If organizational control of the incident escalates beyond the
capability of field command, the county emergency operation center (EOC) may be activated to
provide overall command of the incident. (For more information about the county's incident
command system policy & structure, see Section 3).
IV. ORGANIZATIONAL ROLES AND RESPONSIBILITIES
The incident commander (IC) shall be responsible for supervising the mitigation of hazards at the
scene of a hazardous materials incident. Upon the IC's arrival, he/she shall secure and maintain
control at the scene until properly relieved.
A. Incident Commander Responsibilities
1. Responsibilities for the IC may be carried out from remote locations, such as an Emergency
Operations Center (EOC) during large complex or multi jurisdictional incidents.
2. Notify appropriate county, state, and federal agencies. One call to the Minnesota Duty
Officer at 1 800422-0798 (outside the metro area) or (651) 649-5451 (metro area) will
ensure that all appropriate state agencies are notified.
Emergency Operations Sensitive 183
Standard Operating Guidelines
3. Work with the fire departments designated safety officers to identify and establish a
restricted zone, and ensure that non -emergency personnel are removed and kept out of that
zone.
4. Upgrade the level of the incident as required.
B. State Patrol
For all hazardous materials incidents that occur on interstate or state trunk highways, the IC shall
work directly with the senior officer present from the Minnesota State Patrol.
C. County Sheriff's Office
Hazardous materials accidents occurring outside of incorporated areas should be reported to the
McLeod County Sheriff's Office. The Sheriff's Office will then notify all appropriate local and
state officials, including those responsible for responding to the incident. Upon arriving at the
scene, responding agencies will determine the level of the incident.
D. Fire Department/Police Department
Hazardous materials incidents occurring within McLeod County will be immediately
reported to McLeod County Warning Point/dispatch center. The warning point/dispatch center
will then notify city, county, and state officials. The first arriving senior fire or police
department official will serve as the IC. As such, he/she will be in charge of all emergency
operations; including the assignment of responsibilities to other city agency personnel, through
that agency's (those agencies) senior officer(s) at the scene.
E. Emergency Management Director
Upon the arrival of the Emergency Management Director, the IC will brief the director as to
actions already taken, and the plan to stabilize and/or mitigate the hazard. The Emergency
Management Director may elect at that time to serve as overall resource coordinator for the
incident. Other personnel will remain under the direct command of their senior officers at the
scene.
F. State Agency of Jurisdiction
In the case of major hazardous materials incidents/accidents, state agencies having jurisdiction
over the regulated commodity/product involved may send representative to the scene for cleanup
and site restoration. Upon the arrival, the IC should brief them as to the status of the incident,
actions taken and the name of the responsible party (etc.). The IC should work closely with the
state agency representative(s) from that point on, with regard to further response and actions to
be taken. However, all parties must keep in mind that McLeod County will remain responsible
for both general public and first responder safety.
Emergency Operations Sensitive 184
Standard Operating Guidelines
G. Regional Response Team — EPA Region V
In the event that the requirements of the incident exceed the capability of state and local
resources, assistance from the (Federal) Regional Response Team (RRT) may be requested by
the MPCA, from EPA Region V. (Local Government requests for such assistance should be
submitted through the Minnesota Duty Officer.) On their arrival, RRT representatives will
assume on -scene coordinator duties. The IC or his/her designee will work closely with the RRT
in use of local resources, and public and responder safety.
H. Safety Officer
A safety officer shall be designated at the scene of all hazardous materials incidents when county
personnel are involved.
The safety officer is responsible for the safety of all personnel at the incident scene. This would
include first responders from county, mutual aid responders and the public. The safety officer
shall work directly with the IC and hazardous materials team. The safety officer shall inform the
IC or HMT leader of any unsafe action(s) taken at the incident scene and may make
recommendations to alter or terminate action(s) being taken. The safety officer can terminate
actions being taken.
V. ISOLATION CONTROL ZONES
A. HOT Zone
1. The Hot Zone is the area immediately dangerous to life and health that requires complete,
appropriate protective clothing and equipment --based product identification. Entry requires
approval of the operations officer, hazardous materials team leader and/or the safety officer.
Complete back-up/rescue teams and decontamination must be in place before entry
operations begin. Only those with a specific job assignment and appropriate training may
enter for the amount of time specified by the safety officer.
2. Identification of a Hot Zone shall be the responsibility of the IC. The safety officer as
appropriate may recommend the Hot Zone for modification.
B. WARM Zone
1. The WARM Zone is the area located between the HOT Zone and the COLD Zone and is
considered a buffer where less personnel protection is required. The WARM Zone shall be
utilized for entry team decontamination and may be used for gross decontamination of
victims. The WARM Zone is restricted to operational and support personnel essential to
hands-on work performance in the HOT Zone.
2. Identification of a WARM Zone shall be the responsibility of the IC. The safety officer as
appropriate may recommend the WARM Zone for modification.
Emergency Operations Sensitive 185
Standard Operating Guidelines
C. COLD Zone
1. The COLD Zone is an area of relative safety for those agencies directly involved in the
operation at the scene. This may include the IC, command post personnel, representative
from appropriate state, federal, or local agencies and the media.
2. Identification of the COLD Zone shall be the decision of the IC, in consultation with
hazardous materials specialists and the safety officer. The safety officer as appropriate may
recommend the COLD Zone for modification.
VI. GENERAL PROCEDURES FOR HANDLING A HAZARDOUS MATERIALS INCIDENT
a. The following general guidance applies to all county personnel responding to a hazardous
material incident within the jurisdiction:
Initial Response Action in the Open
• Stop a safe distance UPWIND, UPHILL, & UPSTREAM from the incident.
• Identify the conditions involved with the scene: smoke, fire, leakage, colors, vapors, etc.
• Identify topographic influences: hills, curbs, waterways, culverts, etc.
• Identify any potential LIFE HAZARD locations in the area. Schools, nursing homes,
hospitals, day cares, etc.
• IDENTIFY THE PRODUCT BEFORE BEGINNING OPERATIONS!
2. Initial Response Action Inside a Structure
• Keep all apparatus a safe distance from the building and UPWIND.
• IDENTIFY THE PRODUCT BEFORE ENTERING A STRUCTURE.
• Only two responders with PROPER PROTECTIVE CLOTHING AND EQUIPMENT
(PPE) will enter to assess the situation, with the assistance of one qualified representative
of the occupant company when available. Two additional personnel in equal PPE will
back up the two making the initial entry.
• Decontamination must be established prior to any entry operations.
3. Identify the Products Involved
• From the DOT placard.
• From the UN identification number.
• From the product label.
• From the STCC number.
• From the company representative.
• From the driver of a transport.
• From the engineer/conductor of a train.
Emergency Operations Sensitive 186
Standard Operating Guidelines
4. Secure Area and Ensure Personnel
• Do not allow access to immediate area.
• Do not remove any material from the scene.
• Allow only qualified personnel to enter the incident area wearing proper PPE
5. Determine Potential Harm through Appropriate Reference Materials (list according to
available resources) .
• Department of Transportation Emergency Response Guidebook
• NFPA Fire Protection Guide on Hazardous Materials
• Emergency Handling of Hazardous Materials in Surface Transportation.
• NIOSH/OSHA Pocket Guide
• Material Safety Data Sheets (MSDS)
• PRE --PLAN
6. Establish a Command Post and Communications System
• Set up command post in an isolated area and a safe distance from the scene; preferably
upwind, uphill, and upstream. It must be located in the cold zone.
• Communications center should have capability of communicating with all participating
agencies and jurisdictions.
• Incident command post may be transferred to the EOC.
7. Establish an Emergency Medical Services Center
• Coordinate with local EMS providers to establish an EMS center that provides easy
entrance and exit and remains remote from hazardous operations.
B. Establish an Action Plan (responsibility of IC)
Evacuation
• Secure the perimeter of the area.
• Arrange transportation for evacuation
• Move people to predesignated site, in accordance with the county's emergency operations
plan. (See Section 7).
• Calculate downwind/downhill/downstream hazards and notify occupants of potential
hazards and to prepare for evacuation.
• Large-scale evacuation should be considered when:
- Potentials exist for a toxic release, but the release has not taken place.
- Discharge has taken place but people are sufficiently downwind to allow evacuation.
- People are threatened by a wind shift.
Benefits of evacuation out -weigh the safety hazard of evacuation.
Shelter in place will not sufficiently protect people.
Emergency Operations Sensitive 187
Standard Operating Guidelines
• Shelter in place should be considered when:
- The incident will be of short duration and is of low human health hazard.
- Vapors or gases released have vapor specific gravity of less than 1.0.
- If there is not sufficient time to evacuate, or the path of a toxic cloud will not allow
for evacuation.
2. Containment
• Only those personnel trained at the appropriate level and wearing appropriate PPE will
participate in containment activities.
3. Rescue
• If the victims are still alive, every attempt will be made to affect a rescue if the
appropriate PPE is available
• If HOT Zone entry is to be made, victim removal will take priority over all other HOT
Zone missions.
• Ensure that decontamination station is established and ready to receive victims prior to
make entry. Notify receiving medical facility of type and length of exposure.
C. Determine Additional Resources
Request cleanup contractor as soon as possible.
Determine need for higher level HAZMAT response team and request as needed. Authority
for request rest with IC.
Notify appropriate County and State Agencies
- Determine need for mutual aid for additional personnel or equipment.
D. Initiate the Action Plan
1. Execute Evacuation/Shelter In -Place
2. Initiate Control Measures According to Site Safety Plan
3. Begin Containment
4. Extinguish (if possible and recommended)
5. Clean-up, disposal, and site restoration (generally the responsibility of the responsible party)
The IC shall attempt to identify the responsible party. When in the opinion of appropriate
local, county, state or federal technical personnel, the substance must be cleaned up
according to appropriate statutes or regulations. The responsible part or their representative
must arrange with a reputable and licensed hazardous waste handler for cleanup and disposal
services. In the event the responsible party refuses to cooperate or cannot be found, the
incident commander (IC) should contact the state agency having jurisdiction to arrange for
cleanup and removal of any chemical, hazardous material or waste released or deposited
upon any property within the county limits.
Emergency Operations Sensitive 188
Standard Operating Guidelines
McLeod County shall bear no responsibility for the removal or cleanup of any hazardous material.
County personnel may standby at the scene for as long as necessary to ensure the safety of the public
and shall oversee the cleanup in an advisory capacity.
E. Media Relations
Public Information Officer (PIO) — The IC shall be responsible for ensuring the public
information about the incident/accident is relayed to the PIO. The IC shall assign an individual
to serve as the PIO for the incident if so directed by the appointed PIO.
F. Evaluate Progress
1. Safety of Personnel
• Continuously check to ensure that all personnel are operating in appropriate PPE.
• Ensure personnel are operating in safe area and using safe procedures.
Evaluation of Tactical Procedures
• Verify that all surviving personnel have been rescued.
• Verify that the evacuation is complete and that persons evacuated have been sheltered.
• Ensure that HAZMAT products are still the same as originally identified. Determine if
chemical properties have changed, if product is hotter or colder or if it has mixed with
another substance.
• Verify that the command post is functional, proper agencies have been contacted and
these agencies have received updated reports.
• Verify that current weather data has been obtained and that any change is taken into
consideration.
• Verify that the product is isolated and contained and that the scene is secured.
• Verify that vapor is suppressed/diluted and that periodic application is scheduled.
• Verify status of expendable supplies and that additional equipment meets the needs of the
incident.
• Verify that the decontamination station is functioning properly and that it is being used.
• Verify that cleanup arrangements have been made and determine if fire department
support will be required.
• Ensure that a roster is kept of all personnel involved at the scene for subsequent medical
evaluation of those personnel.
Emergency Operations Sensitive 189
EMERGENCY PIPELINE INFORMATION
Should a pipeline release a hazardous material, the northern and eastern part of McLeod County would be
affected. The size of the population that would be affected would depend upon how large the release. There
could potentially be up to 25,000 people affected should the release be in all locations of the pipeline at the
same time within McLeod County. According to the National Pipeline Mapping System in September 2019,
there are 115 miles of pipelines in McLeod County.
Pipeline Companies
Phone Numbers
Magellan Midstream
Partners
1-800-720-2417 Emergency (24 hours)
1-800--574--6671 Headquarters
1-800--772--0480 Local Toll -Free
www.magellanlp.com
Northern Natural Gas
Co.
1-888-367-6671 Emergency (24 hours)
(612) 887-1770 General Office
(320) 235-2558 (24 hours) Willmar
www.northernnaturalgas.com
Gopher State One Call
1-800-252-1166 (Business hours)
811 (National One -Call Number)
Hutch Utilities
Gas Emergency: 1-877-593-3973 (24 Hours) or
(320)-587-4745
Electrical Outage: (320)-234-0544
Center Point Energy
Gas Leak: 1-800-296-9815 or (612)-372-5050
Residential: 1-800-245-2377 or (612)-372-4727
Commercial: (612)-321-4939
Koch Pipeline
Emergency: 1-800-688-7594
St. Paul Office: 1-855-831-6353
Xcel Energy
Gas Leak: 1-800-895-2999
Electrical Outage: 1-800-895-1999
Northwest Gas
Gas Leak: 1-800-367-6964
Mapleton Office: (507)-524-4103
Sheehan's Gas
Gas Leak: 1-800 243 -3047
Bird Island Office: (320)-365-4400
Emergency Operations Sensitive 190
NATIONAL PIPELINE MAPPING SYSTEM
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Emergency Operations Sensitive 191
McLeod County
GAS Valve Locations
Hospitals
Emergency Operations Sensitive 192
Additional facilities subject to additional risk due to
their proximity to facilities, such as natural gas facilities (64) :
(For primary & secondary contact info, please refer to the Tier 2 report
in the County Emergency Management Office)
Natural Gas Substations:
♦ 445 North High Drive Hutchinson
o
There are approximately 150 houses within a one-half mile radius.
o
Northwoods Park in the City of Hutchinson (Elm Street NE & Northwoods Ave NE)
o
Our Savior's Lutheran Church & Early Childhood Learning Ctr (800 Bluff Street NE)
o
TDK & Uponor, Inc. (45 West Highland Park Drive NE)
o
Midwest Industrial Tool Grinding (45 West Highland Park Drive NE)
o
Northside Mini Storage (18250 203rd Street)
o
Dock Rite, Inc. (18250 203rd Street)
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Emergency Operations Sensitive 193
Additional facilities subject to additional risk due to
their proximity to facilities, such as natural gas facilities (64) :
(For primary & secondary contact info, please refer to the Tier 2 report
in the County Emergency Management Office)
Natural Gas Substations:
♦ Hwy 22 and 5th Ave SE Hutchinson
o There is approximately 1 house within a one-half mile radius.
o Knife River Concrete Plant (1250 5th Ave SE)
o There are 7 business near Hwy 7 & Omega Ave
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Emergency Operations Sensitive 194
Additional facilities subject to additional risk due to
their proximity to facilities, such as hospitals:
(For primary & secondary contact info, please refer to the Tier 2 report
in the County Emergency Management Office)
Hutchinson Health Hospital
1095 Hwy 15 South Hutchinson, MN 55350
♦ Hutchinson Mall across Hwy 15 on the west side of Hwy 15
♦ Holiday Gas Station (1016 Hwy 15 S)
♦ Kwik Trip Gas Station (10 Denver Ave SE)
♦ Murphy Gas Station (1290 Hwy 15 S)
♦ Other miscellaneous stores in the immediate area
♦ Houses and apartment buildings are close to the north side of the hospital
♦ Greencastle Condominiums (250 Freemont Ave SE)
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Emergency Operations Sensitive 195
Tier 2 REPORT
Facility
ID
Facility Name
Filing Year
Street
City
6727250
Hutchinson Manufacturing LLC
2019(Tier2)
720 HWY. 7 WEST
Hutchinson
6727259
Verizon Wireless - HUTCHINSON
SOUTH (ID:6238193)
2019(Tier2)
210 Century Ave SE
Hutchinson
6727266
PHOENIX SOLUTIONS CO TEST
FACILITY
2019(Tier2)
1154 HWY 7 EAST
Hutchinson
6727341
PRIDE SOLUTIONS
2019(Tier2)
120 EASTGATE DR
SE
Hutchinson
6727360
Knife River/Hutchinson
2019(Tier2)
1250 5th Avenue SE
Hutchinson
6727363
HUTCHINSON CO --OP,
ELEVATOR & MILL FACILITY
2019(Tier2)
1060 5TH AVENUE
SE
Hutchinson
6727389
HUTCHINSON HIGH SCHOOL
2019(Tier2)
1200 ROBERTS RD
Hutchinson
6727392
#11 HUTCHINSON SATELLITE
LGC
2019(Tier2)
604 4TH AVE SE
Hutchinson
6727402
MCKIMM MILK TRANSIT, INC.
2019(Tier2)
1145 ADAMS
STREET SE
Hutchinson
6727416
Hutchinson Concrete LLC
2019(Tier2)
21563 Hwy 7 W
Hutchinson
6727423
GOEBEL FIXTURE CO.
2019(Tier2)
528 DALE ST
Hutchinson
6727426
HUTCHINSON TECHNOLOGY
INCORPORATED
2019(Tier2)
40 W HIGHLAND
PARK DR
Hutchinson
6727431
Minnesota Specialty Yeast, LLC
2019(Tier2)
35 ADAMS ST NE
Hutchinson
6727450
HUTCHINSON UTILITIES COMM
- PLANT 1
2019(Tier2)
44 4TH AVE NE
Hutchinson
6727453
HUTCHINSON UTILITIES COMM
- PLANT 2
2019(Tier2)
1100 INDUSTRIAL
BLVD
Hutchinson
6727527
Hutchinson Health
2019(Tier2)
1095 Hwy 15 South
Hutchinson
Emergency Operations Sensitive 196
6727565
NUVERA, INC./Hutchinson
2019(Tier2)
235 Franklin street
Hutchinson
SW
6727587
Hutchinson Municipal Airport -Butler
2019(Tier2)
1700 Butler Field Dr
Hutchinson
Field
SW
6727693
Uponor, Inc.
2019(Tier2)
500 Technology Drive
Hutchinson
NE
6727695
HATS
2019(Tier2)
1400 Adams Street SE
Hutchinson
6727891
GLENCOE WASTEWATER PLANT
2019 (Tier2)
615 VINTON
Glencoe
AVENUE North
6727892
GLENCOE MUNICIPAL AIRPORT
2019(Tier2)
9902 DAIRY
Glencoe
AVENUE
6727893
GLENCOE WATER TREATMENT
2019(Tier2)
509 8TH STREET
Glencoe
PLANT
6727901
HUTCHINSON CO-OP, SERVICE
2019(Tier2)
1110 HWY 7 WEST
Hutchinson
STATION
6727902
HUTCHINSON CO --OP, BULK
2019(Tier2)
1420 ADAM ST SE
Hutchinson
PLANT
6727918
HUTCHINSON WASTEWATER
2019(Tier2)
1300 ADAMS ST SE
Hutchinson
FACILITY
6727998
3M HUTCHINSON
2019 (Tier2)
915 ADAMS ST SE
Hutchinson
Emergency Operations Sensitive 197
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Date
Emergency Operations Sensitive 198
RADIOLOGICAL EMERGENCY PREPAREDNESS
INGESTION COUNTY PLAN ANNEX
Emergency Operations Sensitive 199
Overview/Background
This plan is adopted from the McLeod County Emergency Plan and is intended to supplement the
County Emergency Operations Plan for the counties within 50 miles of the Prairie Island or Monticello
Nuclear Generating Plants plans. This document identifies and defines the primary issues, actions,
responsibilities and the necessary county -state coordination that must take place following a nuclear
plant incident in the 50-mile Ingestion Pathway Zone (IPZ).
The State of Minnesota, Homeland Security and Emergency Division through the State Emergency
Operations Center (SEOC) is responsible for overall direction and control, protective action decision
making, and incident coordination as outlined in Minnesota Statute Chapter 12 and the Minnesota
Emergency Operations Plan (MEOP) for nuclear generating plant emergencies. This role differs from
the State's usual role as primary support for incidents like floods and tornadoes.
The counties within a 50-mile radius of a nuclear generating plant are considered Ingestion Counties
and would be asked to support the response actions necessary to protect the food supply from low level
radiological material contamination and to protect population from long term exposure of low levels of
radioactive contamination if necessary. Ingestion Counties may also be asked to support relocation
activities for populations exposed to low-level long-term contamination should it become necessary.
The immediate area of impact in an incident is the area within 10-miles of the nuclear generating plant
which is defined as the 10-mile Emergency Planning Zone (EPZ). The areas outside the 10-mile
Emergency Planning Zone (EPZ) should not need emergency evacuations, but may be asked to
implement protective actions aimed at protecting the population from contaminated food products and
long-term exposure to low levels of radioactive contamination. If people would need to be removed
from an area where long term radiation exposure is a concern it would be called relocation.
For an incident occurring at either of Minnesota's nuclear generating plants, well -developed plans exist
to alert, notify, and implement public protection decisions within 10-miles of the plants and to protect
food products in the 50-mile Ingestion Pathway Zone (IPZ).
The initial response period called the Early Phase or Plume Phase of an incident focuses initially on
the 10-mile Emergency Planning Zone around each plant and is concerned primarily with a release
from the plant that is either imminent or in progress. The State coordinates and implements actions to:
• Protect the public by Implementing Protective Action Decisions (PADS) to evacuate or shelter
areas as needed
• Implement measures to protect livestock and food products from contamination
• Reduce the spread of contamination
A release from a nuclear generating plant will disperse as it travels downwind, leaving higher
concentrations of contaminated material closer to the plant and lower levels further away. The lower
concentrations that are deposited further downwind present potential issues for low level
contamination which will impact the counties within the 50 mile Ingestion Planning Zone (IPZ),
referred to as Ingestion Counties. The issues impacting Ingestion Counties become prominent in the
later Ingestion Phase of the incident (day two). During this period, the focus is on:
Defining the area/boundaries of the low-level contamination
Implementing Protective Action Decisions protecting food supply from contamination
Restricting the movement of contaminated animals and food products (especially milk and
dairy products)
Emergency Operations Sensitive 200
Implementing Protective Action Decisions protecting the public from long-term low-level
radiation exposure (relocation if needed)
Decontaminating areas of critical importance (water treatment facilities, major roadstbridges,
etc.)
Emergency Operations Sensitive 201
The following image shows both the 10-mile EPZs and 50-mile IPZs, and the counties impacted by the
Prairie Island and Monticello Nuclear Generating Plants:
i
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Monticello NGP
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Todd
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Prairie Island NGP
Monticeo HOP
'
I
Benton
SO -Mile IPZ D
50-Mile Radius,
Pope
9eMontieello
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10-Mile EPZ
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NGP
Anoka
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The Minnesota Ingestion Counties far the Monticello Nuclear Generating Plant are Anoka, Benton,
Carver, Chisago, Dakota, Hennepin, Isanti, Kanabec, Kandiyohi, McLeod, Meeker, Mille Lacs,
Morrison, Pine, Ramsey, Renville, Scott, Sherburne, Sibley, Stearns, Washington, and Wright.
The Minnesota Ingestion Counties for the Prairie Island Nuclear Generating Plant are Anoka, Carver,
Chisago, Dakota, Dodge, Goodhue, Hennepin, Le Sueur, Olmstead, Ramsey, Rice, Scott, Steele,
Wabasha, Waseca, Washington, and Winona.
Emergency Operations Sensitive 202
Emergency Classification Levels (ECLs)
There are four Emergency Classification Levels (ECLs) used at all nuclear generating plants in the
United States. These classification levels drive the actions taken based on the level of severity. An
incident at a nuclear generating plant could begin at any of these Classification Levels. The
Classification Levels are listed below from least to most severe.
• Notification of Unusual Event (NUE) is a low-level event which poses no threat to public
safety but which warrants an increased awareness on the part of the plant and off -site agency
personnel. The state monitors the condition until it is resolved.
• Alert is a low-level condition which poses no immediate threat to public safety, but
precautionary mobilization of certain response functions is appropriate in case conditions
degrade. The State Emergency Operations Center is fully activated to monitor the situation.
• Site Area Emergency (SAE) is when plant conditions have degraded to a point warranting the
full activation of all response functions. Precautionary protective actions for livestock and high -
risk portions of the general public might be recommended. The State Emergency Operations
Center implements precautionary measures like evacuating schools in the area and placing
livestock indoors and on stored feed and covered water.
• General Emergency (GE) indicates plant conditions have degraded to a point threatening
public safety and some form of protective actions will be initiated like sheltering or evacuating
the 2-mile area around the plant and 5-miles downwind. The areas being sheltered/evacuated
will also have livestock and food product embargos placed on them.
INGESTION COUNTY RESPONSIBILITIES/ACTIONS BY EMERGENCY
CLASSIFICATION LEVEL
Notification of Unusual Event (NUE) Classification Level
o No action is expected by the Ingestion Counties at this level.
o No formal notification is made to the Ingestion Counties
Alert Classification Level
o The County Emergency Manager will be notified of the Alert Declaration by the State
Emergency Operations Center (SEOC).
o The SEOC will maintain communications with the County Emergency Manager
through the Local Communicator Position in the SEOC.
o County Emergency Manager should notify their elected officials and local jurisdictions
of the event and current Emergency Classification Level (ECL).
o County Emergency Manager should log into the secure SEOC information portal and
maintain situational awareness for the event.
o County Emergency Manager should communicate their concerns/questions to the Local
Communicator in the SEOC.
o County Emergency Manager should communicate to the SEOC any events, such as
large public gatherings, or significant emergencies that are impacting the county.
o Monitor the Alert status until verbal termination or escalation to a higher ECL is
communicated by the SEOC.
Emergency Operations Sensitive 203
Site Area Emergency (SAE) Classification Level
o County Emergency Manager will be notified of the SAE Declaration by the State
Emergency Operations Center (SEOC).
o The SEOC will maintain communications with the County Emergency Manager
through the Local Communicator Position in the SEOC.
o County Emergency Manager should notify their elected officials and local jurisdictions
of the current Emergency Classification Level (ECL).
o County Emergency Manager should log into the secure SEOC information portal and
maintain situational awareness for the event.
o County Emergency Manager should communicate their concerns to the SEOC through
the Local Communicator.
o Communicate to the SEOC any events, such as large public gatherings, or significant
emergencies that are impacting the county.
o Monitor the SAE status until verbal termination, ECL reduction or escalation to a higher
ECL is communicated by the SEOC.
General Emergency (GE) Classification Level
o The County Emergency Manager will be notified of the GE Declaration by the State
Emergency Operations Center (SEOC).
o The County Emergency Manager will open their County EOC and maintain at least
minimal 24/7 staffing.
o The SEOC will maintain communications with the County Emergency Manager
through the Local Communicator Position in the SEOC.
o Communicate to the SEOC any events, such as large public gatherings, or significant
emergencies that are impacting the county.
o County Emergency manager should notify their elected officials and local jurisdictions
of the Emergency Classification Level (ECL).
o County EOC will log into the secure SEOC information portal and maintain situational
awareness for the event.
o County Emergency Manager will communicate their concerns to the SEOC through the
Local Communicator.
o The County will notify the agricultural stakeholders in the county of the event.
o The County will coordinate the implementation of protective actions needed to protect
the population from a possibly contaminated food supply. This would include
implementing food embargos, restrictions on livestock movement and hunting and
fishing restrictions.
o County Emergency Manager will participate in a daily SEOC conference call or VTC
briefing.
o County will support the efforts of field sampling and monitoring teams.
Emergency Operations Sensitive 204
o County Emergency Manager will prepare to receive ingestion brochures and food
protection information from the SEOC to distribute to farmers, food producers,
processors, and agricultural industry groups in the county. The County will distribute
the agriculture brochures.
o County PIO will coordinate the release of public information with the SEOC Joint
Information Center (JIC).
o The County EOC will coordinate the implementation of relocation areas, restricted
areas, reentry areas, & return areas as defined by the SEOC in coordination with the
county.
County Ingestion Phase Responsibilities/Actions
When the release has ended and the situation brought under control, attention shifts from the
immediate actions of the plume phase to the longer -term issues of the ingestion phase. These actions
include the establishment of additional food control measures, relocation areas, restricted zones, re-
entry protocols, return protocols and long-term recovery.
Support the Establishment of Food Control Measures as Requested by the SEOC.
Food protections within the Ingestion Counties begin with the issuing of an embargo order from the
state when aerial assessment or field sampling indicates low-level contamination is outside the
evacuation areas. An embargo is defined as a restriction on the commercial movement of all
agricultural products (food, feed, livestock, and poultry) into, out of, or through an affected area. An
embargo of agricultural products may affect: producers, processors, retailers, shippers and carriers.
It may not be practical to erect roadblocks around the entire affected 50-mile ingestion pathway zone
due to the insurmountable requirements of manpower and equipment. All producers, processors,
retailers, shippers and carriers will be informed through news releases and/or personal contact by
applicable state agencies of the embargo and associated compliance requirements.
Roadblock/checkpoints may be established on major transportation routes.
Exactly what products are to be embargoed will be determined by the Intermediate Phase Task Force
(IPTF) through the SEOC based on factors including, but not limited to, the season, present and
projected weather conditions, and the plume and projected plume direction.
o County Emergency Manager will coordinate with the SEOC on the implementation of
embargoed areas.
o County will coordinate with the SEOC on implementing restrictions on the movement
and consumption of livestock and food products in the embargoed areas.
o County Sheriff and the Emergency Manager will identify areas where trucks can be
held when an embargo is issued.
o County EOC will coordinate information sharing between the state and county
agriculture, farmers and producers, and industry groups.
o County EOC will coordinate with the Minnesota Department of Agriculture (MDA) at
the SEOC on required actions for embargo enforcement. Enforcement of the embargo
will be conducted through communication with producers, processors, and industry
Emergency Operations Sensitive 205
groups. Shipments of agricultural products, with tracking and manifest requirements,
will not be accepted at facilities if they have come from within the embargoed area.
Some checkpoints may be established locally to support these efforts.
o County PIO will coordinate public information with the SEOC JIC
o County EOC will establish communication with county agriculture subject matter
experts and establish communication networks between the county, state, and local area
farmers, producers, processors, and the local agricultural groups.
— County Emergency Manager will request county agricultural contacts and GIS
personnel and resources to identify and document information on the
agricultural resources within the embargoed area. These may include the number
of farms, producers, and processing facilities in the affected area.
— McLeod County Extension Office and/or the Farm Service Agency will
determine what crops remain in the field and the anticipated harvest date in the
embargoed area.
— Milk is the initial focus of agricultural sampling and analysis. Most crops can
remain standing in the field, whereas a high volume of milk is produced daily
with a relatively short time to market. McLeod County Extension Office and/or
the Farm Service Agency will coordinate with producers regarding actions to
take like holding or dumping of milk.
— If part of your county is under an embargo, McLeod County Extension Office
and/or the Farm Service Agency will contact the MDA to coordinate on issues
regarding feed shipments to maintain livestock inside the embargoed area.
o County Emergency Manager will request county public health representation in your
EOC, playing an active role in identifying issues and public concerns. County public
health should also share with and request information from the SEOC, and available
health networks.
o County EOC will coordinate with the Department of Natural Resources about hunting
and fishing restrictions, along with any limited or no consumption recommendations
established inside the affected area by the DNR in the SEOC.
o County EOC will communicate any suspected cases of fraud to the SEOC as well as
any rumors for the SEOC JIC to address directly in public messaging.
o County Emergency Manager will report to the SEOC any citizen concerns and
consumer feedback from your county.
o McLeod County Extension Office and/or the Farm Service Agency will relay
agricultural reimbursement and compensation questions from farmers, producers, and
processors to the SEOC.
Emergency Operations Sensitive 206
Support the Establishment of Relocation Areas outside the EPZ as requested by the SEOC.
The initial post plume priority is to determine if there is contamination in areas outside of the
initial evacuation areas that require additional measures to protect the public from long-term
exposure to low-level radioactive material. Relocation is defined as the removal or continued
exclusion of people from contaminated areas as needed to avoid long-term from low level
radiation. Relocation from an area is indicated when soil samples exceed EPA protective action
guidelines for 1-year, 2-year or 50-year periods of occupancy.
Relocation is a mandatory movement of people from their homes and farms to a location that
does not present a danger from radiological exposure. Relocation is allowed to take place over
a period of time, normally a few days, instead of an immediate evacuation as required during
the plume phase.
o County Emergency Manager will coordinate with the SEOC when notified that
relocation is required in your county.
o County Emergency Manager and Sheriff will coordinate with the State Patrol, MNDOT,
and the JIC in the SEOC to define an area for relocation that is easily understandable to
the public and enforceable.
o County Emergency Manager will coordinate with the State Patrol, MNDOT, and
County Sheriff on how traffic and access control points will be set up and staffed to
facilitate relocation and maintain security to restrict entry to the relocated area.
o County Emergency Manager will identify if any hospitals, care facilities or facilities
with special populations inside the relocation area including what transportation or
other assistance they may require.
o County Emergency Manager will identify any critical infrastructure (e.g., power, water
treatment, transportation, food processors and distributors) within the relocated area.
o County Emergency Manager will coordinate with the SEOC to provide notification to
people in areas identified for relocation.
o County EOC will support any reception centers or temporary monitoring centers and
accompanying mass care centers that may be needed.
Support the Establishment/Maintenance of Restricted Zones as needed:
Any area designated for relocation will be designated as a restricted zone, where access controls are
implemented. Access is restricted to limit the chronic exposure to low-level radiation and to provide
security for the property inside the relocated areas.
o County Sheriff will coordinate the staffing of Traffic and Access Control Points around
the restricted area with the State Patrol, MNDOT, and Military Affairs at the SEOC.
o County Emergency Manager will coordinate procedures for allowing re-entry into the
restricted area with the SEOC. Re-entry into the restricted zone is initially limited to
essential and emergency personnel only.
O County EOC will coordinate registration, radiation exposure briefings, distribution of
dosimetry, KI and entry escorts for persons entering the restricted area. Individuals
approved for re-entry are designated as emergency workers temporarily. As such they
must be provided radiological briefings, just -in- time radiological training, dosimetry,
and basic personal protective equipment (PPE) as needed.
Emergency Operations Sensitive 207
o County EOC will coordinate monitoring for radiological contamination and
decontamination as needed for people leaving a restricted area with the SEOC.
Support Establishment of Re -Entry into the Restricted Zone
Re-entry is the approved, temporary access into a restricted zone for an essential purpose. Counties
have the primary responsibility for coordinating and implementing a re-entry program, prioritizing and
approving re-entry requests. Priority activities include life safety, incident stabilization, maintenance of
critical infrastructure and services, and animal care.
o The SEOC will determine and establish guidelines for the amount of time, including
transit time that an individual could remain in a restricted zone and not exceeded their
dose limits.
o County Emergency Manager will coordinate re-entry protocols with the SEOC
o County EOC will coordinate and prioritize requests for re-entry and will distribute and
process re-entry request forms.
o The County EOC will establish/coordinate the re-entry points into and out of the
restricted area. The EOC will determine what will be allowed for transport in and out of
this area (e.g., personal vehicles or county provided shuttles).
o County EOC will coordinate registration, radiation exposure briefings, distribution of
dosimetry, KI and entry escorts for persons entering the restricted area. Individuals
approved for re-entry are designated as emergency workers temporarily. As such they
must be provided radiological briefings, just -in -time radiological training, dosimetry,
and basic personal protective equipment (PPE) as needed.
o County EOC will coordinate monitoring for radiological contamination and
decontamination as needed for people leaving a restricted area. The EOC will determine
how monitoring and decontamination services will be provided upon completion of re-
entry (i.e., existing Emergency Worker Decontamination Centers or set up of an ad hoc
facility)
o County PIO will coordinate with the SEOC PIOs to develop public messaging for re-
entry.
Support Establishment Return Areas
This is the orderly return of people and reoccupation of areas cleared for unrestricted residence
or use by previously evacuated or relocated populations. These areas no longer have
contamination or there are no long-term exposure health risks from very low-level
contamination.
o The County EOC will coordinate the verification and establishment of return area
boundaries in coordination with the SEOC.
o The County Sheriff will remove traffic control and access points to areas cleared for
return to unrestricted residence or use in coordination with the SEOC.
o County Emergency Manager will coordinate the timing of the return with state and local
agencies.
o County EOC will coordinate communications for people returning that it is safe to live
there but some of these areas may still have low level contamination that may require
some ingestion pathway food controls or restrictions.
Emergency Operations Sensitive 208
Recovery
Recovery refers to the process of reducing radiation exposure rates and concentrations of
radioactive materials in the environment to acceptable levels allowing for the return and
unconditional occupancy and use by the general public. Recovery involves continued and
extensive field sampling, damage/ impact assessments and the coordination of federal
assistance and the nuclear insurance benefits.
o County Emergency Manager will coordinate local damage and impact assessments and
forward information to the SEOC.
o County Emergency Manager will coordinate locations for disaster assistance/recovery
centers with the SEOC.
o County EOC will coordinate the remediation of contamination and restoration to pre -
event conditions with the state.
o County EOC — Finance/Administration Branch will coordinate federal assistance and
nuclear insurance benefits with the SEOC.
Protective Measures for Agriculture and Water Protection
Agriculture Protective Actions
The area that may be embargoed will be determined based on the conditions at the time of the
incident. There is a wide variety of agricultural protective measures that may be implemented
as needed and can only be defined at the time of the incident based on release conditions. The
Radiological Emergency Information for Farmers, Food Processors and Distributors brochure
details some of that information.
The protection of the food supply from contamination of radioactive material is the top priority
and actions taken to protect the food supply will be coordinated with the impacted counties
during the incident. Protective Actions and guidelines for proper disposal of contaminated
products will be coordinated through the SEOC at the time of the incident.
Surface or Ground Water Contamination
The protection of surface and ground water supplies from contamination will be coordinated
with the SEOC. It is unlikely that ground water will be contaminated from an airborne release.
The following are some examples of actions that may be implemented at the time of the
incident.
• Alert downstream users with recommend protective actions.
• Notify watershed districts
• Determine through sampling if water supplies in the area are safe for human and animal
consumption. Determine priority for sampling of those supplies.
• Collect raw water samples near the sources of contamination to establish whether or not
gross contamination of raw water is evident. The ground water source should be
monitored over an extended period of time to ensure that it has not been affected.
• Isolate all affected contaminated wells. All open wells, cisterns, barrels and other open
water collecting containers should be covered to prevent radioactive fallout from hitting
open water surfaces.
Emergency Operations Sensitive 209
• For storage containers which are supplied by runoff from roofs or other surface drain
areas, the collecting filler pipe should be disconnected to prevent contaminants from
being washed into the storage containers.
• Domestic surface water supplies may be contaminated by either the accidental discharge
of contaminated water or by deposition from an atmospheric release. Spring and well
water should not be affected by an accidental release of radioactive material to the
atmosphere or to waterways.
• The contamination of domestic water supplies following discharge of contaminated water
is possible only for downstream supplies using the receiving water body as a source.
Adverse impact can be avoided by curtailing intake during the course of the passage of
the contaminated water.
• In situations involving the contamination of a water supply, methods of providing an
alternative water supply may include rationing of uncontaminated supplies, substitution of
other beverages, importing water from uncontaminated areas, and the designation of
certain critical users.
Emergency Operations Sensitive 210
ACRONYM LIST
DNR Department of Natural Resources
DPS Minnesota Department of Public Safety
DRD Direct Reading Dosimeter
ECL Emergency Classification Level
EM Emergency Manager
EOC Emergency Operations Center
EPA U.S. Environmental Protection Agency
EPZ Emergency Planning Zone (10-mile)
EWD Emergency Worker Decontamination
FEMA Federal Emergency Management Agency
GIS Geographic Information Systems
HSEM Minnesota Division of Homeland Security and
Emergency Management
GAR Governor's Authorized Representative (in the
SEOC)
GE General Emergency
IPTF Intermediate Phase Task Force
IPZ Ingestion Planning Zone (50-mile)
IPX Intermediate/Ingestion Phase Exercise
JIC Joint Information Center
MDA Minnesota Department of Agriculture
MDH Minnesota Department of Health
MDO Minnesota Duty Officer (at BCA)
AUTHENTICATION
Hutchinson Emergency Management Director
MEOP Minnesota Emergency Operation Plan
MNDOT Minnesota Department of Transportation
MPCA Minnesota Pollution Control Agency
MSP Minnesota State Patrol
NRC U.S. Nuclear Regulatory Commission
NUE Notification of Unusual Event
PAC Planning and Assessment Center (in the
SEOC)
PAD Protective Action Decision
PAG Protective Action Guideline
PIO Public Information Officer
RAD Radiological Accident Deployment (field
teams)
REP Radiological Emergency Preparedness
program
RPC Regional Program Coordinator
RO Radiological Officer
SAE Site Area Emergency
SEOC State Emergency Operations Center
SIM State Incident Manager
TACP Traffic and Access Control Point
TEDE Total Effective Dose Equivalent
TLD Thermoluminescent Dosimeter
Date
Emergency Operations Sensitive 211
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I. PURPOSE
This section is adopted from the McLeod County Emergency Operations Plan. The purpose of this section to
the McLeod County Emergency Operations Plan is to outline procedures for response, management, and
recovery from acts of terrorism. Responding agencies will work within their established guidelines for
emergency response in accordance with their established standard operating procedures (SOPs). To achieve
an effective recovery the responding agencies will coordinate response and recovery activities through
McLeod County's Emergency Operations Center (EOC).
The type of incident or weapon utilized in an attack determines the specific response to a terrorist incident.
Because of the variety of weapons at a terrorist's disposal, including high explosive, radiological, biological
and chemical weapons, the response necessary to effectively mitigate the incident will vary. However, in
terms of general disaster response, there are common components required in all emergency responses,
including acts of terrorism. These response guidelines are already in place in the Emergency Plan. This
annex's purpose is to identify guidelines specific to a terrorism incident, and procedures that will
improve response and enhance coordination with state and federal authorities in the recovery process.
II. OVERVIEW
This annex will concentrate on consequence management issues ranging from endangerment to primary loss
of life, public health and safety, damage to or destruction of public or private property, and the adverse impact
on the environment or animal population. Although terrorism incidents may be unfamiliar to many state and
local governments, the effects or results can be dealt with on familiar terms. Successful mitigation,
preparedness, response, and recovery from a terrorist incident can be broken down into recognizable and
manageable tasks.
This annex will address the definitions of terrorism and weapons of mass destruction (WMD) followed by a
summary of Presidential Decision Directive (PDD)-39, which gives authority to the federal government to aid
in the reduction and response to terrorism and the capabilities to mitigate against, respond to, and recover
from a terrorist event. Additionally, this annex will address the motivations behind a terrorist attack and the
preferred tools that terrorists use.
This annex will provide a brief description of McLeod County and an account of its vulnerabilities, its state of
readiness, and its response assets. Finally, this annex outlines the local, state, and federal agency response to
a terrorist incident identifying the sequential notification of mutual aid and the additional state and federal
resources needed for assistance in the response and recovery process.
Terrorism initial action checklists and quick reference guides designed to provide responding agencies with
notification and action checklists are attached.
References and resources that support the terrorism annex are located in the rear of this annex as appendices.
Emergency Operations Sensitive 213
III. DEFINITIONS
Terrorism: The unlawful use of force and violence against persons or property to intimidate or coerce a government, the
civilian population, or any segment thereof, in furtherance of political or social objectives. The following are
characteristics unique to a terrorism event:
• Calculated act of violence.
• Target selection is calculated and rationally planned for effect with the intention to produce fear.
• Terrorism psychological attack conducted for its impact, not against the victims, but to influence government or
public opinion.
• Domestic terrorism is associated with the rise of antigovernment sentiment, the proliferation of self-styled militia
and paramilitary groups.
• Some groups take extremist positions on race, religion, federal authority, gun control, abortion or taxation.
Weapons of Mass Destruction (WMD):
• Any explosive, incendiary, or poison, gas, bomb, grenade, or rocket having a propellant charge of more than four
ounces;
• Missile having an explosive or incendiary charge of more than one quarter ounce;
• Mine or device similar to the above;
• Poison gas, or any weapon involving a disease organism;
• Any weapon that is designed to release radiation or radioactivity at a level dangerous to human life.
THE HAZARD
IV. TERRORIST OBJECTIVES
Terrorism is intended to produce fear, by implication, that fear is engendered in someone other than the victim.
Terrorism is a psychological act conducted for its impact on an audience. As extremists (political, religious, or
ideological) seeking the political power to compel society to conform to their opinion, the terrorist's goals are always
political. Additionally, the stark reality is that the face and character of terrorism has changed. Previous beliefs about
the restraint on terrorist use of nuclear, biological and chemical (NBC) WMD are no longer valid. Beyond the
potential loss of life and the infliction of mass casualties, the structural and environmental damage that would result
from such an attack severely threatens our civil liberties, economy, and ideals.
The terrorist's primary objective is the advancement of their cause. Generally, terrorist groups want to bring attention
to their cause and further the effect of their mission. The perceived method to obtain this objective is through media
coverage of an event that inflicts terror onto the general public or government.
V. TERRORIST MOTOVATION
As we approach a new era of NBC terrorism, there are five primary rationales that motivate a terrorist to commit an
attack using a WMD device.
1. The terrorist threatens the use of WMD to negotiate a position of power. WMD provides the terrorist organization
with a tool for political blackmail.
2. To negotiate the terrorist position of power, the terrorist group is willing to demonstrate their resolve to kill as many
people as possible. WMD gives a terrorist group the potential ability to wipe out thousands, possibly even hundreds
of thousands, in a single event.
3. Terrorists utilize psychological warfare when the ultimate objective is to destroy the structural supports that give
society its strength. This is achieved by attacking symbolic or sensitive targets showing that the government is
unable to fulfill its primary security function, thereby eliminating the faith of the people in the government.
4. The terrorist will use a biological agent because it is unlike a conventional bombing, and will initially go unnoticed,
only manifesting itself days or even weeks after the event, therefore allowing the terrorist time to get away.
Emergency Operations Sensitive 214
5. The terrorist may also use a specific biological agent to cause economic and social damage by targeting a region's
agricultural sector. This threat specifically impacts regions dependent on farming and ranching. This rationale
disrupts vital industry and damages the economy. Moreover, this rationale underscores coercive potential without
inflicting mass casualties.
VI. PLANNING FOR A RESPONSE TO A TERRORIST ATTACK
Acts of terrorism are difficult to predict and therefore difficult to defend against. Local and federal law enforcement
constantly conducts assessments, investigations, and mitigation planning against potential credible events. In response
to such an event, the will use an "all hazards" approach to emergency management and response. This type of plan is
designed to respond to terrorist attacks, which can potentially take many forms. The focus of local emergency
management, fire, and medical services regarding terrorist acts is consequence management. Law enforcement
agencies are primarily responsible for the prevention of terrorism and apprehension of the terrorists. It will require all
of the resources available to McLeod County to mitigate and resolve an act of terrorism. Similarities and differences
between WMD and natural disasters are listed below.
The similarities:
• The incident can result in mass casualties and/or fatalities.
• The incident can result in damage to buildings or community infrastructure.
• The event can occur with or without warning.
• The incident can cause evacuation or displacement of citizens.
• The incident can overwhelm jurisdiction resources requiring outside aid.
• The incident can have a severe environmental impact.
• Recovery costs can run into the millions.
The differences:
• The incident is caused purposely as a political statement.
• The incident is designed to cause mass casualties, mass fatalities, or specific damage.
• The scene will be treated as a crime scene and may not be immediately recognizable as a terrorist attack.
• The incident may not be a single event and may place responders at high risk for becoming casualties because of the
presence of a secondary device.
• The incident may result in the contamination of critical facilities and large geographical areas.
• A terrorist incident may affect multiple jurisdictions.
• The incident is intended to cause a strong reaction from the public.
VII. IDENTIFICATION OF A WMD AGENT/DEVICE
Responding fire -rescue and/or law enforcement agencies within McLeod County will make preliminary identification of
the existence of a possible WMD agent or device. The Hopkins Hazardous Materials Team and/or State Bomb Squad
will assist in determining the existence of a chemical agent or device at the request of McLeod County. In the case of
biological agents, the Minnesota Department of Public Health will be responsible for obtaining identification of the
agent. The federal government will make final determination of agent type.
A. CHEMICAL
The release of poisonous chemicals, like phosgene or lewisite, hydrogen cyanide, chlorine, or pesticides, can cause
mass casualties within an exposed population. The determination of whether the agent used is an infectious agent, a
biological toxin or a chemical toxin is difficult in the early stages of investigation. Most chemical attacks will be
localized, and the effects will be evident within minutes. Chemical agent attacks will require immediate reaction from
emergency responders, fire departments, police, EMS, and emergency room staff.
Emergency Operations Sensitive 215
B. BIOLOGICAL
In contrast, when people are exposed to pathogens like anthrax or smallpox, signs and symptoms of exposure will be
delayed for some time. This incubation period is characteristic of infectious diseases and may range from several
hours to a few weeks, depending on the exposure and pathogen. The initial response to such a biological attack on
civilians is likely to be made by the public health and hospital community rather than by military or emergency
responders unless the attack is announced.
C. NUCLEAR/RADIOLOGICAL
The possibility of a terrorist -released nuclear weapon has increased significantly over the past few years. The actual
detonation of a nuclear device would be obvious from the explosion. Radiation is not visible, and while there are
numerous detection devices, there is no single apparatus that detects all forms of radiation. Keep in mind that there is
a difference between a nuclear device and a nuclear dispersion device (NDD), which may be the terrorist's weapon of
choice.
D. EXPLOSIVE AND INCENDIARY
Explosive and/or incendiary devices can be constructed to look like almost anything and can be placed or delivered in
any number of ways. The explosive and/or incendiary device, to date, has been the weapon of choice by terrorists.
These devices are capable of causing mass casualties through explosion and/or incineration. Both explosion and
incineration can cause tremendous structural damage and fire. The first responder should be cautioned that the
explosive device can be detonated remotely or can be rigged as a "booby trap." Additionally, first responders should
be cautious of explosive devices used as secondary devices in a terrorist incident.
The ability to manufacture homemade devices is limited in design only by the imagination of, and resources
available to, the terrorist. Remember, when searching for an explosive device, suspect anything that looks
unusual and let the trained bomb technician determine what is or is not a threat.
Emergency Operations Sensitive 216
E. CYBER TERRORISM
Society is increasingly relying on new information technologies and the Internet to conduct business, manage
industrial activities, engage in personal communications, and perform scientific research. While these technologies
allow for enormous gains in efficiency, productivity, and communications, they also create new vulnerabilities to
those who would do harm. The same interconnectivity that allows us to transmit information around the globe at the
click of a mouse or push of a button also creates unprecedented opportunities for criminals, terrorists, and hostile
foreign nation -states who might seek to steal money or proprietary data, invade private records, conduct industrial
espionage, cause a vital infrastructure to cease operations, or engage in Information Warfare.
VIII. THE INCIDENT SITE IS A CRIME SCENE
Terrorism is a crime. The incident site will be identified as a crime scene and will be controlled by appropriate law
enforcement personnel while their investigation takes place. Failure on the part of first responders to identify and
properly react to an act of terrorism will perpetuate the opportunity for more attacks. The appropriate notification of the
Federal Bureau of Investigation (FBI) must be made as quickly as possible, when and where an act of terrorism is
suspected.
IX. MCLEOD COUNTY CAPABILITIES AND RISK ANAYSIS
Based on the list of primary vulnerability terrorist targets developed for the Federal government in 2003, should a
terrorist attack occur in McLeod County, a list of terrorist targets can be found on file with McLeod County Office of
Emergency Management.
X. CONCEPTS OF OPERATIONS
In the event of a terrorist attack, the responding departments would be the same as would respond to a natural or
technological disaster. The act of violence coupled with a continued threat will directly involve the McLeod County
Sheriff's Office and other law enforcement agencies. The site of the terrorist incident will be considered a crime scene,
and will require close coordination with other response agencies that are responding to the destruction of community
infrastructure and/or casualties. The responders would include Fire, Public Works, Emergency Preparedness and other
various emergency response teams. The use of chemical weapons will require response from the Hopkins Fire
Department Hazardous Materials Team and coordination with the medical community for possible treatment of mass
casualties. The use of a biological weapon will directly involve the McLeod County Community Public Health
Department and the Minnesota Department of Health and the medical community. Emergency management will
coordinate the consequence management response to an act of terrorism in accordance with state and federal (PDD-39)
guidelines. The fact that all acts of terrorism attempt to achieve some sort of political, religious, or social goal brings
government officials from all levels into the response. The response to a terrorism incident involves federal agencies
that will provide crisis management and consequence management.
XI. CONSEQUENCE MANAGEMENT
Consequence management refers to the measures taken to protect public health and safety, restore essential government
services, and provide emergency relief to governments, business, and individuals affected by the consequences of
terrorism. State and local governments exercise primary authority to respond to the consequences of terrorism; the
federal government provides assistance as required. Consequence management is generally a multi -function response
coordinated by emergency management. The Office of Emergency Preparedness is the local lead agency and the
Federal Emergency Management Agency (FEMA) is designated as the lead federal agency for consequence
management.
XII. CRISIS MANAGEMENT
Crisis management refers to measures to identify, acquire, and plan the use of resources needed to anticipate, prevent,
and/or resolve a threat or act of terrorism. The federal government exercises primary authority to prevent, pre-empt,
and terminate threats or acts of terrorism and to apprehend and prosecute the perpetrators. State and local governments
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provide assistance as required. The Department of Justice (DOJ) is designated as the lead agency for threats or acts of
terrorism within U.S. territory (as designated by PDD-39). The DOJ assigns lead responsibility for operational response
to the FBI. Within that role, the FBI operates as the on -scene manager for the federal government. During crisis
management, the FBI coordinates closely with local law enforcement authorities to provide a successful law
enforcement resolution to the incident.
XIII. TERRORISM INCIDENT ASSUMPTIONS
To enable all first responders to conduct a safe and effective initial response to a terrorism incident, and to allow
McLeod County to respond to the consequences presented as the act of terrorism unfolds, the following assumptions are
established:
• The event can and will be both a disaster and a crime scene.
• The event will ultimately come under federal jurisdiction. The response phase may take several hours to several
days to complete. Local and regional resources will need to maintain security of the incident and the integrity of the
crime scene while mitigation efforts are in progress.
• The Department of Homeland Security (DHS) and the Federal Bureau of Investigation (FBI) as the lead agencies
for counter -terrorism within the U.S. will be able to prevent most potential terrorist incidents from occurring;
however, it is nearly impossible to prevent all acts of terrorism from occurring especially if a terrorist is willing to
die while carrying out a terrorist attack.
• The progression of the incident response will be dynamic. The response of numerous emergency response
personnel may overwhelm the scene, and the personnel dealing with the effects of the incident.
• Local law enforcement agencies generally have the capability to respond to suspected terrorist incidents and decide
as to whether or not the incident is a "suspected terrorist incident".
• Large segments of critical infrastructure may be destroyed, deterred from operating properly, or otherwise adversely
affected in the aftermath of a terrorist incident to include blocked transportation routes, loss of communications and
power, contaminated water and food supplies, and deadly human, foreign animal, and crop disease.
• The terrorist may observe the response and recovery processes and behaviors, taking notes and identifying potential
weaknesses within the system.
• A secondary device and hazard may be present.
• Consequence management may take an extensive period of time to complete.
• The site control zone for some WMD agents may extend to a distance of several miles, and the Incident
Commander may be required to order an evacuation of people and animals from a large area around and downwind
from the control zone.
• On -site decontamination may be required before victims can be transported to a medical facility.
• Some victims will bypass the onsite decontamination and self -present themselves to a local medical facility or a
medical facility far away from the incident.
• Local medical facilities or emergency shelters may become inundated with contaminated patients or worried well.
• Biological agents may be difficult to diagnose until after an incubation period, which could result in a delay of
several days or weeks until the disease is identified.
• The McLeod County Health Director may have to activate a mass medication process to provide medication or
inoculate the entire population of McLeod County; and may also have to request federal medicines from the
Strategic National Stockpile (SNS) to supplement local supplies via the Minnesota Department of Health.
• The McLeod County health director may also have to quarantine or isolate large segments of the population if a
communicable disease outbreak occurs.
• Large numbers of animal herds and poultry may have to be destroyed if infected with a foreign animal disease.
• McLeod County views the roles of crisis response management and consequence management as mutually
supportive and largely sequential. In the case of a terrorism event, fire, EMS, law enforcement, and health and
medical facilities should expect to function without federal support. A full federal response and support could take
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72 hours or longer to be operational. McLeod County should plan for addressing a terrorist incident on their own
for at least 72 hours.
• No single agency, at the local, state, federal, or private sector level, possesses the expertise to act unilaterally on the
many difficult issues that may arise in response to a threat or act of terrorism, particularly if a WMD is used.
XIV. COMMAND AND CONTROL
Throughout all of the phases of a crisis situation, Federal, State and McLeod County authorities, utilizing the
National Incident Management System (NIMS), will establish a Unified Command Structure to coordinate
and manage activities at the scene. The Federal agency authorities and responsibilities compliment and
augment the state and local authorities and responsibilities. Unified Command allows all involved agencies to
contribute to the command process as the incident evolves by:
• Providing overall response direction.
• Coordinating effective communication.
• Establishing overall strategies, priorities, goals and objectives.
• Assigning objectives to the response structure.
• Establishing protocols.
• Ensuring integration of the response structure.
• Jointly planning tactical activities.
• Conducting integrated tactical operations.
• Maximizing the use of all assigned resources.
Unified command recognizes that the most effective responses involve all parties working together to bring
their respective expertise to the response. The National Incident Management System (NIMS) led by a
Unified Command maintains a cooperative environment, promoting overall efficiency in the crisis and
consequence management response. Unified command: optimizes combined efforts, eliminates duplication,
develops collective approval of shared operations, planning, logistics, and funding, allows for shared
facilities, maximizes efficiency, fosters communication, and reduces costs.
XV. MCLEOD COUNTY COMMAND AND CONTROL PROCEDURE
A. Crisis Management
The McLeod County Sheriff has the overall responsibility and authority for direction and control of crisis
management issues involving a potential, suspected, or actual act of terrorism in McLeod County unless otherwise
superseded by State or Federal law, and until State or Federal authorities arrive on scene. The City of Hutchinson
Police Chief will work with the McLeod County Sheriff to accomplish this task.
B. Consequence Management and Homeland Security
The McLeod County Emergency Manager has the overall responsibility and authority for direction and control of
consequence management issues involving an actual act of terrorism in McLeod County unless otherwise
superseded by State or Federal law, and until State or Federal authorities arrive on scene.
C. Homeland Security
The McLeod County Sheriff has the overall responsibility and authority for direction and control of homeland
security issues in McLeod County unless otherwise superseded by State or Federal law, and until State or Federal
authorities arrive on scene.
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D. Agro-Terrorism and Animal Terrorism
The McLeod County Emergency Manager has the overall responsibility and authority for direction and control of
agro-terrorism and animal terrorism issues in McLeod County unless otherwise superseded by State or Federal
law, and until State or Federal authorities arrive on scene.
E. Biological Terrorism
The McLeod County Health Director has the overall responsibility and authority for direction and control of the
response to biological terrorism issues in McLeod County unless otherwise superseded by State or Federal law,
and until State or Federal authorities arrive on scene.
XVI. CONTINUITY OF GOVERNMENT
A. Line of Succession —Crisis Management
1. McLeod County Sheriff 1. Hutchinson Police Chief
2. Chief Deputy Sheriff 2. Hutchinson Police Lieutenant
3. Patrol Sergeant 3. Police Sergeant
B. Lines of Succession —Consequence Management
1. McLeod County Emergency Manager 1. City of Hutchinson Emergency Manager
2. Chief Deputy Sheriff 2. Hutchinson Police Lieutenant
3. McLeod County Sheriff 3. Hutchinson Police Chief
XVII. INITIAL RESPONSE
Once a terrorist -induced WMD incident has occurred, the initial call for help will most likely come through the 911
dispatch. This call will probably not identify the incident as a terrorist attack; rather that there was an explosion, a
major accident, or a mass casualty incident. Based on the information provided, first responders will be dispatched per
local nature codes (police, fire, EMS). Information relayed through the dispatcher prior to arrival on scene, as well as
the initial assessment, will provide first responders with the basic data to begin mitigation of the incident.
The National Incident Management System (NIMS) will be utilized to effectively organize and integrate multiple
disciplines into one multi -functional organization. Once state and federal agencies arrive on scene, they will be
included in the system. NIMS will focus on four major response areas: life safety and protection, incident scene
management, crime scene management, and property and environmental protection. The highest-ranking officer from
the lead agency, during each phase of the operation, will be designated as the Incident Commander to facilitate and
manage decision -making. The Incident Commander may change as the incident progresses from one phase to another.
The first responder's ability to recognize a terrorism event is critical to successful identification of an actual act of
terrorism. The expedient identification of a terrorist event will:
• Identify and preserve a potential or actual crime scene.
• Protect first responders and the public from the effects of the agent or device.
• Notify the appropriate law enforcement and responsible federal response agencies.
• Avoid the impact of secondary devices and cross contamination.
When a terrorist incident is encountered or identified within McLeod County and a unified command structure has been
established, the McLeod County Emergency Operations Center (EOC) will be activated in support of the incident.
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XVIII. INCIDENT RESPONSE ACTIONS
The primary functions that must be performed at any Chemical, Biological or Radiological incident remain fairly
consistent, the top 20 actions will generally involve:
1. Incident "Size -up", and assessment.
2. Scene Control/establishment of perimeter(s).
3. Product identification/information gathering
4. Pre -entry examination and determination/donning of appropriate protective clothing & equipment.
5. Establishment of a decontamination area.
6. Entry planning/preparation of equipment.
7. Entry into a contaminated area and rescue of victims (as needed) .
8. Containment of spill/release.
9. Neutralization of spill/release.
10. Decontamination of victims. patients/rescuers.
11. Triage of ill/injured.
12. BLS care.
13. Hospital/expert consultation.
14. ALS care/specific antidotes.
15. Transport of patients to appropriate hospital.
16. Post -entry evaluation examination of rescuers/equipment.
17. Complete stabilization of the incident/collection of evidence.
18. Delegation of final cleanup to responsible party.
19. Record keeping/after action reporting.
20. Complete analysis of actions/recommendations to action plan.
Several of these actions will be occurring simultaneously. They are listed in approximate order of occurrence.
XIX. FUNCTIONAL ACTION LIST
A. Local Action Overview
Incident occurs:
McLeod County 911 receives call:
• records information
• dispatches first responders
• relays information to first responders prior to their arrival on scene
• makes notifications as required
First responders arrive on scene:
• Make initial assessments
• Establish Incident Command
• Determine potential WMD incident
• Determine possible terrorist involvement
• Warn additional responders of potential secondary hazards/devices
• Perform any obvious rescues as incident permits
• Begin decontamination of victims and rescue personnel
• Establish security perimeter
• Determine needs for additional assistance
• Begin triage and treatment of victims
• Begin hazard agent identification
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Incident Commander manages incident response:
• Notifies medical facilities, emergency management and other local organizations, as outlined in the Emergency
Plan
• Requests notification of FBI field office
McLeod County Emergency Operations Center (EOC) activated:
• Supports Incident Command as required by the IC
• Coordinates consequence management activities
• Declares state of emergency, if warranted
• Coordinates with state EOC and federal agencies as required
• Requests state and federal assistance, as necessary, through the state EOC
• Ensure coordination of consequence management
FBI Special Agent in Charge (SAC) assesses information:
• Supports local law enforcement
• Determines WMD terrorist incident has occurred
• Notifies Strategic Information and Operations Center (SIOC)
• Activates Joint Operations Center (JOC)
STATE/FEDERAL ACTION OVERVIEW
MN Division of Homeland Security Emergency Management (HSEM) support to local consequence management:
• Brief Governor
• Declare state of emergency
• Develop and/or coordinate requests for federal assistance through FEMA Regional Operations Center (ROC)
• Coordinate state and federal consequence management roles with Emergency Response Team -Advance Element
(ERT-A)
Domestic Emergency Support Team (DEST) helps FBI SAC:
• Coordinates follow-up response assets
• Merges into JOC as appropriate
Senior FEMA Official (SFO) coordinates consequence management:
• Expedites activities of federal consequence management activities
• Supports and advises crisis management group on areas of decision that could impact consequence management
support
Crisis management response activities to incident continue if necessary:
• Federal response efforts coordinated
• Mission assignments determined
• Deploy ERT-A to state EOC
• Forward Coordinating Team (FCT) deploys to incident site
All EOCs coordinate
Emergency Response Team -Advance Element deploys to state EOC and/or incident site as needed:
• Base installations sites identified for mobilization centers
• Disaster Field Office (DFO) liaisons from nuclear, biological, and chemical (NBC) agencies requested and arrive
where needed
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Recovery operations:
■ Transition lead federal agency (LFA) from FBI to FEMA
XX. NOTIFICATION OF LOCAL AUTHORITIES
The purpose of this section is to outline the systems available for warning the responsible government officials of the
threat of an impending terrorist activity, or that an actual terrorism situation is in progress in McLeod County.
For notifications of persons with hearing impairments, the Interpreter Referral Center and the Minnesota Relay Service
are available from the Minnesota Department of Human Services and contact can be made by State Duty Officer.
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XXI. AGENCY NOTIFICATION
See section 2 (Notification and Warning)
Warnings received from the County Warning Point:
• Issue appropriate two-way radio broadcasts to appropriate emergency response agencies.
• Notify appropriate key government officials.
• Upon request, activate the EOC. Notification of key officials will be done via telephone and/or pager using the
EOC Emergency Warning Sequence Call -Out List/Checklist.
• Monitor radio and television stations for delivery of appropriate public warning messages.
Hazardous materials warnings generated within McLeod County: Whenever mass evacuation is necessary for an area
whose outer boundary extends at least 2500 feet from the point of the incident:
• Obtain a description of the area to be evacuated and, if appropriate, the proposed evacuation routes.
• Report conditions to the County Warning Point and request siren activation as warranted and Emergency Alert
System (EAS) activation. Note: Use current EBS procedures until such time as the EAS is fully operational.
• Issue appropriate two-way radio broadcasts to appropriate emergency response agencies.
• Notify appropriate key government officials as warranted.
• Identify potentially affected private and/or public facilities and notify to the extent feasible.
XXII. NOTIFICATION OF APPROPRIATE STATE AUTHORITIES AND COMMAND CENTER ESTABLISHMENT
When the McLeod County EOC is activated for any reason, the MN Division of Homeland Security and Emergency
Management is notified via the State Duty Officer. The State Duty Officer notifies appropriate state and federal
agencies.
In the case of a terrorist incident involving WMD, the McLeod County Sheriff's Office, or the McLeod County EOC
will alert the local FBI. The State Duty Officer will notify state or federal officials.
The McLeod County Emergency Communications Center and McLeod County Emergency Management Director will
make follow-up contacts in the event of a potential or actual act of terrorism. The local law enforcement agencies, the
regional FBI office, and neighboring emergency managers/directors will be notified in the case of a WMD release or
potential release. Appropriate responses from those agencies should be consistent with their protocols.
XXIII. NOTIFICATION OF FEDERAL AUTHORITIES AND ESTABLISHMENT OF THE JOINT OPERATIONS
CENTER (JOC)
The FBI is designated as the lead agency for threats or acts of terrorism within the U.S. territories. Within that role, the
FBI operates as the on -scene coordinator for the federal government.
FBI will provide initial information to law enforcement authorities within the affected state of the threat of a credible
event. The FBI will notify FEMA and other federal agencies providing support to the FBI of any credible threat. If
warranted the FBI implements an FBI response and simultaneously advises the Attorney General, who notifies the
President and National Security Council (NSC) groups as needed, that a federal crisis management response is required.
If authorized, the FBI activates multi -agency crisis management structures at FBI headquarters, the responsible FBI
field office, and the incident scene.
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The FBI field office responsible for the incident modifies its command post to function as a Joint Operations Center
(JOC) and establishes a Joint Information Center (JIC). The JOC structure includes the following standard groups:
command, operations, support, and consequence management. The JOC command plays an important role in ensuing
coordination of federal crisis management and consequence management actions. Response issues that affect multiple
agency authorities, to include local, state and federal, and responsibilities will be coordinated within the JOC. The
FEMA representative will coordinate and expedite consequence management actions from the JOC.
Additional federal assets available for crisis and consequence management are outlined in the appendices of this annex
(Obtaining Assets from Federal Agencies during a Disaster).
XXIV. SHARING LAW ENFORCEMENT INTELLIGENCE AND THREAT ASSESSMENTS
Coordination and sharing of intelligence between McLeod County and federal agencies in the crisis and consequence
management process will be critical to the response and recovery process. The establishment of a multi -agency task
group that would share sensitive information and establish operating protocols between the local EOC and the JOC is
necessary to maintain information and communication continuity. Fire, EMS, local law enforcement, emergency
management, and federal agencies all have different response philosophies, needs, and objectives within the recovery
process. The balance of information sharing, based on a need -to -know basis, will have to be closely regulated to reduce
friction between emergency responders. The safety of first responders and the public must be the highest priority.
XXV. EMERGENCY PUBLIC INFORMATION
Accurate and expedient dissemination of information is critical when a terrorist incident has occurred. Preservation of
life and property may hinge on instructions and directions from authorities. In the event of a terrorist attack, the public
needs to be provided with accurate and timely information. An act of terrorism is likely to cause widespread panic, and
ongoing communication of accurate and up to date information will help calm public fears and limit collateral effects of
the incident.
It is mandatory that the public affairs and media interface closely with emergency management and law enforcement so
as not to impede the ensuing criminal investigation and apprehension of the terrorist(s).
Public information during a terrorism event will be coordinated among the public information officers from all affected
agencies, including HSEM, the McLeod County Sheriff's Office, Hutchinson Police and Fire. Additional assistance
may be provided by, MN Department of Health, and area hospital public information officers. All agencies will work
together closely from the beginning stages of a terrorist incident to ensure that information is disseminated in an
accurate and timely fashion. Once state and federal agencies begin to join in the response effort, a Joint Information
Center (JIC) will be established to ensure that all agencies are sharing information appropriately and consistently.
XXVI. WARNING TO THE GENERAL PUBLIC
McLeod County must provide the general public with sufficient advance warning time for effective protective actions
and emergency plans to be implemented in case of an ongoing or pending release or explosion. The following warning
systems are available to disseminate warnings and warning information to the general public:
• IPAWS • Public address systems on police and fire
• CodeRED Mass Notification System vehicles
• Emergency Alert System (EAS) • RACES (Radio Amateur Civil Emergency
• Cable TV Override Service)
• Radio stations • Outdoor warning sirens
• Television stations
For purposes of transmitting warnings, the fastest & most effective means of dissemination will be used.
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XXVII. CONSEQUENCE MANAGEMENT INFORMATION
It is critical during emergencies of any kind that the emergency management response community speaks with one
voice. All public and media inquiries should be referred without comment to the public information officer (PIO) that
has been identified as the primary spokesperson for the incident.
The PIO will assess the public relations scope of the emergency, in concert with county leadership, and determine the
appropriate response to the media and public. The PIO will do everything possible to ensure the facts are accurately
conveyed to the media. While the PIO is gathering information, all media related inquiries should be given a pre -
approved statement. This will allow the PIO to gather information, network with the appropriate authorities, and
implement the response plan. The person responding to phone calls from the media should not deviate from the selected
statement.
Media will focus on the facts: who, what where, when, why and how. They will want to know how many people were
killed or injured, extent of injuries and degree of damage to building(s). Next, they are likely to concentrate on cost
figures. The PIO should have those figures on hand, broken down by personnel, equipment, logistics, communications,
etc., and be prepared to defend them.
The following are basic facts regarding the information component of a terrorist incident:
• McLeod County will appoint an individual to serve as the authorized spokesperson (PIO) for the County in times of
emergency. All public information releases or statements must be coordinated and disseminated through this PIO.
• The PIO, or his/her representative, will proceed to the site of the incident as soon as possible to gather information.
Emphasis will be placed upon conveying accurate information to the media as quickly as possible.
• Casualty information will be released only after the next of kin have been notified. The PIO will coordinate the
release of information with law enforcement personnel, medical examiner's office and hospital representatives at
the hospitals where the victims were admitted. The principles of the Privacy Act and Freedom of Information Act
will be strictly adhered to.
• Factual information will be provided to the press and authorities as quickly as facts have been verified. Every effort
will be made to quell rumors and correct misstatements.
• The initial press conference will be scheduled within 2 hours after the impact of the event. The exact time and
location will be included in the initial media statement. Thereafter, press conferences will be conducted
periodically as appropriate and taking into consideration the availability of those who will be participating.
• Spokespersons will not speculate on anything that is not positively verified, including cause of the incident, damage
estimates, losses, etc.
• Spokespersons will emphasize measures taken by local law enforcement and emergency responders to handle the
emergency and its effects.
• The PIO, or representative, will maintain a record of all incoming calls. The record will include date and time of
the call, the person calling, title, affiliation, phone number (and e-mail address, as appropriate), and the nature of the
inquiry. The PIO will attempt to respond to media inquiries within 1 hour with whatever information is available,
even if there is nothing new to report.
• The PIO will prepare news releases and/or statements for distribution to national, regional, and local media, as
appropriate. A record will be maintained that includes the media who were sent press materials such as news
releases, biographies and photos of key officials, fact sheets, and other supporting materials.
• The media will want visuals. A venue will be established at a safe distance where media representatives can
photograph the scene without interfering with the work of the emergency responders. In the event that access is
limited, the PIO may wish to consider using a pool. The PIO or a representative will escort pools at all times.
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XXVIII. CRISIS MANAGEMENT AND CRIME SCENE INFORMATION
Within the limits of the law, The City of Hutchinson and McLeod County will provide the media with information and
reports that will neither hinder nor adversely affect any ongoing criminal investigation being conducted by the County.
Only the Sheriff and his/her designees are authorized to provide crisis management/crime scene information to the news
media. Disclosure of active criminal investigative or intelligence information to the media shall be made only after
consultation with and concurrence of the person responsible for the investigation and concurrence from the other law
enforcement agencies involved. The McLeod County PIO will:
• Assist news media at the incident scene;
• Prepare and release news releases;
• Coordinate with the lead PIO for the conduct of news conferences;
• Coordinate the release of information about victims, witnesses, suspects, and arrested suspects.
XXIX. JOINT PUBLIC INFORMATION CENTER OPERATIONS
If a terrorism/WMD event is confirmed, there will be a significant number of different local, state and federal agencies
participating in the response. In order to ensure maximum coordination of agencies' information releases, a Joint Public
Information Center (JPIC) will be established to ensure consistency and accuracy. The JPIC will be in a single location
where the media will have access to information and the public affairs personnel from various agencies can consult with
one another. The resources of the JPIC will be made available to federal, state, local and volunteer agencies so that all
levels of government may conduct public information activities together. This is the best way to ensure that local, state
and federal officials are using the same information and are not making inconsistent statements. The JPIC may be
located in the McLeod County Law Enforcement center, or near the incident, depending on the circumstances of the
event.
XXX. PROTECTIVE ACTIONS
Once it has been determined that a toxic release has occurred or is possible, the appropriate protective action
recommendations for response personnel and the general public must be determined. First it must be determined if the
release is a nuisance (smoke, soot and dust, foul odor, etc.) or a threat to health and safety (hazardous plume,
contaminating particles, etc.). Key questions for evaluating the risk include:
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What material will people be exposed to?
How would the material be released?
How much material could people be exposed to?
Who will be exposed (institutional populations, age and health considerations, mobility, etc.)?
How would the exposure occur (skin contact, inhalation, asphyxiation, ingestion, physical trauma)?
How long could the exposure last?
How far away from the release could health and safety impacts occur?
Precautionary protective actions are taken for the protection of the public before the release of a hazardous material such
as in the case of a highly credible terrorist threat. Reactive protective actions are taken after the release has occurred.
Options for protecting the public from an atmospheric release of a toxic chemical include evacuation, shelter -in -place,
breathing and skin protection, or a combination thereof. The choice of which protective action to implement should be
based on many considerations.
Planning for protective actions must also address termination of the action in order to obtain the maximum health
benefits from evacuation or shelter -in -place. In the case of evacuation, re-entry can only occur after the gas cloud has
passed to avoid exposure to hazardous gas in the impact area. For shelter -in -place operations, timely egress from the
structure after the outdoor air is "clear" prevents continuing exposure from gases in the indoor air.
XXXI. EVACUATION
Evacuation may be required outside the perimeter of the scene to guard against further casualties, either from
contamination or any additional WMD devices that may be present.
Evacuation is the relocation of the public from an area of unacceptably high risk to an area of acceptably low risk. The
objective of an evacuation is to avoid or minimize exposure of the public to the hazardous material released. Types of
evacuation include:
• Preventive evacuation — temporary relocation of the public before the hazard actually affects the population;
• Protective evacuation — long term relocation of the population out of the hazard area;
• Rescue evacuation — relocation of victims after the hazard has impacted the populated area.
General requirements for implementing an evacuation include:
• Mechanism for public alert, warning and instruction;
• Available transportation vehicles;
• Accessible roadway network;
• Traffic control equipment and personnel;
• Evacuee reception and care facilities;
• Evacuation termination and re-entry procedures.
Authority to issue an immediate evacuation order for any vulnerable area is delegated to the Incident Commander
within a given jurisdiction, if the health and safety of persons within the critical evacuation area is in imminent danger.
Evacuation of all or any part (i.e., downwind) of a vulnerable area will be by geographic boundaries.
All evacuation routes will lead citizens toward reception centers. Once at the centers, citizens will be screened for
conditions requiring immediate medical attention, transported to medical facilities if necessary, and assigned to a
shelter.
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Strict traffic control measures will be utilized to permit ingress and egress emergency vehicles and equipment. City and
county law enforcement personnel will control traffic along evacuation routes. Periodic patrols of the evacuation routes
by law enforcement personnel will be used to maintain order, assist disabled evacuees, and report route impediments.
Traffic control points and barricades will be used to expedite the flow of traffic.
A. Evacuation of the General Public
The primary means of evacuating residents and visitors from the vulnerable areas will be private automobiles.
Households with more than one vehicle will be encouraged to taken only one car to minimize traffic congestion.
Announcements will be made via the media requesting that car-pooling arrangements will be made to accommodate
those without transportation of their own.
B. Schools
If evacuation is ordered during school session, all school children located within the vulnerable area will be placed on
school buses (or alternate transportation, and taken to a host school or the reception area. All children will remain
under the control of school personnel until turned over to the parents or responsible adult. At the host school, children
will be monitored and decontaminated if necessary. School personnel will maintain a listing of the number of
children picked up. Once the students are safe, the school buses may be directed to pick up residents who are without
transportation.
C. Medical Facilities
If required, medical facilities will be evacuated to facilities outside the vulnerable area using hospital transportation
supplemented by other available vehicles.
D. Incarceration Facilities
Prisoners and inmates of incarceration facilities will be evacuated to temporary housing. McLeod County Sheriff's
Office will be responsible for transportation.
XXXII. SHELTERING — IN — PLACE
Sheltering -in -place is the use of a structure and its indoor atmosphere to temporarily separate individuals from a
hazardous outdoor atmosphere. The objective of sheltering -in -place is to minimize exposure of the public to the
hazardous materials released. Indoor air can be isolated from outdoor air for temporary periods. "Normal" sheltering -
in -place consists of taking refuge in existing, unmodified structures, closing all doors and windows, and shutting off
heating and ventilation systems. Additional efforts to reduce infiltration may include taping windows and doors,
placing wet towels at doorsills, etc.
General requirements for implementing sheltering -in -place include:
• Mechanism for public alert, warning and instruction;
• Structures capable of closure;
• Impact area access control equipment and personnel;
• Method of rapidly determining when area is free of hazardous gases;
• Mechanism for post -emergency structure egress and ventilation.
In the event that a toxic cloud has become airborne and poses an immediate threat to persons attempting to evacuate, the
decision to recommend taking shelter indoors instead of evacuation may be made by the Incident Commander.
Residents will be notified to go indoors immediately, to close windows and doors, to turn off air conditioners and fans,
and to remain inside until they receive further instructions.
The decision to shelter -in -place will be based on the time of day, meteorological conditions, and expected duration of
the in place sheltering vs. the potential for exposure or injury due to evacuation. Normally sheltering -in -place will not
Emergency Operations Sensitive 229
be implemented for more than two hours. Protective actions for special needs facilities will be given separate
consideration.
XXXIII. BREATHING AND SKIN PROTECTION
For the general public, breathing and skin protection is the use of readily available materials to minimize inhalation or
skin contact with the materials. When breathing and skin protection are necessary, emergency information will be used
to instruct the public to use a clean dry or wet cloth as a breathing filter over the nose and mouth, to cover exposed skin,
and to wash skin and eyes during and/or after exposure. Breathing and skin protection should be used together with
evacuation or sheltering -in -place.
XXXIV. RECEPTION AND CARE OPERATIONS
Reception centers will be established for the purpose of expeditiously clearing evacuee traffic from the evacuation
routes, initial screening of evacuees for contamination, and providing food service and health and medical care to
evacuees. Following the initial screening and any required decontamination, a preliminary registration consisting of
name, address, and telephone number will be conducted.
If evacuees are expected to be out of their homes for an extended period of time, they will be mobilized and moved to
shelter locations or to temporary housing. A second, more detailed registration of evacuees will be accomplished at
shelters. American Red Cross representatives will collect personal data on evacuees on registration forms in accordance
with established procedures. Registration data will be tabulated and submitted to the EOC.
If a shelter facility is available in the immediate area, reception and shelter may occur in the same location.
XXXV. EXPOSURE CONTROL FOR EMERGENCY WORKERS
A. General
Local emergency response organizations will limit exposure to emergency workers by:
limiting the amount of time spent in hazardous areas; limiting entry into hazardous areas to the maximum extent
possible; and using protective clothing and equipment.
Because they are frequently the first on the scene, firefighters and law enforcement personnel should use proper safety
precautions when approaching a possible terrorist/hazardous material/WMD incident.
B. Exposure Monitoring
After notification/identification of a terrorist event with a hazardous material release, it is crucial to monitor and assess
its impact, both on -site and off. A detailed log of all sampling results should be maintained and health officials should
be kept informed of the situation. Decisions about response personnel safety, citizen protection, and use of food and
water in the area will depend upon an accurate assessment of spill or plume movement and concentration.
Exposure monitoring will be the responsibility of the HazMat Team. Recommendations for exposure limits will be
based upon resources from chemical manufacturers, NIOSH (National Institute of Occupational Safety and Health) and
current SOPs. Both initial and periodic monitoring is required at hazardous materials incidents. Initial monitoring must
be conducted to identify any immediate dangers to life or health (IDLH) concentrations or other dangerous situations,
such as the presence of secondary devices, flammable atmospheres, oxygen -deficient environments, and toxic
contaminants. Once chemicals have been identified, standard information sources such as NIOSH Pocket Guide to
Chemical Hazards and CHEMTREC (Chemical Transportation Emergency Center) should be consulted to identify
potential hazards, recommended exposure limits (REL's), permissible exposure limits (PEL's), emergency action,
personal protective equipment, and first aid procedures.
Emergency Operations Sensitive 230
C. EPA Levels of Protection
Based on the results of the preliminary evaluation, personal protective equipment must be selected and used. The
selection process is aided by consulting the Department of Transportation's Hazardous Materials Emergency Response
Guidebook and CHEMTREC. No single combination of protective equipment and clothing is capable of protecting
against all hazards. Generally, the greater the level of personal protective equipment used, the greater the risk to the
worker from such hazards as heat stress, physical and psychological stress, impaired vision, mobility, and
communication. Therefore, equipment should be selected that provides an adequate level of protection, but not over-
protection.
The U.S. Environmental Protection Agency (EPA) has four categories of personal protective equipment (PPE), based on
the degree of protection afforded.
Level A — To be selected when the greatest level of skin, respiratory, and eye protection is required. The following
constitute Level A equipment; it may be used as appropriate:
1. Positive pressure, full face -piece self-contained breathing apparatus (SCBA), or positive pressure supplied air
respirator with escape SCBA, approved by the National Institute for Occupational Safety and Health (NIOSH).
2. Totally encapsulating chemical -protective suit.
3. Coveralls M.
4. Long underwear M.
5. Gloves, outer, chemical -resistant.
6. Gloves, inner, chemical -resistant.
7. Boots, chemical -resistant, steel toe and shank.
8. Hard hat under suit (1)-
9. Disposable protective suit, gloves and boots (depending on suit construction, may be worn over totally -
encapsulating suit) .
Level B — The highest level of respiratory protection is necessary, but a lesser level of skin protection is needed. The
following constitute Level B equipment; it may be used as appropriate.
1. Positive pressure, full face -piece self-contained breathing apparatus (SCBA), or positive pressure supplied air
respirator with escape SCBA (NIOSH approved).
2. Hooded chemical -resistant clothing (overalls and long-sleeved jacket; coveralls; one or two-piece chemical -splash
suit, disposable chemical -resistant overalls).
3. Coveralls (1)
4. Gloves, outer, chemical -resistant.
5. Gloves, inner, chemical -resistant.
6. Boots, outer, chemical -resistant steel toe and shank.
7. Boot covers, outer, chemical -resistant, disposable-
8. Hard hat (1).
9. Face shield
Level C — The concentration(s) and type(s) of airborne substance(s) is known and the criteria for using air purifying
respirators are met. The following constitute level C equipment and may be used as appropriate.
1. Full -face or half -mask air -purifying respirators (NIOSH approved).
2. Hooded chemical -resistant clothing (overalls, two-piece chemical -splash suit, disposable chemical -resistant
overalls) .
3. Coveralls M_
Emergency Operations Sensitive 231
4. Gloves, outer, chemical -resistant.
5. Gloves, inner, chemical -resistant.
6. Boots, outer, chemical -resistant steel toe and shank.
7. Boot covers, outer, chemical -resistant, disposable-
8. Hard hat (')-
9. Escape mask.
10. Face shield (')-
Level D — A work uniform affording minimal protection; used for nuisance contamination only. The following
constitute Level D equipment and may be used as appropriate.
1. Coveralls.
2. Gloves. (')
3. Boots/shoes, chemical -resistant steel toe and shank.
4. Boots, outer, chemical -resistant, disposable.
5. Safety glasses or chemical splash goggles.
6. Hard hat. (')
7. Escape mask.
8. Face shield. (')
(') — Equipment optional, as applicable.
The types of hazards for which levels A, B, C, and D protection are appropriate are described below:
Level A should be used when:
• The hazardous substance has been identified and requires the highest level of protection for skin, eyes, and the
respiratory system based on either the measured (or potential for) high concentration of atmospheric vapors,
gases, or particulates; or the site operations and work functions involve a high potential for splash, immersion, or
exposure to unexpected vapors, gases, or particulates of materials that are harmful to skin or capable of being
absorbed through the skin;
• Substances with a high degree of hazard to the skin are known or suspected to be present, and skin contact is
possible; or
• Operations must be conducted in confined, poorly ventilated areas, and the absence of conditions requiring Level
A have not yet been determined.
Level B protection should be used when:
• The type and atmospheric concentration of substances have been identified and require a high level of respiratory
protection, but less skin protection;
• The atmosphere contains less than 19.5% oxygen; or
• The presence of incompletely identified vapors or gases is indicated by a direct -reading organic vapor detection
instrument, but vapors and gases are not suspected of containing high levels of chemicals harmful to skin or
capable of being absorbed through the skin.
Note: This involves atmospheres with IDLH concentrations of specific substances that present severe inhalation hazards
and that do not represent a severe skin hazard, or that do not meet the criteria for use of air -purifying respirators.
Level C protection should be used when:
• The atmospheric contaminants, liquid splashes, or other direct contact will not adversely affect or be absorbed
through any exposed skin;
Emergency Operations Sensitive 232
• The types of air contaminants have been identified, concentrations measured, and an air -purifying respirator is
available that can remove the contaminants; and
• All criteria for the use of air -purifying respirators are met.
Level D protection should be used when: the atmosphere contains no known hazard; work functions preclude splashes,
immersion, or the potential for unexpected inhalation of or contact with hazardous levels of any chemicals.
XXXVI. DECONTAMINATION
Decontamination will be performed by members of the HazMat Team using trained firefighting personnel and/or
qualified personnel from other agencies in accordance with established standard operating procedures. All workers
must be decontaminated when leaving a contaminated area. Since methods to be used change from one chemical to
another, medical or other authorities should be contacted to determine the most appropriate way of decontamination.
All equipment and clothing from a contaminated area should be stored in a controlled area near the incident site until
decontamination or proper disposal.
Contaminated equipment such as buckets, brushes, tools, etc., should be placed in containers and labeled. Partially
decontaminated clothing should be placed in plastic bags pending further decontamination or disposal. Respirators
should be dismantled, washed, and disinfected after each use, if possible.
Water used for tool and vehicle decontamination will be allowed to run into suitable collection ditches, holding ponds,
and other secure areas. Areas used for decontamination will be monitored for residual contamination. These sites will
be decontaminated with the assistance of MN Pollution Control Agency personnel and other appropriate federal and
state agencies.
Personnel who are injured in the affected area of hazardous materials emergency will be treated as possible
contamination victims until a determination can be made. Emergency medical personnel will take precautions to
prevent the spread of contamination from an injured person to medical support personnel and to medical equipment
until the injured person can be transported to a medical facility with injury decontamination capabilities.
CONVENTIONAL WEAPONS, EXPLOSIVES, AND INCENDIARY DEVICES
XXXVII. WEAPON TYPES
A. Conventional Weapons and Explosives
Conventional weapons include guns, rocket -propelled grenades, and similar weapons. Explosives include military
and commercial explosives, such as RDX, Tritonol, dynamite, and ammonium nitrate — fuel oil (ANFO). The
casualty potential of conventional explosive devices may be increased by packing metallic materials such as bolts or
nails around the explosive to generate lethal fragments that can inflict casualties at considerable distances.
B. Incendiary Devices
Incendiary devices are designed to ignite fires. They may use liquids, such as gasoline or kerosene, or gases, such as
propane, as their fuel. Incendiary devices have been a favorite weapon of terrorists due to the availability of materials
needed to build such devices.
C. Combination Device
Conventional explosive and incendiary materials may be used in combination to produce blast damage and fires.
Emergency Operations Sensitive 233
XXXVIII. WEAPONS EFFECTS
A. Conventional Explosives Significant blast damage to structures, including building and wall collapse, and blast
casualties; fragmentation casualties from bomb fragments, debris, and broken glass; fires are possible.
B. Incendiary Devices
Fires; secondary explosions are possible; burn casualties.
C. Combination Devices
Significant blast damage to structures, including building and wall collapse, and blast casualties; fires; fragmentation
casualties from bomb fragments, debris, and broken glass.
XXXIX. INDICATIONS OF USE
A. Conventional Explosives
• Prior warning or threat;
• Presence of triggering devices, such as blasting caps or timers;
• Explosive residue at scene or results from detection instruments;
• Indications of deliberately introduced fragmentation materials.
B. Incendiary Devices
• Prior warning or threat;
• Multiple fire locations;
• Signs of accelerants or results from detection instruments;
• Presence of propane/butane cylinders in other than typical locations;
• Presence of containers for flammable liquids.
XL. EMERGENCY RESPONSE GUIDANCE
If hazardous materials are encountered in the response to an attack with conventional explosives or incendiary
devices, consult the U.S. Department of Transportation Emergency Response Guidebook.
XLI. RESPONSE NEEDS
Personal protective equipment for emergency responders; Medical evacuation and treatment for mass casualties;
search and rescue teams for collapsed structures; firefighting; hazmat response team; mortuary support for mass
fatalities; evacuation assistance; access control for incident site; shelter and mass care for evacuees; investigative
resources; crime scene;
Bomb squad; CST.
XLII. CHEMICAL WEAPON FUNCTION RESPONSE ACTIONS
An emergency response incident that involves the release of any chemical or toxic materials will typically be
categorized as a hazardous materials (HazMat) incident. The emergency responders who arrive on the scene first,
however, must be capable of determining that a HazMat incident has occurred.
Rapid identification of the chemical or biological agents involved in any hazardous material incident is vital to the
protection of first responders and emergency medical personnel at local medical facilities, as well as to the
effective treatment of casualties.
In the event of a chemical agent incident, it is most likely that the first emergency personnel on the scene will be
law enforcement and fire/rescue. The former will almost never have chemical personal protective equipment
Emergency Operations Sensitive 234
(PPE) and should simply relay observations to the latter. Firefighter turnout gear is designed for fire and heat
resistance and provides only minimal protection against hazardous chemicals, but firefighters often have
sufficient respiratory protection (SCBA) available to allow for a rapid extraction and initial decontamination of
victims at a location away from the primary source.
In the event of a chemical or biological terrorist act, there is a need to protect two populations: the
responders/health care providers and the victims.
Law enforcement, fire and EMS personnel, followed at some point by a HazMat team, will initiate response to a
specific and immediately recognizable terrorist event. The following figure illustrates the linear sequence of
response actions in a chemical incident. The response to a chemical terrorist incident is similar to a HazMat
incident that public safety personnel contend with regularly.
Emergency Operations Sensitive 235
XLIII
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BIOLOGICAL WEAPON RESPONSE FUNCTIONS
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This section on biological weapon (BW] response functions addresses both crisis and consequence management.
Crisis management primarily is a law enforcement function that focuses on the measures taken to identify and
plan for the resources necessary to anticipate, prevent, and/or resolve a terrorist incident.
The response to a covert biological weapons release will vary greatly from the relatively linear sequence of
actions in a chemical event response. The diffuse, recursive activities involved in the identification and response
to a biological release are illustrated below.
Emergency Operations Sensitive 236
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To respond effectively to an unannounced bio-terrorist attack, local medical personnel will need to have tools and
training to quickly detect unusual medical symptoms in the population. These symptoms may include slight
changes in reported illnesses, many of which appear early on as normal flu symptoms. Therefore, response
planning should include measures to facilitate detection and identification of potential BW disease outbreaks at
the earliest moment, and administration of appropriate medical prophylaxis to avoid disease in exposed victims.
Response planning should also be geared to manage the onset of casualties so that all are dealt with in a
supportive and non -chaotic manner. The planned response systems should have the capability to deal with high
numbers of fatalities as well as facilitate the mobilization of resources necessary to deal with a major BW attack.
NUCLEAR AND RADIOLOGICAL WEAPON RESPONSE
Indicators
While conventional nuclear emergencies (including fixed -site incidents at commercial or research reactors and
transportation accidents) are many times more likely than a terrorist scenario, nuclear or radiological terrorism is a
realistic concern. Response to a nuclear or radiological incident is compounded by the nature of radiation itself.
Radiation is an invisible hazard. Unless confirmed by radiological detection equipment, the presence of a
radiation hazard is difficult to ascertain. Factors to consider include:
• A stated threat to deploy a nuclear or radiological device;
• The presence of nuclear or radiological equipment (e.g., spent fuel canisters or nuclear transport vehicles;
• Nuclear placards or warning materials along with otherwise unexplained casualties.
Emergency Operations Sensitive 237
The scenarios constituting an intentional nuclear or radiological emergency include:
• Improvised Nuclear Device (IND) — is any explosive device designed to cause a nuclear yield.
• Radiological Dispersal Device (RDD) — is any explosive device utilized to spread radioactive material upon
detonation.
• Simple Radiological Dispersal Device — is a device that spreads a radiological material without the use of an
explosive.
First Responder Concerns
Treat all nuclear or radiological incidents as HazMat situations. Whenever it is believed that a radiological agent or
radioactive material has been released, assume that all personnel and property have been potentially contaminated
within the release area.
These incidents will require specialized resources/experts such as Health Physicists, Radiological Safety Officers,
and the Department of Energy (DOE) Nuclear Emergency Search Team (NEST) to identify the exact nature of the
nuclear material.
Identify the source of contamination and designate hazard control zones (Hot, Warm, and Cold). Immediately
initiate personal protective measures with special emphasis on respiratory protection. The goal is to limit exposure
to a level "As Low As Reasonably Achievable (ALARA)." This is achieved through the three factors of time,
distance, and shielding. Monitor and evaluate personnel for exposure and contamination. Equipment and clothing
must be assessed for contamination and decontaminated or contained, as needed.
Rescue is dependent upon the type of radioactive material involved, the dose received, and duration of exposure.
Remove victims from the source area. PPE requirements for rescue are dependent upon the type of radiation
emitted, as follows:
Alpha Particles: First responders wearing SCBA respiratory protection and turnout gear are sufficiently
protected.
Beta Particles: First responders wearing SCBA respiratory protection and turnout gear have sufficient protection
for a "quick in and out" rescue situation.
Gamma and Neutron: Limiting the duration of exposure (time in the hazardous environment) is the only viable
first responder precaution while wearing SCBA respiratory protection and turnout gear.
Serious health consequences accompany exposure to large amounts of radiation. Radiation sickness may occur
after an exposure to large amounts of radiation following a nuclear attack or major radiation incident. Individuals
suffering from radiation injuries are not radioactive once decontaminated.
Patient Treatment
Limit further exposure to radiation source. Wrap victim in blanket or plastic sheeting to limit spread of surface
contamination.
Treat life -threatening injuries first; then treat additional traumatic injuries sustained in the incident; then provide
symptomatic treatment for radiation illness.
Ensure assessment of radiological contamination with radiological detection equipment prior to decontamination.
Positive readings indicate the need for decontamination. Preliminary decontamination should be done before
transport to the hospital, if medical status permits. Contaminated clothing and runoff should be contained and
labeled "Radioactive."
Emergency Operations Sensitive 238
Transport victims to a medical facility for definitive treatment. The medical facility must be notified in advance
that patients exposed to radiation are enroute. If possible, protective plastic sheeting should be applied to the
interior of the ambulance to minimize potential contamination. The ambulance must be decontaminated prior to
return to regular service.
A contaminated person must first have his/her clothing removed. If the body is contaminated, warm and soapy
water can be used to gently wash the affected area and rinse off the particle emitting radiation. Even adhesive tape
can be used to lift off the particle.
Neither abrasive scrubbing nor hot water is used, since either can open the skin and allow particle to enter the body.
Measuring Radiation
Radiation can be measured by Radiation Absorbed Dose (RAD) . The RAD is a unit of measurement for energy
deposited in any material from any form of radiation (Alpha, Beta, Gamma, and X-ray). The RAD is 1 ergs of
energy deposited in one gram of material. The following table illustrates the effect of radiation measured in RADS
on personnel.
Radiation Exposure Effects on Personnel
RAD Dose Initial Symptoms Time of Performance Final Disposition
Range Initial Capability (Mid -
Symptoms Dose Range)
(Approx.)
0 to 75 None to slight incidence of 6 to 12 hours Effective No restriction
transient headache and
nausea. Vomiting in up to
5% of personnel in upper
part of range.
75 to 100 Transient mild nausea and
vomiting in 5-30% of
personnel.
6 to 20 hours Effective
150 to 300 Transient mild to moderate 3 hours to 2
nausea and vomiting in days
20% to 70% of personnel.
Mild to moderate
fatigability and weakness in
25- 60% of personnel.
DT: PD from 4
hours until
recovery
UT: PD from 6 to
19 hours
PD: 6 weeks until
recovery
No deaths, no
restriction
No restriction; less
than 5% deaths at
low end of exposure
range; death may
occur in 10% of
personnel
300 to 530 Transient moderate nausea 2 hours to 3 DT: PD from 3 No restriction at low
and vomiting in 50-90% of days hours until death end of exposure
personnel. Moderate or recovery. range; less than 10%
Emergency Operations Sensitive 239
fatigability in 50-90% of UT: PD from 4 deaths. At high end
personnel. hours until 40 of exposure range,
hours, and 2 weeks death may occur in
until death or more than 50% of
recovery. personnel beginning
after 4 weeks.
530 to 830 Moderate to severe nausea 1 hour to 2 DT: PD from 2
At low end of
and vomiting in 80-100% days hours until 3
exposure range,
of personnel. weeks. CI form 3
death may occur in
weeks until death.
more than 50% of
personnel beginning
after 4 weeks. At
high end of exposure
range, 99%,
beginning after 3
weeks.
830 to Moderate to severe
2 hours to at
DT: PD from 2 1,000 RAD: death in
1,500 fatigability and weakness in
least 6 weeks
hours to 2 days 1 to 3 weeks
90-100% of personnel.
and 7 days until 4
weeks
Over 1,500 Moderate to severe nausea,
45 minutes to
DT: P❑ 1 hour
vomiting, disorientation,
2 'Iz days
until 6 hours and 1
and dizziness in 100% of
1/2 days until 1
personnel; moderate fluid
week.
loss in 80% of personnel
Cl: 6 hours until 1
1/2 days and 1 week
until death.
UP P❑ 1 1/2 hours
until 8 days. CI: 8
days until death.
DT = Demanding Task
UT = Undemanding Task
PD = Performance Decrement (25% to 75% of performance level)
CI = Casualty Ineffective (<25% of performance level)
Emergency Operations Sensitive 240
Attachment 1: Initial Unit Response General Checklist
First Responder Initial Actions:
• Isolate the area
• Deny entry
• Control egress of victims to the maximum extent possible
• Approach the scene from uphill and upgrade: a chemical aerosol release will be heavier than air and will
contaminate responders entering the scene in most cases (exceptions include hydrogen cyanide, etc.)
• Wind direction and weather conditions at scene
• Stop, Look, and Listen: evaluate the incident scene and determine whether or not the scene is safe to enter. Do not
rush in.
• Enter the scene wearing the proper personal protective equipment. This initial entry for rapid rescue and recon.
• Stay clear of spills, vapor and smoke
• Be aware of the potential for a secondary device or sniper
• Be mindful of enclosed or confined areas
• Warn incoming units of potential hazard and/or exposure
• A terrorist incident is a crime scene; whenever possible, maintain the integrity of the scene.
• Number of apparent victims.
• Type of injuries; symptoms presented.
• Nature of NBC agents (if known) from detection equipment, monitors, and signs and symptoms.
• Initial scene control perimeter and command post locations.
Emergency Operations Sensitive 241
Attachment 2: Identification of a Potential WMD Attack General Checklist
A terrorist attack may involve a high explosive, radiological, biological, or chemical weapon. The response to all of
these incidents is similar. The extra precautions should be centered on the possibility of a secondary device and the
potential exposure to a radiological, biological or chemical release. The identification of a biological exposure can take
hours to weeks and is not readily identifiable as a dangerous exposure. The chemical incident presents an identifiable
incident. The following is a generic list of potential signs that will alert the first responder to a terrorist WMD event.
• Reported small explosion with mass casualties.
• Unexplained casualties
• Multiple victims
• Serious illness
• Nausea, trouble breathing
• Convulsions
• Definite casualty patterns
• Unusual liquid, spray, droplets, oily film, powder, or vapor
• Unexplained odors
• Low clouds/fog unrelated to weather
• Suspicious devices and packages
• Unusual metal debris
• Abandoned spray devices
• Unexplained munitions
• Unusual dead or dying animals (this can be affected by the season)
• Sick or dying animals and marine life (note: this condition would not occur in the early stages of a biological
incident)
• Lack of insects
• Signs and symptoms not consistent with location (for example, signs and symptoms of organophosphate poisoning
at an office complex).
Emergency Operations Sensitive 242
Attachment 3: Incident Commander General Assessment
• Be Aware
• Approach scene from upwind/upgrade.
• Wear at least respiratory protection immediately.
• Alert other first responders of potentially dangerous conditions.
• Restrict entry into area.
• Evaluate victims' signs and symptoms and alert others.
Scene Assessment:
• Advise access route and staging area.
• Request appropriate specialized resources such as Hazmat Teams, etc.
• Confirm the location with the 911 operators.
• Exact location of incident (type of occupancy)
• Warn all incoming units of a potential WMD exposure.
• Require responders to don full turnouts and SCBA.
• Evacuate or shelter -in -place persons in the potential at risk areas to minimize potential exposure.
• Immediately isolate the area 1500 feet in all directions, if possible.
• Report wind and weather patterns; get report from proper authorities
• Weather description
• Wind direction
• Wind speed
• Outside temperature
• Time of day
• Note direction of vapor/cloud movement
• Observe, identify and report types of injuries and symptoms presented (potentially none if a recent biological
incident) .
• Identify and/or designate a person to construct and document a history of the incident scene.
• Obtain information from witnesses (what they saw and heard).
• Identify nature of agent and type of exposure.
• Designate hazard control zones (Hot, Warm and Cold) considering weather effects.
• Establish a gross decontamination corridor for ambulatory victims.
• Establish a warm zone holding area for decontaminated ambulatory victims.
• Establish a secondary/technical decontamination corridor.
• Scene security and escape routes.
• Establish a 360-degree control of access to the scene.
• Assess victims.
• Isolate the severely exposed from the ambulatory.
• Direct the walking wounded to patient collection points.
• Establish liaison person to be a point of contact for arriving and departing personnel.
• Call for expert assistance, additional assistance, and special response teams as soon as possible. Remember
the time delay required for special teams to respond.
Emergency Operations Sensitive 243
Attachment 4: Victim Management General Checklist
• Manage victim hysteria with forceful, calm approach.
• Control evacuation: evacuate and decontaminate as quickly as possible.
■ Move victims to warm zone.
■ Conduct gross decontamination.
■ Transport in cold zone.
• Designate Cold Zane for:
• Triage
• Recording of personal information
• Alert incoming units of potential hazard and exposure.
■ Coordinate with incoming unit's victim management protocol.
• Notify hospitals of possible self -admitting contaminated victims and imminent arrival of victims from the incident
scene.
• Provide estimate of number of victims.
• Provide signs and symptoms of victims.
• Identify the need for decontamination of self -admitting victims.
• Consider the deployment of additional assets to hospitals for decontamination.
Emergency Operations Sensitive 244
Attachment 5: Protective Action Decision -Making Checklist
Instructions: The six major considerations for determining the appropriate protective actions are highlighted. The
additional bullets are provided to help decision -makers think through all of the detailed issues that may need to be
considered. Each item does not need to be individually checked off the list. Decision -makers should note specifics
related to that event which should be considered in the protective action decision -making process.
Cnnsideratinns
The hazardous material and its configuration:
• Physical state and characteristics
• Thermal or pressure impacts
• Effect of vapor pressure and density of material movement
• Effect of terrain on plume movement
• Solubility of the material
• Proximity and reactivity with other hazardous materials
• Health effects (short term immediate vs. long term or unknown)
• Methods of exposure (respiratory, skin contact, ingestion, etc.)
The population at risk:
• Proximity of the population to the source (elevation, distance, upwind or downwind)
• Population characteristics
• Density (urban, suburban, rural)
• Types (residential, institutional, commercial, industrial, recreational, seasonal)
• Age distribution (children and elderly can be more severely affected)
• Cultural and ethnic differences (including languages other than English)
Time factors:
• Rate of escalation of the release and movement of the substance
• Speed of recognition of abnormal conditions
• Feasibility and duration of release prevention methods
• Feasibility and duration of release control methods
• Feasibility and effectiveness of plume control methods
• Rate of release termination and de-escalation of the emergency
• Time of day (i.e. at night residential families are together and commercial areas are typically
empty, in the daytime families are separated and commercial areas are occupied,
etc.)
• Season of the year (higher populations in winter, tourists unfamiliar with the area, special
events with large populations, etc.)
• Time needed for public warning and instruction (includes the time to actually disseminate
the warning and the time the public needs to comprehend and act on the warning
— delay of 30-60 minutes or more in taking a protective action is possible)
• Time needed to evacuate (mobilization and travel time) and/or shelter -in -place
(implementation time as well as speed of structure egress/ventilation)
• Duration of protective action
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Meteorological conditions:
• Effect on plume movement and dispersion
• Wind speed and direction
• Atmospheric stability
• Precipitation
• Impact on protective action effectiveness
• Evacuation travel times may be lengthened
• Structure infiltration rates can be increased
• Impact on behavior of public sheltered -in -place (use of heating, air conditioning, mechanical
ventilation and window opening)
• "Local" meteorology (natural & manmade features which may influence wind direction & speed
• Effect of meteorological conditions
Communications capabilities:
• With the emergency response team
• Notification
• Mobilization
• Command
• Coordination
• With the public
• Alert and warning (system and speed)
• Door to door
• Public address system
• Mobile sirens
• Building alarm systems
• Weather alert radios
• Emergency Alert System
• Cable TV override
• Mass notification system
• Emergency instruction (on specific protective action recommendations)
• Ongoing communication (status, new instructions, reassurance)
• Termination of protective actions
Emergency response capabilities:
• Capability to establish and maintain control of a protective action
• Available response resources and capabilities
• Public alert and warning capability
• Personnel for access and traffic control
• Facilities and resources to receive and shelter evacuees
• Air monitoring capabilities
• Resources to control re-entry
• Additional resource needs
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Attachment 6: Bomb and Bomb Threat Response Checklist
Bombs:
Bombs can be constructed to look like almost anything and can be placed or delivered in any number of ways. The
probability of finding a bomb that looks like the stereotypical bomb is non-existent. The only common denominator
that exists among bombs is that they are designed or intended to explode.
Most bombs are homemade and are limited in their design only by the imagination of, and resources available to, the
bomber. Remember, when searching for a bomb, suspect anything that looks unusual and let the trained bomb
technician determine what is or is not a bomb.
Immediate Response Actions and Notifications:
• Persons in the at -risk area should be rapidly evacuated and evaluated by medial/public health professionals as
appropriate.
• Local police, bomb technicians, and FBI agents.
• Fire, EMS and HazMat.
Local and state health and environmental departments.
Treat as a crime scene.
Incident Plan-
• Designate a chain of command.
• Establish a command center.
• Decide what primary and alternate communications will be used.
• Establish clearly how and by whom a bomb threat will be evaluated.
• Decide what procedures will be followed when a bomb threat is received or device discovered.
• Determine to what extent the available bomb squad will assist and at what point the squad will respond.
• Provide an evacuation plan with enough flexibility to avoid a suspected danger area.
• Designate search teams.
• Designate areas to be searched.
• Establish techniques to be utilized during search.
• Establish a procedure to report and track progress of the search and a method to lead qualified bomb technicians
to a suspicious package.
• Have a contingency plan available if a bomb should go off.
• Establish a simple -to -follow procedure for the person receiving the bomb threat.
Response Plan for a Detonated Device:
• Be alert for secondary devices.
• Persons in the at -risk area should be rapidly evacuated and evaluated by medical/public health professionals as
appropriate.
• Treat as a crime scene.
• Follow local protocols for evaluating risk regarding potential explosive devices.
• Coordinate efforts with local/regional bomb squad and the local FBI office.
• Evaluate for potential chemical, biological, or radioactive source material if an explosive device is ruled out.
• Follow local plans for requesting additional assistance if radioactive source material appears to be present.
• Establish perimeter security denying entry into the crime scene.
• Follow Evidence Response Team (ERT) protocols.
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Response Strategy:
• Evaluate need to evacuate or protect in place.
• Preserve crime scene.
• Alert hospitals regarding imminent mass casualties. Consider use of field hospitals.
• Coordinate control of personnel.
• Restrict scene access.
• Conduct evacuation.
■ Provide scene security.
■ Estimate number of casualties.
■ Arrange for transportation.
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Attachment 7: Chemical Incident Facts
Hazard Assessment:
• Requires a dispersion device typically for aerosol generation.
• Requires dispersion device (i.e., explosion).
• Can be found as a solid, liquid, or gas.
• The less volatile the agent, the more persistent.
• Clinical effects vary from immediate to hours.
• Effects of chemical threat agents are affected by:
• Temperature
• Humidity
• Precipitation
• Wind speed
• Nature of terrain and buildings
• The five classes of chemical threat agents all may produce incapacitation, serious injury, and/or death. Dose
dependent in each victim.
• Effects range from mild to deadly.
Types of agents:
• Nerve Agent Symptoms: runny nose, localized sweating, dimness of vision, pinpoint pupils, tightness in chest,
difficulty breathing, drooling, cramping, frontal headaches, involuntary jerking and twitching, drowsiness, coma,
convulsions, nausea, cessation of breathing, death.
• Vesicant Agent Symptoms: acts first as a cell irritant, later as a cell poison. Local conjunctivitis, reddening of
skin, formation of blisters, inflammation of nose, throat, brachia, bronchi, and lung tissue.
• Blood Agent Symptoms: Cherry red skin or 30% cyanosis. Victims appear to be gasping for air. This may cause
nausea and tearing. Convulsions pre -death. Effects are like asphyxiation, but more sudden.
• Choking Agent Symptoms: tearing, dry throat, apparent choking, painful coughing, tightness in the chest,
headache, nausea, vomiting, dyspnea, 2 to 6 hours until pulmonary edema, severe pneumonia.
• Vomiting Agent Symptoms: cold -like symptoms, plus violent, uncontrolled sneezing, coughing, nausea, and
vomiting.
• Riot Control Agent Symptoms: immediate tearing, possibly involuntary closing of the eyes, choking. Effects can
occur within seconds, but seldom persist more than a few minutes after exposure.
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Attachment 8: Chemical Incident Checklist
Response Strategies:
Scenario: An anonymous caller indicates a chemical agent threat (no release) :
• Dispatch local law enforcement and FBI agent(s).
• Initial arriving responders should consider whether full fire/rescue response is needed, whether a device or suspicious
material is present, or individuals are symptomatic (notify local hospitals and health department as SOPs
indicate) .
• Incident commander will decide whether the State hazmat team is needed.
• All first responders will treat the incident site as a crime scene.
• Persons in the at -risk area should be rapidly evacuated and evaluated by medical/public health professionals as
appropriate.
• Law enforcement will conduct a secondary survey of the site:
• Gather information at the scene through observation only (threat assessment to determine credibility of a
threat) .
• Search to confirm substance or additional package/envelope is present.
• Assess building ventilation system to rule out forced entry and tampering.
• Inspection of the building ventilation system may be warranted based on the search.
• Attention should be focused on appliances or devices foreign to the surroundings.
Scenario: A package/device with a potential threat of a chemical agent (present or released) :
• Wear the highest level of personal protective equipment (PPE) until additional agent information indicates otherwise.
• Be alert for secondary devices.
• Persons in the at -risk area should be rapidly evacuated and evaluated by medical/public health professionals as
appropriate.
• Notify Police, bomb technicians, and FBI agent(s).
• Notify Fire/Rescue and HazMat.
• Notify local hospitals and state health and environmental departments.
• Treat as a hazardous materials crime scene.
• Follow protocols for evaluating risk regarding potential explosive devices.
• Coordinate efforts with regional bomb squad and the local FBI office if an explosive device is not ruled out.
• Evaluate for potential chemical, biological, or radioactive source material.
• Establish perimeter security denying entry into the incident site.
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Attachment 9: Biologic al Incident Facts
Types;
• Bacteria (e.g., anthrax, plague)
• Virus (e.g., smallpox, viral hemorrhagic fevers)
• Toxins (e.g., ricin, botulism)
Bacteria and virus types are living organisms that:
■ Enter the body via inhalation, ingestion, or breaks in skin.
• Grow and reproduce.
• Can be contagious and cause an epidemic.
Toxins are not living organisms:
• Toxins enter the body the same as pathogens.
• Toxins are not contagious.
Characteristics:
■ Requires a dispersion device typically for aerosol generation.
• Non-volatile.
• Are not absorbed through intact skin.
• More toxic by weight than chemical agents and industrial chemicals.
• Poses a possible inhalation hazard.
• Have a delayed effect ranging from several hours to days to weeks,
• Are invisible to the senses.
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Attachment 10: Biological Incident Checklist
Response Strategy:
Scenario: An anonymous caller indicating a biological agent (e.g., anthrax) threat or envelope (letter unopened, no
release) .
• Law enforcement should respond including local police and FBI agents.
• Incident commanders should consider whether full fire department response is needed unless device or suspicious
material is present or individuals are symptomatic (notify MDH as SOPS indicate).
• Incident commanders should consider whether full HazMat response is needed unless device or suspicious
material is present or individuals are presenting with symptoms (notify MDH as SOPs indicate).
• Treat as a crime scene.
• Persons in the at -risk area should be rapidly evacuated and evaluated by medical/public health professionals as
appropriate.
• Information gathering at the scene (threat assessment to determine credibility of a threat).
• Screen package/envelope by bomb squad to ensure no dispersal mechanism/device inside.
• Double bag the envelope and place in a suitable container such as an evidence paint can.
• Control the material as evidence with documentation of "chain of custody" and follow the FBI plan for laboratory
analysis through the local FBI office.
• Search to confirm substance or additional package/envelope is present.
• Assess the building ventilation system to rule out forced entry and tampering.
• An inspection of the building's ventilation system may be warranted based on the assessment.
• Attention should be focused on appliances or devices foreign to the surroundings.
Scenario: A package/envelope/device with a potential threat of a biological agent (present or released).
• Local police, bomb squad and FBI agents.
• Fire, EMS and Hazmat units.
• Local and state health and environmental departments.
• Treat as a HazMat/crime scene.
• Persons in the at -risk area should be rapidly evacuated and evaluated by medical/public health professionals as
appropriate.
• Follow local protocols for evaluating risk regarding potential explosive devices.
• If an explosive device is not ruled out, coordinate efforts with local/regional bomb squad and the local FBI office.
• Evaluate for potential chemical, biological or radioactive source material.
• If radioactive source materials appear to be present, follow local plans for requesting additional assistance.
• Perimeter security denying entry into crime scene.
• Follow Evidence Response Team (ERT) protocols for documenting the crime scene.
• Decontamination at the site should only be considered for the individual(s) who came in direct physical
contact/inhalation with alleged biological agent.
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• Remove and double -bag clothes and/or provide on -site shower.
• Immediate medical evaluation and transport to a medical facility are usually not indicated. This decision can be
made in conjunction with the local health officer based on a threat assessment.
• Even in a "true" release, prophylaxis can be temporarily delayed until definitive agent identification is completed.
• Clothing of exposed persons should be removed at home and either routinely laundered or double -bagged for
evidence purposes based on instructions.
Other Considerations:
■ Law enforcement personnel should interview all potential victims and document their names, addresses, and
phone numbers.
• Decisions to provide treatment for biological threat agents should be made by public health officials.
• Consider mental health of potentially exposed persons.
• It is important that sample results be relayed to exposed victims once available to either initiate additional medical
procedures if positive or allay fears if negative.
• If explosive devices are ruled out and the evaluation for potential chemical, biological, or radioactive source
material is negative, then response continues as a law enforcement investigation.
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Attachment 11: Radiological Awareness Information and Checklist
Definitions:
• Radiation is the energy in the form of waves and particles from a source, traveling through a material or through
space. Most of the 92 naturally occurring elements on earth are relatively unstable and are constantly changing.
As they change into more stable forms, they release particles or waves of energy called radiation. Radiation can
be either non -ionizing (low energy and harmless) , such as television or radio waves, or ionizing (high energy and
potentially harmful) .
• Radiation Dispersal Device (RDD) is any device that is intended to spread radioactive material. An improvised
nuclear device can also be an RDD if the explosion does not cause a nuclear yield, but "fizzles", spreading
radioactive material. The initial explosion kills or injures those closest to the bomb, while radioactive product
remains to expose and contaminate survivors and emergency responders.
Types of Radiation Injury
• External Irradiation: occurs when all or part of the body has been exposed to penetrating radiation from an
external source.
• Contamination: radioactive material in the form of gases, liquid, or solids are released into the environment and
contaminate people externally, internally or both.
• Incorporation: refers to the uptake of radioactive materials by body cells, tissues, and target organs (organs that
specific isotopes have an affinity to). Incorporation cannot occur unless internal contamination has occurred.
• Combined Radiation Injury: occurs when there is a combination of all of the above injuries and is complicated by
traumatic injury.
Immediate Response Actions and Notifications:
• Persons in the at -risk area should be rapidly evacuated and evaluated by medical/public health professionals as
appropriate.
• Local police, bomb technicians, and FBI agents.
• Fire, EMS and HazMat.
• Local and state health and environmental departments.
• Treat as a HazMat/crime scene.
• EOC should immediately notify the Department of Energy (DOE).
Personal Protection:
• Using the following procedures may reduce the effects of radiation exposure:
• Time: reduce the amount of time spent in a radiation field. This can be accomplished by the following:
• Pre -plan and discuss your task thoroughly before entering the area.
• Perform as much preparation as possible outside of the area. Have all necessary tools ready before entering the
area.
• Take the most direct route to and from the source.
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• Do not loiter in an exposed area.
• Work efficiently but swiftly.
• Distance: to reduce exposure, increase the distance between you and the source. Alpha particles will only travel a
few inches from the source; beta will not travel more than a few yards, while gamma particles and neutrons will
travel extensive distances.
Exposure may be minimized by:
• Staying as far away from the source as possible.
• Moving away from the source during work delays.
• Using remote handling devices when possible.
• Always work a minimum of arm's length away from the source.
• Shielding: to reduce the amount of exposure you receive, increase the amount of shielding between you and the
source. For example, alpha particles cannot penetrate paper or skin. Beta particles can penetrate a few
millimeters of tissue or the eyes; aluminum foil or a book can block it. Gamma particles can penetrate the human
body. The intensity can be reduced by steel, concrete, earth or lead.
Exposure may be minimized by:
• Wearing safety glasses to protect your eyes from beta radiation.
• Installing temporary shielding of lead or concrete blocks as protection from gamma particles.
• Decontamination: personal decontamination can be accomplished in four steps:
• Wet down the patient(s) with water so that the radioactive material adheres to the clothing and skin after
evaluation by meter. This reduces the potential for particles becoming airborne and the potential for inhalation
and/or ingestion.
• Remove the patient's clothing and contain it properly.
• Flush the body with copious amounts of water and wash with soap and water. The runoff from this step MUST
be contained and disposed of properly. Weather conditions may be a factor.
• Cover the patient for protection from the elements. This may be an immediate issue based on weather conditions.
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Appendix A: Obtaining Assets from Federal Agencies during a Terrorism Incident
Military Resources:
• The lead agency for military support is the Minnesota National Guard for all requests involving terrorism.
Federal and military support from the Department of Defense (DOD) must be obtained through procedures
prescribed by the Federal Weapons of Mass Destruction (WMD) statute.
Request for Military Support:
• The Governor may activate and deploy the National Guard, based on the state's ability to provide the requested
support.
• Security forces
• Transportation — supply service company
• Aviation support
• Medical assistance — special care shelters
• The federal government may also deploy the following at the order of the President of the United States.
• Command and control section
• Technical operations — terrorism
• Security
• Transportation
• Aviation support
• Communications
• Medical
• Quartermaster
• Field kitchens
• Vehicle fuel
• Engineering
• Temporary shelter — tents
Request for State/Federal Assistance:
• Requests for state and federal assistance are made to the State Duty Officer. Additional resources can be obtained
from other municipalities through mutual aid agreements and requests to the Duty Officer.
• Additional federal assistance is available through normal request procedures used during disaster operations.
Federal statutes set forth proper procedures for requesting additional assistance.
• The FBI notifies the Federal Emergency Management Agency (FEMA) and other federal agencies providing
direct support to the FBI during a credible threat of terrorism. The FBI initiates a threat assessment process that
involves close coordination with federal agencies with technical expertise to determine the viability of the threat
from technical, tactical, and behavioral standpoints.
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If warranted, the FBI implements an FBI response and simultaneously advises the Attorney General, who notifies
the President and National Security Council (NSC) groups as needed, that a federal crisis management response is
required. If authorized, the FBI activates multi -agency crisis management structures at FBI Headquarters, the
responsible FBI field office, and the incident scene. Federal agencies requested by the FBI, including FEMA,
would deploy a representative(s) to the FBI Headquarters Strategic Information and Operations Center (SIOC)
and take other action as necessary and appropriate to support crisis management. (The FBI provides guidance on
the crisis management response in the FBI WMD Incident Contingency Plan).
If the threat involves WMD, the FBI Director may recommend to the Attorney General, who notifies the President
and NSC groups as warranted, to deploy a Domestic Emergency Support Team (DEST). The mission of DEST is
to provide expert advice and assistance to the FBI on -Scene Commander (OSC) related to the capabilities of the
DEST agencies and to coordinate follow-on response assets. When a Joint Operations Center (JOC) is formed,
DEST components merge into the JOC structure as appropriate. (The FBI provides guidance on the DEST in the
PDD-39 Domestic Deployment Guidelines [classified]).
The FBI field office responsible for the incident site modifies its Command Post to function as a JOC and
establishes a Joint Information Center (JIC). The JOC structure includes these standard groups: command,
operations support, and consequence management. The JOC command plays an important role in ensuing
coordination of federal crisis management and consequence management actions. Response issues that affect
multiple agency authorities, including local, state, and federal, and responsibilities will be coordinated within the
JOC. The FEMA representative will coordinate and expedite consequence management actions from the JOC.
The FBI may request additional support, including but not limited to:
• Department of Defense (DOD). As directed in PDD-39, the DOD will activate technical operations
capabilities to support the federal response to threats or acts of WMD terrorism. DOD will coordinate
military operations within the United States with the appropriate civilian lead agencies for technical
operations.
• Department of Energy (DOE). As directed in PDD-39, the DOE will activate technical operations capabilities
to support the federal response to threats or acts of WMD terrorism. In addition, the FBI has concluded
formal agreements with potential lead federal agency (LFA) of the Federal Radiological Emergency Response
Plan (FRERP) that provide for interface, coordination, and technical assistance in support of the FBI's
mission.
Department of Health and Human Services (DHHS). As directed by PDD-39, the DHHS will activate
technical operations capabilities to support the federal response to threats or acts of WMD terrorism. DHHS
may coordinate with individual agencies identified in the DHHS Health and Medical Services Support Plan
for Federal Response Acts of Chemical Biological (CB) Terrorism, to sue the structure, relationships, and
capabilities described in the DHHS plan to support response operations.
Environmental Protection Agency (EPA) . As directed by PDD-39, the EPA will activate technical operations
capabilities to support the federal response to threats or acts of WMD terrorism. The EPA may coordinate
with individual agencies identified in the National Oil and Hazardous Substance Pollution Contingency Plan
(NCP) to use the structure, relationships, and capabilities of the national response system as described in the
NCP to support operations.
Federal Emergency Management Agency (FEMA). Notification from the Governor to the President of the
United States requesting federal assistance for Urban Search and Rescue (USAR) capabilities. This can open
FEMA's response of up to 28 FEMA USAR teams, each with 62 personnel and a full compliment of rescue
equipment.
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Appendix B: CST (WMD) Mission Brief
Full Name: Civil Support Teams (Weapons of Mass Destruction). Formerly Rapid Assessment & Initial Detection
(RAID)
Role in WMD Response: National Guard CST (WMD) have a three-part mission to (1) provide the civilian Incident
Commander with initial detection and identification of chemical, biological, radiological and nuclear agents; (2) to
assess their impacts and recommend actions to mitigate them, and: (3) facilitate the request and arrival of follow-on
resources.
Strength and Disposition: Each team is made up of 22 full-time National Guard soldiers and airmen. Specialty skill
areas represented on the teams include command/operations, hazard modeling, chemical, medical, occupational
health, scientific analysis, communications, and logistics. In addition to their military occupational specialties, CST
(WMD) team members become trained and certified in the Incident Command System, HAZMAT Technician
operations and other civilian programs.
General Capabilities: Each team is part of the state -level emergency response effort under the direction of each
governor. Established by Congress, the teams are designed to offer federal -level capabilities, but in a state -response
level time frame and under state control. Local and state jurisdictions are not charged for CST (WMD) response, as it
is a federally funded program.
The CSTs provide an overlapping coverage and reinforcement to each other through either interstate compacts or
federalization. The teams can self -deploy in their surface vehicles, or may be lifted by military air. Once on scene,
the teams are a resource working directly for the civilian Incident Commander (IC) under the standardized Incident
Command System.
The CSTs provide specialized capabilities to the IC. The teams have at least six individuals that are trained and
equipped to operate sensitive detection and sampling equipment inside a WMD hot zone. Additional scientific
analysis is conducted in a Deployed Analytical Platform (DAP) , which deploys as part of the team. The team is able
to conduct decontamination operations for its own downrange personnel and a limited number of other responders.
A robust communications capability is present inside the team's Mobile Unified Command Suite (UCS). The UCS
provides interoperable communications on all responder frequencies, plus a secure reach -back capability to state and
national level experts. Plus, the team's four -person medical section provides internal medical care and monitoring to
team members, plus gives advice and recommendations to the IC and local civilian medical personnel.
Of particular benefit to the IC is the CST hazard modeling capability. Automated consequence assessment hazard
modeling is intended to give as accurate an estimation as possible of the extent and location of the area that might be
affected by a particular hazardous material release. Teams also maintain an inventory of resources to assist the IC in
securing specialized follow-on military support.
Anticipated Arrival Time: The teams are located to provide a four-hour response to about 93% of the population of
the United States. Most teams are located next to a primary major metropolitan area that will receive the support in
significantly less time. All Phase One teams and most Phase Two teams are fully operational. The Secretary of
Defense declared Minnesota's team fully operational in December 2001.
Minnesota's 551h CST (WMD): The Minnesota CST (WMD) is based in the Minneapolis/St. Paul area. Incident
Commanders may request the 55`b CST through the State Duty Officer. The 551 CST (WMD) Commander's 24-
hour number is 612-817-1278 and pager number is 612-613-8192.
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55th CST (WMD) Organization
Commander & Deputy
Operations Administration & Survey Team Communications Medical
Team Logistics Team Leader Team Team
Survey Team Survey Team
A B
5511 CST (WMD) Medical Section Overview:
Four people — two providers, two non -providers
Physician Assistant (ALS/ACLS)
Emergency Medical Technician (NREMT-P/ALS/ACLS)
Science Officer (analysis of agent)
Medical Operations Officer (liaison and planning with healthcare organizations)
Limited capability to treat/evaluate
Requires EMS on -scene to conduct Hot Zone operations
Analysis resources exceed 1" Responder, but are not diagnostic
Analyze WMD — chemical (compound) , biological (DNA) , radiological (isotope)
"Reachback" capability to state/federal subject matter experts
Assist in pre -incident training, planning, and information exchange
Sign/symptom information provided by healthcare organizations critical to our analysis
Healthcare provided capability information assists pre -incident planning and Incident Commander Capabilities
Pre -incident planning is the key for both CST and healthcare
AUTHENTICATION
Hutchinson Police Chief
Date
Emergency Operations Sensitive 259
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VOLUNTEERS & DONATIONS
Emergency Operations Sensitive 260
VOLUNTEERS & DONATIONS: General Information
I. PURPOSE
A. To describe how volunteers and donations will be managed during the recovery phase following a
disaster. After a major disaster it can be expected that numerous volunteers will arrive in the area to
assist in the clean-up efforts. In addition, money and other types of donations may be sent to volunteer
organizations to help individuals affected by the disaster. As the city is not set up to deal efficiently
with volunteers or donations, the management of these resources will be turned over to volunteer
agencies.
B. Educate the various city departments, identifying the risks, liabilities, responsibilities, and other
concerns regarding the use of volunteers
C. Provide general guidelines for departments who are using volunteers to ensure that the Emergency
Response Volunteers are covered by workers compensation, and being used in the safest most
efficient manner. General Volunteers will not be covered by Workers Compensation, and must rely
on their own health care coverage.
D. Ensure that any risks, exposures, and liabilities to the city are minimized or eliminated.
E. Assign responsibility for organizing Emergency Response Volunteers by utilizing the National
Incident Management System (NIMS) .
II. PRIMARY AGENCIES
As the city itself is not set up to deal with financial or other types of donations, the Emergency Management
Office will request that all donations be sent through volunteer organizations. These organizations can also
be used to manage volunteers. The Minnesota Volunteers Active in Disaster (MNVOAD) has several agencies
that can respond to assist. Two main volunteer organizations operating within McLeod County are:
A. American Red Cross
B. Salvation Army
III. VOLUNTEER MANAGEMENT
A. Volunteers from police, fire, neighboring counties, and volunteers with heavy equipment will be routed
from the EOC to the area with the greatest need. Logs will be kept in the EOC indicating which
organizations have sent volunteers.
B. Individual volunteers: If personnel and resources are available the county may assign a volunteer
coordinator to assign, direct and track individual volunteers and volunteers from church groups, youth
groups or other organizations. If there are not sufficient personnel available to adequately perform this
task, volunteers will be directed to report to one of the local volunteer organizations to be routed to their
respective duties.
Emergency Operations Sensitive 261
IV. DEFINITIONS
Affiliated Volunteers: They are attached to a recognized voluntary or nonprofit organization and are trained
for specific disaster response activities. Their relationship with the organization precedes the immediate
disaster, and they are invited by that organization to become involved in a particular aspect of emergency
management.
General Volunteer: A person, group, or organization who, is used by a county department to do routine, or
seasonal duties. For example, a parks department for debris pickup, social services for family programs,
public works for an Adopt a Highway program, etc. These are volunteers who are not being used in an
emergency situation.
Unaffiliated Volunteers: They are not part of a recognized voluntary agency and often have no formal
training in emergency response. They are not officially invited to become involved but are motivated by a
sudden desire to help others in times of trouble. They come with a variety of skills.
Voluntary Organizations Active in Disaster (VOAD) : A network that provides the venue for voluntary
organizations with disaster response and recovery operations to collaborate, coordinate, cooperate and
communicate. State VOAD's work in non -disaster times to promote training and preparedness; they work
in times of disaster to facilitate coordination of response and recovery efforts. VOAD's are present at
national, state and sub -state levels. At the state level, the VOAD may include local member agencies that
do not have a national program. The state VOAD often serves as advocate and liaison between member
agencies and the state government agencies. Recognized state VOAD's have a charter and agreement with
the National VOAD.
Volunteer (Voluntary) Organization: Any chartered or otherwise duly recognized local, state or national
organization that provides needed services to communities or individuals in coping with a disaster.
V. RISKS
Volunteers present many of the risks and exposures for the city as does an employee. A volunteer performing
work that they are not physically capable of doing, untrained to do, or actions that they take beyond the scope
of their duties could expose the city to higher insurance, or legal difficulties.
VI. LIABILITY
Liability is based on negligence, and includes volunteers as well as employees. It requires the city to defend
and indemnify these volunteers and employees who are acting within the scope of employment or duties. And
who are not guilty of malfeasance, willful neglect of duty, or bad faith. It provides defense in the form of
immunities (i.e. acting within their discretionary boundaries, or in an official capacity).
Emergency Operations Sensitive 262
VII. WORKERS THAT ARE COVERED BY WORKERS COMPENSATION:
An Authorized Emergency Response Volunteer or Employ is covered by Workers Compensation if:
• They meet the definition of Minnesota Statute 12.22 Subdivision 2a — Volunteer protections.
• They must register with the county; act within the scope of their employment/duties; and who are under the
direction and control of the county.
• They are an Authorized Volunteer
1. Has completed all of the requirements of the City's registration process
• They are law enforcement personnel under the direct supervision of the Sheriff in active duty and/or training
duty:
1. Auxiliary or Reserve Peace Officers
2. Posse Members
3. First Responders
4. Dive teams
5. Search and Rescue Teams
• Members must maintain a current roster of their volunteers
• Direction for active duty comes from the Police Chief's Office
• Direction for training duty comes from the Police Chief's Office
• Member must track training duty and active duty hours of their members
They are working for Emergency Management:
1. Having been registered with the City
2. Under the direction and control of the City
3. Working within the scope of their duties
4. Following the City's policies and procedures
5. They are physically capable and trained to perform their assignments, having received training
regarding the task, possible hazards, and physical requirements. (It is the volunteer's responsibility
to inform the City if they physically and/or mentally unable to perform the assigned duties.)
6. Working within the scope of the City's emergency operations plan
• In preparation for and/or carrying out disaster or emergency functions
• Working during the occurrence of or imminent threat of an illness or health condition
effecting the public
VIII. WORKERS THAT ARE NOT COVERED BY WORKERS COMPENSATION
Authorized General Volunteers:
• Do not meet the MS Statute 12.22 Subdivision 2a definition as previously mentioned.
• Are not covered by Workers Compensation
• Must complete the city registration process
• Must receive training regarding the task, possible hazards, and physical requirements.
Emergency Operations Sensitive 263
IX. Standard Operating Guidelines for Utilizing Volunteers
Responsibilities:
Each City Department that utilizes the services of volunteers is responsible for:
1. Registering the volunteer to include:
• Name
• Address
• Phone number
• Possibly using wrist bands or some other form of outward marking so we know who the
authorized volunteers are.
2. Provide a job description, including the task together with its purpose, thereby clearly indicating the
action to be taken and the reasoning for the action. Identify who the volunteers are reportable to
(their supervisor) .
3. The department should make sure the volunteers understand
• Known hazards of the mission
• Safety precautions and equipment
• How to complete/report a first report of injury.
4. Ensure the volunteers fit the requirements for:
• Age
• Clothing
• Physical condition, to complete the assigned duties
• Posters could be used at the job site as a reminder of items 3 and 4
5. Identify the expected duration of service.
6. Explain to the volunteers that their personal equipment, vehicles, horses, etc... are not covered by
the city's insurance.
7. Ensure the volunteers have a valid driver's license (if they are going to drive city or personal
vehicles for their assigned duties). Departments should obtain a copy of the personal vehicle proof of
insurance and their driver's license.
8. Provide sanitation stations as necessary
9. Ensure accountability of volunteers so no one is lost or left behind.
10. Fill out all associated forms, and ensure that all claims, injuries, and information are provided to the
proper city authority.
Emergency Operations Sensitive 264
X. DONATIONS MANAGEMENT
This section describes the coordinating processes used to ensure the most efficient and effective utilization
unsolicited donated goods during major emergencies and disasters. To accomplish this purpose, this section
establishes a donations management team, to receive, stage, process, distribute and dispose of unsolicited,
undesignated donated goods from the general public.
A. Donations Management involves coordinating a system that receives and distributes unsolicited,
undesignated donated goods, matching them with victims who demonstrate a need. Donations management
activities include:
• Providing guidance to citizens, managing a telephone registration and database system located in the
Emergency Operations Center (EOC)
• Establishing and managing one or more collection facilities
• Creating a system to sort and distribute donated items
• Storing donated resources until they are needed.
B. Planning Assumptions
The McLeod County Emergency Management Office, with assistance from Hutchinson Emergency
Management, is designated to be the primary agency for the donations management program during a disaster
or emergency affecting McLeod County and as such will assume operational responsibilities as stated above.
C. Public service announcements initiated by the City Public Information Officer (PIO) or Joint Information
Center (JIC) through media and internet sources will inform, advise, and direct citizens regarding this
cooperative strategy, including the message encouraging the designation of donations and volunteer affiliation.
The City PIO will inform the public of appropriate ways to help, highlight unneeded goods and services, and
assist donors in understanding the missions of the various voluntary organizations to facilitate the designation of
donations and affiliation of volunteers.
D. Cash donations will not be accepted by the City of Hutchinson but rather will be directed to the specified
organization of the donor's choice. Donors offering cash for unspecified organizations will be directed to the
VOAD web page http://www.mnvoad.org for additional sources to donate to.
E. Donors who attempt to donate unsolicited or inappropriate goods, such as clothing, will be directed to
community -based agencies such as the McLeod County food shelf, thrift stores, and voluntary organizations
that have a need for those types of donated goods. When donated goods are requested, donors may be advised
that only pre-sorted, clearly labeled, palletized, and shrink-wrapped donations with a predetermined
transportation method — and that have been identified as needed — will be accepted.
F. A central donations hotline phone number may be established in the EOC to respond to inquiries concerning
donations. The number of operators utilized will be determined based on the circumstances of each disaster
event and the volume of calls received or projected.
Emergency Operations Sensitive 265
G. A computer database will be established for documenting donated resources and donations information
should be shared with all participating agencies.
H. When warehouse operations are necessary, emergency management will assist the responsible VOAD
agency to pre -identify sites to be utilized as a warehouse site, as well managing warehouse operations, including
receiving, sorting, storage, distribution and disposition of donated goods. The emergency management director
has a staging area map for each city in the county that has locations that could be used for donations storage.
Potential Warehouse Site Locations
city
Facility
Address
Phone Number
Brownton
Brownton Rod & Gun Club
19151 1081h St
320-328-5769
Glencoe
Panther Field House
1825 161h St E
320-864-2690
Glencoe
Glencoe Airport
9902 Dairy Ave
320-864-5586
Hutchinson
GR Daniels
19258 Turner Ave
320-587-4002
Hutchinson
Recreation Center
900 Harrington Ave SW
320-587-2975
Hutchinson
Hutchinson Airport
1700 Butler Field Drive SW
320-234-6858
Hutchinson
McLeod County Fairgrounds
840 Century Ave SW
320-587-2499
Lester Prairie
Lester Prairie County Shop
18454 County Rd 9
N/A
Silver Lake
Silver Lake Auditorium
320 W Main St
320-327-8491
Winsted
Apex Advantage
590 Industrial Blvd
320--395-4300
Winsted
Winsted Airport
3234 2301h St
320--485-3989
McLeod County
County Parks
Various
320-484-4307
McLeod County
Public Works Shops
Various
320-484-4321
I. Cooperating agencies that can be called upon to assist with donation management are listed below:
1. American Red Cross
2. Adventist Community Services
3. The Salvation Army
4. Civil Air Patrol — Minnesota Wing
5. Lutheran Disaster Response
6. Minnesota Disaster Service
7. NECHAMA — Jewish Response to Disaster
These organizations and others may provide a liaison to the Volunteer Coordination and Donations Management
Teams and coordinate assistance with state and local agencies and voluntary organizations involved in relief efforts.
See: http://www.mnvoad.org for a complete listing of voluntary organizations in Minnesota.
AUTHENTICATION
City of Hutchinson Emergency Manager
Date
Emergency Operations Sensitive 266
GLOSSARY
Emergency Operations Sensitive 267
GLOSSARY: Acronyms & Definitions
g
Aerosol — Fine liquid or solid particles suspended in a gas, for example, fog
or smoke.
Aid Agreements, Mutual (Pacts) — Written or unwritten understandings among jurisdictions, which cover
methods and types of assistance available during all phases of an emergency.
Allocation, Reception Area — The process of designating rural, non -hazard counties as reception areas for a
specific hazard area.
ALS - Advanced Life Support
AMEM - Association of Minnesota Emergency Managers.
Annex - A portion of an emergency operations plan which is a self-contained
document outlining how a particular function is accomplished, thereby
showing several agencies' efforts.
ARC - American Red Cross
ARES Amateur Radio Emergency Services
ARMER - Allied Radio Matrix for Emergency Response (800 MHz)
B
Backup Strategies - Alternative for facilities and system operations in
(Recover Strategies) the event of a disaster.
Biological Agents Living organisms or the materials derived from them that cause disease in or
harm to humans, animals, or plants or cause deterioration of material.
Bioterrorism Attack The use of a biological agent or toxin to purposefully cause disease in an
individual or group of individuals, animals or plants.
Bandwidth - The capacity of a communications medium.
C
CAP - Civil Air Patrol
CBRNE Chemical Biological Radiological Nuclear Explosive
CEM - Comprehensive Emergency Management
Emergency Operations Sensitive 268
Chemical Agent - A chemical substance that is intended to kill, seriously injure, or incapacitate
people through physiological effects.
Chemical Transportation A center provided by the Chemical Manufacturers Association. Provides
Emergency Center - information and/or assistance to emergency responders. CHEMTREC
(CHEMTREC) contacts the shipper or producer of the material for more detailed information,
including on -scene assistance when feasible. Can be reached 24 hours a day
by calling 1-800-424-9300. (Also see "HIT.")
Civil Preparedness (CP) - Civil preparedness is directed at helping state and local governments improve
their readiness for lifesaving operations in any type of emergency.
Community Resources - Assets, including people, organizations, programs, equipment, and funds that
can be applied to all aspects of emergency management.
Communicable disease A disease or condition, the infectious agent of which may be transmitted from
one person or an animal to another person, either by direct contact or through
an intermediate host, vector or inanimate object, and that may result in illness,
death or severe disability.
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 may or may not meet criteria for designation as a "Fallout shelter".
Consequence Management Measures to protect public health and safety, restore essential government
services, and provide emergency relief to governments,
Businesses, and individuals affected by the consequences of terrorism.
Contamination - Deposits of radioactive or other toxic materials that occur on the surfaces of
structures, areas, objects, people's bodies, flora, and fauna.
County RO - County Radiological Officer
Crisis Management Measures to identify, acquire, and plan the resources needed to anticipate,
prevent, and/or resolve a threat of terrorism.
Critical Incident A group intervention and educational session for emergency service
Stress Debriefing - Workers, victims and the public to alleviate stress related symptoms and
minimize the harmful effects of responding to the disaster.
Emergency Operations Sensitive 269
D
Damage Assessment - The process used to appraise the impacts of a disaster on the public, key
facilities and services, government services, transportation networks,
businesses and residents.
Decontamination - The process of making people, objects, or areas safe by absorbing, destroying,
neutralizing, making harmless, or removing hazardous materials and
substances.
DFO -
Disaster Field Office.
Direction and Control (D&C) - The control group in the EOC during emergency operations which consists of
the chief executive, county commissioner board, mayor, sheriff, fire chief,
county judge, governor, etc., his/her deputy, chiefs of the emergency
operating services and any supporting staff such as communication controller,
public information officer and legal advisor as deemed necessary.
Disaster - An occurrence of a natural catastrophe, technological accident, or human -
caused event that has resulted in severe property damage, deaths, and/or
multiple injuries.
Disaster Assistance Centers that are established in areas affected by a disaster where
Center (DAC) - representative of federal agencies, state and local governments and
voluntary relief agencies can offer aid to disaster victims.
E
EAS - Emergency Alert System
EOP - Emergency Operations Plan.
Economic Stabilization - The result of using "indirect" controls (such as monetary, credit and tax
measures) necessary to maintain and stabilize the nation's economy under
emergency conditions. "Direct" controls may be used in an emergency by
local governments to stabilize prices, wages, salaries, and rents —and to ration
essential consumer items.
EENET - Emergency Education Network (FEMA)
Effects, Direct - The immediate emissions of a nuclear detonation considered most hazardous;
namely, blast, heat and initial nuclear radiation.
Electromagnetic Pulse (EMP) - Energy radiated by a nuclear detonation in medium -to -low frequency range
that may affect or damage electrical or electronic components and equipment.
Emergency Operations Sensitive 270
Emergency Alert A network of broadcast stations and interconnecting
System (EAS) - facilities which have been authorized by the Federal Communications
Commission to operate in a controlled manner during a war, state of public
peril or disaster, or other national emergency — as provided by the Emergency
Alert System.
Emergency Medical Services - Services required to assure proper medical care for the sick and injured from
the time of injury to the patient's arrival at a hospital, temporary medical
facility or special care facility.
Emergency Operations The protected site from which civil government officials (municipal, county,
Center (EOC) - state, and federal) exercise direction and control in an emergency.
Emergency Operations A brief, clear and concise document description of action to be taken or
Plan (EOP) - instructions to all individuals and local government services concerned,
stating what will be done in the event of an anticipated emergency. The plan
will state the method or scheme for taking coordinated action to meet the
needs of the situation. It will state the action to be taken by whom, what, when
and where, based on predetermined assumptions, objectives and capabilities.
Emergency or Disaster - An event that demands a crisis response beyond the scope of any single line
agency or service and that presents a threat to a community or larger area.
Emergency Public - Information which is disseminated primarily, but not unconditionally at the
Information (EPI) actual time of an emergency. In addition to providing information as such,
frequently directs actions, instructs, and transmits direct orders.
Evacuation - Moving people from a hazardous location to safety. If possible, should be
carried out prior to an emergency.
Evacuee- An individual who is moved to a less hazardous area. He/she may also be
referred to as a relocatee.
Exposure Control - Procedures taken to keep radiation exposures of individuals or groups from
exceeding a recommended level, such as keeping outside missions as short as
possible.
Emergency Operations Sensitive 271
I;k
Fallout, Radioactive - The process or phenomenon of the fallback to the earth's surface of particles
contaminated with radioactive materials from a cloud of this matter formed by
a nuclear detonation or other nuclear accident. The term is also applied in a
collective sense to the contaminated particulate matter itself. The early (or
local) fallout is defined, somewhat arbitrarily, as those particles which reach
the earth within 24 hours after a nuclear explosion.
Fallout Shelter - A habitable structure, facility, or space used to protect its occupants from
radioactive fallout or other nuclear accident. Criteria include a protection
factor of 40 or greater, and a minimum of 10 square feet of floor space per
person.
Fatalities - Persons who die by other than natural causes.
FEMA - Federal Emergency Management Agency
Floodplain - Lowland areas adjacent to lakes or wetlands and rivers that are covered by
water during a flood.
Gr
GAR - Governor's Authorized Representative
Groups, Institutionalized - Persons who reside in public and private group quarters of a varied
nature rather than households. This includes hospitals, nursing homes,
orphanages, colleges, universities, and correctional facilities. Residents
generally lack household possessions or transportation, or require special care
and custody.
H
Hazard - A dangerous event or circumstance that may or may not lead to an emergency
or disaster.
Hazard Analysis - To identify what is likely happen, how often it may happen and what the
impact of the occurrence would be.
Hazardous Materials - Any substance or mixture of substances that presents a danger to public
health, public safety or the environment.
Hazardous Release - A release of a chemical in either a liquid or vapor state that may cause harm to
people, animals or the environment.
HAZMIT - All Hazard Mitigation
Emergency Operations Sensitive 272
HIT - The Hazard Information Transmission program provides a digital transmission
of the CHEMTREC emergency chemical report to first responders at the
scene of a hazardous materials incident. The report advised the responder on
the hazards of the materials, the level of protective clothing required,
mitigating action to take in the event of a spill, leak or fire, and first aid for
victims.
HSEM- Division of Homeland Security and Emergency Management.
Z
IEMS - Integrated Emergency Management System — A program that incorporates all
available resources for the full range of emergencies — from natural disasters
to nuclear attack.
IPAWS - IPAWS users can send emergency messages that activate the Emergency Alert
System (EAS) for radio/TV broadcasts, generate Wireless Emergency Alerts
(WEA) on wireless devices, & post emergency alert & warning info on other
sources such as NOAA's National Weather Service networks & various
internet applications & services.
Incident Command System - A system of scene management that applies basic management techniques to
the emergency scene. The focus is on safety and systematic handling of the
incident.
Incident Command Post - The location where the management of site emergencies will be conducted.
Incident Commander - The Incident Command System designation for the On -Scene Commander
Ingestion Pathway Planning The area within a 50-mile radius of a commercial nuclear power plant that
Zone (IPZ) - includes all food production, processing and marketing facilities.
Industries, Vital - Those local plants which are necessary for the production of goods and
services to maintain the health and sustenance of the local population.
aT
RIC - Joint Public Information Center.
L
LEPC - Local Emergency Planning Committee.
Localized Interruption - An outage caused by fire, sabotage, or any other isolated events affecting a
single building or data center. Associated term: Localized catastrophe.
Emergency Operations Sensitive 273
Loss - The unrecoverable business resources that are redirected or removed as a
result of a disaster. Such losses may be loss of life, revenue, market share,
competitive stature, public image, and facilities or operations capability.
3W
Management Team - A group of individuals responsible for writing, maintaining, and if necessary
activating the disaster recovery plan.
Mitigation - Actions taken to reduce the loss of lives, injury, property damage and
economic losses during a major emergency
Mutual Aid Agreement - A formal agreement between two or more entities to be available to assist
each other with specific resources and in specific circumstances.
N
NFIP - National Flood Insurance Program
NFPA — National Fire Protection Association
NIMS National Incident Management System
NWS - National Weather Service
17-1
Operations Plan - A description of actions to be taken in facing an anticipated disaster situation
and the method or scheme 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.
Operations Planning - The process of determining the need for application of resources and
determining the methods of obtaining and committing these resources to fill
the operational needs.
P
Preparedness - Establishing the plans, training, exercises, and resources necessary to achieve
readiness for all hazards, including WMD events.
PSAP - Public Safety Answering Point (term used for 9-1-1 and dispatch centers).
R
RACES - Radio Amateur Civil Emergency Services — Provides for amateur radio
operation for emergency communications purposes during periods of local,
regional, or national emergencies.
Emergency Operations Sensitive 274
Radiological Monitor - An individual trained to measure, record, and report radiation exposure and
exposure rates. The monitor provides limited field guidance on radiation
hazards associated with operations to which he/she is assigned. He/she
performs operator's maintenance of radiological instruments.
Reception Area - A specified area relatively unlikely to experience direct weapons effects from
a nuclear attack which is designed for reception and care of hazard area
evacuees. (See also Effects, Direct)
Reception Area Survey -
Survey conducted in designated "reception area" which will receive and care
for evacuees. Survey include identification of congregate care facilities,
shelter data, and capability to upgrade existing shelter.
Recovery -
Emergency actions dedicated to the continued protection of the public or
promoting the resumption of normal activities in the affected area.
Resources -
Materials, equipment and supplies used in emergency operations. Includes the
skills and abilities of the people who will carry out Emergency Operations.
Resource Inventory -
An analysis of the resources upon which a community can all in the event of a
disaster.
Response-
Duties and services to preserve and protect life and property as well as
provide services to the surviving population.
Risk - The degree to which people, property, environment, and social and economic
activity are susceptible to injury, damage, disruption or death.
RO - Radiological Officer
RPO - Radiological Protection Organization
Is
SBA - Small Business Administration
Shelter - An area which provides protection from one or more of the various effects
(blast, fire, initial radiation and fallout) to which communities might be
subjected in the event of nuclear attack because of their size, location, or
military value.
Emergency Operations Sensitive 275
Shelter, Expedient - Any shelter constructed in an emergency or crisis period on a crash basis by
individual or single families.
Shelter Survey, All Effects - A survey to identity protection against the most likely peacetime or attack
hazards that a community could face.
Special Needs Population - A category of persons who require either special or extra assistance
During a disaster due to physical, cognitive or psychological
disabilities. Also known as Access and Functional Needs
Staging area Safe area away from the incident site where material and equipment are stored
until required by the Incident Commander.
Standard Operating A set of instructions having the force of a directive, covering those features
Guidelines (SOG's) - of operations which lend themselves to a definite or standardized guideline
without loss of effectiveness.
Terrorism -
The unlawful use of force or violence against persons or property to intimidate
or coerce a government, the civilian population, or any segment thereof, in
furtherance of political or social objectives. Domestic terrorism involves
groups or individuals who are based and operate entirely within the United
States and U.S. territories without foreign direction and whose acts are
directed at elements of the U.S. government or population.
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.
Toxic Substance -
A substance that may cause illness, disability or death to persons who are
exposed to it.
Toxicity -
A measure of the harmful effects produced by a given amount of a toxin on a
living organism.
Traffic Control Points -
Places along evacuation routs that are manned by police to direct and control
movement to and from the area being evacuated.
v
USCG -
United States Coast Guard
USDA -
United States Department of Agriculture
USDOT -
United States Department of Transportation
Emergency Operations Sensitive
276
USGS - United States Geological Survey
USNRC. - United States Nuclear Regulatory Commission
'Y
Weapon of Mass Destruction - Any explosive, incendiary, or poison gas, bomb, grenade, rocket
having a propellant charge of more than 4 ounces, or a missile
having an explosive incendiary charge of more than 0.25 ounce, or
mine or device similar to the above; poison gas, weapon involving
a disease organism; or weapon that is designed to release radiation
or radioactivity at a level dangerous to human life.
Worker, Key - An individual whose skills or services are required to continue operation of
vital facilities and activities that will provide goods and services to the
relocated populations and reception county residents, or insure continuance of
the nation's production capabilities and preservation of the economic system.
AUTHENTICATION
City of Hutchinson Emergency Manager
Date
Emergency Operations Sensitive 277
City of Hutchinson
Field Guides
GUIDELINES FOR EMERGENCY MANAGEMENT
The following guidelines for emergency management were developed to assist
staff in the administration and management of emergency operations during a disaster,
For more information on the use & application of these guidelines, please contact:
Thomas D. Gifferson, Director
Hutchinson Emergency Management
214 First Ave NE
Hutchinson, MN 55350
(320) 234-4290 or (320) 234-4498
tgifferson@hutchinsonmn.gov
TABLE OF CONTENTS
Air Operations Branch Director
Cost Unit Leader ......................
Demobilization Unit Leader
Division/Group Supervisor
Food Unit Leader ..............
Ground Support Unit Leader
Procurement Unit Leader ....
Safety Officer .............................
Staging Area Manager ...............
Strike Team/Task Force Leader
Support Branch Director
Technical Specialists ....
3
6
8
11
13
14
16
18
21
22
23
24
11/01/2023 2
Air Operations Branch Director
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
❑ 1. Obtain briefing from Operations Section Chief or Incident Commander.
2. Determine need for subordinate staff and flight crews and order through
the Operations Section Chief.
❑ 3. Determine aircraft and support equipment needs and order, as necessary.
❑ 4. Brief subordinate staff:
■ Incident and work objectives, schedules, mission requirements, priorities,
time schedules, and process for briefings and debriefings.
■ Work -site locations, status of aircraft, and crews and equipment assigned
or ordered.
5. Assign personnel to utilize skills and qualifications, and make adjustments,
as needed.
❑ 6. Establish line of authority and procedures for decision making.
7. Debrief personnel and pilots and make assignment and staffing
adjustments, as necessary:
■ Identify safety issues and hazards, and mitigate them.
■ Determine aircraft status.
■ Identify pilot and aircraft mission capabilities (carding).
■ Initiate system to monitor flight/duty hour limitations and ensure they
are not exceeded.
8. Collect and process incident reports, gather daily fiscal information for
other sections to include:
■ Flight hours flown.
■ Gallons of product applied.
■ Number of personnel transported.
■ Adjustment to Incident Action Plan (IAP) and support needs for other
sections.
11/01/2023 3
9. Evaluate performance of subordinate personnel and make adjustments, as
necessary.
10. Inspect and visit areas of operation to insure compliance with agency rules,
regulations, and procedures.
❑ 11. Ensure necessary organization positions are filled.
12. Provide for the safety and welfare of assigned personnel during the entire
period of supervision:
■ Recognize potentially hazardous situations.
■ Inform subordinates of hazards.
■ Control positions and function of resources.
■ Ensure that special precautions are taken when extraordinary hazards
exist.
■ Maintain work/rest guidelines.
❑ 13. Resolve airspace conflicts between incident and non -incident aircraft.
14. Gather intelligence and information for planning meeting (development of
IAP) :
■ Obtain status and availability of aircraft and personnel for the next and
future operational periods.
❑ 15. Participate in the planning and strategy meeting:
■ Advise Operations Section Chief of capabilities and/or limitations to
support the IAP.
■ Determine mission priority.
■ Identify start/stop times for Aviation Operations Branch.
■ Make assignments to carry out IAP.
■ Identify resources that are or will be excess in meeting the IAP.
■ Prepare Air Operations Summary for the next operational period and give
to planning staff.
16. Determine what information Aviation Operations Branch needs to furnish to
the Logistics, Planning, and Finance/Administration Sections:
■ Identify needs for Aviation Operations Branch support from each Section.
■ Identify what information Aviation Operations Branch needs to provide to
each Section and time frame for each item.
11/01/2023 4
❑ 17. Coordinate with supporting dispatch office:
■ Ensure that a Temporary Flight Restriction has been initiated, if
appropriate, and is in effect over the incident or operating bases.
■ Ensure that contact has been established with the military for special use
airspace or military training routes in proximity to the incident.
■ Obtain current information on availability and status of aviation resources
assigned or ordered for the incident.
■ Obtain information on aircraft external to the incident (media, VIPs,
others).
■ Establish procedures for emergency reassignment of aircraft on the
incident.
18. Determine need to close airports that are in or adjacent to the incident area
of operations:
■ Contact supporting dispatch office and request closure through
appropriate channels.
❑ 19. Coordinate with vendors, incident personnel, and contractors.
20. Prepare demobilization schedule of aircraft, personnel, and equipment and
coordinate with Planning Section and supporting dispatch.
❑ 21. Document all activity on Daily Field Log.
11/01/2023 5
Cost Unit Leader
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
❑ 1. Obtain briefing from Finance/Administration Section Chief:
■ Determine reporting time -lines.
■ Determine standard and special reports required.
■ Determine desired report format.
❑ 2. Obtain and record all cost data:
■ Agency Equipment costs.
■ Contract or mutual aid equipment costs.
■ Contract or mutual aid personnel costs.
■ Damage to facilities, infrastructure, equipment or vehicles.
■ Supplies.
■ Food.
■ Facility rental.
❑ 3. Identify in reports all equipment/personnel requiring payment.
4. Prepare incident cost summaries by operational period, or as directed by
the Finance/Administration Section Chief.
5. If cost share agreement is done, determine what costs need to be
tracked. They may be different than total incident costs.
❑ 6. Prepare resources use cost estimates for Planning:
■ Make sure estimates are updated with actual costs as they become
available.
■ Make sure information is provided to Planning according to Planning's
schedule.
7. Make recommendations on cost savings to Finance/Administration
Section Chief. This must be coordinated with Operations and Planning
Sections —use of high cost equipment may have justifications unknown
to Finance/Administration.
11/01/2023 6
8. Maintain cumulative incident cost records. Costs should reflect each
individual entity (individual or crew personnel, individual pieces of
equipment, food, facilities) the entity's agency or contractor, pay
premiums (overtime/hazard). These records should reflect:
■ Agency, contract, and/or mutual aid equipment costs.
■ Agency, contract, and/or mutual aid personnel costs and pay premiums
(straight, hazard, and overtime).
■ Contract or mutual aid equipment costs.
■ Contract or mutual aid personnel costs.
■ Damage to agency facilities, infrastructure, equipment or vehicles.
■ Supplies.
■ Food.
■ Facility rental.
❑ 9. Ensure that all cost documents are accurately prepared.
❑ 10. Enter data into an agency cost analysis system, if appropriate).
❑ 11. Provide briefing to relief on current activity and unusual events.
❑ 12. Document all activity on Daily Field Log.
11/01/2023 7
Demobilization Unit Leader
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
❑ 1. Obtain briefing from Planning Section Chief:
■ Determine objectives, priorities and constraints on demobilization.
2. Review incident resource records to determine scope of demobilization
effort:
■ Resource tracking system.
■ Check -in forms.
■ Master resource list.
❑ 3. Meet with agency representatives to determine:
■ Agencies not requiring formal demobilization.
■ Personnel rest and safety needs.
■ Coordination procedures with cooperating -assisting agencies.
4. Assess the current and projected resource needs of the Operations
Section.
❑ 5. Obtain identification of surplus resources and probable release times.
6. Determine logistical support needs of released resources (rehab,
transportation, equipment replacement, etc.).
7. Determine Finance/Administration, Communications, Supply, and other
incident check-out stops.
❑ 8. Determine de -briefing requirements.
9. Establish communications links with off -incident organizations and
facilities.
11/01/2023 8
❑ 10. Prepare Demobilization Plan:
■ General - Discussion of demobilization procedure.
■ Responsibilities - Specific implementation responsibilities and activities.
■ Release Priorities - According to agency and kind and type of resource.
■ Release Procedures - Detailed steps and process to be followed.
■ Directories - Maps, telephone numbers, instructions and other needed
elements.
■ Continuity of operations (follow up to incident operations):
• Public Information.
• Finance/Administration.
• Other.
■ Designate to whom outstanding paperwork must be submitted.
■ Include demobilization of Incident Command Post staff. In general,
Incident Command Post staff will not be released until:
• Incident activity and work load are at the level the agency can
reasonably assume.
• Incident is controlled.
• On -scene personnel are released except for those needed for final
tactical assignments.
• Incident Base is reduced or in the process of being shut down.
• Planning Section has organized final incident package.
• Finance/Administration Section has resolved major known finance
problems and defined process for follow-up.
• Rehabilitation/cleanup accomplished or contracted.
• Team has conducted or scheduled required debriefings.
❑ 11. Obtain approval of Demobilization Plan from Planning Section Chief.
12. Distribute Demobilization Plan to processing points both on and off
incident.
❑ 13. Monitor implementation of Demobilization Plan.
❑ 14. Assist in the coordination of the Demobilization Plan.
❑ 15. Provide briefing to relief on current activities and unusual events.
11/01/2023 9
❑ 16. Document all activity on Daily Field Log.
17. Give completed incident files to ❑ocdmentation Unit Leader for inclusion
in the final incident package.
11/01/2023 10
Division/Group Supervisor
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
1. Obtain briefing from Branch Director, Operations Section Chief or
Incident Commander:
■ Determine resources assigned to the Division or Group.
■ Confirm geographic boundaries or functional responsibilities of Division or
Group.
■ Confirm location and function of additional Divisions and Groups
operating adjacent to or within your geographic location.
■ Confirm tactical assignment.
■ Confirm communication assignment.
❑ 2. Attend Operations Briefing.
3. Review assignments and incident activities with subordinates, and assign
tasks.
❑ 4. Ensure subordinates observe required safety precautions.
❑ 5. Implement Incident Action Plan (IAP) for Division or Group.
6. Submit situation and resource status information to Branch Director or
Operations Section Chief:
■ Maintain '"hot zone" resource tracking system, if necessary.
7. Coordinate activities with adjacent Divisions/Groups.
8. Determine need for additional resources and make request through
Branch Director or Operations Section Chief.
11/01/2023 11
9. Report special occurrences or events, such as accidents or sickness, to
Branch Director or Operations Section Chief.
10. Resolve logistical problems within the Division and/or Group:
■ Monitor communications and assess communications needs.
■ Ensure adequate food, liquids, and rehabilitation.
■ Ensure personnel are aware of process for medical assistance.
11. Debrief with Branch Director or Operations Section Chief prior to leaving
shift:
■ Include work accomplished or left to be accomplished, operational
difficulties, resource needs, etc.
■ Participate in the development of plans for the next operational period.
❑ 12. Document all activity on Daily Field Log.
11/01/2023 12
Food Unit Leader
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
❑ 1. Obtain briefing from Logistics Section Chief or Service Branch Director:
■ Determine potential duration of incident.
■ Number and location of personnel to be fed.
■ Last meal provided.
■ Proposed time of next meal.
2. Determine food service requirements for planned and expected
operations.
3. Determine best method of feeding to fit situation and obtain bids if not
done prior to incident (coordinate with Procurement Unit).
❑ 4. Determine location of working assignment.
❑ 5. Ensure sufficient potable water and beverages for all incident personnel.
6. Coordinate transportation of food and drinks to the scene with Ground
Support and Operations Section Chief.
7. Ensure that appropriate health and safety measures are taken and
coordinate activity with Safety Officer.
❑ 8. Supervise administration of food service agreement, if applicable.
❑ 9. Provide copies of receipts, bills to Finance/Administration Section.
❑ 10. Let Supply Unit know when food orders are complete.
11. Provide briefing to relief on current activities and unusual situations.
12. Document all activity on Daily Field Log.
11/01/2023 13
Ground Support Unit Leader
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
❑ 1. Obtain briefing from Logistics Section Chief or Support Branch Director:
■ Fueling needs of apparatus on incident.
■ Transportation needed for responders.
■ Location of Supply Unit receiving and distribution point(s).
■ Incident transportation maps and restrictions on transportation routes.
■ Need for vehicle repair services, and policy toward repair and fueling of
mutual aid and rental equipment.
❑ 2. Staff Unit by the above considerations, as indicated.
3. Consider the need to use agency pool vehicles or rental vehicles to
augment transportation resources.
4. Support out -of -service resources according to agreement for mutual aid
and rental equipment.
5. Notify Resources Unit of all changes on support and transportation
vehicles.
6. Arrange for and activate towing, fueling, maintenance, and repair
services.
7. Maintain fuel, parts, and service use records and cost summaries.
Forward to Finance/Administration Section.
❑ 8. Maintain inventory of support and transportation vehicles.
❑ 9. Provide transportation services:
■ Review Incident Action Plan (IAP) for transportation requirements.
■ Review inventory for needed resources.
■ Request additional resources through Supply Unit. Give type, time
needed, and reporting location.
■ Schedule use of support vehicles.
■ Document mileage, fuel consumption, and other costs.
11/01/2023 14
❑ 10. Implement Transportation Plan:
■ Determine time -fines.
■ Identify types of services required.
■ Assign resources required to implement Transportation Plan.
11, Ensure that the condition of rental equipment is documented prior to use
and coordinate with Procurement Unit Leader.
❑ 12. Document all activity on Daily Field Log.
11/01/2023 15
Procurement Unit Leader
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
❑ 1. Obtain briefing from Finance/Administration Section Chief:
■ Determine charge code, and delegation of authority to commit agency
funds. If the agency cannot delegate procurement authority to the
Procurement Unit Leader, they will need to assign one of their
procurement people to the incident.
■ Determine whether a buying team has been assigned to purchase all
equipment, supplies, etc. for the incident. The Procurement Unit Leader
will coordinate closely with this group.
■ Determine status of bid process.
■ Determine current vendor list.
■ Determine current blanket Purchase Order (PO) list.
■ Determine time -lines established for reporting cost information.
2. Contact Supply Unit on incident needs and any special procedures or
requirements.
❑ 3. Prepare and sign offers for rental, as necessary.
❑ 4. Develop Incident Procurement Plan. This plan should address/include:
■ Spending caps.
■ Necessary Forms.
■ Identify who has purchasing authority.
■ Process for obtaining approval to exceed caps.
■ Coordination process with Supply Unit.
■ Supply of emergency purchase orders.
5. Review equipment rental agreement and use statements for terms and
conditions of use within 24 hours after equipment arrival at incident.
Provide hourly rates and associated costs to Cost Unit.
6. Prepare and sign contracts, land -use agreements, and cost -share
agreements, as necessary.
7. Draft Memorandums of Understanding as needed (obtain legal review
and Incident Commander's signature prior to implementation).
11/01/2023 16
❑ 8. Establish contact with supply vendors, as needed.
9. Determine whether additional vendor -service agreements will be
necessary.
10. Interpret contracts/agreements, and resolve claims or disputes within
delegated authority.
11. Provide cost data from rental agreements, contracts, etc. to Cost Unit
Leader according to reporting time frames established for operational
period.
❑ 12. Verify all invoices.
13. It is imperative that all contractors are accounted for and their time
documented:
■ Coordinate with all Sections.
■ It may be helpful to hire one person (or more) to simply travel the
incident and document everything they see being used.
■ Ensure that all equipment rental documents and inspections are complete
(coordinate inspection information with Ground Support Unit and/or
Operations) before signing.
❑ 14. Complete final processing and send documents for payment.
❑ 15. Maintain final incident receiving documents:
■ Obtain copies of all vendor invoices.
■ Verify that all equipment time records are complete.
■ Maintain comprehensive audit trail for all procurement documents.
■ Check completeness of all data entries on vendor invoices.
■ Compare invoices against procurement documents.
■ Assure that only authorized personnel initiate orders.
❑ 16. Provide briefing to relief on current activities and unusual events.
❑ 17. Document all activity on Daily Field Log.
11/01/2023 17
Safety Officer
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
1. Obtain briefing from Incident Commander and/or from initial on -scene
Safety Officer.
2. Identify hazardous situations associated with the incident. Ensure
adequate levels of protective equipment are available, and being used.
❑ 3. Staff and organize function, as appropriate:
■ In multi -discipline incidents, consider the use of an Assistant Safety
Officer from each discipline.
■ Multiple high -risk operations may require an Assistant Safety Officer at
each site.
■ Request additional staff through incident chain of command.
❑ 4. Identify potentially unsafe acts.
5. Identify corrective actions and ensure implementation. Coordinate
corrective action with Command and Operations.
❑ 6. Ensure adequate sanitation and safety in food preparation.
❑ 7. Debrief Assistant Safety Officers prior to Planning Meetings.
❑ 8. Prepare Incident Action Plan Safety and Risk Analysis.
❑ 9. Participate in Planning and Tactics Meetings:
■ Listen to tactical options being considered. If potentially unsafe, assist in
identifying options, protective actions, or alternate tactics.
■ Discuss accidents/injuries to date. Make recommendations on
preventative or corrective actions.
11/01/2023 18
❑ 10. Attend Planning meetings:
Sample Planning Meeting
Agenda
Responsible Party
Agenda Item
1
Briefing on situation/resource status
Planning/Operations Section
Chiefs
2
Discuss safety issues
Safety Officer
3
Set/confirm incident objectives
Incident Commander
4
Plot control lines & Division
Operations Section Chief
boundaries
5
Specify tactics for each
Operations Section Chief
Division/Group
6
Specify resources needed for each
Operations/Planning Section
Division/Group
Chiefs
7
Specify facilities and reporting
Operations/Planning/Logistics
locations
Section Chiefs
8
Develop resource order
Logistics Section Chief
9
Consider communications/medical/
Logistics/Planning Section
transportation plans
Chiefs
10
Provide financial update
Finance/Administration Section
Chief
11
Discuss interagency liaison issues
Liaison Officer
12
Discuss information issues
Public Information Officer
13
Finalize/approve/implement plan
Incident Commander/All
❑ 11. Participate in the development of Incident Action Plan (IAP):
■ Review and approve Medical Plan.
■ Provide safety messages and/or approved documents.
❑ 12. Investigate accidents that have occurred within incident areas:
■ Ensure accident scene is preserved for investigation.
■ Ensure accident is properly documented.
■ Coordinate with incident Compensation and Claims Unit Leader, agency
Risk Manager, and Occupational Safety and Health Administration
(OSHA).
■ Prepare accident report as per agency policy, procedures, and direction.
■ Recommend corrective actions to Incident Commander and agency.
11/01/2023 19
13. Coordinate critical incident stress, hazardous materials, and other
debriefings, as necessary.
14, Document all activity on Daily Field Log.
11/01/2023 20
Staging Area Manager
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
❑ 1. Obtain a briefing from Incident Commander or Operations Section Chief:
■ Determine types and numbers of resources to be maintained in Staging.
■ Confirm process for requesting additional resources for Staging.
■ Confirm process for reporting status changes.
2. Proceed to Staging Area; establish Staging Area layout (apparatus and
vehicles in Staging should face outward to ensure quick response,
general principle of "first in, first out" should be maintained).
3. Ensure efficient check -in and coordinate process with Planning Section
Resources Unit Leader.
4. Identify and track resources assigned to staging; report resource status
changes to Operations or Command and Resources Unit.
5. Determine any support needs for equipment, feeding, sanitation and
security; request through Logistics.
❑ 6. Post areas for identification and traffic control.
❑ 7. Respond to requests for resources:
■ Organize Task Forces or Strike Teams, as necessary.
8. Request additional tactical resources for Staging through Logistics,
according to established staffing levels.
9. Obtain and issue receipts for radio equipment and other supplies
distributed and received at the Staging Area.
❑ 10. Maintain Staging Area in orderly condition.
❑ 11. Demobilize Staging Area in accordance with instructions.
❑ 12. Document all activity on Daily Field Log.
11/01/2023 21
Strike Team/Task Force Leader
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
❑ 1. Obtain briefing from Division or Group Supervisor:
■ Determine/confirm resources assigned to Task Force or Strike Team.
■ Confirm internal and external communications.
■ Confirm tactical assignment.
■ Deliver passport to Supervisor, if indicated.
❑ 2. Attend Operations Briefing, as assigned.
❑ 3. Review assignments with subordinates and assign tasks.
❑ 4. Monitor work progress and make changes, when necessary.
5. Notify Division or Group Supervisor of expedient changes to tactical
assignments.
6. Coordinate activities with adjacent Strike Team, Task Forces, and Single
Resources.
❑ 7. Monitor safety of resources.
8. Submit situation and resource status information and fiscal reports to
Division or Group Supervisor.
❑ 9. Document all activity on Daily Field Log.
11/01/2023 22
Support Branch Director
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
❑ 1. Obtain briefing from Logistics Section Chief:
■ Determine facilities activated in support of the incident.
■ Determine ground support and transportation needs.
■ Determine resource ordering process.
■ Confirm personnel already requested for Branch.
2. Confirm resource ordering process and who is authorized to order with
Command and Logistics Section Chief.
3. Confirm facilities in use and determine the potential for additional
facilities.
❑ 4. Determine need for fuel delivery and vehicle support.
5. Determine whether or not mutual aid and contract equipment are in use.
Confirm method of inspection.
❑ 6. Staff Branch appropriately.
7. Assemble, brief, and assign work locations and preliminary work tasks to
Branch personnel:
■ Provide summary of emergency situation.
■ Provide summary of the facility, supply, and ground support needs of the
incident.
❑ 8. Participate in organizational meetings of Logistics Section personnel.
❑ 9. Coordinate activities of Branch Units.
❑ 10. Keep Logistics Section Chief apprised of Branch Activities.
❑ 11. Document all activity on Daily Field Log.
11/01/2023 23
Technical Specialists
The following checklist should be considered as the minimum requirements for this
position. Note that some of the tasks are one-time actions; others are ongoing or
repetitive for the duration of the incident.
Task
❑ 1. Obtain briefing from Incident Commander or Planning Section Chief:
■ Identify Supervisor in organization.
■ Identify work location, resources available, expectations of incident
organization concerning time -lines, report format, participation in
Planning Meetings, etc.
2. Obtain copies of Incident Action Plan (IAP), if available, & Daily Field
Log.
❑ 3. Participate in Planning Meetings, as requested.
4. Provide technical expertise to supervisor in organization according to
established format, timelines, etc.
❑ 5. Document all activity on Daily Field Log.
11/01/2023 24
These Field Guides were prepared by:
Chief Tom Gifferson ❑ate
City of Hutchinson Emergency Management
APPROVAL
These Field Guides were approved by:
Mayor Gary Forcier Date
City ❑f Hutchinson City Council
Administrator Matthew Jaunich Date
City of Hutchinson
Chief Thomas D. Gifferson Date
City of Hutchinson Emergency Manager
11/01/2023 25
CITY OF HUTCHINSON
EMERGENCY OPERA TIGNS CENTER
GUIDELINES FOR EMERGENCY MANAGEMENT
The following guidelines for emergency management were developed to assist
staff in the administration and management of emergency operations during a disaster.
For more information on the use & application of these guidelines, please contact:
Thomas D. Gifferson, Director
City of Hutchinson Emergency Management
2214 First Ave NE
Hutchinson, MN 55350
(320) 587-4290 or (320) 234-4498
tgifferson@hutchinsonmn.gov
TABLE OF CONTENTS
EOC Activation Generic Checklist..........................................................................
Command Section Checklists.............................................................................
IncidentCommander.............................................................................................
EOCManager...................................................................................................
PublicInformation Officer..................................................................................
LiaisonOfficer...................................................................................................
Agency Representatives...................................................................................
SecurityOfficer.................................................................................................
Operations Section Checklists...............................................................................
Operations Section Chief......................................................................................
Fire and Rescue Branch Director......................................................................
Fire Operations Unit Leader..........................................................................
Emergency Medical Unit Leader...................................................................
Rescue Unit Leader......................................................................................
Hazardous Materials Unit Leader.................................................................
Law Enforcement Branch Director....................................................................
Law Enforcement Operations Unit Leader ....................................................
Medical Examiner Unit Leader......................................................................
Public Works Branch Director...........................................................................
Utilities Unit Leader.......................................................................................
Damage Assessment Unit Leader................................................................
Public Works Unit Leader.............................................................................
Medical & Health Branch Director.....................................................................
Environmental Health Unit Leader................................................................
Communicable Disease Unit Leader.............................................................
Disaster Medical Unit Leader........................................................................
Planning Section Checklists...................................................................................
PlanningSection Chief..........................................................................................
Situation Analysis Unit Leader......................................................................
Documentation Unit Leader..........................................................................
PlanningUnit Leader....................................................................................
Technical Specialists Unit Leader.................................................................
Resource Unit Leader...................................................................................
Logistics Section Checklists...................................................................................
LogisticsSection Chief..........................................................................................
Communications Unit Leader........................................................................
Transportation Unit Leader...........................................................................
PersonnelUnit Leader..................................................................................
SupplyUnit Leader.......................................................................................
Facilities Unit Leader....................................................................................
Mass Care & Shelter Unit Leader.................................................................
Finance/Administration Section Checklists...........................................................
Finance/Administration Section Chief...................................................................
Time Keeping Unit Leader............................................................................
Compensation and Claims Unit Leader........................................................
Purchasing Unit Leader................................................................................
Recovery Unit Leader...................................................................................
Approval Signature Page.........................................................................................
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EOC Position Checklist
INK411m l
City of Hutchinson
Emergency Operations Center
Generic Checklist (For All Positions)
"This packet of information is not to leave the EOCH
Activation Phase:
Check in/sign in upon arrival at the EOC.
Report to EOC Manager, Section Chief, Branch Director, or other assigned
Supervisor.
Set up your workstation and review your position responsibilities.
Establish and maintain a position log, which chronologically describes your
actions taken during your shift.
Determine your EOC resource needs, such as a computer, phone, plan copies,
and other reference documents and request these resources from the EOC
Manager.
Demobilization Phase:
Deactivate your assigned position and close out logs when authorized by the
Incident Commander.
Complete all required forms, reports, and other documentation. All forms should
be submitted through your supervisor to the Planning Section, as appropriate,
prior to your departure.
Be prepared to provide input to the after -action report.
If another person is relieving you, ensure they are thoroughly briefed before you
leave your workstation.
Clean up your work area before you leave.
Leave a forwarding phone number where you can be reached.
Check out/sign out of EOC.
City of Hutchinson EOC Page 1
EOC Po5ition Checklist
11.01-2023
CITY OF HUTCHINSON EOC
Management
Section
Position Checklists
City of Hutchinson EOC Page 2
EOC Position Checklist
11-01-2023
Incident Commander
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Establish the appropriate staffing level for the EOC and continuously monitor
organizational effectiveness ensuring that appropriate modifications occur as
required.
2. Exercise overall management responsibility for the coordination between
emergency response agencies within the county / city limits. In conjunction with
the General Staff, set priorities for response efforts in the county. Ensure that all
city, township, department and agency actions are accomplished within the
priorities established.
3. Ensure that Inter -Agency Coordination is accomplished effectively within the
EOC.
4. Participate in Unified Incident Command for large-scale multi jurisdictional
events.
Activation Phase:
Determine appropriate level of activation based on situation as known.
Identify EOC site and determine operational status.
Mobilize appropriate personnel for the initial activation of the EOC.
Obtain briefing from available sources.
1. What do we have?
2. Where is this incident going?
3. What do we have for resources?
Ensure that the EOC is set up and ready for operations.
Determine which sections are needed, assign appropriate Section Chiefs and
ensure they are staffing their sections as required.
Operations Section Chief Logistics Section Chief
Planning Section Chief Finance/Administration Chief
EOC Position Checklist 08-01-12
City of Hutchinson EOC Page 3
EOC Position Checklist
11-01-2023
Determine which Command Staff positions are required and ensure they are
filled as soon as possible.
Liaison Officer
EOC Manager
Public Information Officer Director
Safety Officer
Ensure that telephone and/or radio communications with key field
units/departments are established and functioning.
Schedule the initial Planning meeting.
Confer with the General Staff to determine what representation is needed at the
EOC from other emergency response agencies.
Assign a liaison officer to coordinate outside agency response to the EOC, and to
assist as necessary in establishing Unified Command.
Operational Phase:
Monitor general staff activities to ensure that all appropriate actions are being
taken.
In conjunction with the Public Information Officer, conduct news conferences and
review media releases for final approval, following the established procedure for
information releases and media briefings.
Ensure that the Liaison Officer is providing for and maintaining effective
interagency coordination.
Based on current status reports; establish initial strategic objectives for the EOC.
In coordination with Command Staff, prepare management function objectives for
the initial Planning meeting.
Convene the initial Planning meeting. Ensure that all Section Chiefs, Command
Staff, and other key agency representatives are in attendance. Ensure that
appropriate Planning procedures are followed. Ensure the Planning Section
facilitates the meeting appropriately.
The plan must be: Specific, Measurable, Agreed upon, Realistic, Time Based.
EOC Position Checklist 08/01/12
City of Hutchinson EOC Page 4
EOC Position Checklist
11-01-2023
Once the Planning Section completes the Action Plan, review, approve and
authorize its implementation.
Conduct periodic briefings with the general staff to ensure strategic objectives
are current and appropriate.
Conduct periodic briefings for elected officials or their representatives.
Brief your relief at shift change, ensuring that ongoing activities are identified and
follow-up requirements are known.
Demobilization Phase:
Authorize demobilization of sections, and units when they are no longer required.
Notify other appropriate organizations of the planned demobilization, as
appropriate.
Ensure that any open actions not yet completed will be handled after
demobilization.
Ensure that all required forms or reports are completed prior to demobilization.
Be prepared to provide input to the after action report.
Deactivate the EOC at the designated time, as appropriate.
City of Hutchinson EOC Page 5
EOC Position Checklist
11-01-2023
EOC MANAGER
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Facilitate the overall functioning of the EOC.
2. Assist and serve as an advisor to the Incident Commander and General Staff as
needed, providing information and guidance related to the internal functions of
the EOC and ensure compliance with emergency plans and procedures.
3. Assist the Liaison Officer in ensuring proper procedures are in place for directing
agency representatives and conducting VIP/visitor tours of the EOC.
Activation Phase:
Follow generic Activation Phase Checklist.
Assist the Incident Commander in determining appropriate staffing for the EOC.
Provide assistance and information regarding section staffing to all general staff.
Ensure that an EOC check -in procedure is established immediately.
Ensure that an EOC organization and staffing chart is posted and completed.
Ensure that telephone and/or radio communications with key field
units/departments are established and functioning.
Operational Phase:
Assist the Incident Commander and the General Staff in developing overall
strategic objectives as well as section objectives for the Action Plan.
Advise the Incident Commander on procedures for enacting emergency
proclamations, emergency ordinances and resolutions, and other legal
requirements.
Assist the Planning Section in the development, continuous updating, and
execution of the EOC Action Plan.
City of Hutchinson EOC Page 6
EOC Position Checklist 11-01-2023
Provide overall procedural guidance to General Staff as required.
Provide general advice and guidance to the Incident Commander as required.
Ensure that all communications with appropriate emergency response agencies
is established and maintained.
Assist Incident Commander in preparing for and conducting briefings with
Command Staff, the County Board, the media, and the general public.
Assist the Incident Commander and Liaison Officer, in coordinating with outside
agency representatives and executives not assigned to specific EOC sections.
Assist the Liaison Officer with coordination of all EOC visits.
Provide assistance with shift change activity as required.
Demobilization Phase:
Follow generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 7
EOC Position Checklist
11-01-2023
Public Information Officer
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Serve as the coordination point for all media releases for McLeod County.
Represent the EOC as the lead Public Information Officer.
2. Ensure that the public within the affected area receives complete, timely,
accurate, and consistent information about life safety procedures, public health
advisories, relief and assistance programs and other vital information.
3. Coordinate media releases with Public Information Officers representing other
affected emergency response agencies within the area as required.
4. Develop the format for press conferences, in conjunction with the Incident
Commander.
5. Maintaining a positive relationship with the media representatives.
6. Supervising Public Information staff.
Activation Phase:
Follow generic Activation Phase Checklists.
Determine staffing requirements and make required personnel assignments for
the Public Information functions as necessary. Consider establishing a Joint
Information Center (JIC).
Operational Phase:
Obtain policy guidance from the Incident Commander with regard to media
releases.
Keep the Incident Commander advised of all unusual requests for information
and of all major critical or unfavorable media comments. Recommend
procedures or measures to improve media relations.
City of Hutchinson EOC Page 8
EOC Position Checklist
11-01-2023
Coordinate with the Planning Section and identify method for obtaining and
verifying significant information as it is developed.
Develop and publish a media -briefing schedule, to include location, format, and
preparation and distribution of handout materials.
Implement and maintain an overall information release program.
Establish a Media Information Center as needed.
Maintain up-to-date status boards and other references at the media information
center. Provide adequate staff to answer questions from members of the media.
Interact with other jurisdiction PIO's and obtain information relative to public
information operations.
As needed develop content for Emergency Alert System (EAS) messages.
In coordination with other sections, and as approved by the Incident Commander,
issue timely and consistent advisories and instructions for life safety, health, and
assistance for the public.
At the request of the Incident Commander, prepare media briefings for members
of the County Board and provide other assistance as necessary to facilitate their
participation in media briefings and press conferences.
Ensure that a rumor control function is established to correct false or erroneous
information.
Ensure that adequate staff is available at incident sites to coordinate and conduct
tours of the disaster areas.
Provide appropriate staffing and telephones to efficiently handle incoming media
and public calls.
Prepare, update, and distribute public information that provides locations to
obtain food, shelter, supplies, health services, etc.
Consider announcements, emergency information and materials that need to be
translated and prepared for special populations (non-English speaking, hearing
impaired etc.).
City of Hutchinson EOC Page 9
EOC Position Checklist
11-01-2023
Monitor broadcast media, using information to develop follow-up news releases
and rumor control.
Ensure that file copies are maintained of all information released.
Provide copies of all media releases to the Incident Commander.
Conduct shift change briefings in detail, ensuring that in -progress activities are
identified and follow-up requirements are known.
Prepare final news releases and advise media representatives of points -of -
contact for follow-up stories.
Demobilization Phase:
Follow generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 10
EOC Position Checklist
11-01-2023
Liaison Officer
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Oversee all liaison activities, including coordinating outside agency
representatives assigned to the EOC and handling requests from other EOC's for
the McLeod County EOC agency representatives.
2. Establish and maintain a central location for incoming agency representatives,
providing workspace and support as needed.
3 Ensuring that position specific checklists, policy directives, situation reports, and
a copy of the current Incident Action Plan (IAP) is provided to Agency
Representatives upon check -in.
4. In conjunction with the EOC Manager, provide orientations for VIPs and other
visitors to the EOC.
Activation Phase:
Follow generic Activation Phase Checklist.
Obtain assistance for your position through the Personnel Unit in Logistics, as
required.
Operational Phase:
Contact Agency Representatives already on -site, ensuring that they:
Have signed into the EOC,
Have a position checklist,
Understand their assigned functions,
Know their work locations,
Understand the McLeod County EOC organization and floor plan.
In conjunction with the Incident Commander and EOC Manager, establish and
maintain a contact list of outside agency representatives and executives not
assigned to specific sections within the EOC.
City of Hutchinson EOC Page 11
EOC Position Checklist
11-01-2023
Request that Agency Representatives maintain communications with their
agencies and obtain situation status reports regularly.
With the approval of the Incident Commander, provide agency representatives
from the EOC to other EOC's as required and requested.
Maintain a roster of agency representatives located at the EOC. Roster should
include assignment within the EOC. Roster should be distributed internally on a
regular basis.
Demobilization Phase:
Follow generic Demobilization Phase Checklist
Release agency representatives that are no longer required in the EOC when
authorized by the Incident Commander.
City of Hutchinson EOC Page 12
EOC Position Checklist
11-01-2023
Agency Representatives
**** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Agency Representatives should be able to speak on behalf of their agencies,
within established policy limits, acting as a liaison between their agencies and the
McLeod County EOC.
2. Agency Representatives may facilitate requests to or from their agencies, but
normally do not directly act on or process resource requests.
3. Agency Representatives are responsible for coordinating situation status
information and response activities between their agencies and the EOC.
Activation Phase:
Follow generic Activation Phase Checklist.
Check in with the Liaison Officer and clarify any issues regarding your authority
and assignment, including the functions of other representatives from your
agency (if any) in the EOC.
Establish communications with your home agency; notify the Logistics Section
Communications Unit and the Liaison Officer of any communications problems.
Unpack any materials you may have brought with you and set up your assigned
station, request through the Liaison Officer to obtain necessary materials and
equipment.
Obtain an EOC organization chart, floor plan, and telephone list from the Liaison
Officer.
Contact the city EOC sections or branches that are appropriate to your
responsibility; advise them of your availability and assigned work location in the
EOC.
City of Hutchinson EOC Page 13
EOC Position Checklist
11-01-2023
Operational Phase:
Facilitate requests for support or information that your agency can provide.
Keep current on the general status of resources and activity associated with your
agency.
Provide appropriate situation information to the Planning Section.
Represent your agency at planning meetings, as appropriate, providing update
briefings about your agency's activities and priorities.
Keep your agency executives informed and ensure that you can provide agency
policy guidance and clarification for the EOC and Incident Commander as
required.
On a regular basis, inform your agency of the EOC priorities and actions that
may be of interest.
Maintain logs and files associated with your position.
Demobilization Phase:
Follow generic Demobilization Phase Checklist.
When the Incident Commander approves demobilization, contact your agency
and advise them of expected time of demobilization and points of contact for the
completion of ongoing actions or new requirements.
Ensure that you complete all final reports, close out your activity log, and transfer
any ongoing missions and/or actions to the Liaison Officer or other appropriate
individual.
Ensure copies of all documentation generated during the operation are submitted
to the Planning Section.
City of Hutchinson EOC Page 14
EOC Position Checklist
11-01-2023
Security Officer
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Provide up to 24-hour security for the EOC.
2. Control personnel access to the EOC in accordance with policies established by
the EOC Manager.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Determine the current EOC security requirements and arrange for staffing as
needed.
Determine needs for special access to EOC facilities.
Provide executive and VIP security as appropriate and required.
Provide recommendations as appropriate to the EOC Manager.
Prepare and present security briefings for the Incident Commander, EOC
Manager, and General Staff at appropriate meetings.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 15
EOC Po5ition Checklist
11.01-2023
CITY OF HUTCHINSON EOC
Operations
Section
Position Checklists
City of Hutchinson EOC Page 16
EOC Position Checklist
11-01-2023
Operations Section Chief
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Ensure that the Operations Function is carried out including coordination of
response for all operational functions assigned by the EOC.
2. Ensure that operational objectives and assignments identified in the EOC Action
Plan are carried out effectively.
3. Establish the appropriate level of branch and unit organizations within the
Operations Section, continuously monitoring the effectiveness and modifying
accordingly.
4. Exercise overall responsibility for the coordination of Branch and Unit activities
within the Operations Section.
5. Ensure that the Planning Section is provided with Status Reports and Incident
Reports.
6. Conduct periodic Operations briefings for the Incident Commander as required or
requested.
7. Overall supervision of the Operations Section.
Activation Phase:
Follow the generic Activation Phase Checklist.
Ensure that the Operations Section is set up properly and that appropriate
personnel, equipment, and supplies are in place, including maps and status
boards.
Meet with Planning Section Chief; obtain a preliminary situation briefing.
Based on the situation, activate appropriatc branches within the section.
Designate Branch Directors as necessary.
Fire & Rescue Law Enforcement
Public Health Public Works
City of Hutchinson EOC Page 17
EOC Position Checklist 11-01-2023
Determine need for Mutual Aid / outside resources.
Request additional personnel and resources for the section for up to a 24-hour
operation.
Obtain a current communications plan.
Determine estimated times of arrival of section staff from the Personnel Branch in
Logistics.
Confer with the Incident Commander to ensure that the Planning and Logistics
Sections are staffed at levels necessary to provide adequate information and
support for operations.
Coordinate with the Liaison Officer regarding the need for Agency
Representatives in the Operations Section.
Establish radio, computer, and/or phone communications with Incident
Commander(s) operating in the county, and coordinate accordingly.
Determine activation status of other EOC's and establish communication links
with their Operations Sections if necessary.
Based on the situation known or forecasted, determine likely future needs of the
Operations Section.
Identify key issues currently affecting the Operations Section; meet with Section
personnel and determine appropriate section objectives for the first operational
period.
Review responsibilities of branches in section; develop an Operations Plan
detailing strategies for carrying out Operations objectives.
Adopt a proactive attitude. Think ahead and anticipate situations and problems
before they occur.
City of Hutchinson EOC Page 18
EOC Position Checklist
11-01-2023
Operational Phase:
Ensure that all section personnel are maintaining their individual position logs.
Ensure that situation and resources information is provided to the Planning
Section on a regular basis.
Ensure that all media contacts are referred to the Public Information Officer.
Conduct periodic briefings and work to reach consensus among staff on
objectives for forth -coming operational periods.
Attend and participate in Incident Commander's Planning meetings.
Provide the Planning Section Chief with the Operations Section's objectives prior
to each Planning meeting.
Work closely with each Branch Director to ensure that the Operations Section
objectives, as defined in the current Incident Action Plan, are being addressed.
Ensure that the branches coordinate all resource needs through the Logistics
Section.
Ensure that intelligence information from Branch Directors is made available to
the Planning Section in a timely manner.
Ensure that fiscal and administrative requirements are coordinated through the
Finance/Administration Section (notification of emergency expenditures and daily
time sheets).
Brief the Incident Commander on all major incidents.
Brief Branch Directors periodically on any updated information you may have
received.
Share status information with other sections as appropriate.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 19
EOC Position Checklist
11-01-2023
Fire & Rescue Branch Director
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Coordinate fire, disaster medical, hazardous materials, and urban rescue
operations in the County or city and outside of the county or city as part of a
mutual aid/mobilization response to a county disaster situation.
2. Acquire mutual aid resources, as necessary.
3. Coordinate the mobilization and transportation of all resources through the
Logistics Section.
4. Complete and maintain status reports for major incidents requiring or potentially
requiring operational area, state and federal response, and maintains status of
unassigned fire & rescue resources in the area.
5. Implement the objectives of the EOC Action Plan assigned to the Fire & Rescue
Branch.
6. Overall supervision of the Fire & Rescue Branch.
Activation Phase:
Follow the generic Activation Phase Checklist.
Based on the situation, activate the necessary Units within the Fire & Rescue
Branch:
Fire Operations Unit
Hazmat Unit
EMS Unit
Rescue Unit
If the State Fire Mobilization system is activated, coordinate use of resources
with the State Fire Mutual Aid Coordinator.
Prepare and submit a preliminary branch status report and major incident reports
as appropriate to the Operations Section Chief.
City of Hutchinson EOC Page 20
EOC Position Checklist
11-01-2023
Prepare objectives for the Fire & Rescue Branch; provide them to the Operations
Section Chief prior to the first Planning meeting.
Operational Phase:
Ensure that Branch and Unit position logs and other files are maintained.
Maintain current status on Fire & Rescue missions being conducted in the county
or city.
Provide the Operations Section Chief and the Planning Section with an overall
summary of Fire & Rescue Branch operational periodically or as requested
during the operational period.
Refer all contacts with the media to the Public Information Officer.
Ensure that all fiscal and administrative requirements are coordinated through
the Finance/Administration Section (notification of any emergency expenditures
and daily time sheets).
Prepare objectives for the Fire & Rescue Branch for the subsequent operational
period; provide them to the Operations Section Chief prior to the end of the shift
and the next Planning meeting.
Provide your relief with a briefing at shift change; inform him/her of all on going
activities, branch objectives for the next operational period, and any other
pertinent information.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 21
EOC Position Checklist
11-01-2023
Fire Operations Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Assist Incident Commanders in the field by providing coordination for mutual aid
requests to and from the Fire & Rescue Branch Director as appropriate.
2. Respond to requests for fire resources from the field in a timely manner, following
established priorities (life safety, protection of property and protection of the
environment).
3. Monitor and track fire resources utilized during the event.
4. Provide general support to field personnel as required.
5. Supervise the Fire Operations Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other appropriate files.
Establish and maintain radio or phone communication with the area
Communication Center and field level Incident Commanders.
Obtain regular status reports on the fire situation from the field level Incident
Commanders.
Assess the impact of the disaster/event on the Fire Department's operational
capability.
Establish the objectives of the Fire Operations Unit based on the nature and
severity of the disaster, and provide them to the Fire & Rescue Branch Director
prior to the first Planning meeting.
City of Hutchinson EOC Page 22
EOC Position Checklist
11-01-2023
Provide fire status updates to the Fire & Rescue Branch Director on a regular
basis.
Evaluate and process all requests for fire Mutual Aid resources.
If not addressed at the Incident Command Post or Department Headquarters,
ensure that incident facilities are established (staging areas, etc.) to coordinate
incoming fire mutual aid resources, as required.
In conjunction with Planning, determine if current and forecasted weather
conditions will affect fire and rescue operations.
Inform the Fire & Rescue Branch Director of all significant events that occur.
Coordinate with the Law Enforcement Branch to determine status of evacuations
and shelter locations.
Assist in establishing base of operations / command post / and facilities needed
through the Logistics Section for incoming units.
Reinforce the use of proper procedures for media contacts.
Demobilization Phase:
Follow generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 23
EOC Position Checklist
11-01-2023
Emergency Medical Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Ensure that all available disaster medical resources are identified and mobilized
as required.
2. Provide assistance to Incident Command Posts and Department Headquarters in
establishing triage teams.
3. Determine the status of medical facilities within the affected area.
4. Coordinate the transportation of injured victims to appropriate medical facilities
as required.
5. Supervise the Emergency Medical Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position logs and other necessary files.
Work closely with all Operations Section Branch Directors to determine the scope
of disaster medical assistance required.
Determine the status and availability of medical mutual aid resources in the
operational area; specifically paramedics and ambulances.
Establish radio or telephone communication with trauma centers and other
medical facilities to determine their capability to treat disaster victims.
Determine status and availability of specialized treatment such as burn centers.
Assist the Search and Rescue Unit Leader in providing triage for extricated
victims.
City of Hutchinson EOC Page 24
EOC Position Checklist
11-01-2023
Coordinate with the Logistics Section to acquire suitable transportation for injured
victims as required or requested.
Establish and maintain communication with other functioning EOC's and
determine status and availability of medical resources.
Coordinate with the Logistics Section to obtain necessary supplies and
equipment to support disaster medical operations in the field. Consider
activation via Minnesota Duty Officer of a Disaster Medical Response
Team.
Inform the Fire & Rescue Branch Director of all significant events.
Reinforce the use of proper procedures for media contacts. This is particularly
critical in emergency medical situations where statistical information is requested
by the media.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 25
EOC Position Checklist
11-01-2023
Rescue Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Determine the scope of the search and rescue mission.
2. Establish Safety Plan
3. Assist in mobilizing Rescue Teams at the request of Field Incident Commanders.
4. Provide rescue support as required to other emergency response agencies
consistent with established priorities and objectives.
5. Ensure that deployed teams are provided with adequate support.
6. Supervise the rescue units
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position log and other appropriate files.
Work closely with all Operations Section Branch Directors to determine the scope
of search and rescue assistance required.
Coordinate with the Fire & Rescue Branch Director to determine missions for
rescue teams based on established priorities.
Mobilize and deploy available rescue teams to locations within the county, or to
other emergency response agencies as requested, in a manner consistent with
established policies and priorities.
Establish radio or phone communication with all deployed rescue team leaders to
determine the scope of support required.
City of Hutchinson EOC Page 26
EOC Position Checklist
11-01-2023
Work closely with the Logistics Section to determine the status and availability of
rescue resources; specifically Urban Search and Rescue (USAR) Team via the
county emergency management director.
Coordinate with the Law Enforcement Branch to determine availability of search
dog units.
Coordinate with Public Works to provide on -site assistance with rescue
operations at the request of team leaders.
Coordinate with the Emergency Medical Unit to provide on -site assistance to
extricated victims requiring medical treatment.
Coordinate with the Medical Examiner Unit to provide on -site assistance in
managing fatalities.
Ensure that each team leader develops a safety plan for each assigned mission.
Monitor and track the progress and status of each rescue team.
Ensure that team leaders report all significant events and follow safety plan.
Assist in establishing base/base/camp facilities (or commercial lodging) for
Rescue Teams through the Logistics Section, if not addressed at the Incident
Command Post (ICP).
Inform the Fire & Rescue Branch Director of all significant events.
Reinforce the use of proper procedures for media contacts. This is particularly
critical in instances where the media is seeking statistical information or personal
identities of injured victims or fatalities.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 27
EOC Position Checklist
11-01-2023
Hazardous Materials Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Determine the scope of hazardous materials incidents throughout the area.
2. Assist in mobilizing hazardous materials teams at the request of field Incident
Commanders.
3. Ensure that deployed teams are provided with adequate support.
4. Supervise the Hazmat Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other appropriate files.
Work closely with all Operations Section Branch Directors to determine the scope
of HazMat incident response required.
Coordinate with the Fire and Rescue Branch Director to determine missions for
HazMat teams based on established priorities.
Mobilize and deploy available HazMat resources — including the Chemical
Assessment Team (CAT) and Emergency Response Team (ERT) teams in a
manner consistent with established priorities.
Establish radio or phone communication with all deployed HazMat resources to
determine the scope of support required.
Work closely with the Logistics Section to determine the status and availability of
regional Hazmat Response Teams.
City of Hutchinson EOC Page 28
EOC Position Checklist
11-01-2023
Coordinate with Public Works to provide on -site assistance with HazMat
operations at the request of team leaders.
Coordinate with the Emergency Medical Unit to determine appropriate medical
facilities and mode of contaminated victim transportation.
Coordinate with the Medical Examiner Unit to provide on -site assistance in
managing fatalities at HazMat scenes.
Monitor and track the progress and status of each HazMat team.
Ensure that Hazmat Team Leaders report all significant events.
Assist in establishing base/base/camp facilities (or commercial lodging) for
HazMat teams through the Logistics Section, if not addressed at the Incident
Command Post (ICP).
Inform the Fire & Rescue Branch Director of all significant events.
Reinforce the use of proper procedures for media contacts. This is particularly
critical in instances where the media is seeking technical information on the
hazardous material, statistical information, or personal identities of injured victims
or fatalities.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 29
EOC Position Checklist
11-01-2023
Law Enforcement Branch Director
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Coordinate search, movement and evacuation operations during a disaster.
2. Coordinate law enforcement and traffic control operations during the disaster.
3. Coordinate site security at incident locations and EOC.
4. Coordinate Law Enforcement Mutual Aid requests from emergency response
agencies.
5. Supervise the Law Enforcement branch.
Activation Phase:
Follow the generic Activation Phase Checklist.
Based on the situation, activate the necessary Units within the Law Enforcement
Branch:
Law Enforcement Operations Unit
Medical Examiner Unit
Provide an initial situation report to the Operations Section Chief.
Based on the initial EOC strategic objectives, prepare objectives for the Law
Enforcement Branch and provide them to the Operations Section Chief prior to
the first Planning meeting.
Operational Phase:
Ensure that Branch and Unit position logs and other appropriate files are
maintained.
City of Hutchinson EOC Page 30
EOC Position Checklist
11-01-2023
Maintain current status on Law Enforcement missions being conducted in the
county and/or cities.
Provide the Operations Section Chief and the Planning Section with an overall
summary of Law Enforcement Branch operational periodically or as requested
during the operational period.
Refer all contacts with the media to the Public Information Officer.
Determine need for Law Enforcement Mutual Aid.
Determine need for Medical Examiner's Mutual Aid.
Ensure that all fiscal and administrative requirements are coordinated through
the Finance/Administration Section (notification of any emergency expenditures
and daily time sheets).
Prepare objectives for the Law Enforcement Branch for the subsequent
Operations period; provide them to the Operations Section Chief prior to the end
of the shift and the next Planning meeting.
Provide your relief with a briefing at shift change, informing him/her of all ongoing
activities, branch objectives for the next operational period, and any other
pertinent information.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 31
EOC Position Checklist
11-01-2023
Law Enforcement Operations Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Coordinate requests for Law Enforcement Mutual Aid Resources.
2. Establish and maintain communication with Law Enforcement Commanders in
the field.
3. Respond to requests for Law Enforcement resources from the field in a timely
manner, following established priorities (life safety, protection of property and
protection of the environment).
4. Monitor and track law enforcement resources utilized during the event.
5. Provide general support to field personnel as required.
6. Supervise the law enforcement operations unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other appropriate files.
Establish and maintain radio or phone communication with the Department
Headquarters, and Law Enforcement Commanders at the field level.
Obtain regular status reports on the law enforcement situation from the
Department Headquarters and Law Enforcement Commanders at the field level.
Assess the impact of the disaster/event on the law enforcement agency's
operational capability.
City of Hutchinson EOC Page 32
EOC Position Checklist
11-01-2023
Establish the objectives of the Law Enforcement Operations Unit based on the
nature and severity of the disaster, and provide them to the Law Enforcement
Branch Director prior to the first Planning meeting.
Ensure that the assignment of law enforcement resources is closely monitored
and coordinated, and that on -scene time is logged at the field level.
If not addressed at the Incident Command Post (ICP) ensure that incident
facilities are established (staging/base areas etc.) to coordinate incoming law
enforcement mutual aid resources, as required.
In conjunction with Planning, determine if current and forecasted weather
conditions will affect law enforcement operations.
Coordinate major search and evacuation activity with the Fire Operations Unit, as
required.
Coordinate with the Mass Care and Shelter Unit to establish suitable shelter
locations and appropriate shelter facilities for evacuated population.
Assist in establishing base/camp facilities (or commercial lodging) for law
enforcement personnel, through the Logistics Section, if not addressed at the
ICP.
Reinforce the use of proper procedures for media contacts.
Provide law enforcement status updates to the Law Enforcement Branch Director
on a regular basis.
Evaluate and process all requests for law enforcement resources.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 33
EOC Position Checklist
11-01-2023
Medical Examiner Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. At the direction of the Medical Examiner, establish and oversee an interim
system for managing fatalities resulting from the disaster/event.
2. At the direction of the Medical Examiner, establish and oversee the operation of
temporary morgue facilities and maintain detailed records of information for each
fatality.
3. Supervision of the Medical Examiner Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other appropriate files.
Ensure that locations where fatalities are discovered are secured.
Ensure that fatality collection points are established and secured as necessary.
Ensure that temporary morgue facilities are established in accordance with
guidelines established by the Medical Examiner.
Request Medical Examiner Mutual Aid through the EOC as required.
Procure, through logistics, all necessary fatalities management equipment and
supplies, such as temporary cold storage facilities or vehicles, body bags, etc.
Coordinate with the Rescue Unit to determine location and number of extricated
fatalities.
City of Hutchinson EOC Page 34
EOC Position Checklist
11-01-2023
Ensure that human remains are transported from fatality collection points to
temporary morgue(s), if so advised by the Medical Examiner and/or law
enforcement.
Assist the Medical Examiner with identification of remains and notification of next
of kin as required.
In conjunction with local mortuaries and cemeteries, assist with the reburial of
any coffins that were surfaced and/or disturbed as a result of the disaster.
Keep the Law Enforcement Branch Director informed of Medical Examiner Unit
activities on a regular basis.
Inform the Law Enforcement Branch Director and the Public Information Officer
of the number of confirmed fatalities resulting from the disaster or event.
Ensure that all media contacts are referred to the Public Information Officer.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 35
EOC Position Checklist
11-01-2023
Public Works Branch Director
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Survey all utility systems, and restore systems that have been disrupted,
including coordinating with utility service providers in the restoration of disrupted
services.
2. Survey all public and private facilities, assessing the damage to such facilities,
and coordinating the repair of damage to public facilities.
3. Survey all other infrastructure systems, such as streets and roads within McLeod
County.
4. Assist other sections, branches, and units as needed.
5. Supervise the Public Works Branch.
Activation Phase:
Follow the generic Activation Phase Checklist.
Assess the structural integrity of the designated EOC, if building was affected.
Based on the situation, activate the necessary units within the Public Works
Branch:
Utilities Unit
Public Works Unit
Damage Assessment Unit
Provide an initial situation report to the Operations Section Chief.
Based on the initial EOC strategic objectives, prepare objectives and provide
them to the Operations Section Chief prior to the first Planning meeting.
City of Hutchinson EOC Page 36
EOC Position Checklist
11-01-2023
Operational Phase:
Ensure that branch and unit position logs and other necessary files are
maintained.
Maintain current status on all Public Works activities being conducted in the
county and/or cities.
Ensure that damage and safety assessments are being carried out for both
public and private facilities.
Request outside resources and mutual aid, utilizing HSEM as a procurement
resource.
Determine and document the status of transportation routes into and within
affected areas.
Coordinate debris removal services as required.
Provide the Operations Section Chief with an overall summary of Public Works
Branch activities periodically during the operational period or as requested.
Ensure that Public Works Status Reports, as well as any initial damage
estimations are completed and maintained by utilizing appropriate resource
management software and/or forms.
Refer all contacts with the media to the Public Information Officer.
Ensure that all fiscal and administrative requirements are coordinated through
the Finance/Administration Section (notification of any emergency expenditures
and daily time sheets).
Prepare objectives for the Public Works Branch for the subsequent operations
period; provide them to the Operations Section Chief prior to the end of the shift
and the next Planning meeting.
Provide your relief with a briefing at shift change, informing him/her of all ongoing
activities, branch objectives for the next operational period, and any other
pertinent information.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 37
EOC Position Checklist
11-01-2023
Utilities Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Assess the status of utilities; provide Utility Status Reports as required.
2. Coordinate restoration of damaged utilities with utility representatives in the EOC
if present, or directly with Utility companies.
3. Supervise the Utilities Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Establish and maintain communications with the utility providers for the area.
Survey the extent of damage to utility systems in the area.
Coordinate with the Liaison Officer to ensure that agency representatives from
affected utilities are available to the EOC.
Ensure that all information on system outages is consolidated and provided to
the Situation Analysis Unit in the Planning Section.
Ensure that support to utility providers is available as necessary to facilitate
restoration of damaged systems.
Keep the Public Health Branch Director informed of any damage to sewer and
sanitation systems, as well as possible water contamination problems.
Keep the Public Works Branch Director informed of the restoration status.
Complete and maintain a Utilities Status Report
Refer all contacts with the media to the Public Information Officer.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 38
EOC Position Checklist
11-01-2023
Damage Assessment Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Collect initial Damage assessment information from all available sources.
2. Provide detailed Damage assessment information to the Planning Section, with
associated loss damage estimates.
3. Maintain detailed records on damaged areas and structures.
4. Initiate requests for Engineers from the Fire Department, Building Services
Division and Public Works Engineering Division, to inspect structures and/or
facilities.
5. Supervise the Damage Assessment Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Obtain initial Damage assessment information from Fire & Rescue Branch, Law
Enforcement Branch, Utilities Unit, and any other sources as necessary.
Prepare detailed Damage assessment information, including estimate of value of
the losses, and provide to the Planning Section.
Clearly label each structure and/or facility inspected in accordance with adopted
codes, standards and guidelines.
Maintain a list of structures and facilities requiring immediate inspection or
engineering assessment.
Initiate all requests for engineers and building inspectors through the EOC.
City of Hutchinson EOC Page 39
EOC Position Checklist
11-01-2023
Keep the Public Works Branch Director informed of the inspection and
engineering assessment status.
Refer all contacts with the media to the Public Information Officer.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 40
EOC Position Checklist
11-01-2023
Public Works Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Assist other Operation Section Branches by providing construction equipment
and operators as necessary.
2. Provide heavy equipment assistance to the Damage Assessment Unit as
required.
3. Provide emergency construction and repair to damaged roadways. Assist with
the repair of utility systems as required.
4. Providing flood -fighting assistance, such as sandbagging, rerouting waterways
away from populated areas, and river, creek, or streambed debris clearance.
5. Supervise the Public Works Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Ensure that appropriate staff is available to assist other emergency responders
with the operation of heavy equipment, in coordination with the Logistics Section.
Ensure that engineering staff is available to assist the Damage Assessment Unit
in inspecting damaged structures and facilities.
As requested, direct staff to provide flood fighting assistance, clear debris from
roadways and water ways, assist with utility restoration, and build temporary
emergency structures as required.
Work closely with the Logistics Section to provide support and materials as
required.
Keep the Public Works Branch Director informed of unit status.
Refer all contacts with the media to the Public Information Officer.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 41
EOC Position Checklist
11-01-2023
Medical & Health Branch Director
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Act as the liaison to the County Health Officer and to the County Health and
Human Services Department.
2. Coordinate and manage the allocation of available disaster medical and health
resources to support disaster health operations in the affected area.
3. Determine the medical and health impact of the event on the affected population
and health infrastructure, and ensure information is provided to the Operations
Section Chief.
4. Evaluate and prioritize medical and health requests from local responders based
on criteria established by the Operations Section Chief, and determine
appropriate response recommendations.
5. Obtain medical and health personnel, supplies and equipment through
established procedures.
6. Coordinate the mobilization and transportation of all resources through the
Logistics Section.
7. Maintain the status of all unassigned medical and health resources within the
operational area.
8. Complete and maintain branch status reports.
9. Implement the appropriate Action Plan objectives for the Medical and Health
Branch.
10. Provide for the maintenance of vital records relative to public health.
11. Coordinate the need for mental health/crisis counseling services.
Activation Phase:
Follow the generic Activation Phase Checklist.
Determine level of staff required for current operations as well as relief shifts.
City of Hutchinson EOC Page 42
EOC Position Checklist
11-01-2023
Based on the situation; activate the necessary units within the Public Health
Branch:
Environmental Health Unit
Communicable Disease Unit
Disaster Medical Unit
Open and maintain Branch logs.
Set up section work area.
Prepare the initial medical and health situation report.
Prepare objectives for the Medical and Health Branch and provide them to the
Operations Section Chief prior to the first planning meeting.
Operational Phase:
Ensure that Medical and Health Branch and unit position logs and other
necessary files are maintained.
Maintain current status on Medical and Health operations being conducted within
the Operational Area.
Ensure that branch status reports are prepared periodically.
Respond to requests for medical and health resources in coordination with
Logistics.
Coordinate with the EOC for medical and health resource needs that cannot be
provided within the Operational Area.
Monitor and support environmental and public health response operations.
Support the acquisition of potable water supplies as required.
Ensure adequate environmental controls are initiated and maintained as
required.
Assess the need for mental health/crisis counseling services for responders,
EOC staff, disaster victims and/or community members not otherwise impacted
by the incident.
City of Hutchinson EOC Page 43
EOC Position Checklist
11-01-2023
Coordinate with appropriate mental health/crisis counseling providers (CISM,
Support Officers, Employee Assistance Plan, American Red Cross, & others) to
address any identified counseling needs.
Ensure that medical and health information updates are provided to the PIO and
that all media inquiries are referred to the PIO as required.
Coordinate with other response agencies to meet medical and health needs for
sheltered populations.
Ensure that Branch objectives are identified and reviewed as required to facilitate
the planning process.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
Ensure that public health information guidelines are provided to the PIO for
periodic media releases during the recovery phase.
City of Hutchinson EOC Page 44
EOC Position Checklist
11-01-2023
Environmental Health Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Assess the status and availability of potable water, as needed.
2. Assess the status of sanitation (sewer and solid waste disposal) systems as
needed.
3. Inspect and assess foodstuffs, drugs, and other consumables for purity and
usability as needed.
4. Develop and implement a vector control plan for the affected disaster area(s).
5. Conduct assessments of environmental contamination and public health risks
from hazardous materials incidents.
6. Provide technical support for terrorist incidents involving weapons of mass
destruction.
7. Supervise the Environmental Health Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Dispatch teams to survey and test potable water systems; determine status of
potable water as needed.
Dispatch teams to survey and test sanitation systems as needed.
Ensure that both water and sanitation systems are continually monitored.
Develop a transportation and distribution strategy for potable water.
City of Hutchinson EOC Page 45
EOC Position Checklist
11-01-2023
Through the Logistics Section, as needed, obtain chemical (portable) toilets and
other temporary facilities for the disposal of human waste and other infected
waste.
Develop and implement a plan to identify sources of contamination that could
pose a health problem; contain and/or eliminate the threat to the general
population.
Coordinate with the Medical Examiner Unit in the handling of the deceased;
advise on any health -related problems associated with the storage and disposal
of the human remains.
Coordinate the inspection of foodstuffs, drugs, and other consumables for purity
and usability as needed.
Develop and implement a plan for vector control.
Make plans for solid waste disposal as needed.
Inspect mass care shelters.
Inspect EOC and responder food preparations for safety.
Inform the Medical and Health Branch Director of all significant events.
Refer all contacts with the media to the Public Information Officer.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 46
EOC Position Checklist
11-01-2023
Communicable Disease Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Identify potential health hazards and take measures to eliminate or control the
outbreak of communicable diseases.
2. Provide for and coordinate immunization services as needed.
3. Provide technical support for bio-terrorism incidents.
4. Ensure that public notifications are made regarding public health risks.
5. Provide epidemiological surveillance, case investigations and follow-up to control
infectious disease and food borne illnesses.
6. Conduct appropriate public health education programs as needed.
7. Supervise the Communicable Disease Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Assess the potential for the spread of communicable diseases.
Identify and coordinate with the Logistics Section for the human, medical and
material resources required to provide adequate immunization services.
In coordination with the Environmental Health Unit, develop and implement a
plan to identify sources of contamination which could pose a health problem;
contain and/or eliminate the threat to the general population.
City of Hutchinson EOC Page 47
ECIC Position Checklist
11-01-2023
In coordination with the State Department of Health Bio-Terrorism Surveillance
Coordinator, provide technical research, information, and assistance in any bio-
terrorism incident.
Inform the Medical and Health Branch Director of all significant events.
Refer all contacts with the media to the Public Information Officer.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 48
EOC Position Checklist
11-01-2023
Disaster Medical Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Ensure that all available disaster medical resources are identified and mobilized
as required.
2. Determine the status of medical facilities within the affected area.
3. Supervise the Disaster Medical Unit.
Activation Phase:
Follow generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position logs and other necessary files.
Work closely with all Operations Section Branch Coordinators to determine the
scope of disaster medical assistance required.
Determine the status and availability of medical resources in the operational
area; specifically paramedics and ambulances.
Establish radio or telephone communication with area hospitals and other
medical facilities to determine their capability to treat disaster victims.
Determine status and availability of specialized treatment facilities such as burn
centers, dialysis clinics, etc...
Coordinate with the Logistics Section to acquire additional transportation other
than ambulances for injured victims as required or requested.
Establish and maintain communication with EOC and determine status and
availability of medical resources.
City of Hutchinson EOC Page 49
EOC Position Checklist
11-01-2023
Coordinate with the Logistics Section to obtain necessary supplies and
equipment to support disaster medical operations in the field.
Inform the Medical and Health Branch Director of all significant events.
Reinforce the use of proper procedures for media contacts. This is particularly
critical in emergency medical situations where statistical information is requested
by the media.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 50
ECIC Position Checklist
11-01-2023
CITY OF HUTCHINSON EOC
Planning
Section
Position Checklists
City of Hutchinson EOC Page 51
EOC Position Checklist
11-01-2023
Planning Section Chief
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Ensure that the following responsibilities of the Planning Section are addressed
as required:
Collecting, analyzing, and displaying situation information,
Preparing periodic Situation Reports,
Preparing and distributing the EOC Action Plan and facilitating Planning
meetings,
Conducting planning activities and reports,
Providing technical support services to the various EOC sections and
branches, and documenting and maintaining files on all EOC activities.
2. Establish the appropriate level of organization for the Planning Section.
3. Exercise overall responsibility for the coordination of branch/unit activities within
the section.
4. Keep the Incident Commander informed of significant issues affecting the
Planning Section.
5. In coordination with the other Section Chiefs, ensure that Branch Status Reports
are completed and utilized as a basis for Situation Status Reports, and the EOC
Action Plan.
6. Supervise the Planning Section.
Activation Phase:
Follow the gencric Activation Phase Checklist.
Ensure that the Planning Section is set up properly and that appropriate
personnel, equipment, and supplies are in place, including maps and status
boards.
City of Hutchinson EOC Page 52
EOC Position Checklist
11-01-2023
Based on the situation, activate Units within section as needed and designate
Unit Leaders.
Situation Analysis Unit
Planning Unit
Documentation Unit
Technical Services Unit
Resources Unit
Request additional personnel for the section as necessary to maintain a 24-hour
operation.
Establish contact with the State EOC when activated and coordinate Situation
Status Reports with their Planning Section.
Meet with Operations Section Chief; obtain and review any major incident
reports.
Review responsibilities of branches in section; develop plans for carrying out all
responsibilities.
Make a list of key issues to be addressed by Planning; in consultation with
section staff, identify objectives to be accomplished during the initial Operational
Period.
Keep the Incident Commander informed of significant events.
Define operational periods and establish planning/briefing schedule.
Operational Phase:
Ensure that Planning position logs and other necessary files are maintained.
Ensure that The Situation Analysis Unit is maintaining current information for the
situation status report.
Ensure that major incidents reports and branch status reports are completed by
the Operations Section and are accessible by Planning Intelligence.
Ensure that a situation status report is produced and distributed to EOC Sections
and EOC at least once, prior to the end of the operational period.
City of Hutchinson EOC Page 53
EOC Position Checklist
11-01-2023
Ensure that all status boards and other displays are kept current and that posted
information is neat and legible.
Ensure that the Public Information Officer has immediate and unlimited access to
all status reports and displays.
Conduct periodic briefings with section staff and work to reach consensus among
staff on section objectives for forthcoming operational periods.
Facilitate Planning meetings as needed.
Ensure that objectives for each section are completed, collected and posted in
preparation for the next Planning meeting.
Ensure that the EOC Action Plan is completed and distributed prior to the start of
the next operational period.
Work closely with each branch/unit within the Planning Section to ensure the
section objectives, as defined in the current EOC Action Plan are being
addressed.
Ensure that the Planning Unit develops and distributes a report which highlights
forecasted events or conditions likely to occur beyond the forthcoming
operational period; particularly those situations which may influence the overall
strategic objectives.
Ensure that the Documentation Unit maintains files on all EOC activities and
provides reproduction and archiving services for the EOC, as required.
Provide technical services, such as field observers and other technical specialists
to all EOC sections as required.
Ensure that fiscal and administrative requirements are coordinated through the
Finance/ Administration Section.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 54
EOC Position Checklist
11-01-2023
Situation Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Oversee the collection, organization, and analysis of disaster situation
information.
2. Ensure that information collected from all sources is validated prior to posting on
status boards.
3. Ensure that situation status reports are developed for dissemination to EOC staff.
4. Assist in developing an Action Plan for each operational period, based on
objectives developed by each EOC Section.
5. Ensure that all maps, status boards and other displays contain current and
accurate information.
6. Supervise Situation Analysis Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Ensure there are adequate staff available to collect and analyze incoming
information, maintain the Situation Status Report, and assist the planning
process.
Prepare Situation Analysis Unit objectives for the initial Planning meeting.
Operational Phase:
Ensure position logs and other necessary files are maintained.
Oversee the collection and analysis of all cvent/or disaster related information.
Oversee the preparation and distribution of Situation Status Reports. Coordinate
with the Documentation Unit for manual distribution and reproduction as required.
City of Hutchinson EOC Page 55
EOC Position Checklist 11-01-2023
Ensure that each EOC Section provides Status Reports, on a regular basis.
Meet with the Public Information Officer to determine the best method for
ensuring access to current information.
Prepare situation summaries for EOC Planning meetings.
Ensure each section provides their objectives at least 30 minutes prior to each
Planning meeting.
Ensure that adequate staff is assigned to maintain all maps, status boards and
other displays.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 56
EOC Position Checklist
11-01-2023
Documentation Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Collect, organize and file all completed event or disaster related forms, to
include: all EOC position logs, situation status reports, EOC Action Plans and
any other related information, prior to the end of each operational period.
2. Provide document reproduction services to EOC staff.
3. Distribute the EOC situation status reports, EOC Action Plan, and other
documents, as required.
4. Maintain a permanent electronic archive of all situation reports and Action Plans
associated with the event or disaster.
5. Assist the EOC Manager in the preparation and distribution of the After Action
Report.
6. Supervise the Documentation Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Maintain a position log.
Meet with the Planning Section Chief to ensure EOC materials are maintained as
official records.
Meet with the Recovery Unit Leader to determine what EOC materials and
documents are necessary to provide accurate records and documentation for
recovery purposes.
City of Hutchinson EOC Page 57
EOC Position Checklist
11-01-2023
Initiate and maintain a roster of all activated EOC positions to ensure that
position logs are accounted for and submitted to the Documentation Unit at the
end of each shift.
Reproduce and distribute the Situation Status Reports and Action Plans. Ensure
distribution is made to the EOC.
Keep extra copies of reports and plans available for special distribution as
required.
Set up and maintain document reproduction services for the EOC.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 58
EOC Position Checklist
11-01-2023
Planning Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Develop an Action Plan for each operational period, based on objectives
developed by each EOC Section.
2. Review all available status reports, Action Plans, and other significant
documents. Determine potential future impacts of the event or disaster;
particularly issues which might modify the overall strategic EOC objectives.
3. Provide periodic briefings for the Incident Commander and General Staff
addressing planning issues.
4. Prepare for and conduct Planning meetings as necessary.
5. Supervise the Planning Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Maintain a position log.
Monitor the current situation report to include recent updates.
Discuss with the General Staff to determine best estimates of the future direction
& outcomes of the event or disaster.
Develop an Action Plan identifying policy -related issues, social and economic
impacts, significant response or recovery resource needs, and any other key
issues likely to affect operations.
Submit the Action Plan to the Planning Chief for review and approval prior to
conducting briefings for the General Staff and Incident Commander.
City of Hutchinson EOC Page 59
EOC Position Checklist
11-01-2023
Review planning objectives submitted by each section for the forthcoming
operational period. In conjunction with the general staff, recommend a transition
strategy to the Incident Commander when EOC activity shifts predominately to
recovery operations.
Convene and facilitate the Planning meeting following the meeting process
guidelines.
In preparation for the Planning meeting, ensure that all EOC objectives are
posted on chart paper, and that the meeting room is set up with appropriate
equipment and materials (easels, markers, situation status reports, etc.)
Following the meeting, ensure that the Documentation Unit publishes and
distributes the Action Plan prior to the beginning of the next operational period.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 60
EOC Position Checklist
11-01-2023
Technical Specialists Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Provide technical observations and recommendations to the Planning Chief as
required.
2. Ensure that qualified specialists are available in the areas required by the
particular event or disaster.
3. Supervise the Technical Services Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Maintain a position log and other necessary files.
Coordinate with the Logistics Section to ensure that technical staff are located
and mobilized.
Assign technical staff to assist other EOC Sections in coordinating specialized
areas of response or recovery.
Assign technical staff to assist the Logistics Section with interpreting specialized
resource capability and requests.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 61
EOC Position Checklist
11-01-2023
Resource Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Coordinate with the other units in the Planning Section to capture and centralize
resource status information.
2. Develop and maintain resource status boards in the Planning Section.
3. Supervise the Resource Status Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Coordinate closely with all units in the Planning Section particularly the Situation
unit.
As resource requests are filled by the Logistics Section, track the availability of
resources and anticipate additional resource needs.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 62
EOC Po5ition Checklist
11.01-2023
CITY OF HUTCHINSON EOC
Logistics
Section
Position Checklists
City of Hutchinson EOC Page 63
EOC Position Checklist
11-01-2023
Logistics Section Chief
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Ensure the Logistics function is carried out in support of the emergency
operations. This function includes providing communication services, resource
tracking; acquiring equipment, supplies, personnel, facilities, and transportation
services; as well as arranging for food, lodging, and other support services as
required.
2. Establish the appropriate level of branch and/or unit staffing within the Logistics
Section, continuously monitoring the effectiveness of the organization and
modifying as required.
3. Ensure section objectives as stated in the EOC Action Plan are accomplished
within the operational period or within the estimated time frame.
4. Coordinate closely with the Operations Section Chief to establish priorities for
resource allocation to activated Field Incident Commands within the area.
5. Keep the Incident Commander informed of all significant issues relating to the
Logistics Section.
6. Supervise the Logistics Section.
Activation Phase:
Follow the generic Activation Phase Checklist.
Ensure the Logistics Section is set up properly and that appropriate personnel,
equipment, and supplies are in place, including maps, status boards, vendor
references, and other resource directories.
Based on the situation, activate Support and/or Services branches within the
section as needed and designate Unit Leaders for each element:
Communications Unit
Transportation Unit
Supply Unit
Personnel Unit
Facilities Unit
Mass Care and Shelter
City of Hutchinson EOC Page 64
EOC Position Checklist 11-01-2023
Mobilize sufficient section staffing for 24-hour operations.
Establish communications and coordinate with the Logistics Section at the State
EOC if activated.
Advise Branches and Units within the section to coordinate with appropriate
branches in the Operations Section to prioritize and validate resource requests
from Incident Command Posts in the field. This should be done prior to acting on
the request.
Meet with the Incident Commander and General Staff and identify immediate
resource needs.
Meet with the Finance/Administration Section Chief and determine level of
purchasing authority for the Logistics Section.
Assist branch and Unit Leaders in developing objectives for the section as well
as plans to accomplish their objectives within the first operational period, or in
accordance with the Action Plan.
Provide periodic Section Status Reports to the Incident Commander.
Adopt a proactive attitude, thinking ahead and anticipating situations and
problems before they occur.
Operational Phase:
Ensure that Logistic Section position logs and other necessary files are
maintained.
Meet regularly with section staff and work to reach consensus on section
objectives for forthcoming operational periods.
Provide the Planning Section Chief with the Logistics Section objectives at least
30 minutes prior to each Planning meeting.
Attend and participate in EOC Planning meetings.
Ensure that the Supply/Procurement Unit coordinates closely with the Fiscal
Control Unit in the Finance/Administration Section and that all required
documents and procedures are completed and followed.
City of Hutchinson EOC Page 65
EOC Position Checklist
11-01-2023
Ensure that transportation requirements, in support of response operations, are
met.
Ensure that all requests for facilities and facility support are addressed.
Ensure that all area resources are tracked and accounted for, as well as
resources ordered through Mutual Aid.
Provide section staff with information updates as required.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 66
EOC Position Checklist
11-01-2023
Communications Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Ensure radio, telephone, fax and computer resources and services are provided
to EOC staff as required.
2. Oversee the installation of communications resources within the area and EOC.
Ensure that a communications links are established with other EOC's.
3. Determine specific computer requirements for all EOC positions.
4. Implement message system, for internal information management to include
message and e-mail systems.
5. Ensure that appropriate EOC Communications are established to include
sufficient frequencies to facilitate operations, and that adequate communications
operators are available for 24-hour coverage.
6. Develop and distribute a Communications Plan, which identifies all systems in
use and lists specific frequencies, and phone numbers allotted for the event or
disaster.
7. Supervise the Communications Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Prepare objectives for the Communications Unit and provide them to the
Logistics Section Chief prior to the initial Planning meeting.
Operational Phase:
Ensure that Communication Unit position logs and other necessary files are
maintained.
Keep all sections informed of the status of communications systems, particularly
those that are being restored.
City of Hutchinson EOC Page 67
EOC Position Checklist
11-01-2023
Assist EOC positions in determining appropriate numbers of telephones,
computers, and other communications equipment required to facilitate
operations.
Acquire radio frequencies as necessary to facilitate operations.
Coordinate with all sections/branches/units regarding the use of all
communication systems.
Develop instructional guidance for use of radios, telephones, computers and
computer programs and conduct training sessions for EOC staff as necessary.
Coordinate with land line and cellular telephone companies in the area to obtain
additional phone resources as necessary.
Ensure that EOC Communications capability is established to receive and direct
all event or disaster related communications to appropriate destinations within
the EOC.
Ensure that adequate communications operators are mobilized to accommodate
each discipline on a 24-hour basis or as required.
Continually monitor the operational effectiveness of EOC communications
systems. Provide additional equipment as required.
Ensure that technical personnel are available for communications equipment
maintenance and repair.
Work to mobilize and coordinate amateur radio resources to augment primary
communications systems as required.
Keep the Logistics Section Chief informed of the status of communications
systems.
Prepare objectives for the Communication Unit; provide them to the Logistics
Section Chief prior to the next Planning meeting.
Refer all contacts with the media to the Public Information Officer.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 68
EOC Position Checklist
11-01-2023
Transportation Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. In coordination with the Public Works Branch Director, and the Situation Analysis
Unit, develop a transportation plan to support EOC operations.
2. Arrange for the acquisition or use of required transportation resources.
3. Supervise the Transportation Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Coordinate with the Situation Analysis Unit to determine the status of
transportation routes in and around the area.
Coordinate with the Public Works Branch Director to determine progress of route
recovery operations.
Develop a Transportation Plan that identifies routes of ingress and egress; thus
facilitating the movement of response personnel, the affected population, and
shipment of resources and materiel.
Establish contact with local transportation agencies and schools to establish
availability of equipment and transportation resources for use in evacuations and
other operations as needed.
Keep the Logistics Scction Chief informed of significant issues affecting the
Transportation Unit.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 69
EOC Position Checklist
111mil ul
Personnel Unit Leader
**** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Provide personnel resources as requested in support of the EOC and Field
Operations.
2. Work with the State Homeland Security and Emergency Management (HSEM) to
identify, recruit, and register volunteers as required.
3. Identify and maintain staff names on the EOC organization chart.
4. Supervise the Personnel Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain personal log and other necessary files.
In conjunction with the Documentation Unit, develop a large poster size EOC
organization chart depicting each activated position. Upon check in, indicate the
name of the person occupying each position on the chart. The chart should be
posted in a conspicuous place, accessible to all EOC personnel.
Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC staff
receives a current situation upon check -in.
Establish communications with HSEM to access volunteer agencies and other
organizations that can provide personnel resources.
Process all incoming requests for personnel support. Identify the number of
personnel, special qualifications or training, where they are needed and the
person or unit they should report to upon arrival. Determine the estimated time of
arrival of responding personnel.
City of Hutchinson EOC Page 70
EOC Position Checklist
11-01-2023
Maintain a status board or other reference to keep track of incoming personnel
resources.
Coordinate with the Liaison Officer and Security Officer to ensure access,
badging or identification, and proper direction for responding personnel upon
arrival at the EOC.
To minimize redundancy, coordinate all requests for personnel resources from
the field level through the EOC Operations Section prior to acting on the request.
In coordination with the Operations Section Chief and the EOC Manager
determine the need for Critical Incident Stress Debriefing (CISD) support for
emergency workers.
Arrange for childcare services and family support for EOC personnel as required.
Coordinate with HSEM to establish registration locations with sufficient staff to
identify and register volunteers.
Keep the Logistics Section Chief informed of significant issues affecting the
Personnel Unit.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 71
EOC Position Checklist
11-01-2023
Supply Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Oversee the procurement and allocation of supplies and materials not normally
provided through mutual aid channels.
2. Coordinate procurement actions with the Finance /Administration Section.
3. Coordinate delivery of supplies and materiel as required.
4. Supervise the Supply/Procurement Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Determine if requested types and quantities of supplies and materials are
available in area inventory.
Determine procurement spending limits with the Fiscal Control Unit in Finance/
Administration.
Whenever possible, meet personally with the requesting party to clarify types and
amount of supplies and materials, and also verify that the request has not been
previously filled through another source.
In conjunction with the Planning Section, Resource Unit, maintain a status board
or other reference depicting procurement actions in progress and their current
status and anticipated needs.
In conjunction with HSEM, determine if the procurement item can be provided
without cost from another jurisdiction.
City of Hutchinson EOC Page 72
EOC Position Checklist
11-01-2023
Determine unit costs of supplies and materials, from suppliers and vendors and if
they will accept purchase orders as payment, prior to completing the order.
Orders exceeding the purchase order limit must be approved by the Finance/
Administration Section before the order can be completed.
If vendor contracts are required for procurement of specific resources or
services, refer the request to the Finance/Administration Section for development
of necessary agreements.
Determine if the vendor or provider will deliver the ordered items. If delivery
services are not available, coordinate pick up and delivery through the
Transportation Unit.
In coordination with the Personnel Unit, provide food and lodging for EOC staff,
field personnel, and volunteers as requested.
Coordinate donated goods and services from community groups and private
organizations. Set up procedures for collecting, inventorying, and distributing
usable donations.
Keep the Logistics Section Chief informed of significant issues affecting the
Supply/Procurement Unit.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 73
EOC Position Checklist
11-01-2023
Facilities Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Ensure that adequate essential facilities are provided for the response effort,
including securing access to the facilities and providing staff, furniture, supplies,
and materials necessary to configure the facilities in a manner adequate to
accomplish the mission.
2. Ensure acquired buildings, building floors, and or workspaces are returned to
their original state when no longer needed.
3. Supervise the facilities unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Work closely with the EOC Manager and other sections in determining facilities
and furnishings required for effective operation of the EOC.
Coordinate with branches and units in the Operations Section to determine if
assistance with facility acquisition and support is needed at the field level.
Arrange for continuous maintenance of acquired facilities, to include ensuring
that utilities and restrooms are operating properly.
If facilities are acquired away from the EOC, coordinate with assigned personnel
and designate a Facility Manager.
Develop and maintain a status board or other reference that depicts the location
of each facility; a general description of furnishings, supplies and equipment at
the site; hours of operation, and the name and phone number of the Facility
Manager.
City of Hutchinson EOC Page 74
ECIC Position Checklist
11-01-2023
Ensure all structures are safe for occupancy and that they comply with American
Disabilities Act (ADA) requirements.
As facilities are vacated, coordinate with the facility manager to return the
location to its original state. This includes removing and returning furnishings and
equipment, arranging for janitorial services, and locking or otherwise securing the
facility.
Keep the Logistics Section Chief informed of significant issues affecting the
facilities unit.
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 75
EOC Position Checklist
11-01-2023
Mass Care and Shelter Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Coordinate the opening and operation of emergency shelters.
2. Consistent with policies of the American Red Cross and the Salvation Army,
provide food, clothing and other necessities to disaster victims.
3. Coordinate the provision of mobile canteen service or other feeding operations to
victims and emergency workers.
4. Consistent with policies of the American Red Cross operates Disaster Health and
Welfare Inquiry services (DWI) for disaster victims and their families.
5. Supervise the Mass Care and Shelter Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Work closely with appropriate officials to determine shelter needs and the best
shelter locations.
Coordinate the opening of shelters, warming stations and/or reception centers.
Maintain status information on each shelter in operation and coordinate that
information with the Planning Section.
Act as a liaison and coordinate with the American Red Cross, Salvation Army,
other appropriate organizations and the EOC to provide shelter operations, and
mobile feeding.
Determine method of feeding to best fit each situation and location.
City of Hutchinson EOC Page 76
EOC Position Checklist
11-01-2023
Work with the Medical and Health Branch Director to ensure that sufficient
potable water is available to meet all incident needs.
Keep the Logistics Section Chief informed of significant issues affecting the Mass
Care and Shelter Unit.
Maintain a Unit Log.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 77
EOC Po5ition Checklist
11.01-2023
CITY OF HUTCHINSON EOC
Finance/Admin
Section
Position Checklists
City of Hutchinson EOC Page 78
EOC Position Checklist 11-01-2023
Finance/Administration Section Chief
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Ensure that all financial records are maintained throughout the event or disaster.
2. Ensure that all on -duty time is recorded for all county emergency response
personnel.
3. Ensure that all on -duty time sheets are collected from Field Level Supervisors or
Incident Commanders and their staffs.
4. Ensure there is a continuum of the payroll process for all county employees
responding to the event or disaster.
5. Determine purchase order limits for the procurement function in Logistics.
6. Ensure that workers' compensation claims, resulting from the response are
processed within a reasonable time, given the nature of the situation.
7. Ensure that all travel and expense claims are processed within a reasonable
time, given the nature of the situation.
8. Provide administrative support to all EOC Sections as required, in coordination
with the Personnel Unit.
9. Activate units within the Finance/Administration Section as required; monitor
section activities continuously and modify the organization as needed.
10. Ensure that all recovery documentation is accurately maintained during the
response and coordinate with the State Homeland Security and Emergency
Management (HSEM) to ensure that the information is submitted on the
appropriate forms to them and/or the Federal Emergency Management Agency
(FEMA).
11. Supervise the Finance/Administration Section.
City of Hutchinson EOC Page 79
EOC Position Checklist 11-01-2023
Activation Phase:
Follow the generic Activation Phase Checklist.
Ensure that the Finance/Administration Section is set up properly and that
appropriate personnel, equipment, and supplies are in place.
Based on the situation, activate units within section as needed and designate
Branch Directors for each element:
Time Keeping Unit
Compensation & Claims Unit
Purchasing Unit
Recovery Unit
Ensure that sufficient staff is available for a 24-hour schedule, or as required.
Meet with the Logistics Section Chief and review financial and administrative
support requirements and procedures; determine the level of purchasing
authority to be delegated to Logistics Section.
Meet with all Unit Leaders and ensure that responsibilities are clearly
understood.
In conjunction with Unit Leaders, determine the initial Planning objectives for the
first operational period.
Notify the Incident Commander when the Finance/Administration Section is
operational.
Adopt a proactive attitude, thinking ahead and anticipating situations and
problems before they occur.
Operational Phase:
Ensure that Finance/Administration position logs and other necessary files are
maintained.
Ensure that displays associated with the Finance/Administrative Section are
current, and that information is posted in a legible and concise manner.
City of Hutchinson EOC Page 80
EOC Position Checklist
11-01-2023
Participate in all Planning meetings.
Brief all Unit Leaders and ensure they are aware of the EOC objectives as
defined in the Action Plan.
Keep the Incident Commander, General Staff, and elected officials aware of the
current fiscal situation and other related matters (on -going basis).
Ensure that the Recovery Unit maintains all financial records throughout the
event or disaster.
Ensure that the Time Keeping Unit tracks and records all agency staff times.
In coordination with the Logistics Section, ensure that the Purchasing Unit
processes purchase orders and develops contracts in a timely manner.
Ensure that the Compensation & Claims Unit processes all workers'
compensation claims, resulting from the disaster, in a reasonable time -frame,
given the nature of the situation.
Ensure that the Time -Keeping Unit processes all time -sheets and travel expense
claims promptly.
Ensure that the Finance/Administration Section provides administrative support
to other EOC Sections as required.
Ensure that all recovery documentation is accurately maintained by the Recovery
Unit during the response, and coordinate with McLeod County Emergency
Management Director to ensure that the information is submitted on the
appropriate forms to the State Homeland Security and Emergency Management
and/or Federal Emergency Management Agency (FEMA).
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 81
EOC Position Checklist
11-01-2023
Time Keeping Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Track, record, and report all on -duty time for personnel working during the event
or disaster.
2. Ensure that personnel time records, travel expense claims and other related
forms are prepared and submitted to the McLeod County Auditor's Office for
county budget and payroll information.
3. Supervise the time keeping unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position logs and other necessary files.
Initiate, gather, or update time reports from all personnel, to include volunteers
assigned to each shift. Ensure that time records are accurate and prepared in
compliance with established policy.
Obtain complete personnel rosters from the Personnel Unit. Rosters must include
all EOC Personnel as well as personnel assigned to the field level.
Provide instructions for all supervisors to ensure that time sheets and travel
expense claims are completed properly and signed by each employee prior to
submitting them.
Establish a file for each employee or volunteer within the first operational period;
to maintain a fiscal record for as long as the employee is assigned to the
response.
Keep the Finance/Administration Section Chief informed of significant issues
affecting the Time -Keeping Unit.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 82
EOC Position Checklist
11-01-2023
Compensation and Claims Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Oversee the investigation of injuries and property/equipment damage claims
involving the county, arising out of the event or disaster.
2. Complete all forms required by worker's compensation program.
3. Maintain a file of injuries and illnesses associated with the event or disaster,
which includes results of investigations.
4. Supervise the Compensation and Claims Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain a position log and other necessary files.
Maintain a chronological log of injuries and illnesses, and property damage
reported during the event or disaster.
Investigate all injury and damage claims as soon as possible.
Prepare appropriate forms for all verifiable injury claims and forward them to
appropriate compensation carriers and/or regulatory agencies within the required
time -frame consistent with established Policy & Procedures.
Coordinate with the Safety Officer regarding the mitigation of hazards.
Keep the Finance/Administration Chief informed of significant issues affecting the
Compensation and Claims Unit.
Forward all equipment or property damage claims to the Recovery Unit.
Demobilization Phase:
City of Hutchinson EOC Page 83
ECIC Position Checklist
11-01-2023
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 84
EOC Position Checklist
11-01-2023
Purchasing Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Coordinate vendor contracts not previously addressed by existing approved
vendor lists.
2. Coordinate with Supply/Procurement Unit on all matters involving the need to
exceed established purchase order limits.
3. Supervise the Purchasing Unit.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position logs and other necessary files.
Review the county emergency purchasing procedures.
Prepare and sign contracts as needed; be sure to obtain concurrence from the
Finance/ Administration Section Chief.
Ensure that all contracts identify the scope of work and specific site locations.
Negotiate rental rates not already established, or purchase price with vendors as
required.
Admonish vendors as necessary, regarding unethical business practices, such
as inflating prices or rental rates for their merchandise or equipment during
disasters.
Finalize all agreements and contracts, as required.
Complete final processing and send documents to Budget and Payroll for
payment.
City of Hutchinson EOC Page 85
EOC Position Checklist
11-01-2023
Verify costs data in the pre -established vendor contracts and/or agreements.
In coordination with the Logistics Section, ensure that the Purchasing Unit
processes purchase orders and develops contracts in a timely manner.
Keep the Finance/Administration Section Chief informed of all significant issues
involving the Purchasing Unit.
Get an estimated date and time of when ordered equipment will be on -hand at
the county level.
11 6 AM r M. • l jo TI . M_
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page afi
EOC Position Checklist
11-01-2023
Recovery Unit Leader
11 **** Read This Entire Position Checklist Before Taking Action ****
Responsibilities:
1. Coordinate with the Damage Assessment Unit to collect and maintain
documentation of all disaster information for possible public sector
reimbursement and private sector assistance.
2. Coordinate all fiscal recovery with disaster assistance agencies.
3. Prepare and maintain a cumulative cost report for the event or disaster.
4. Supervise the Recovery Unit and all recovery operations.
Activation Phase:
Follow the generic Activation Phase Checklist.
Operational Phase:
Establish and maintain position log and other necessary files.
In conjunction with McLeod County Auditor's Office, compute costs for use of
equipment owned, rented, donated or obtained through mutual aid.
Obtain information from the Resources Status Unit regarding equipment use
times.
Ensure that the McLeod County Auditor's Office establishes a disaster
accounting system, to include an exclusive cost code for disaster response.
Ensure that each section is documenting cost recovery information from the
onset of the event or disaster; collect required cost recovery documentation daily
at the end of each shift.
Meet with the Documentation Unit Leader and review EOC position logs,
journals, all status reports and Action Plans to determine additional cost recovery
items that may have been overlooked.
City of Hutchinson EOC Page 87
EOC Position Checklist
11-01-2023
Act as the liaison (Applicant Agent) for McLeod County and other disaster
assistance agencies; to coordinate the cost recovery process.
Prepare all required state and federal documentation as necessary to recovery
all allowable disaster response and recovery costs.
Contact and assist Incident Commanders, and obtain their cumulative cost totals
for the event or disaster, on a daily basis.
Prepare and maintain a cost report for the Finance/Administration Chief, Incident
Commander, and County Board. The report should provide cumulative analyses,
summaries, and total disaster / event related expenditures for the county.
Organize and prepare records for final audit.
Assist the EOC Manager and Planning Section with preparation of the After -
Action Report.
Demobilization Phase:
Follow the generic Demobilization Phase Checklist.
City of Hutchinson EOC Page 88
EOC Position Checklist
11-01-2023
These Emergency Operation Center Guidelines were prepared by:
Thomas D. Gifferson Date
City of Hutchinson Emergency Manager
APPROVAL
These Emergency Operations Guidelines were approved by:
Gary Forcier
City of Hutchinson Mayor
Date
Matthew Jaunich Date
City of Hutchinson Administrator
Thomas D. Gifferson Date
City of Hutchinson Emergency Manager
City of Hutchinson EOC Page 89
Fa
s: HUTCHINSON CITY COUNCIL
HUTCHI NSON Request for Board Action
A CRY ON PURPOSE.
Resolution to appropriate unclaimed property.
Agenda Item:
Department: Police Services
LICENSE SECTION
Meeting Date: 2/13/2024
Application Complete N/A
Contact: Thomas D Gifferson
Agenda Item Type:
Presenter: Thomas D Gifferson
Reviewed by Staff 21
Consent Agenda
Time Requested (Minutes): 2
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OFAGENDA ITEM:
Requesting approval of resolution to appropriate unclaimed property
for department use.
BOARD ACTION REQUESTED:
Recommend Approval
Fiscal Impact: $ 0.00 Funding Source:
FTE Impact: 0.00 Budget Change: New Bu
Included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Sources N/A
Remaining Cost: $ 0.00 Funding Source: N/A
RESOLUTION TO APPROPRIATE UNCLAIMED PROPERTY
TO DEPARTMENT USE
Resolution No. 15655
WHEREAS, Hutchinson Police Services has accumulated unclaimed property,
AND WHEREAS, the Hutchinson City Code provides pursuant to Section 2.70 for the
appropriation of unclaimed property to departmental use.
AND WHEREAS, the unclaimed property has been in the possession of Hutchinson
Police Services for more than sixty days;
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
HUTCHINSON, MINNESOTA:
That the Hutchinson City Council hereby approves the following items of
unclaimed property to Hutchinson Police Services use:
Leatherman Tool (HPS Case #15004260)
Metal Detector (HPS Case #15014675)
Stanley Razorblades (unopened/new) (HPS Case #17005296)
Socket Wrench (HPS Case #17002186)
Can Drug Safe (for presentation drug kit) (HPS Case #20006549)
2 — Multi -Tools (HPS Case #22002632)
Booster Pack (HPS Case #22006255)
Adopted by the City Council this 13th Day of February, 2024
Mayor
City Administrator
- HUTCHINSON CITY COUNCIL
HUTCHINSON Request for Board Action
A CITY ON PURPOSE.
Traffic Control Resolution No. 15690
Agenda Item:
Department: PW/Eng
LICENSE SECTION
Meeting Date: 2/13/2024
Application Complete N/A
Contact: John Olson/Mike Stifter
Agenda Item Type:
Presenter: John Olson/Mike Stifter
Reviewed by Staff ❑
Consent Agenda
Time Requested (Minutes): 0
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
To facilitate safer alley accessing and exiting, it is suggested to reverse the one-way traffic i
Alley #40 (see attached map), which is the alley between Main St N/Hassan St NE from
Washington Ave E to 1st Ave NE. Currently the alley is one-way from north to south. The
request is that it be one-way from south to north. Staff has reviewed and agrees with the
request.
Furthermore, Southbound traffic has a much harder time with pedestrians on Washington Ave E,
particularly because of the proximity of multi -story buildings. Southbound traffic also has to
cross multiple lanes of traffic to turn left. If the traffic were to flow from south to north, traffic
would be turning onto 1st Ave NE, which has much less traffic than Washington Ave E, and there
is only two-way traffic in two lanes on 1st Ave NE.
BOARD ACTION REQUESTED:
Consideration of approving Traffic Control Resolution No. 15690
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: New Bu
Included in current budget: Yes
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source:
Remaining Cost: $ 0.00 Funding Source: N/A
RESOLUTION NO. 15690
RESOLUTION ESTABLISHING LOCATION
FOR TRAFFIC CONTROL DEVICES
1. WHEREAS, the Police Chief, Public Works Director and City Engineer agree that the following
areas have traffic control concerns which warrant installation and/or removal of traffic control
devices, and;
2. WHEREAS, the Hutchinson City Council has the authority to establish locations as points where
traffic control devices shall be installed and/or removed, pursuant to Section 7.04, Subdivision 1
of the Hutchinson City Code, and;
WHEREAS, the proposed configuration of Alley #40 (between Main St NE and Hassan St NE,
from Washington Ave E to 1st Ave NE) consists of southbound one-way traffic from 1st Ave NE
to Washington Ave E and presents potential conflicts with pedestrians using Washington Ave E
and potential conflicts with vehicular traffic in the multiple lanes of Washington Ave E, reversing
the flow of traffic to one-way traffic northbound from Washington Ave E to 1st Ave NE will more
safely accommodate traffic in this alley.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
HUTCHINSON:
That the Council hereby establishes the following traffic control devices shall be erected:
1. Removing "One Way" signs for southbound traffic in Alley 440 from its intersection with 1st
Ave NE to its intersection with Washington Ave E; and,
2. Placing "One Way" for northbound traffic in Alley 440 from its intersection with Washington
Ave E to its intersection with 1st Ave NE.
Adopted by the City Council this 13th day of February, 2024.
Gary Forcier, Mayor
ATTEST:
Matt Jaunich, City Administrator
NO
0 IL, W tIE
r
60
46
am
KA
s: HUTCHINSON CITY COUNCIL
HUTCHINSON Request for Board Action
A CRY ON PURPOSE.
Internet Crimes Against Children Joint Powers Agreement
Agenda Item:
Department: Police Services
LICENSE SECTION
Meeting Date: 2/13/2024
Application Complete N/A
Contact: Thomas D Gifferson
Agenda Item Type:
Presenter: Thomas D Gifferson
Reviewed by Staff El
Consent Agenda
Time Requested (Minutes): 2
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OFAGENDA ITEM:
I have attached the final draft of the 2024 Internet Crimes Against Children Task Force Joint
Powers Agreement.
The City of Hutchinson has a long standing relationship with this task force. The JPA allow for
the sharing of sensitive information between the Task Force and Hutchinson Police.
The City of Hutchinson by way of its police department is entering into this agreement. The
resolution designates the Chief of Police as the Authorized Representative for the police
department.
BOARD ACTION REQUESTED:
Recommend Approval
Fiscal Impact: $ 0.00 Funding Source:
FTE Impact: 0.00 Budget Change: New Bu
included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Sources N/A
Remaining Cost: $ 0.00 Funding Source: N/A
RESOLUTION TO APPROVE THE STATE OF MINNESOTA JOINT
POWERS AGREEMENTS WITH THE CITY OF HUTCHINSON ON
BEHALF OF ITS POLICE DEPARTMENT REGARDING THE
MINNESOTA INTERNET CRIMES AGAINST CHILDREN TASK FORCE
(ICAC)
Resolution No. 15693
WHEREAS, The city of Hutchinson on behalf of its Police Department desires to enter
into Joint Powers Agreements with the State of Minnesota, Department of Public Safety, Bureau
of Criminal Apprehension to utilize applicable state and federal laws to investigate and prosecute
crimes committed against children and the criminal exploitation on children that is committed
and/or facilitated by or through the use of computers.
NOW, THEREFORE, BE IT RESOLVED by the City Council of Hutchinson, Minnesota as
follows:
1. That the State of Minnesota Joint powers Agreements by and between the State of
Minnesota acting through its Department of Public Safety, Bureau of Criminal
Apprehension and the City of Hutchinson on behalf of its Police Department, are hereby
approved. A copy of the Joint Powers Agreement is attached to this resolution and made
a part of it.
2. That the Police Chief, Thomas Gifferson, or his successor, is designated the Authorized
Representative for the Police Department. The Authorized Representative is also
authorized to sign any subsequent amendment or agreement that may be required by the
State of Minnesota to maintain the City's connection to the systems and tools offered by
the State.
3. That Gary Forcier, the Mayor for the City of Hutchinson, and Matt Jaunich, the City
Administrator, are authorized to sign the State of Minnesota Joint Powers Agreements.
Passed and adopted by the City Council this 13th day of February, 2024.
Mayor
City Administrator
SWIFT Contract Number: 242566
ORI: MN0430200
STATE OF M I N N ESOTA
JOINT POWERS AGREEMENT
MINNESOTA INTERNET CRIMES AGAINST CHILDREN TASK FORCE
This Joint Powers Agreement ("Agreement') is between the State of Minnesota, acting through its Commissioner of Public
Safety on behalf of the Bureau of Criminal Apprehension ("BCA"), and the "City of Hutchinson on behalf of its Police
Department at 214 1st Ave NE Hutchinson, MN 55350" ("Governmental Unit').
Recitals
Under Minnesota Statutes, § 471.59, the BCA and the Governmental Unit are empowered to engage in agreements that
are necessary to exercise their powers. The parties wish to work together to investigate and prosecute crimes committed
against children and the criminal exploitation of children that is committed and/or facilitated by or through the use of
computers, and to disrupt and dismantle organizations engaging in these activities. The Governmental Unit wants to
participate in the Minnesota Internet Crimes Against Children (ICAC) Task Force and be provided reimbursement of the
following: equipment, training, and expenses (including travel and overtime) as are incurred by law enforcement as a
result of ongoing investigations.
Agreement
1. Term of Agreement
1.1 Effective Date. This Agreement is effective on the date BCA obtains all required signatures pursuant to
Minnesota Statutes, § 16C.05, subdivision 2.
1.2 Expiration Date. This Agreement expires five years from the date it is effective unless terminated earlier
pursuant to clause 12.
2. Purpose
The Governmental Unit and BCA enter into this Agreement to implement a three -pronged approach of prevention,
education and enforcement to combat internet crimes against children. This Agreement provides the mechanism to
reimburse the Governmental Unit for equipment, training and expenses (including travel and overtime), which are
incurred by law enforcement as a result of these investigations.
3. Standards
The Governmental Unit will adhere to the ICAC Program standards identified below.
3.1 Investigate activities related to internet crimes and the exploitation of children through the use of computers.
3.2 Investigate organizations to disrupt and dismantle crimes committed against children.
3.3 Investigators will follow appropriate state and/or federal laws in obtaining arrest warrants, search warrants and
civil and criminal forfeitures. Investigators will follow proper legal procedures in securing evidence, including
electronic devices.
3.4 Investigators will understand and use appropriate legal procedures in the use of informants including
documentation of identity, monitoring of activities, and use and recordation of payments.
3.5 Investigators will use, as appropriate, the most current investigative technologies and techniques.
1
ICAC JPA Template (revised March 2020)
SWIFT Contract Number: 242566
ORI: MN0430200
3.6 Investigators must be licensed Minnesota peace officers.
3.7 Investigators will comply with the guidelines of the Department of Justice Internet Crimes Against Children
Program Operational and Investigative Standards.
4. Responsibilities of the Governmental Unit and the BCA
4.1 The Governmental Unit will:
4.1.1 Assign a Governmental Unit point of contact to act as the liaison between it and the BCA ICAC Project
Commander to assist in reimbursement deadlines.
4.1.2 Submit an ICAC reimbursement request for pre -approval of funds. This request shall include a
description of the item requested for reimbursement and an explanation of how it qualifies under the
required criteria in Clauses 3.1 and 3.2 and an operational plan.
4.1.3 Conduct investigations in accordance with provisions of the ICAC Operational and Investigative
Standards, identified in Clause 3.7 above, and conclude the investigations in a timely manner.
4.1.4 Allow BCA to inform participating agencies of potential case connections based on data submitted to
BCA through the ICAC Program.
4.1.5 Not comingle ICAC funds with any other existing federal or state grant funded overtime or additional
local Governmental Unit funding.
4.2 The BCA will:
4.2.1 Provide a Senior Special Agent who will serve as the Commander of the Task Force.
4.2.2 Review and approve or decline reimbursement requests under clause 4.1.2 within seven (7) business
days of the reimbursement request.
4.3 Nothing in this Agreement shall otherwise limit the jurisdiction, powers, and responsibilities normally possessed
by a Governmental Unit acting through its employees.
Payment
5.1 To receive reimbursement for an expense, Governmental Unit must make a request for reimbursement to the
BCA Authorized Representative under the required criteria for operational and investigative standards.
5.2 To receive approved reimbursement, Governmental Unit must submit an expense form no later than 15
business days after the end of the month during which the expense is incurred.
5.3 The BCA will pay the Governmental Unit within thirty (30) calendar days of the submission of the expense form.
5.4 In the event Governmental Unit breaches this Agreement, it will not be eligible to receive reimbursement for any
expenses.
6. Authorized Representatives
The BCA's Authorized Representative is the following person or his successor:
Name: Bobbi Jo Pazdernik, Commander of MN ICAC
Address: Department of Public Safety; Bureau of Criminal Apprehension
1430 Maryland Street East Saint Paul, MN 55106
Telephone: 651-793-7000
E-mail Address: bobbiio.i)azdernikO-state.mn.us
The Governmental Unit's Authorized Representative is the following person or his/her successor:
Name Thomas Gifferson, Police Chief
Address: Hutchinson Police Department
214 1st Ave NE Hutchinson, MN 55350
Telephone: 320-234-4290
Email Address: tgiffersona-hutchinsommn.gov
If the Governmental Unit's Authorized Representative changes at any time during this Agreement, the Governmental
Unit must immediately notify the BCA.
ICAC JPA Template (revised March 2020)
SWIFT Contract Number: 242566
ORI: MN0430200
Assignment, Amendments, Waiver, and Agreement Complete
7.1 Assignment. The Governmental Unit may neither assign nor transfer any rights or obligations under this
Agreement.
7.2 Amendments. Any amendment to this Agreement must be in writing and will not be effective until it has been
executed and approved by the same parties who executed and approved the original Agreement, or their
successors in office.
7.3 Waiver. If the BCA fails to enforce any provision of this Agreement, that failure does not waive the provision or
its right to enforce it.
7.4 Agreement Complete. This Agreement contains all negotiations and agreements between the BCA and the
Governmental Unit. No other understanding regarding this Agreement, whether written or oral, may be used to
bind either party.
8. Liability
The BCA and the Governmental Unit agree each party will be responsible for its own acts and the results thereof to
the extent authorized by law and shall not be responsible for the acts of any others and the results thereof. The BCA's
liability shall be governed by provisions of the Minnesota Tort Claims Act, Minnesota Statutes, § 3.736, and other
applicable law. The Governmental Unit's liability shall be governed by provisions of the Municipal Tort Claims Act,
Minnesota Statutes, §§ 466.01-466.15, and other applicable law.
9. Audits
Under Minnesota Statutes, § 16C.05, subdivision 5, the Governmental Unit's books, records, documents, and
accounting procedures and practices relevant to this Agreement are subject to examination by the BCA and/or the
State Auditor and/or Legislative Auditor, as appropriate, for a minimum of six (6) years from the end of this
Agreement.
10. Government Data Practices
The Governmental Unit and the BCA must comply with the Minnesota Government Data Practices Act, Minnesota
Statutes Chapter 13 and other applicable law, as it applies to all data provided by the BCA under this Agreement and
as it applies to all data created, collected, received, stored, used, maintained, or disseminated by the Governmental
Unit under this Agreement. The civil remedies of Minnesota Statutes § 13.08 apply to the release of the data referred
to in this clause by either the Governmental Unit or the BCA.
If the Governmental Unit receives a request to release the data referred to in this Clause, the Governmental Unit must
immediately notify the State. The State will give the Governmental Unit instructions concerning the release of the data
to the requesting party before the data is released.
11. Venue
The venue for all legal proceedings out of this Agreement, or its breach, must be in the appropriate state or federal
court with competent jurisdiction in Ramsey County, Minnesota.
12. Expiration and Termination
12.1 Either party may terminate this Agreement at any time, with or without cause, upon 30 days written notice to the
other party. To the extent funds are available, the Governmental Unit shall receive reimbursement in
accordance with the terms of this Agreement through the date of termination.
12.2 In the event that federal funding is no longer available, the BCA will email the Governmental Unit's Authorized
Representative and terminate the Agreement. The termination will be effective two (2) business days after email
notification to the Governmental Unit; and the Governmental Unit shall receive reimbursement in accordance
with the terms of this Agreement through the date of termination.
ICAO JPA Template (revised March 2020)
SWIFT Contract Number: 242566
ORI: MN0430200
13. Continuing Obligations
The following clauses survive the expiration or cancellation of this Agreement: 8, Liability; 9, Audits; 10, Government
Data Practices; and 11, Venue.
The parties indicate their agreement and authority to execute this Agreement by signing below.
1. STATE ENCUMBRANCE VERIFICATION 3. DEPARTMENT OF PUBLIC SAFETY; BUREAU OF CRIMINAL
Individual certifies that funds have been encumbered as APPREHENSION
required by Minnesota Statutes §§ 16A.15 and 16C.05.
Signed: By:
(with delegated authority)
Date: Title: Deputy Superintendent, Investigations
SWIFT PO Number: 3000085301 Date:
2. GOVERNMENTAL UNIT 4. COMMISSIONER OF ADMINISTRATION
Governmental Unit certifies that the appropriate person(s) has(have) As delegated to the Office of State Procurement
executed this Agreement on behalf of the Governmental Unit and its
jurisdictional government entity as required by applicable articles,
laws, by-laws, resolutions or ordinances.
By: By:
Title: Date:
Date:
By:
Title:
Date:
By:
Title:
Date:
4
ICAC JPA Template (revised March 2020)
_ HUTCHINSON CITY COUNCIL
Request for Board Action
Engineering Services Agreement with Nero Engineering
Agenda Item:
Department: Public Works
LICENSE SECTION
Meeting Date: 2/13/2024
Application Complete N/A
Contact: Mike Stifter
Agenda Item Type:
Presenter: Mike Stifter
Reviewed by Staff ❑�
Consent Agenda
Time Requested (Minutes): 0
License Contingency N/A
Attachments: Yes
BACKGROUND/EXPLANATION OF AGENDA ITEM:
City staff requests that the City Council approve an engineering services agreement with Nero
Engineering (see attached agreement and associated task -hour worksheet) to provide
Hutchinson WWTF Solids Handling Improvements project final design documents and bidding
process support. The focus of these services is the finalization of the selection of equipment for
aerobic digester and biosolids dewatering rehabilitation/replacement, the preparation of final
design documents, and support through the project bidding and contract award process.
BOARD ACTION REQUESTED:
Approve to proceed.
Fiscal Impact: Funding Source: Wastewater (" P 41,r
FTE Impact: Budget Change: New Bu
Included in current budget: Yes
PROJECT SECTION:
Total Project Cost: $ 134,985.00
Total City Cost: $ 134,985.00 Funding Source: 602-4945-90530
Remaining Cost: $ 0.00 Funding Source: N/A
NslNERO
%*4 ENGINEERING
ENGINEERING SERVICES AGREEMENT
Project: Hutchinson WWTF Solids Improvements (Project)
(Final Design Phase)
This Agreement is by and between:
City of Hutchinson (Owner)
111 Hassan Street SE
Hutchinson, MN 55350-2522
and
Nero Engineering, LLC (Nero)
7135 Madison Avenue W
Minneapolis, MN 55427
Who agree as follows:
Owner hereby engages Nero to perform the Services set forth in Part I for the compensation set forth in
Part III. Nero will be authorized to commence the Services upon execution and receipt of this Agreement
from Owner. Owner and Nero agree that this signature page, together with Parts I through IV attached,
constitute the entire agreement for this Project.
APPROVED FOR OWNER APPROVED FOR NERO
By:
Printed Name:
Title:
Date:
IMF"Fit
4 , �,
Printed Name: Jennifer Svennes. PE
Title: Vice President
Date: February 2. 2024
PART I
PROJECT DESCRIPTION/SCOPE OF SERVICES/TIMING
A. PROJECT DESCRIPTION
Nero Engineering completed the preliminary design phase of the Hutchinson WWTF Solids
Improvements project in 2023. The preliminary design described in detail the issues with the current
solids treatment facilities and presented a path forward to remedy the issues. The Solids Processing
Building (SPB) at the Hutchinson WWTF is generally comprised of aerobic digestion and solids
dewatering. Waste activated sludge from the oxidation ditches and MBR processes are pumped to
the aerobic digester for further degradation of the sludge to meet a Class B biosolid suitable for land
application as a soil amendment or fertilizer.
The specific operations and equipment of the existing solids processing building that will be upgraded
or replaced as part of this project are:
1. Aerobic Digester Tanks Decanting System
2. Digester Mixing
3. Digester Aeration Blowers
4. Belt Press Thickeners (Dewatering Process)
5. Polymer Blending System
As a result of the SPB evaluations and discussions had with WWTF staff through the preliminary design
phase, the following improvements are recommended:
1. Aerobic Digester Process:
a. Provide a replacement to the current decanting system.
b. Replace existing blowers and add controls to match demand.
c. Replace coarse bubble diffuser system and separate mixing and aeration. Three
different technologies for separating mixing and aeration were evaluated in the
preliminary design:
i. Conventional Aeration with Submersible Mixers
ii. EnviroMix Biocycle-D
iii. Jet Mixing
By separating aeration and mixing, all the alternatives are expected to reduce the
energy required for this process. However, because of the patented control scheme
of the EnviroMix system, Alternative 2 is expected to be the most energy efficient
alternative.
2. Dewatering Process:
a. Replace one belt press thickener with a centrifuge to be used as the primary
dewatering process. The belt press operation is extremely operator intensive and
inefficient. Solids are squeezed out through the sides of the press and spread over
the floor which gets washed down and sent back to the ditch process through the
recycle stream. The centrifuge separates the solids from the liquid by a different
method and keeps the contents contained in the process.
b. Maintain the existing north belt press as a redundant dewatering process. Modify
piping around the north press to have the ability to receive WAS for thickening.
Page 2
Currently only the south press has the capability to thicken WAS. The north press is
in better condition which is why it is recommended to maintain that unit.
Final Design and Construction Documents
It is understood that the City has budgeted funds for the digester portion of this project in 2024 and
the dewatering portion of this project in 2025. This proposal for engineering services is for the entire
design scopes of the digester and dewatering improvements. The City will realize savings for
administrating the projects together through the design and construction phases.
Digester Improvements
Nero proposes to base bid the EnviroMix system for the digester and allow other configurations be
bid as alternates. This method allows the City to evaluate the alternatives based on real costs and
have control over the selection. In this scenario, the alternate configurations would be presented as
a deduct or adder over the base bid equipment.
One thing to note with this approach is if an alternate bid is selected, additional engineering fees may
be required to rework parts of the design. For example, the EnviroMix system includes a compressed
air mixing system whereas the alternates include jet mix pumps or submersible mixers. This different
equipment would require modifications to the final layouts and P&IDs. This proposal does not include
the effort to produce full construction documents for 3 different systems. If additional effort is
necessary, an amendment for our services will be proposed to be considered with the evaluation of
the alternate bid items.
This project will have a major positive impact on the efficiency of the aerobic digesters. The volatile
solids reduction will be optimized resulting in less solids produced than the current system. The
improvements are also expected to reduce the nutrient load returned in the recycle stream to the
ditch process — an important factor to consider for the impending effluent phosphorus requirements.
Dewatering Improvements
Nero proposes to design dewatering improvements including the replacement of the south belt press
with a centrifuge capable of processing solids on the same schedule the City does currently. The
centrifuge would be supplied with a polymer system. The centrifuge has a much larger electrical
demand than the press, but there is still anticipated to be a net decrease in energy consumption with
the more efficient digester system. The design fees assume the VFDs and controls for the centrifuge
will be included in a vendor -supplied panel with the system.
Effort is included in this design for a structural engineer in case potential modifications are needed
(temporary or permanent) for removing the press and installing the centrifuge. Alfa Laval may offer a
credit for returning the press and there may need to be temporary openings made in the building to
get the equipment out and new equipment into the second level.
The dewatering improvements will also include short-term storage within the building if it is found to
be feasible. The design does not include a structure for bulk storage of dewatered solids outside of
Building 90.
Page 3
B. SCOPE OF SERVICES
Services to be provided by Nero for this Project under this Agreement are as follows:
Task 2- Final Layouts
Develop Final Layouts (all disciplines)
Develop Final P&ID's
Develop Final Operational Strategies
Final Layout Meeting (all disciplines)
Develop Revised Final Layouts
Final Design Cost Estimate
Client Meeting 2 - Review Final Layouts
Task 3- Construction Documents
Develop construction sequencing constraints
Client Meeting 3 - Discuss construction sequencing & procurement/bidding procedures
Develop construction drawings
P&ID Coordination Meeting (Process, Elec & I&C)
Develop Technical Specifications
Develop Front End Documents
Client Meeting 4 - Review construction docs
Task 4- Bidding and Contracts
Communications/Advertisement
Bid Document Distribution
Contractor Questions
Addenda
Pre -Bid Conference
Bid Opening, Recommendation, Contract
Contract Award
C. PROJECTTIMING
Nero and our team members are prepared to begin the work immediately upon authorization. The
overall schedule shown below is targeted around project approval at the February 131h council
meeting. As outlined, this proposal is for the final design phase through bidding and contracts.
This proposal does not include engineering services for the construction phase. The effort required
for construction observation can vary depending on the contractor. Once the contractor is determined
through bidding, Nero will discuss with the City the amount of construction observation services
recommended and present a proposal for the construction phase at that time.
Page 4
Phase 1: Solids Improvements
Task Description
Date
Final Design
February -April 2024
Prepare Plans & Specifications (construction documents)
April- May 2024
MPCA Review (if needed)
April -May 2024
Bidding and Contracts
Late May 2024
PART II
OWNER RESPONSIBILITIES
A. In addition to other responsibilities of Owner set forth in this Agreement, Owner shall:
1. Identify a person authorized to act as the Owner's representative to respond to questions and
make decisions on behalf of Owner, accept completed documents, approve payments to Nero,
and serve as liaison with Nero as necessary for Nero to complete its Services.
2. Furnish to Nero copies of existing documents and data pertinent to Nero's Scope of Services,
including but not limited to and where applicable: design and record drawings for existing
facilities; property descriptions, land use restrictions, surveys, geotechnical and environmental
studies, or assessments.
3. Provide to Nero existing information regarding the existence and locations of utilities and other
underground facilities.
4. Provide Nero safe access to premises necessary for Nero to provide the Services.
PART III
COMPENSATION, BILLING AND PAYMENT
A. Compensation for the work as defined in the Scope of Services (Part 1) of this Agreement shall be in
accordance with Nero's standard chargeout rates in effect at the time the Services are performed (see
the attached Fee Schedule). Routine expenses will be billed at cost and subconsultant costs will
include a 10% markup. The total cost for these Services will not exceed $134,985.00 without prior
written approval from Owner.
B. Nero will bill Owner monthly, with net payment due in 30 days.
C. Nero will notify Owner if Project scope changes require modifications to the above -stated contract
value. Services relative to scope changes will not be initiated without authorization from Owner.
Page 5
PART IV
NERO ENGINEERING, LLC
TERMS AND CONDITIONS
ARTICLE 1- PAYMENTS TO NERO ENGINEERING
1.01 Other Provisions Concerning Payment
A. Preparation of Invoices. Invoices will be prepared
monthly in accordance with Nero Engineering's standard
invoicing practices and will be submitted to Owner by Nero
Engineering, unless otherwise agreed. The amount billed in
each invoice will be calculated as set forth in Proposal or
Task Order.
B. Payment of Invoices. Invoices are due and payable
upon receipt If Owner fails to make any payment due Nero
Engineering for services and expenses within 30 days after
receipt of their invoice therefore, the amounts due Nero
Engineering will be increased at the rate of 1.5% per month
(or the maximum rate of interest permitted by law, if less.)
In addition, Nero Engineering may after giving seven days
written notice to Owner, suspend services under this
Agreement until Nero Engineering has been paid in full all
amounts due for services, expenses, and other related
charges. Design professionals shall not have any liability
whatsoever to the Client for any costs or damages as a result
of such suspension caused by any breach of this Agreement
by the Client. Payments will be credited first to interest then
to principal.
C. As required by the Construction Lien Law, Nero
Engineering hereby notifies Owner that persons or
companies furnishing labor or materials for the construction
on Owner's land may have lien rights on Owner's land and
buildings if not paid.
D. Disputed Invoices. If the Client objects to any portion of
an invoice, the Client shall so notify the Design Professional
in writing within 30 calendar days of receipt of the invoice.
The Client shall identify the specific cause of the
disagreement and shall pay when due that portion of the
invoice not in dispute. Interest as stated shall be paid by the
Client on all disputed invoiced amounts resolved in the
Design Professional's favor and unpaid for more than 30
calendar days after date of submission.
E. Payments Upon Termination. In the event of any
termination under Paragraph 2.04, Nero Engineering will be
entitled to invoice Owner and will be paid in accordance
with Proposal for all services performed or furnished and all
Reimbursable Expenses incurred through the effective date
of termination.
ARTICLE 2 - GENERAL CONSIDERATIONS
2.01 Standards of Performance
A. The standard of care for all professional services and
related services performed or furnished by Nero Engineering
under this Agreement will be the care and skill ordinarily
used by members of their profession practicing under similar
circumstances at the same time and in the same locality.
Nero Engineering makes no warranties, expressed or
implied, under this Agreement, in connection with their
services.
B. Nero Engineering shall perform or furnish professional
services and related services in phases of the Project to
which this Agreement applies. Nero Engineering shall serve
as Owner's prime professional for the Project. Nero
Engineering may employ such Subconsultants as they deem
necessary to assist in the performance or furnishing of the
services. Nero Engineering shall not be required to employ
any Subconsultant unacceptable to them.
C. Nero Engineering and Owner will endeavor to comply
with applicable Laws or Regulations. This Agreement is based
on these requirements as of its Effective Date. Changes to
these requirements after Effective Date of this Agreement
may be the basis or modifications to Owner's responsibilities
or to Nero Engineering's scope of services, times of
performance, or compensation.
D. Owner shall be responsible for, and Nero Engineering
may rely upon, the accuracy and completeness of all
requirements, programs, instructions, reports, data, and
other information furnished by Owner to Nero Engineering
pursuant to this Agreement. Nero Engineering may use such
requirements, reports, data, and information in performing
or furnishing services under this Agreement.
E. Owner shall make decisions and carry out its other
responsibilities in a timely manner and shall bare all costs
incident thereto so as not to delay the services of Nero
Engineering.
2.02 Use or Documents
A. All Documents are instruments of service in respect to
this Project, and Nero Engineering shall retain an ownership
and property interest therein (including the right of reuse at
the discretion of Nero Engineering) whether or not the
project is completed.
B. Copies of Documents that may be relied upon by Owner
are limited to the printed copies (also known as hard copies)
that are signed or sealed by Nero Engineering. Files in
electronic media format of text, data, graphics, or of other
types that are furnished by Nero Engineering to Owner are
only for convenience of Owner. Any conclusion or
information obtained or derived from such electronic files
will be at the user's sole risk.
C. Owner may make, and retain, and reuse copies of
Documents for information and reference in connection with
use on the Project my Owner with written permission from
Nero Engineering. Such Documents are not intended or
represented to be suitable for reuse by Owner or others on
extensions of the Project or on any other project. Any such
reuse or modification without written verification or
adaptation by Nero Engineering, as appropriate for the
specific purpose intended, will be at Owner's sole risk and
without liability or legal exposure to Nero Engineering or its
Subconsultants. Owner shall indemnify and hold harmless
Nero Engineering and its Subconsultants from all claims,
damages, losses, and expenses, including attorneys' fees
arising out of or resulting therefrom.
D. If there is a discrepancy between the electronic files and
the hard copies, the hard copies govern.
Nero Engineering, LLC
Terms & Conditions
Page 1 of 2
2.03 Insurance
A. Nero Engineering shall procure and maintain
Professional Liability, General Liability, Workers
Compensation, and Automotive Liability which are
applicable to the Project
B. Owner shall procure and maintain General Liability and
Property Insurance policies which are applicable to the
Project.
2.04 Termination
A. The obligation to provide further services under this
Agreement may be terminated:
1. For cause, by either party upon 30 days written
notice in the event of substantial failure upon the other
party to perform in accordance with the terms hereof
through no fault of the terminating party
2. For Convenience, by Owner effective upon the
receipt of notice by Nero Engineering.
2.05 Dispute Resolution
A. Owner and Nero Engineering agree to negotiate all
disputes between them in good faith for a period of 30 days
from the date of notice, prior to exercising their rights under
provisions of this Agreement, or under law.
B. Mediation - In an effort to resolve any conflicts that
arise during the design or construction of the project or
following the completion of the project, the Client and the
Design Professional agree that all disputes between them
arising out of or relating to this Agreement shall be
submitted to nonbinding mediation unless the parties
mutually agree otherwise. The Client and the Design
Professional further agree to include a similar mediation
provision in all agreements with independent contractors
and consultants retained for the project and to require all
independent contractors and consultants also to include a
similar mediation provision in all agreements with
subcontractors, subconsultants, suppliers, or fabricators so
retained, thereby providing mediation as the primary
method for dispute resolution between the parties to those
agreements.
2.06 Hazardous Environmental Condition
A. Owner represents to Nero Engineering that to the best
of its knowledge, a Hazardous Environmental Condition does
not exist.
B. Owner has disclosed to the best of its knowledge to
Nero Engineering the existence of Asbestos, PCBs,
Petroleum, Hazardous Waste, or Radioactive Material
located at or near the Project Site, including type, quantity,
and location.
C. It is acknowledged by both parties that Nero
Engineering scope of services does not include any services
related to asbestos or hazardous or toxic materials. In the
event the Design Professional or any other party encounters
asbestos or hazardous or toxic materials at the jobsite, or
should it become known in any way that such materials may
be present at the jobsite or any adjacent areas that may
affect the performance of the Design Professional's services,
the Design Professional may, at his or her option and
without liability for consequential or any other damages,
suspend performance of services on the project until the
Client retains appropriate specialist consultants or
contractors to identity, abate and/or remove the asbestos or
hazardous toxic materials, and warrant that the jobsite is in
full compliance with applicable laws and regulations.
D. The Client agrees, notwithstanding any other provision
of this Agreement, to the fullest extent permitted by law, to
defend, indemnify and hold harmless the Design
Professional, his or her officers partners, employees, agents
and consultants from and against any and all claims, suits,
demands, liabilities, losses, or cost, including reasonable
attorneys' fees and defense costs, resulting or accruing to
any and all persons, firms and any other legal entity, caused
by, arising out of or in any way connected with the
detection, presence, handling, removal, abatement, or
disposal of any asbestos or hazardous toxic substances,
products or materials that exist on, about or adjacent to the
jobsite, whether liability arises under breach of contract or
warranty, tort, including negligence, strict liability or
statutory liability or any other cause or action.
2.07 Allocation of Risks
A. Indemnification
1. To the fullest extent permitted by law, Nero
Engineering shall indemnify and hold harmless Owner,
Owner's officers, directors, partners, and employees
from and against any and all costs, losses, and damages
(including but not limited to all fees and charges of
engineers, architects, attorneys, and other professions,
and all court or arbitration or other dispute resolutions
costs) caused solely by the negligent acts or omissions
of Nero Engineering or its officers, directors, partners,
employees in the performance and furnishing of Nero
Engineering's services under this Agreement.
2. To the fullest extent permitted by law, Owner shall
indemnify and hold harmless Nero Engineering, its
officers, directors partners, employees, and
Subconsultants from and against any and all costs,
losses, and damages (including but not limited to all
fees and charges of engineers, architects, attorneys, and
other professionals, and all court or arbitration or other
dispute resolution costs) caused solely by the negligent
acts or omissions of Owner or Owner's officers,
directors, partners, employees, and Owner's
Consultants with respect to this Agreement or the
Project.
3. To the fullest extent permitted by law, Nero
Engineering's total liability to Owner and anyone
claiming by, through, or under Owner for any cost, loss
or damages caused in part by the negligence of Nero
Engineering and in part by the negligence of Owner or
any other negligent entity or individual, shall not
exceed the percentage share that Nero Engineering
negligence bears to the total negligence of Owner. Nero
Engineering, and all other negligent entities and
individuals.
Nero Engineering, LLC
Terms & Conditions
Page 2 of 2
Design Fees and Expenses -Final Design
Hutchinson Solids Improvements
Hutchinson, MN
Labor Hours Expenses
NERO
ENGINEERING
Campany>
Nero
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New
Engineedn8
Nero
Enginredr�g
Nero
Engineering
AE25'
AEM'
AE2S'
A-'
AE.-
Role>
QA/QC
PM/Lead
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QA/QC
Cnntrolz
Electrical
Electrical &
S[wnual
Nero Sub
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Engineer
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--b
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Uimd Meeting
Heurly Rates>
2L0
EMineer
21x1
1W
1.
3M
2W
Tecmician
111
Technician
221
Tedrnician
111
Travel Travel
Meener
Svennes
Hespanhel
Bruschke Benson
Pittman
Ruda
Manfredini
Task 2-Final Layouft
Develop F-a laWWo(all disciplines)
16.0
24.0
W.0
2.0
24.0
20.0 30.0
Develop F-MY,
1.0
0.0
12.0
16.0
16.0
16.0
22.0
Develop Flnal Operational StWMies
1.0
6.0
12.0
1.0
6.0
Final layout Meeting (all disciplines)
2.0
2.0
2.0
2.0
Develop Revised Finollayou[5
2.0
8.0
16.0
2.0
6.0
8.0 2.0
Final 4sign Cast Estimate
Client Meeting 2- Review Final La.-
1.0
6.0
4.0
111
1.0
0.0
2.0
8.0
1.0
2.0
25 25
Tasks-Cnnstrutlon D-ards
Develop cowtwRion se4ueneir�g wnstraints
Client Meeting 3 -D,m, wnstruction s¢yuencing & pwcuwment/bidding pwaduws
Develop ...trod w. drawin
KID Coordination Meeting (Process, Elm & &Q
Develop Technical Spmifirations
Develop Front End Documents
Client Meeting 4-Review constwc[ion dots
Task 3 Subtotal
Task 0. Bidding and -wads
Communications/Adrenbe-M
Bid Document Distribution
Comra-Clcestions
Addenda
Pn,Bid Conference
Bid Opening, Recommendation, Cmnract
Conlrs.Award
Totals
Labor Subs Ezcenses Total
Labor Subs Espmses Total
19,4W
16,360
35,BW
51300
11190
17,490
,IQ1,T80
4,920
690
916
1,w
4,120
3,956
2,850
800
3,Wa
2.189 150
6,.8
3.139
0.0
2.0
800
414
1,224
a0
800
eo0
2.0 12.0
16.0
32.0
3.0
14.0
20.0
18.0
2.0
10,2W
13,BW
24,w6
6.0
5.0
0.0
loo
4.0
2,0)0
1,832
3,902
1.0 13.0
32.0
8.0
T,MW
2,00
10,120
1.0 7.0
4.0
4.0
2.0
8.0
25
75
2,180
800
2,189 15D
2,180
3,139
1.0
200
111
2.0
400
WO
12.0
2.0
2.0
2p00
111
3,316
6.0 4.0
8.0
2.0
2.0
2.0
3,0w
1,358
4,418
4.0
4.0
TS
TS
800
ME
150
1,298
8.0
2.0
25
1,600
mo
75
1,500
475
CHECK REGISTER A FOR CITY OF HUTCHINSON
CHECK DATE 1/22/24 - 2/13/24
Check Date
Check Number
Name
Description
Amount
1/22/2024
114565
FURTHER
HSA/FSAADM FEES
742.50
1/22/2024
114566
HEALTHPARTNERS INC
COBRA -MOON, PATRICIA
149,286.23
1/22/2024
114567
POSTMASTER
UTILITY BILLS
1,830.00
1/22/2024
114568
UNUM LIFE INSURANCE CO OF AMERICA
VISION INSURANCE
3,170.32
1/26/2024
EFT
EFTPS
Payroll Report 1/7/24-1/19/24
74,513.99
1/26/2024
EFT
MN Dept of Revenue
Payroll Report 1/7/24-1/19/24
14,763.73
1/26/2024
EFT
MNDCP
Payroll Report 1/7/24 - 1/19/24
325.00
1/26/2024
EFT
Child Support
Payroll Report 1/7/24-1/19124
1,102.90
1/26/2024
EFT
UNUM Voluntary Insurance
Payroll Report 1/7/24 - 1/19/24
313.30
1/26/2024
JEFT
PERA
Payroll Report 1/7/24-1/19/24
61,329.98
1/26/2024
EFT
Further HSA
Payroll Report 1/7/24-1/19/24
19,552.68
1/26/2024
EFT
Mission Square
Payroll Report 1/7/24-1/19/24
4,527.71
1/26/2024
EFT
VOYA
Payroll Report 1/7/24-1/19/24
460.00
1/26/2024
114S69
HART
Payroll Report 1/7/24 - 1/19/24
330.73
1/26/2024
114570
LELS Union Dues
Payroll Report 1/7/24-1/19/24
352.50
1/26/2024
1114571
MNPEA
Payroll Report 1/7/24-1/19/24
816.00
1/26/2024
114572
UNUM Life & ADD Insurance
Payroll Report 1/7/24 - 1/19/24
1,010.93
2/13/2024
114S73
745 INVESTMENTS LLC
UB REFUND
75.35
2/19/2024
114574
A & K REPAIR INC
INFRARED HEATER MOTOR - HATS
119.85
2/13/2024
114S75
A R ENGH HEATING & AIR CONDITIONING
UPSTAIRS OFFICE HVAC - FIRE
344.99
2/13/2024
114576
A.M. LEONARD INC
BACKPACK SPRAYER- STREETS
563.70
2/13/2024
114S77
ABDO
AUDIT SERVICES YE 2023
12,000.00
2/13/2024
114578
ACE HARDWARE -1315
REPAIR & MAINT SUPPLIES - MULTIPLE DEPTS
835.34
2/13/2024
114S79
ACE HARDWARE -1790
REPAIR & MAINT SUPPLIES - FIRE
269.83
2/13/2024
114S80
ACE HARDWARE -1825
REPAIR & MAINT SUPPLIES - POLICE
18.S6
2/13/2024
114S81
ACTIVE911 INC
ACTIVE 911 ALERT SUBSCRIPTION - POLICE
864.98
2/13/2024
114582
ADVANCED ENGINEERING & ENVIRONMENTA
LIFT STATION CONTROLS INSTALL PROJECT- WWTP
4,853.81
2/13/2024
114S83
AEM MECHANICAL SERVICES INC
REFUND, LEAK REPAIR - MULTIPLE DEPTS
599.61
2/13/2024
114584
ALBERTS, MARK
REIMB: FOOD FOR HOUSE FIRE
304.16
2/13/2024
114585
ALLEGION ACCESS TECHNOLOGIES LLC
CONTRACTED R&M - MULTIPLE DEPTS
270.00
2/13/2024
114586
AMBER DOSTAL DEORTI2
UB REFUND
105.63
2/13/2024
114587
AMERICAN BOTTLING CO
COST OF GOODS SOLD - LIQUOR HUTCH
410.60
2/13/2024
114588
AMERICAN PUBLIC WORKS ASSN -APWA
APWA MEMBERSHIP - MULTIPLE DEPTS
1,986.00
2/13/2024
114S89
AMPLIFY FOR CHANGE
SUPPORT TO MPCA GRANT - CREEKSIDE
2,400.00
2/13/2024
114S90
ANNETTESCHWARZE
UBREFUND
47.19
2/13/2024
114591
ARTISAN BEER COMPANY
COST OF GOODS SOLD - LIQUOR HUTCH
1,632.20
2/13/2024
114592
AUTO VALUE - GLENCOE
SHOP SUPPLIES - HATS
233.88
2/13/2024
114S93
AUTO-CHLOR SYSTEM
CONTRACTUAL R&M - SR DINING
266.31
2/13/2024
114594
BARN YARD, THE
BAGGING PALLETS - CREEKSIDE
4,411.00
2/13/2024
114595
BELLBOY CORP
COST OF GOODS SOLD - LIQUOR HUTCH
9,931.35
2/13/2024
114596
BENEFIT EXTRAS INC
COBRA ADMIN FEES
411.50
2/13/2024
114S97
BERNICK'S
COST OF GOODS SOLD - LIQUOR HUTCH
1,125.40
2/13/2024
114598
BLUE LINE SHARPENING & SALES
MS563T CHIPPER BLADES - STREETS
210.00
2/13/2024
114S99
BLUE NOTE
FEE FOR HOLIDAY PARTY
200.00
2/13/2024
114600
BOBBING BOBBER BREWING CO
COST OF GOODS SOLD - LIQUOR HUTCH
515.60
2/13/2024
114601
BOETTCHER, CHARLES
FLOOR STRIP & WAX -WATER
775.00
2/13/2024
114602
BOLTON & MENK INC
PROFESSIONAL SERVICES OTTER & CAMPBELL LAKES
13,654.00
2/13/2024
114603
BRANDON TIRE CO
REPAIR ON SKID TIRE #256- PARKS
37.7S
2/13/2024
114604
BREAKTHRU BEVERAGE
COST OF GOODS SOLD - LIQUOR HUTCH
34,282.54
2/13/2024
114605
BRIGHTLY SOFTWARE INC
BUILDING INSPECTIONS SOFTWARE
9,975.00
2/13/2024
114606
C & L DISTRIBUTING
COST OF GOODS SOLD - LIQUOR HUTCH
75,720.65
2/13/2024
114607
CARS ON PATROL SHOP LLC
DODGE DURANGO SEAT REPAIR - FIRE
521.99
2/13/2024
114608
CENTRAL HYDRAULICS
EQUIPMENT PARTS - MULTIPLE DEPTS
501.34
2/13/2024
114609
CENTRAL MCGOWAN
WELDING SUPPLIES- HATS
517.29
2/13/2024
114610
CINTAS CORPORATION
SUPPLIES & SERVICE - MULTIPLE DEPTS
667.06
2/13/2024
114611
COKER COMPOSTING AND CONSULTING
SUPPORT TO COMPOST IT RIGHT MPCA GRANT-CREEKSIDE
100.00
2/13/2024
114612
COLDSPRING
PLAQUE -CEMETERY
335.00
2/13/2024
114613
CORE & MAIN LP
1" WATER METERS -WATER
1,641.15
2/13/2024
114614
CROW RIVER AUTO REPAIR
OIL CHANGES- PARKS
217.41
2/13/2024
114615
CROW RIVER GOLF CLUB
BANQUET RENTAL- LIQUOR HUTCH
213.75
2/13/2024
114616
CROW RIVER PRESS INC
PRINTING & PUBLISHING - MULTIPLE DEPTS
156.47
2/13/2024
114617
ICROW RIVER WINERY
I COST OF GOODS SOLD - LIQUOR HUTCH
835.80
2/13/2024
114618
CROWN LIFT TRUCKS
1#645 MAINT SERVICE - CREEKSIDE
255.38
2/13/2024
1114619
CRYSTEEL TRUCK EQUIP
IWEAR SHOE FOR LOADER SNOW PUSHER - CREEKSIDE
730.00
CHECK REGISTER A FOR CITY OF HUTCHINSON
CHECK DATE 1/22/24 - 2/13/24
Check Date
Check Number
Name
Description
Amount
2/13/2024
114620
CUMMINS SALES AND SERVICE
GENERATOR SERVICE -WATER
1,410.32
2/13/2024
114621
DAHLHEIMER BEVERAGE
COST OF GOODS SOLD - LIQUOR HUTCH
69,322.09
2/13/2024
114622
DAVID KUNZE
UB REFUND
40.44
2/13/2024
114623
DELL MARKETING LP
POWER SUPPLY - ADMIN
55.49
2/13/2024
114624
DEPARTMENT OF LABOR & INDUSTRY
PRESSURE VESSEL- HATS
10.00
2/13/2024
114625
DESIGN ELECTRIC INC
CONTRACTUAL R&M - MULTIPLE DEPTS
4,994.69
2/13/2024
114626
DM STAMPS & SPECIALITIES
PAID DATE STAMPS - DMV
583.58
2/13/2024
114627
DODGE OF BURNSVILLE
2023 RAM 1500 CLASSIC SSV 4X4 - WWTP
37,784,00
2/13/2024
114628
DWIGHT CLARK
UB REFUND
42.31
2/13/2024
1114629
E2 ELECTRICAL SERVICES INC
ELECTRICAL WORK- MULTIPLE DEPTS
4,737.31
2/13/2024
114630
ECOLAB PEST ELIMINATION
PEST CONTROL- MULTIPLE DEPTS
312.61
2/13/2024
114631
EG RUD & SONS INC
MYLARS FOR PD PLAT
1,497.41
2/13/2024
114632
ELECTRO WATCHMAN
CONTRACTUAL R&M - CITY CENTER
772.50
2/13/2024
114633
EVERGREEN LAND SERVICES
RELOCATION CONSULTANT
2,385.00
2/13/2024
114634
EVERSTRONG CONSTRUCTION INC
MULTI -BAY HANGAR CONSTRUCTION
95,197.32
2/13/2024
114635
FARM -RITE EQUIPMENT
PARTS & REPAIRS - MULTIPLE DEPTS
1,953.12
2/13/2024
114636
FASTENAL COMPANY
REPAIR & MAINT SUPPLIES - MULTIPLE DEPTS
114.98
2/13/2024
114637
FORESTEDGE WINERY
COST OF GOODS SOLD - LIQUOR HUTCH
138.00
2/13/2024
114638
FOSTER MECHANICAL
PARTS & REPAIRS - MULTIPLE DEPTS
5,110.98
2/13/2024
114639
FOSTER'S INC
FOS CATALOG - CREEKSIDE
162.35
2/13/2024
1114640
FOUNTAIN HILL WINERY & VINEYARD LLC
COST OF GOODS SOLD - LIQUOR HUTCH
378.00
2/13/2024
114641
FRF PRODUCTIONS
OPERATING SUPPLIES - FIRE
218.75
2/13/2024
114642
FRONTIER PRECISION INC
TOPOGRAPHY SURVEYING & GLOBAL POSITIONING - ENG
15.37
2/13/2024
114643
GEMPLER'S INC
GAS CANS - STREETS
505.63
2/13/2024
114644
GLOBAL RESERVCE LLC
COST OF GOODS SOLD - LIQUOR HUTCH
940.00
2/13/2024
114645
GOLD TREE APPAREL
ANNUAL CLOTHING - WWTP
1,105.00
2/13/2024
114646
GOLD TREE APPAREL LLC
ANNUAL CLOTHING - CREEKSIDE
1,219.00
2/13/2024
114647
GOLFIRE INC
LEATHER HELMET FRONTS - FIRE
133.85
2/13/2024
114648
GRAINGER
REPAIR & MAINT SUPPLIES - MULTIPLE DEPTS
857.01
2/13/2024
114649
GREG & CATHERINE LIBOR
UB REFUND
62.10
2/13/2024
114650
HACH COMPANY
REAGENTS- MULTIPLE DEPTS
1,582.62
2/13/2024
114651
HAGER JEWELRY INC
BUILDING REPAIR SUPPLIES - CITY CENTER
3&00
2/13/2024
114652
HANSEN, GEOFF
REIMB: WINTER BOOTS- WATER
175.00
2/13/2024
114653
HAWKINS INC
CHEMICALS- WATER
7,009.27
2/13/2024
114654
HCVN-TV
HCVN VIDEO SERVICES, FRANCHISE FEES
23,535.89
2/13/2024
114655
HILLYARD / HUTCHINSON
CLEANING SUPPLIES -MULTIPLE DEPTS
1,302.27
2/13/2024
114656
HOFF, RANDY
FLOWERS A NORTROM - POLICE
45.00
2/13/2024
114657
HOISINGTON KOEGLER GROUP INC
DOWNTOWN PLAN INVOICE
1,588.45
2/13/2024
114658
HOLT MOTORS INC
PARTS & REPAIRS - MULTIPLE DEPTS
1,998.39
2/13/2024
114659
HOLT-PETERSON BUS
SR. CENTER TRIP EXPENSE
895.00
2/13/2024
114660
HOME CITY ICE COMPANY
COST OF GOODS SOLD - LIQUOR HUTCH
372.12
2/13/2024
114661
HUTCHFIELD SERVICES
JANITORIAL SERVICE - HATS
2,971,50
2/13/2024
114662
HUTCHINSON CHAMBER &TOURISM
LODGINGTAX
968.80
2/13/2024
114663
HUTCHINSON CO-OP
FUEL, SUPPLIES & REPAIRS -MULTIPLE DEPTS
8,866.60
2/13/2024
114664
HUTCHINSON FARMERS MARKET
GRANT FOR FARMERS MARKET
2,000.00
2/13/2024
114665
HUTCHINSON HEALTH
DRUG TESTING
83.00
2/13/2024
114666
HUTCHINSON HOCKEY ASSOCIATION
COMPOST BAGS
500.00
2/13/2024
114667
HUTCHINSON HUSKIES BASEBALL
1/2 PAGE HUSKIE BASEBALL PROGRAM - LIQUOR HUTCH
242.00
2/13/2024
114668
HUTCHINSON LEADER
NEWSPAPER ADVERTISING - MULTIPLE DEPTS
1,784.53
2/13/2024
114669
HUTCHINSON WHOLESALE #1550
EQUIPMENT PARTS - MULTIPLE DEPTS
429.40
2/13/2024
114670
HUTCHINSON WHOLESALE #1551
EQUIPMENT PARTS - CREEKSIDE
84.98
2/13/2024
114671
HUTCHINSON WHOLESALE #1552
REPLACEMENT HOSE - PARKS
5.38
2/13/2024
114672
HUTCHINSON, CITY OF
UTILITIES - HATS
1,036.01
2/13/2024
114673
HUTTON, CHRIS
REIMB: PARKING FOR EDUCATION - PARKS
45.00
2/13/2024
114674
ICE SPORTS INDUSTRY
PROFESSIONAL SERVICE - ARENA
420.00
2/13/2024
114675
INTERSTATE BATTERY SYSTEM OF MPLS
HATS BATTERIES
711.75
2/13/2024
114676
ISD #423
CLASSES - ECFE, COMM ED
2,267.03
2/13/2024
114677
1AUNICH, MATT
REIMB: MCMA WORKSHOP -ADMIN
160.13
2/13/2024
114678
JEFFERSON FIRE & SAFETY INC
BLITZ NOZZLE REPAIR PARTS - FIRE
1,433.44
2/13/2024
114679
JOCHUM, DANIEL
REIMB: SOFTWARE TRAINING IN CHASKA- BLDG INSPEC
61.01
2/13/2024
114680
JOHNSON BROTHERS LIQUOR CO
COST OF GOODS SOLD - LIQUOR HUTCH
100,102.33
2/13/2024
114681
IJOHNSON FITNESS & WELLNESS
PREVENTATIVE MAINTENANCE - POLICE
284.00
2/13/2024
114682
jJUUL CONTRACTING CO,
CONTRACTED SNOW REMOVAL 2TRUCKS -STREETS
570.00
2/13/2024
1114683
JJWC ENVIRONMENTAL
HATS GRINDER REBUILD KIT
3,471.19
CHECK REGISTER A FOR CITY OF HUTCHINSON
CHECK DATE 1/22/24 - 2/13/24
Check Date
Check Number
Name
Description
Amount
2/13/2024
114684
KERI'S CLEANING & HANDYMAN SERVICES
JANUARY CLEANING - MULTIPLE LOCATIONS
6,736.56
2/13/2024
114685
KOHLS SWEEPING SERVICE
PILING CONCRETE AND ASPHALT-CREEKSIDE
150.00
2/13/2024
114686
KRANZ LAWN & POWER
EQUIPMENT PARTS - MULTIPLE DEPTS
780.75
2/13/2024
114687
KYLE HOFFMAN
UB REFUND
6.41
2/13/2024
114688
L & P SUPPLY CO
REPAIR & MAINT SUPPLIES- MULTIPLE DEPTS
73.37
2/13/2024
114689
LAWSON PRODUCTS INC
REPAIR & MAINT SUPPLIES - MULTIPLE DEPTS,
802.79
2/13/2024
114690
LEAGUE OF MN CITIES
LMC DUES - STORMWATER
1,070.00
2/13/2024
114691
LEAGUE OF MN CITIES -INS TRUST
01 2024 WORKERS COMP PREMIUM
96,865,00
2/13/2024
114692
LITCHFIELD BUILDING CENTER
TRAINING SITE HOUSE SIDING -FIRE
2,969.20
2/13/2024
1114693
MARCO TECHNOLOGIES LLC
PRINTING CONTRACTS- MULTIPLE DEPTS
1,966.18
2/13/2024
114694
MARCO TECHNOLOGIES LLC NW 7128
PRINTING CONTRACTS - MULTIPLE DEPTS
451.51
2/13/2024
114695
MCLEOD COUNTY RECORDER
RECORDING FEES - MULTIPLE DEPTS
104.00
2/13/2024
114696
MEI TOTAL ELEVATOR SOLUTIONS
CONTRACTUAL R&M - UBRARY
225.16
2/13/2024
114697
MENARDS HUTCHINSON
REPAIR & MAINT SUPPLIES - MULTIPLE DEPTS
2,882.96
2/13/2024
114698
MIDSTATES EQUIPMENT & SUPPLY
BIOSPAN SPRAY SYSTEM - STREETS
31,950.00
2/13/2024
114699
MINNCOR INDUSTRIES
TITLE SERVICE - DMV
35.00
2/13/2024
114700
MINNESOTA DEPT OF LABOR& INDUSTRY
INSPECTIONS -MULTIPLE DEPTS
230.00
2/13/2024
114701
MINNESOTA DEPT OF MOTOR VEHICLE
TITLE & REGISTRATIONS- MULTIPLE DEPTS
6,668.81
2/19/2024
114702
MINNESOTA VALLEY TESTING LAB
LAB SAMPLE TESTING - MULTIPLE DEPTS
1,009.60
2/13/2024
114703
MN DEPT OF LABOR & INDUSTRY
4TH QTR SURCHARGE - ASSESSING
2,580.19
2/13/2024
1114704
MN DEPT OF NATURAL RESOURCES
WATER PERMIT INVOICE
10,595.27
2/13/2024
114705
MN STATE FIRE CHIEFS ASSOCIATION
MSFCA ANNUAL DUES - FIRE
520.00
2/13/2024
114706
MNDRIVERSMANUALS.COM
MANUALS - DMV
763.74
2/13/2024
114707
M-R SIGN
MISC SIGNS - MULTIPLE DEPTS
364.99
2/13/2024
114708
MUNICIPAL EMERGENCY SERVICES INC
MEDICAL COVERALLS - FIRE
556.60
2/13/2024
114709
MYGUY INC
HATS CARWASH SOAP
787.00
2/13/2024
114710
NERO ENGINEERING LLC
PROJECTS - WWTP
6,531.90
2/13/2024
114711
NORTH CENTRAL INC
ll' RUGBY STEEL DUMP BODY -STREETS
15,900.00
2/13/2024
114712
NORTH CENTRAL INTERNATIONAL
MS781T FUEL TANK -STREETS
1,349.19
2/13/2024
114713
NORTH CENTRAL LABORATORIES
LABSUPPLIES- WWTP
407.86
2/13/2024
114714
NORTHERN STATES SUPPLY INC
SHOP SUPPLIES - HATS
224.21
2/13/2024
114715
NUSS TRUCK & EQUIPMENT
POWER 5VC D51. SUPPORT ETC - HATS
1,183.36
2/13/2024
114716
NUVANTAGE EMPLOYEE RESOURCE
NUVANTAGE EAP )AN THRU MAY 2024
1,922.12
2/13/2024
114717
ODP BUSINESS SOLUTIONS LLC
OFFICE SUPPLIES- STREETS
143.33
2/13/2024
114718
OLD DOMINION BRUSH CO INC
INTAKE NOZZLE-STORMWATER
1,597.04
2/13/2024
114719
OLD WORLD CANNING COMPANY
COST OF GOODS SOLD - LIQUOR HUTCH
210.96
2/13/2024
114720
OLSON, RODNEY & LEANN
PRICE DIFF CLAIM, MOVING, INCIDENTAL EXPENSES
42,487.79
2/13/2024
114721
O'REILLY AUTO PARTS
REPAIR & MAINT SUPPLIES - MULTIPLE DEPTS
146.06
2/13/2024
114722
PARK NICOLLET CLINIC
FEB 2024 CAM - EVENT CENTER
1,500.00
2/13/2024
114723
PATROL PC
BATTERY FOR RHINOTAB-POLICE
240.44
2/13/2024
114724
PAUSTIS WINE COMPANY
COST OF GOODS SOLD - LIQUOR HUTCH
3,431.00
2/13/2024
11472S
PEDERSEN, ZAC
REIMB. REGISTRATION & EXAM FEES - WWTP
706.00
2/13/2024
114726
PEOPLEREADY INC
CREEKSIDE TEMP STAFFING
2,683.12
2/13/2024
114727
PHILLIPS WINE & SPIRITS
COST OF GOODS SOLD - LIQUOR HUTCH
39,S79.81
2/13/2024
114728
POLYDYNE INC
DEWATERING POLYMER- WWTP
3,654.00
2/13/2024
114729
PREMIER TECH CHRONOS
FFS-200REPLACEMENTS -CREEKSIDE
11,931.00
2/13/2024
114730
PREMIUM WATERS
BREAKROOM WATER - PARKS
41.24
2/13/2024
114731
PRO AUTO MN INC
2023 CHIEF SUV CHASSIS SERVICE - FIRE
S0.81
2/13/2024
114732
RAHN PAINTING & CONTRACTING LLC
CONTRACTED SNOW REMOVAL- STREETS
5,500.00
2/13/2024
114733
RED BULL DISTRIBUTION COMPANY INC
COST OF GOODS SOLD - LIQUOR HUTCH
458.10
2/13/2024
114734
REESE CUSTOM WOOD BUILD LLC
COST OF GOODS SOLD - LIQUOR HUTCH
160.00
2/13/2024
11473S
REGION VI CHIEFS ASSC
REGION VI CHIEFS DUES- POLICE
40.00
2/13/2024
114736
REINDERS
SUPPLIES FOR IRRIGATION -PARKS
519.73
2/13/2024
114737
REINER CONTRACTING
SAND - CREEKSIDE
3,632.33
2/13/2024
114738
RIOGEWATER COLLEGE
FACILITY RENTAL FOR ELECTIONS
250.00
2/13/2024
114739
ROLLING FORKS VINEYARDS
COST OF GOODS SOLD - LIQUOR HUTCH
552.00
2/13/2024
114740
RUNNING'S SUPPLY
REPAIR & MAINT SUPPLIES - MULTIPLE DEPTS
782.13
2/13/2024
114741
SAFEASSURE CONSULTANTS INC
ANNUAL SAFETY TRAINING AND CONSULTING
10,059.11
2/13/2024
114742
SAM'S TIRE SERVICE
TIRES & REPAIR - CREEKSIDE
1,491.95
2/13/2024
114743
SHAW, KAREN
PILATES/ YOGA INSTRUCTION -SR CTR
150.00
2/13/2024
114744
SHORT-ELUOT-HENDRICKSON INC
PROFESSIONAL SERVICES -CITY ENG SERVICES
21,926.76
2/13/2024
114745
ISKARPOHL PRESSURE WASHER SALES INC
REPAIR OF PRESSURE WASHER IN SHOP - PARKS
197.62
2/13/2024
114746
ISMALL LOT MN
COST OF GOODS SOLD - LIQUOR HUTCH
1,106.79
2/13/2024
1114747
ISOUTHERN WINE & SPIRITS OF MN
COST OF GOODS SOLD - LIQUOR HUTCH
69,331.83
CHECK REGISTER A FOR CITY OF HUTCHINSON
CHECK DATE 1/22/24 - 2/13/24
Check Date
Check Number
Name
Description
Amount
2/13/2024
114748
STANDARD PRINTING-N-MAILING
POSTAGE & SUPPLIES -MULTIPLE DEPTS
4,988.78
2/13/2024
114749
STAPLES ADVANTAGE
OFFICE SUPPLIES- MULTIPLE DEPTS
644.42
2/13/2024
114750
SUMMER LAKES BEVERAGE LLC
COST OF GOODS SOLD - LIQUOR HUTCH
645.75
2/13/2024
1147S1
SUMMIT FIRE PROTECTION
FIRE EXT SERVICE - MULTIPLE DEPTS
162.00
2/13/2024
1147S2
TEK MECHANICAL
SEWER REPAIR PROGRAM 729 JUUL- WWTP
734.88
2/13/2024
114753
TERMINAL SUPPLY CO
SHOP SUPPLIES - HATS
956.50
2/13/2024
114754
THOMSON REUTERS-WEST
WEST INFORMATION CHARGES- JUNE 2015 - LEGAL
1,302.44
2/13/2024
114755
TRI COUNTY WATER
BOTTLE WATER AND DELIVERY - CREEKSIDE
163.50
2/13/2024
1147S6
TRUE BRANDS
COST OF GOODS SOLD - LIQUOR HUTCH
282.02
2/13/2024
11147S7
TWO-WAY COMMUNICATIONS INC
COMMAND VEHICLE RADIO EAR PIECE - FIRE
45.98
2/13/2024
114758
UB REFUND
UB REFUND
71.03
2/13/2024
114759
UNITED FARMERS COOP
HATS FUEL SERVICE CHARGES
333.92
2/13/2024
114760
UNITED LABORATORIES
CLEANING SUPPLIES - WATER
188.03
2/13/2024
114761
UNITED PACKAGING & DESIGN
SLIP SHEETS - CREEKSIDE
15,885.00
2/13/2024
114762
USA BLUE BOOK
MANHOLE COVER JAKES, REAGENT - MULTIPLE DEPTS
817.96
2/13/2024
114763
VEGA AMERICAS INC
4 DEGREE RADAR LEVEL SENSOR - WWTP
1,620.11
2/13/2024
114764
VIKING BEER
COST OF GOODS SOLD - LIQUOR HUTCH
26,023.38
2/13/2024
11476S
VIKING COCA COLA
COST OF GOODS SOLD - LIQUOR HUTCH
1,110.25
2/13/2024
114766
VIKING SIGNS & GRAPHICS INC
SIGNS - MULTIPLE DEPTS
1,37S.00
2/13/2024
114767
VINOCOPIA INC
COST OF GOODS SOLD - LIQUOR HUTCH
7,091.75
2/13/2024
1114768
VIVID IMAGE
PROJECTS - MULTIPLE DEPTS
3,499.72
2/13/2024
114769
VOS CONSTRUCTION INC
IMPROV OTHER THAN BUILDINGS
13,045.00
2/13/2024
114770
WASTE MANAGEMENT OF WI -MN
REFUSE TAKEN TO LANDFILL
15,849.35
2/13/2024
114771
WELCOME NEIGHBOR
NEW RESIDENT ADV - LIQUOR HUTCH
60.00
2/13/2024
114772
WINE COMPANY, THE
COST OF GOODS SOLD - LIQUOR HUTCH
12,100.70
2/13/2024
114773
WINE MERCHANTS INC
COST OF GOODS SOLD - LIQUOR HUTCH
3,194.48
2/13/2024
114774
WINEBOW FINE WINE & SPIRITS
COST OF GOODS SOLD - LIQUOR HUTCH
796.50
2/13/2024
11477S
WITT, GREG & JEAN
MOVING COSTS CLAIM
566.48
2/13/2024
114776
WM MUELLER & SONS
2023 MISC PATCHING - MULTIPLE DEPTS
18,230.00
2/13/2024
114777
IZEP SALES AND SERVICE
ISHOP SUPPLIES - HATS
1,139.79
Total - Check Register A:
I
I
I $ 1,47S,819.62
Hutchinson Fire Department
2023 Annual Report
- = WA
t�• Mrs Ir+r•�I�ra� +1M+.«
"Remembering your roots tends to build a strong
foundation for futuregrowth and success."
-Unknown Author
Our Mission Statement "To Help People"
Our Mission "Be Honest, Be SaFe, Be Nice, Treat People Like They Are Family"
Our Vision "To Provide the Best Service and Protection Possible"
Our Guiding Principles "Pride, Honor and Integrity"
Illllllllllllllllllllllllilll'11�ill�llllllllllllllalllllllf f Illllllllf f lillf Iflllf fillllll�IIIINIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIj
LTUTC H INS ON
Y
To the Community We Serve
Another year in the books as 2023 comes to a close. We finished the year with 517 total calls, which is
the second highest in our history. We trained, tested and certified our 4 new recruits and have now put
them to work. Utilizing donations, we continued with improvements down at Fireman's Park which
brings that project to near completion. Using additional donations, we equipped our first out engine
with battery -operated auto -extrication tools, which has been an incredible improvement, Through
county support and funding, we worked with the McLeod County Sheriff's office to replace all of our
outdated radio communications equipment. With a strong focus on developing our next group of
leaders we provided officer level training opportunities and set a plan in place to create a rotating
Assistant Lieutenant position to broaden our pool of future leaders. We also took delivery and put into
service a new hybrid command SUV and completed all the underground and utility work for the new
parking lot to the north of our station. It was a very, very busy year!
We can't stress enough how much we appreciate the relationships we have with the townships and
cities that we serve. This partnership has laid an incredible foundation for our organization and for that
we say THANK YOU!
Chief Schumann —Assistant Chief Abelson — Battalion Chief Sturges — Battalion Chief Vik
Dedication;
We honor those who have come before us and paved the way for the current and future
success of our organization, and we thank them for their dedicated service to this community.
Sheldon Nies- passed away May 2023 with 21 years of service from 1963-1994
Lee Grams- passed away August 2023 with 10 years of service from 1976-1986
0---
Awards: The Firefighters vote annually on awards that
celebrate the accomplishments of those who have
performed at the highest levels throughout the year. These
individuals have been excellent performers throughout their
careers, and we proudly honor them.
"Distinguished Service" "Officer of the Year" "Firefighter of the Year"
Randy Abelson Chris Dostal Mark Alberts
2
Events and Activities
-Annual open house event with special thanks to the open house/fundraiser committees.
i
-McLeod County Fair grandstand events (fire suppression and EMS support).
-Supported our veterans by walking in the Annual Memorial Day Parade.
-Participated in the annual polar plunge event at HHS.
.011
-Provided equipment and manpower to fill Silver Lake's swimming pool after repair were completed.
-Continued support for the "REACH" program (Spooky Sprint and Chad Greenway Camp).
-In partnership with "McLeod Toward Zero Deaths" we conducted a MVA mock crash at HHS.
-Escorted several HHS state qualifying sports teams out of town.
-Sponsored and supported our youth football team.
-Worked with HHS teachers and held a tour of the fire station focusing on the mechanics and functions
of our small tools, large equipment, gear, etc.
3
Events and Activities
-Conducted various prescribed burns around City parks, prairies and ponds.
`v
-We gave Santa and Mrs. Clause a ride to their big event in Library Square.
-Engaged with community members at multiple city and rural "National Night Out" locations
-Partnered with other civic entities and participated in the annual "walking school bus."
-Attended funerals for two of our retired Firefighters. We were able to reminisce with some old friends.
-Got together with all of our HFD extended family for the annual Water Carnival Parade.
-Multiple other fire prevention and public relations activities were conducted as well.
4
Accomplishments
-Worked on more projects at our training facility to improve usage for our Firefighters as well as
other Regional Fire Departments that utilize the space. We completed the window and siding
project on our search and rescue house and made some final improvements to our storage and
burn training containers.
-Completed phase one of the parking lot project (north side of station) which included all the
underground work such as drainage and natural gas and utilities work. We are planning on
phase 2 being completed in 2024/2025. We've continued working closely with our neighbors to
the north to ensure we improve the space for all.
-Took delivery, installed, and trained on all new 800mhz radio communications equipment for
us and the entire county.
-Our fire station served as the host regional location for about twenty new FF recruits from
neighboring towns to receive their FFI, FFII and Hazmat initial training.
-The four newly hired recruits completed all of their FFI-FFII, Hazmat and Emergency Medical
Responder (EMR) training. They passed their tests, received state certifications, and had their
badges pinned at a ceremony in November 2023. They have now had the reigns loosened and
they are performing well!
-Utilizing a generous donation, we replaced our older Hydraulic Auto -Extrication equipment in
our first out Engine with battery -operated Holmatro tools. These new tools provide
unparalleled speed, cutting/spreading power compared to their predecessors.
-Summer duty crews (from Memorial Day to Labor Day) continued with great success.
-Multiple firefighters attended regional and state outside schooling focusing on job proficiency,
learning new skills, and focusing on professional development.
Accomplishments
-Started working on a project to completely overhaul our Standard Operating Guidelines and
Policies. We are focusing on updating, modernizing, and creating easier digital options for all
firefighters to review them.
-Expanded and improved our annual competency testing and air consumption testing nights
with additional drills, stations, and activities to mirror real world fire ground activities.
-UTV off -road rescue/wildland firefighting unit committee was formed and began researching
and creating the specs for the machine we hope to take delivery of in 2024.
-Working with HPD and City staff we started the initial planning for project prioritization of the
recently available public safety funding.
-Decommissioned and sold the 2013 Dodge Durango.
-Decommissioned and sold the 2010 Holmatro hydraulic auto -extrication tools.
-Sold a used set of tires that were previously installed on Tanker 6.
■
-Now that Fireman"s Park has opened, the committee worked on the finishing touches and
improvements, expanding the shelter with new roof steel, prep work for bench seating and
other small details. We received a joint award from the MRPA for the collaborative effort
between the City Parks Dept. and the HFD to complete Fireman's Park.
-The Ladder truck committee went down to Indianapolis to attend the FDIC vendor show.
-Continued with heavy involvement in the McLeod County Chiefs Association.
-Conducted a joint training, security threat event at the Hutchinson Health Hospital with our
law enforcement and EMS partners.
N.
Accomplishments
-As a Regional Director for the Minnesota State Fire Chiefs Association I was honored to attend
an all expenses paid Fire Chiefs forum at the National Fire Protection Association (NFPA)
headquarters in Quincy, Massachusetts, representing the Fire Chiefs of Minnesota.
-We took delivery and outfitted a new fire command vehicle which is a Hybrid Ford Interceptor.
This vehicle replaced a 2013 Dodge Durango that had been in service for 10 years.
V: 11!.-
a.y
-Focusing on health and wellness, we had a wonderful young lady named Sophina share her
story and provide us with mental health challenge coins to help protect us.
-Completed all annual requirements to maintain Firefighter licensing and certification. Worked
with our medical training partner (Allina) to keep up with all EMS continuing education needs.
-Conducted annual Firefighter physicals, blood tests, EKG, pulmonary function, SCBA and N95 fit
testing along with all other health and safety requirements.
-Completed annual testing, certification and required maintenance on all apparatus, breathing
air compressor, SCBA packs, and small/tools equipment.
-Continued annual replacement of PPE/gear to stay ahead of minimum NFPA requirements.
Finished the replacement of all fire helmets as required by the NFPA utilizing a two-year phase
in model.
-Continued using hybrid and online training whenever possible to improve our training delivery
methods to all of our Firefighters.
-Continued supporting and helping to educate the community on usage of the burn permit
system that went live in 2022. The Townships, Mcleod County and the MN DNR helped to
develop this new, simple, and free system and it has been working well.
Operational Data
Emergency Call Breakdown
Year
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
FIRE-
28
20
42
40
41
33
27
47
57
35
28
General
FIRE-
12
14
12
16
19
17
7
12
11
8
18
Structure
Rescues &
23
47
46
75
81
69
70
74
81
71
73
M VA
Medicals
109
124
125
156
167
170
155
155
178
190
213
Alarms &
97
116
105
92
83
91
70
85
63
90
85
Sprinklers
Hazardous
Condition
73
93
87
78
89
64
95
67
60
60
55
Other
1 47
1 51
1 50
1 48
52
1 48
1 39
1 44
1 48
1 43
45
Emergency Calls Total
Year
1990
2000
2010
2016
2017
2018
2019
2020
2021
2022
2023
City
156
215
319
342
348
307
318
332
318
318
350
Rural
76
132
117
163
184
185
145
152
180
179
167
Total
232
347
436
505
532
492
463
484
498
497
517
Structure and General Fires
Year
2001
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
General
50
34
54
56
60
50
34
59
68
43
46
Fires
Firefighter Injuries (per OSHA)
Year
2013 1 2014
1 2015 1
2016
1 2017
1 2018
1 2019
1 2020
1 2021
1 2022
2023
Injuries
1 4 1 0
1 1
1 0
1 2
1 2 1
1
1 4
1 1
1 1
3
Fire Event Fatalities
�F.ear
I 2W1
7-002
1 20M - 2J010 20U
1 2012 -7020
2021
I 2022
1 2W
Fatalities
1 *3
1 1
1 0 1 1
1 0
2
1 0
1 0
Response Time (Alarm to Truck Out the Door for All Full Page Out Calls)
Year
2013
2014
1 2015
1 2016
1 2017
1 2018
1 2019
1 2020
1 2021
1 2022
2023
Time
3:24
3:58
4:27
5:06
5:33
6:10
5:50
1 5:39
5:17
5:21
1 5:18
Officer Only Calls (*Indicates Hourly Pay Multiplier Increase)
Year
2013
2014
2015
*2016
2017
1 2018
2019
2020
2021
*2022
2023
Number
of Calls
106
149
143
156
161
130
130
135
126
123
101
Dollars
$19,292
$27,118
$26,026
$30,576
$31,564
$25,480
$25,480
$26,460
$24,696
$27,675
$22,725
Saved
Hours
Saved
11590
2,235
2,145
2,340
2,415
1,950
1,950
2,025
1,890
1,845
1,515
Total Emergency Calls
550
500
450 180
400 dLij 163 165. 152 180 1�
350
300 132
250
200 76 319
342 348 307 318 332 318 318 350
150 215
100 156
1990 2000 2010 2016 2017 2018 2019 2020 2021 2022 2023
City I Rural
Emergency Call Type
■ FIRE- General ■ FIRE- Structure ■ Rescues & MVA ■ Medicals
■ Alarms & Sprinklers • Hazardous Condition ■ Other
i
ilia
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
9
Estimated Property Value Saved: $12,906,100 Lives Saved: 3
Property Value Lost: $1,244,800
Emergency Call Hours: City- 3,755 Rural- 2,622
Total Training Hours: 3,555 Total Training Events: 62
Public Relations and Fire Safety Education
We hosted multiple tours and education events at the fire station as well as on location at businesses
and schools as requested.
We appreciate the relationship we have with the Hutchinson Schools and conducted our first fire safety
education for the 2nd graders at the New Tiger Elementary School. We also conducted fire safety
education for the kindergartners at the West Elementary School as normal. Several early childhood and
preschool classes were also provided with a fire safety education message.
49 Public Relations Events / 728 Hours
9 Fire Safety Education Events / 141 Hours
1,702 Total Students
Inspections and Permits
-2023 remained similar to the previous year and we inspected living units (apartments, rentals, etc.) in a
joint effort with the City Building Dept. Businesses and commercial buildings were inspected for fire
safety concerns and basic code compliance as time allowed.
-Daycare and Foster Care facilties were inspected as requested through our partnership with the
county/state (approx 19) and all new and remodeled construction (commercial properties) were
inspected to ensure proper installation and operations of fire alarm and sprinkler systems (approx 68).
-Building plan reviews were also conducted jointly with the City of Hutchinson Building Department.
-The new paperless burn permit system for Mcleod County went live in 2022 and is working well.
10
Goals for 2024
-Continue our firefighter health and safety initiative by making facility and equipment
improvements as needed and also focusing on personal health and well-being.
-Ensure timely replacement of PPE items as needed to ensure NFPA compliance.
-Proactively conduct maintenance and upgrades to all apparatus and analyze future CIP needs.
-Work through the details and make appropriate plans for the public safety funding projects.
-Finalize specs and prep for purchase, delivery, outfitting and training on a new UTV off -road
rescue/wildland firefighting unit.
-Utilize grant opportunities to help offset cost for a new UN.
-The committee will continue evaluating and planning for the replacement of the Ladder Truck.
-Host our first regional one day hands on one day training school at our training site utilizing
instructors from multiple agencies.
-Conduct a detailed evaluation of staffing needs for the next five years and beyond. Focusing on
daytime emergency response needs, fire safety -education delivery and an expanded
commercial fire safety inspection program.
-Begin talks and planning with MCSO for streamlining and prioritizing resource needs ... the
correct size response for emergent and routine call needs.
-Work with City Engineering department on final plans for phase two of the north parking lot.
-Complete the last finishing touches on the
Fireman's Park project.
-Create an "Assistant Lieutenant" rotating
officer position.
-Expand on technology upgrades where
possible for apparatus, tools, and training.
-Conduct training using alternative delivery
models, hybrid, and staggered start models.
-Continue with summer duty crews.
-Expand commercial fire safety inspection
program.
-Conduct a Firefighter hiring in the fall.
- Continue training on new armor vests and
protocols with HPD, MCSO and Ailina.
- Complete the thorough review and update
to the current SOG/policies system.
-Hold more frequent officer
level/leadership training.
11
Primary Services
We will continue to deliver professional, consistent emergency responses. Community fire
safety education will remain one of our cornerstone programs. Utilizing technology and
analytics, we will strive to make improvements to our operations whenever and wherever
possible. High quality and frequent training will continue ensuring Firefighter proficiency in all
duties. Firefighter health and safety is, and will continue to be, our #1 priority.
Firefighters in Action
W,
12
Vehicle Maintenance
Cost /,'Mileage / Hours Measurement
Vehicle
2U17
2018
2019
2020
2021
2022
2023
Ladder 1
$10.624
$1.136
$5.469
$6.895
$12.128
$1.845
S8,198
2001 Pierce:
Utility 3
$2.631
$402
$2,744
$487
$538
$7.691
S1,097
2002 Ford CC
Engine 2
$1.496
$2,742
$2,048
$3,348
$11.299
$3.204
S7,530
2016 Rosenbauer
Tanker-4
n/a
n/a
n/a
n/a
New. $0
$518
51,212
2021 International
Tanker
$1.570
$1.949
$8.783
$3,773
$24.860
$703
S5,922
1996 International
Engine 7
$7,133
$8.414
$1.362
$6.33=4
$5,700
$7.192
$790
2008 General
Rescue 8
n/a
n/a
n/a
n/a
n/a
New / $2.077
S336
2021 Che%,N CC
Ranger
$0
$72
$0
$18
$4.569
$70
S2,512
Polaris 6x6
Chief 1-new
n/a
n/a
n/a
n/a
n/a
n/a
New / SO
2023 Ford Inte.
Chief 1
$2.672
$722
$2.228
$311
$2,098
$2.587
5739
2013 Dcxlge Drg.
Command
$154
$73
$81
$L696
$1.258
$921
S1,072
2017 Ford Inte.
Vehicle
2017 Miles
/ Hours
2018 Miles
/ Hours
2019 Miles
/ Hours
2020 Miles
/ Hours
2021 Miles
/ Hours
2022 Miles
/ Hours
2023 Miles
/ Hours
Ladder 1
694191
434, 60
410171
729. 65
4611 84
492, 58
686 / l 06
Utility 3
2,031
1.656
1.435
1,536
1,785
1.842
1,827
Engine 2
1,989 .- 135
2,462 144
2,325 / 158
3,086 ' 209
3,543 ;'2 10
2,649 / 168
2,616 / 163
Tanker 4
n/a
n/a
n/a
n/a
n/a
2,635 / 134
696 / 73
Tanker 6
516 / 39
423 45
317 / 30
944 80
215 ; 22
200 / 21
271 / 18
Engine 7
1,720 / 113
1,388,- 88
957! 85
1,440 87
22171130
1,434 / 90
1,469 / 98
Utility 3
2,031
1.656
1.435
L536
1,785
1.842
1,827
Rescue 8
n/a
n/a
n/a
n/a
n/a
2,010 ! 121
1,755 / 118
Polaris (6x6)
10 hrs
10 hrs
11 hrs
12 hrs
19 lus
6 hrs
19 hrs
Dodge Durango
8,496 / 681
7,040 ! 630
7,430 /655
6,868 _' 585
8,530.' 660
8,825, 712
6,590 / 572
2023 Ford Intc.
n/a
n/a
n/a
n/a
I n/a
n/a
3,305 / 85
2017 Ford Intc.
9,448 / 697
8,827.16911
9,806 /630
9,104 ! 631
9,548 ! 628
10,160 / 908
11,494 / 726
13
Major Capital Improvement Schedule
15+ Year Equipment Replacement Plan (2024 estimates)
Vehicle
Description 1 Code
Model
Year
Replace
Year
Total Total
Mlles Hours
Original
Cost
Estimated
Replacement Cost
Ladder 1
Pierce, 100' Aerial Ladder
2001
2026
14,541 2,205
$730,000
$2.4 mil replace
Chief 1
Ford Interceptor (new)
2023
2033
3,305
85
$52,000
$68,000
Command
Ford Interceptor
2017
2027
70,637
5,056
$38,000
$56,000
HERT Trailer
Hazardous Material Trailer
2000
2024
-
-
$6,000
$9,000
TAJOK 4
Midwest Fire, Tanker 3000
2021
2046
1 3,331
207
$265,000
$530,000
6
International, Tanker 3000
1996
2031
1 13,947
1,248
1 $77,912
$400,000
Rosenbauer, FngineiPumper
2016
2036
1 19,911
1 1,260
$579,000
$1,200,000
Rosenbauer, EngirWPumper
2008
2028
32,702
F 1,906
$321,955
$850,000
Ford, F350 pickup
2002
2032
34,008
-
$33,164
$80,000
Chevy, 350OHD Med/grass rig
2021
2041
3,765
239
$104,000
$250,000
Polaris 6 Wheeler w/skid
2006
2024
-
252
$17,752
no skid $29,800
Inflatable w/25hp Yamaha
2007
2032
-
-
$5,961
boat only $5,000
Metal Ice Boat
1998
-
-
-
$300
Do Not Replace
Med. Trailer
Mass Casualty Trailer*
2004
-
-
-
-
N/A
*Owned by private health care group and housed by HFD
CWOWned vehicle
Rural Owned'vehicle
Shared 50/50 vehicle
Note: Estimated replacement cost is speculative assuming a 3-6% annual inflation rate and/or current market analysis.
Thank ,you again to the citizens of the Hutchinson Fire District for .your continued
support of our organization, our firefighters, and our mission!
14
ILA
cR HUTCHINSON CITY COUNCIL
Request for Board Action
A CI i Y OH PURPOSE.
Setting Special Workshop Meeting Dates on Strategic Planning Sessions
Agenda Item: (Various Dates)
Department: Administration
LICENSE SECTION
Meeting Date: 2/13/2024
Application Complete N/A
Contact: Matt Jaunich
Agenda Item Type:
Presenter: Matt Jaunich
Reviewed by Staff M
New Business
Time Requested (Minutes): 1
License Contingency N/A
Attachments: Yes 0
BACKGROUND/EXPLANATION OFAGENDA ITEM:
As was discussed at our last council meeting, we will be looking to have a variety of workshop
sessions over the upcoming year to do some strategic planning for the City. The list of dates,
times and subjects are attached. We will determine the exact date and time of our September
and October meeting dates later in the year.
Staff is asking the council to officially set these meeting dates and times.
BOARD ACTION REQUESTED:
Approval of setting special workshop meeting dates for strategic planning sessions
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No 0
Included in current budget: Yes 0
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A
2024 STRATEGIC PLANNING SESSIONS
SCHEDULE
TOPIC
Housing
Health & Recreation and the Environment
Economic Development
Transportation
Public Safety
Good Government (City Infrastructure & services we provide)
Developing the Plan
DATE
Tuesday, February 27 @ 3:45 p.m.
Tuesday, March 26 @ 3:45 p.m.
Tuesday, April 23 @ 3:45 p.m.
Tuesday, May 14 @ 3:45 P.M.
Tuesday, June 25 @ 3:45 p.m.
Tuesday, July 23 @ 3:45 p.m.
TBD — September ??
Finalizing the Plan TBD — October ??
2023 Motor Vehicle Recap
Trained two part time employees in day end closing procedures.
Hired one part time employee
Successfully completed the move to our new location
6 million in one-time compensation for all deputy offices. Distrusted based on previous fiscal
years total MN transactions.
$1.00 MV filing fee increase (tabs/titles/prorate)
$1.00 mandatory surcharge (tabs/titles/prorate) for deputy assessment and retention.
Effective 1/1/2024
DL/ID filing fee increase of $8.00 for all types of new applications, $3.00 increase for all types of
renewal applications.
Removed prohibition on providing motor vehicle information over the phone to customers.
Re-established an appeals process for any revocation of MNDRIVE access.
Kiosks have been tested and will be rolled out in 6 metro locations by the end of 2023.
Drivers License For All was successfully rolled out 10/1/2023.
Successfully helped local dealer move to EVTR to process titles.
Two new used card dealership bring their work to the office
Goals for 2024
Have our last new hire complete and pass the title certification class.
Hire part time employee to become fully staffed again.
Schedule time to have employees watch monthly training video offered by the state to reduce
errors and understand new processes.
Now that we are moved into new location — go forward with becoming a 3rd party testing site
for the State of MN if financially feasible.
Complete training for Full serve DL agents providing copies of driving records and vehicle titles
records. Accident reports will be provided to individuals, their relatives, legal counsel and
insurance representatives
Complete training for implementation of Veteran's with total service -connected disability
receiving free MV registration, plate and title services for up to two vehicles. Will receive free
DL or ID's and are exempt from any filing or credential fees or associated charges with the
correct documentation.
Complete training for new "reintegration" DL for formerly incarcerated individuals over age 18.
Prepare for the rollout of the DNR operating system in 2025
Prepare for the Core 21 updates in MNDRIVE, keep current with training for the new processes.
Continue to provide excellent customer service
2023 5 YR Year -End Recap Comparison
2023 2022 2021 2020 2019
Grand Totals:
$
5,934,920.26
Ciry Fees:
$
305,031.42
Transactions:
46,045
Motor Vehlele
State Total:
$
5,519,145.15
City Fees:
$
217,485.35
Transactlom:
43,537
Drivers License
State Total:
City Fees:
$
73,477.07
Transactions:
Passport
Applications:
Photos:
$
2,485.00
Postage:
Trans aCHOns:(Appes Ph..)
99
DNR
State Total:
S
104,066.94
City Fees:
$
11,972.50
Transactions:
2,169
F&G
State Total:
$
6,676.75
City Fees:
$
211.50
Transactions:
240
ATM
12 Month Total
$
400.00
Grand Totals:
$ 5,509,497.90
City Fees:
$
285,851.20
Transactions:
44,854
Motor Vehicle
State Total:
$
5,096,490.68
City Fees:
$
209,556.19
Transactions:
41,887
Drivers License
State Total:
$
-
City Fees:
$
59,606.76
Transactions:
-
Passport
Applications:
Photos:
$
2,430.00
Postage:
Transactions: (Appn&Fromm)
162
DNR
State Total:
$
119,503.27
City Fees:
$
13,384.50
Transactions:
2,509
F&G
State Total;
$
7,652.75
City Fees:
$
243.75
Transactions:
296
ATM
12 Month Total
$
630.00
Grand Totals:
$ 5,178,172.74
City Fees:
$
265,968.34
Transactions:
38,712
Momr Vehicle
State Total:
$ 4,832,118.70
City Fees:
$
192,681.84
Transactions:
36,443
Drivers License
State Total:
City Fees:
$
60,095.50
Transactions:
Passport
Applications:
Photos:
$
1,545.00
Postage.
7rensaclions: (row a Ph—)
103
DNR
State Total:
$
95,184.20
City Fees:
$
11,122.00
Transactions:
1,971
F&G
State Total:
$
4,901.50
City Fees:
$
159.50
ATM
12Month Total $ 364.50
Grand Totals:
$
4,954,111.79
City Fees:
$
252,149.59
Transactions:
37,015
Motor Vehicle
Total:
$ 4,430,344.24
City Fees:
$
182,471.75
Transactions:
28,241
Drivers Licanse
Total:
$
169,917.58
City Fees:
$
55,384.94
Transactions:
6,387
Passport Pictures
Appltcations:
Ph--
$
2,175.00
Postage:
Transactions:
145
DNR
Total:
$
98,779.37
❑ty Fees:
$
11,555.50
Transactions:
2,076
F&G
Total:
$
3,921.00
City Fees:
$
140.00
Transactions:
166
ATM Fees
12 Months Total $
422.50
Grand Totals:
$
5,892,149.76
City Fees:
$
306,49&00
Transactions:
48,534
Motor Vehice
Tool:
$
5,251,450.64
City Fees:
$
219,209.00
Transactions:
36,285
Drivers License
Total:
$
198,448.75
Gty Fees:
$
67,600.00
Transactions:
8,899
Passport
Applications:
Photos:
$
3,970.00
Postage:
Transactions:
(APPr&Phom.)
258
DNR
Total:
$
121,183.87
City Fees:
$
13,878.50
Transactions:
Z609
Fish & Game
Total:
$
14,568.50
City Fees:
$
448.00
Transactions:
483
ATM Fees
12 MonTotal
Months
$
1,49250
2023
2 Year Transaction Count Comparison
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
MID -YEAR TOTALS
2022 2023
2022 2023
2022 2023
2022 2023
2022 2023
2022 2023
2022 2023
Motor Vehicle/Drivers License
3271
3299t3.57013425
4159
4337
3662
3784
3665
4026
3907
3984
22234
22855
DNR
188
346
246
157
234
194
381
404
247
256
1657
1555Fish
& Game
9
9
25
40
32
31
59
57
31
25
164
166
Passport Photos
9
15
17
10
151
12
191
10
12
10
82
66
Total Transactions for the Month 3477 3669 3949 3636 4447 4544 3943 4021 4124 4497 4197 4275 24137 24642
JULY
AUGUST
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
YEAR END TOTALS
2022 2023 1
2022 2023
2022 2023 1
2022 2023 1
2022 2023
2022 2023
2022 2023
Motor Vehicle/Drivers License
3272
3206
3603
3976
3187
3238
3159
3528
3256
2853
3176
3881
41887
43537
DNR
125
146
123
88
94
81
67
54
76
64
367
181
2509
2169
Fish & Game
9
S
15
14
59
27
19
11
19
12
11
5
296
240
Passport Photos
14
7
12
3
12
01
231
7
S
8
14
8
3
99
Total Transactions tor the Month 3420 3364 3753 4081 3352 3346 3268 3600 3356 2937 3568 4075 44854 46045
111 Hassan Street 5E
HRA Hutchinson, MN 55350
Wehsite: www.hutchinsonhra.com
HUTCHINSON HOUSING AND (320) 234-4251 (320) 234-4240 fax
REDEVELOPMENT AWHOR4Ty
Hutchinson HRA Regular Board Meeting
December 19, 2023
Minutes
1. CALL TO ORDER Chair Renee Lynn Johnson Kotlarz called the meeting to order.
Members Present: Renee Lynn Johnson Kotlarz, Gary Forcier, Robin Kashuba. Dan Masog and
Peggy Godina. Staff Present: Judy Flemming, and JJ Morgan.
a. Gary Forcier moved to approve the agenda as presented. Robin Kashuba seconded and the
motion carried unanimously.
2. PUBLIC COMMENTS
No citizens addressed the HHRA Board of Commissioners.
3. MINUTES OF THE REGULAR BOARD MEETING ON NOBEMBER 21, 2023
a. Gary Forcier moved to approve the minutes of the November 21, 2023 regular board meeting as
presented. Dan Masog seconded and the motion carried unanimously.
4. FINANCIAL REPORTS
Gary Forcier moved to approve the following:
a. City Center General Fund payments of $33,215.25 for checks 9379 to 9385.
b. City Center November 30, 2023 Financial Statements.
c. Park Towers Operating Account
1) Payments of $42,831.12 for checks 16202 to 16229;
2) EFT payment on 12/11/2023 for the $2,354.55 Visa Bill.
d. Park Towers Security Deposit payment of $454.51 for check 1621.
Robin Kashuba seconded and the motion carried unanimously.
5. RESOLUTION #2023-4 TO VOID CHECKS 1613 AND 1617
a. Robin Kashuba moved to approve Resolution #2023-4. Dan Masog seconded and the motion
carried unanimously.
6. RESOLUTION #2023-5 WRITE OFF UNCOLLECTABLES ACCOUNTS
a. Gary Forcier moved to approve Resolution #2023-5. Dan Masog seconded and the motion
carried unanimously.
7. PARK TOWERS
a. Board Resolution #2023-6 DEPRECIATION REPORT
1) Gary Forcier moved to approve Resolution #2023-6. Robin Kashuba seconded and the
motion carried unanimously.
b. Park Towers December Newsletter was presented.
c. Park Towers Vacancy Report shows 6 vacant units at this time.
III Hassan Street SE
HRA Hutchinson, MN 55350
Website: www.hutchinsonhra.com
t1U7C;11NS0N HOUSING AND (320) 234-4251 (320) 234-4240 Fax
REDEVELOPMENT AI)THORITY
PARK TOWERS CONTINUED
d. Operation Update. Judy Flemming provided this summary:
1) Started interviews for the Housing Specialist position.
2) Washer & Dryer issues continue with residents over stuffing them with clothes.
3) The electrical panel project is complete.
4) These plumbing & HVAC issues have been addressed over the past 30 days:
leaking recirculating pump repaired, corroded drainage pipes replaced, replaced 2 exhaust
system motors.
5) Finishing up recerti fi cations.
8. UPDATE ON ISLAND VIEW CIRCLE HOUSE PROJECT
a. Working on some of the change orders.
9. DISCUSSION ON POSSIBLE HOUSING PROGRAMS & PROJECTS
a. 4-PlexDiscussion
There are no lead abatement grants available for our region at this time but will keep attuned
when one does become available.
10. COMMUNICATIONS
a. FYI: November Local Housing Market Update — Hutchinson Report
b. Judy Flemming reported that the audit will be in February 2024, earlier than last year.
11. ADJOURNMENT
Gary Forcier moved to adjourn and Dan Masog seconded. The motion carried unanimously. There
being no other business, Chair Renee Lynn Johnson Kotlarz declared the meeting adjourned.
Recorded by Judy Flemming, HRA Executive Director
Gary Forc' r, Secretary/Treasurer
s: HUTCHINSON CITY COUNCIL
HUTCH I NSON Request for Board Action
A CITY ON PURPOSE.
Closed Session According to Minnesota Statute 13D_05, subdivision 3(c)
Agenda Item:
Department: Administration
LICENSE SECTION
Meeting Date: 2/13/2024
Application Complete N/A
Contact: Matt Jaunich
Agenda Item Type:
Presenter: Matt Jaunich
Reviewed by Staff 2
New Business
Time Requested (Minutes): 10
License Contingency N/A
Attachments: Yes 0
BACKGROUND/EXPLANATION OFAGENDA ITEM:
City staff will be asking the City Council to consider going into a closed session according to
Minnesota Statue 13D.05, Subd. 3(c), to hear an update on the potential sale of the property at
1025 Highway 15 South (Event Center) to Hutchinson Health and to consider offers/
counteroffers.
BOARD ACTION REQUESTED:
Going into a closed session to hear an update on the potential sale of the property at 1025
Highway 15 South (Event Center)
Fiscal Impact: Funding Source:
FTE Impact: Budget Change: No 0
included in current budget: No
PROJECT SECTION:
Total Project Cost:
Total City Cost: Funding Source: N/A
Remaining Cost: $ 0.00 Funding Source: N/A