HomeMy WebLinkAbout2021-02-01 (Regular) Meeting Agenda Packet
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Teleconferenced
Englewood, CO 80110
AGENDA
Teleconferenced City Council Regular Meeting
Monday, February 1, 2021 ♦ 6:00 PM
This City Council Special / Regular meeting will be held by teleconference.
To view the meeting, please follow this link to our YouTube live stream link:
https://www.youtube.com/watch?v=M37igE6jD7o
1. Call to Order
2. Pledge of Allegiance
3. Roll Call
4. Study Session Topic
a. Emergency Coordinator Lisa Clay and Police Chief John Collins will be present to review
and discuss the draft Englewood Emergency Operations Plan, and obtain Council
feedback regarding the plan.
Presentation: 10 minutes
Discussion: 15 minutes
Information/Direction
Review and Discuss Draft Englewood Emergency Operations Plan - Pdf
b. Chief Building Official Karen Montanez will be present to discuss and review the 2018
International Energy Conservation Code and the International Green Construction Code.
Presentation: 15 minutes
Discussion: 20 minutes
Information/Direction
Energy Conservation and Green Construction Code - Pdf
c. Communications Director Chris Harguth and Neighborhood Resources Coordinator
Madeline Hinkfuss will be present to discuss with City Council whether to move forward
with the nomination process for Citizen of the Year.
Presentation: 10 minutes
Discussion: 15 minutes
Information/Direction
Citizen of the Year - Pdf
5. Consideration of Minutes of Previous Session
a. Minutes of the Regular City Council Meeting of January 19th, 2020.
City Council Regular - 19 Jan 2021 - Minutes - Pdf
6. Appointments, Communications, Proclamations, and Recognition
Page 1 of 256
Englewood Teleconferenced City Council Regular Agenda
February 1, 2021
Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood
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a. Introduction of Director of Finance Jackie Loh.
7. Recognition of Scheduled Public Comment
The deadline to sign up to speak for Scheduled Public Comment is Wednesday by 5 p.m., prior
to the meeting, through the City Clerk’s Office. This is an opportunity for the public to address
City Council. There is an expectation that the presentation will be conducted in a respectful
manner. Council may ask questions for clarification, but there will not be any dialogue. Please
limit your presentation to five minutes. Written materials for presentation to Council may be
submitted to the City Clerk.
a. Kathleen Bailey, an Englewood resident, sent the attached written public comment to
address Council.
K.Bailey Public Comment 02.01.21
b. Devra Jeffers, an Englewood resident, will address Council regarding a vehicle
obstructing views and causing a safety hazard.
c. Kevin Kramer, an Englewood resident, will address Council regarding dog parks.
d. Pamela Beets, an Englewood resident, will address Council.
e. Susan Lukowski, an Englewood resident, will address Council regarding dog park
unleashed changes.
f. Cynthia Searfoss, an Englewood resident, will address Council regarding solastalgia.
C.Searfoss Public Comment 2-1-21
8. Recognition of Unscheduled Public Comment
If you would like to sign-up to speak for public comment at the upcoming City Council
meeting on Monday, February 1st, please visit
https://englewoodco.zoom.us/webinar/register/WN_DTQJzKy-SEe0ctC2JuZTBQ and register!
You will receive a unique and personalized invitation by email to join the meeting. Every speaker
who wants to register should sign-up with their own email address. If you do not have an email
address or if you have any questions regarding this process, please reach out to the City Clerk's
Office at CityClerk@englewoodco.gov or call 303-762-2430.
Citizens may also submit written public comments to the City Clerk's Office at
CityClerk@englewoodco.gov until 12 p.m. Tuesday, February 2nd.
This is an opportunity for the public to address City Council. There is an expectation that the
presentation will be conducted in a respectful manner. Council may ask questions for
clarification, but there will not be any dialogue. Please limit your presentation to 3 minutes.
Council Response to Public Comment.
Page 2 of 256
Englewood Teleconferenced City Council Regular Agenda
February 1, 2021
Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood
(303-762-2405) at least 48 hours in advance of when services are needed.
9. Consent Agenda Items
a. Approval of Ordinances on First Reading
i. CB 04 - Amendment to Title 2 Boards and Commissions
CB 04 - Pdf
Staff recommends City Council approve a Bill for an Ordinance regarding
updates to Title 2 Boards and Commissions. Staff: Interim City Attorney Alex
Dorotik
b. Approval of Ordinances on Second Reading.
i. CB 03 - Municipal code changes related to technologically enhanced naturally
occurring radioactive material (TENORM).
CB 03 - Pdf
Staff recommends City Council approve a Bill for an Ordinance for changes to
the municipal code related to technologically enhanced naturally occurring
radioactive material (TENORM). Staff: Director of Utilities and South Platte
Renew Pieter Van Ry and Deputy Director of Environmental Programs Blair
Corning
c. Resolutions and Motions
i. Revisions to the strategic plan.
Strategic Plan Revisions - Pdf
Staff recommends City Council approve, by Motion, the revisions to the strategic
plan. Staff: Interim Director of Finance Tim Dodd
ii. Motion to approve 2020 Purchase Amount with John Elway Chevrolet.
John Elway Chevrolet - Pdf
Staff recommends City Council approve, by Motion, an increase to the 2020
purchase order with John Elway Chevrolet from $76,926.00 to $105,845.49.
Staff: Maintenance & Operations Manager Steve Ortega
10. Public Hearing Items
11. Ordinances, Resolutions and Motions
a. Approval of Ordinances on First Reading
b. Approval of Ordinances on Second Reading
c. Resolutions and Motions
i. Resolution to restore funding to a vacant 2021 Police Officer position.
PD Budget and Appropriation Amendment #2 - Pdf
Staff recommends City Council approve, by Resolution, to amend the 2021
General Fund Police Department Budget and Appropriation. Staff: Police Chief
John Collins and Interim Finance Director Tim Dodd
ii. Approval to pay Envirotech invoices.
Envirotech Services - Pdf
Page 3 of 256
Englewood Teleconferenced City Council Regular Agenda
February 1, 2021
Please note: If you have a disability and need auxiliary aids or services, please notify the City of Englewood
(303-762-2405) at least 48 hours in advance of when services are needed.
Staff recommends City Council approve, by Motion, payment of Envirotech
invoices above the approved 2020 purchase order amount of $99,000. Staff:
Deputy Director of Operations and Maintenance Janet Lundquist and
Maintenance & Operations Manager Steve Ortega
12. Covid-19 Update
13. General Discussion
a. Mayor's Choice
i. Update for in-person and hybrid meetings.
Council update for streaming in-person - Pdf
b. Council Members' Choice
14. City Manager’s Report
a. Review of possible Covid-19 relief project.
15. City Attorney’s Report
16. Adjournment
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STUDY SESSION
TO: Mayor and Council
FROM: John Collins, Shawn Lewis
DEPARTMENT: City Manager's Office, Police
DATE: February 1, 2021
SUBJECT:
Review and Discuss Draft Englewood Emergency Operations
Plan
DESCRIPTION:
Review and Discuss Draft Englewood Emergency Operations Plan
RECOMMENDATION:
Emergency Coordinator Lisa Clay, City Manager Shawn Lewis and Police Chief John Collins
will be present to review and discuss the draft Englewood Emergency Operations Plan, and
obtain Council feedback regarding the plan.
PREVIOUS COUNCIL ACTION:
City Council approved a contract for services with Arapahoe County Office of Emergency
Management in 2019. The agreement was renewed by City Council in November of 2020.
SUMMARY:
The City of Englewood 2021 Emergency Operations Plan (EOP) serves to guide the City
through its missions before, during, and after a disaster or emergency. It describes the
processes the City uses and serves as a basis for reimbursement of disaster dollars should they
become available. The EOP utilizes the all-hazards preparedness and planning approach,
which is consistent with federal guidelines including the National Incident Management System
(NIMS). The 2021 version updated the previously drafted, but never adopted version, with
significant edits and the inclusion of the relationship between City and County via the IGA.
ANALYSIS:
The overall goal of the EOP is to coordinate the roles, resources, and responsibilities of City
departments and other stakeholders to ensure a rapid, flexible response to any disaster, critical
incident or planned event in the City. The Plan is organized in two distinct parts, the Basic Plan,
and the Emergency Support Function (ESF) Annexes. The Basic Plan introduces the overall
EOP and gives it authority, provides the general planning concept, outlines standard or
commonly accepted agency responsibilities at a city level, and identifies legal authorities and
references. The EOP is considered a public document, though it may be ‘washed’ prior to public
distribution to remove phone numbers and names as appropriate. These ESFs are foundational
to the Plan and define how City and partner entities will interact, coordinate, and respond during
a disaster.
The EOP is required of county governments by Colorado Disaster Emergency Act, Amended in
2018. While not mandated, it is highly recommended cities develop an EOP in accordance with
these same requirements. The plan underwent significant edits and a noteworthy addition is in
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depth review and update of the Emergency Support Functions. In addition, the Plan outlines the
relationship established through IGA to support Emergency Management functions within the
City. The completion of the EOP was one of several milestones addressed in this IGA.
Unfortunately, due to COVID, the timeline for completion was pushed into 2021. This
adjustment ensured all applicable City Departments had ample opportunity to review and
provide input through in-person and virtual meetings, as well as several opportunities to review
and edit the Plan before it was finalized.
The EOP is a three-year document and will be reviewed annually. In addition, the Plan will be
exercised this year with staff to validate all components.
FINANCIAL IMPLICATIONS:
N/A
ALTERNATIVES:
City staff requests Council feedback regarding the draft Emergency Operations Plan. When this
item comes to City Council for approval in February, the City Council may choose to adopt,
modify or reject the plan.
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CITY OF ENGLEWOOD
EMERGENCY OPERATIONS PLAN (EOP)
City Council Study Session
2/1/2021
Page 7 of 256
ABOUT THE EOP
•The overall goal of the EOP is to coordinate the roles, resources, and responsibilities of City departments and other
stakeholders to ensure a rapid, flexible response to any disaster, critical incident or planned event in the City.
•The 2021 EOP updated the previously drafted, but never adopted version, with significant edits and the inclusion of
the relationship between City and County via the IGA.
•Utilizes the all-hazards preparedness and planning approach, which is consistent with federal guidelines including the
National Incident Management System (NIMS).
•The Plan is organized in two distinct parts, the Basic Plan, and the Emergency Support Function (ESF) Annexes.Page 8 of 256
IMPORTANCE OF THE EOP
•Provides a clear framework on how the City responds to
disasters or emergencies within its jurisdiction.
•Describes both on-scene (field) incident response as well
as off-scene incident coordination (from the Department
Emergency Operations Center (DOC) or Emergency
Operations Center (EOC)).
•Describes relationship with County and City/County
roles in an incident.
•Provides framework for important incident tasks such as
resource ordering, finance, public information, etc.
•Assigns lead and support agencies for Emergency
Support Function roles and describes responsibilities.Page 9 of 256
THE PLANNING PROCESS
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NEXT STEPS
•The EOP should be evaluated on an annual basis for baseline
accuracy and any known changes (such as a change in
personnel or a reorganization of an agency).
•Larger, more sophisticated updates are coordinated on a
three-year basis.
•Major modifications must be submitted to the City Manager
and City Council for approval prior to implementation or
distribution.
•Minor modifications may be made by the Arapahoe County
Office of Emergency Management without prior approval by
the City Manager and City Council.
Step 5: Plan Maintenance,
Implementation, and Revision
•Approve and disseminate
the EOP
•Exercise the EOP
•Review, revise, and
maintain the EOP
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EMERGENCY OPERATIONS PLAN
CITY OF ENGLEWOOD, COLORADO
2021
Page 12 of 256
City of Englewood EOP Page 1
Promulgation Document
This document serves as the formal declaration and announcement of the issuance of the City of
Englewood Emergency Operations Plan (EOP).
This plan is intended to provide City of Englewood (City) officials and critical stakeholders with
a basis for the coordinated management of disaster incidents in order to preserve life, property
and natural resources, and to minimize the impacts of the disaster on the community in order to
resume daily City operations and community conditions as quickly as possible.
All offices of elected officials, departments, agencies, and organizations in the City of
Englewood are responsible for developing and maintaining up-to-date internal standard operating
procedures, training and exercise plans, and plan maintenance procedures in order to support the
overall EOP. The coordination and integration of emergency plans and procedures is an ongoing
process that should be collectively promoted by convening inter-agency meetings, formulating
mutual aid agreements, and by conducting or participating in multi-agency and inter-
jurisdictional emergency exercises.
Mayor Date
City Manager Date
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City of Englewood EOP Page 2
Table of Contents
Promulgation Document..................................................................................................................1
Table of Contents.............................................................................................................................2
Executive Summary.........................................................................................................................4
Approval and Implementation.........................................................................................................5
Record of Changes...........................................................................................................................6
Record of Distribution.....................................................................................................................7
Purpose, Scope, Situation Overview, and Assumptions..................................................................9
Purpose.........................................................................................................................................................................9
Scope............................................................................................................................................................................9
Situation Overview ......................................................................................................................................................9
Hazard and Threat Analysis Summary ...................................................................................................................10
Mitigation Overview...............................................................................................................................................10
Planning Assumptions................................................................................................................................................10
Concept of Operations...................................................................................................................12
Overview....................................................................................................................................................................12
National Incident Management System.....................................................................................................................12
Agency Roles in Incidents.........................................................................................................................................12
Continuity of Operations Plans..................................................................................................................................15
Mutual Aid.................................................................................................................................................................15
Activations of Operations Centers.............................................................................................................................15
Incident Types............................................................................................................................................................15
Intergovernmental Relationships...............................................................................................................................18
Organization and Assignment of Responsibilities.........................................................................19
Organization...............................................................................................................................................................19
On-Scene Incident Management................................................................................................................................19
Off-Scene Incident Coordination Systems.................................................................................................................21
Assignment of Responsibilities..................................................................................................................................21
City of Englewood..................................................................................................................................................22
Arapahoe County ....................................................................................................................................................26
Outside Agencies and Organizations......................................................................................................................27
Direction, Control, and Coordination............................................................................................31
Line of Succession.....................................................................................................................................................31
Lines of Authority between Jurisdictions..................................................................................................................31
Horizontal Coordination..........................................................................................................................................31
Vertical Coordination..............................................................................................................................................32
Information Collection and Dissemination....................................................................................33
Collection...................................................................................................................................................................33
Dissemination.............................................................................................................................................................33
Use of ICS Forms.......................................................................................................................................................34
Public Information.....................................................................................................................................................34
Communications............................................................................................................................35
Administration, Finance, and Logistics.........................................................................................36
Finance and Administration.......................................................................................................................................36
Logistics.....................................................................................................................................................................36
Plan Development, Evaluation, Testing, and Maintenance...........................................................37
Development..............................................................................................................................................................37
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City of Englewood EOP Page 3
Testing........................................................................................................................................................................37
Maintenance...............................................................................................................................................................38
Evaluation..................................................................................................................................................................38
Arapahoe County Emergency Management Advisory Group (ACEMAG)..................................39
Authorities and References............................................................................................................40
Authorities..................................................................................................................................................................40
State of Colorado.....................................................................................................................................................40
City of Englewood..................................................................................................................................................40
References..................................................................................................................................................................40
List of Acronyms...........................................................................................................................41
Glossary.........................................................................................................................................43
Annex Summary ...........................................................................................................................50
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City of Englewood EOP Page 4
Executive Summary
The City of Englewood Emergency Operations Plan (EOP) provides general guidelines and
principles for planning, managing and coordinating the overall response and recovery activities
of The City of Englewood before, during, and after major planned events, emergencies, or
disaster events.
The EOP applies to all areas of the City of Englewood and areas that have agreements with the
City of Englewood (hereafter referred to as the City), as applicable.
The EOP is consistent with the accepted standards and principles of the National Incident
Management System (NIMS) as mandated by Homeland Security Presidential Directive #5
(HSPD 5), as well as Presidential Policy Directive 8 (PPD-8). The use of NIMS ensures that the
City’s response and recovery efforts are aligned with the nationally accepted emergency
management system for addressing all types of hazards and for integrating multiple agencies,
jurisdictions, and disciplines into a coordinated response and relief effort.
This document utilizes the all-hazards preparedness and planning approach, which is consistent
with federal guidelines including NIMS, the National Response Framework (NRF), the National
Preparedness Goal, and the Core Capabilities List. As such, the EOP recognizes that while all
disaster situations are unique, key response and recovery activities and planning elements are
consistent.
The plan is organized into two parts:
1. Basic Plan: This section introduces the overall EOP and gives it authority, provides the
general planning concept, outlines standard or commonly accepted agency
responsibilities at a city level, and identifies legal authorities and references. The EOP is
considered a public document, though it may be ‘washed’ prior to public distribution to
remove phone numbers and names as appropriate.
2. Emergency Support Function (ESF) Annexes: Each Annex contains a general
description of the function, the major response and recovery responsibilities of the
function, and identifies primary and support agencies. These are planning documents, not
procedural documents, and are typically available for public purview. Lead agencies may
identify other planning efforts or procedures that assist in the execution of the ESF. These
documents may fall under different rules or requirements for public availability.
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City of Englewood EOP Page 5
Approval and Implementation
The statutory responsibility for the management of an emergency or disaster in Colorado rests
with the duly elected leadership of each jurisdiction. For events requiring decisions about the
commitment of resources beyond those normally available to city emergency response agencies,
the following line of succession will be observed, based on the availability of the senior ranking
public official:
1. Mayor and members of Englewood City Council
2. City Manager
For the City of Englewood, pursuant to 7-7-4 of the updated Title 7, being approved by City
Council in January 2021, the City Manager has the authority to declare a local disaster, which
may initiate City emergency operations, potentially ranging from deploying additional resources,
to activating the City’s Department Operations Center (DOC), to requesting assistance from the
Arapahoe County Office of Emergency Management (ACOEM).
This document (Version 1, issued in February 2021) supersedes all previous versions of the plan.
Major modifications to this document must be submitted to the City Manager and City Council
for approval prior to implementation or distribution. Minor modifications may be made by the
Arapahoe County Office of Emergency Management without prior approval by the City Manager
and City Council. The definitions of major and minor modifications are located in the Glossary.
All changes to the document shall be noted in the Record of Changes document, which shall be a
continuous record from all versions of the plan beginning with this approved version.
This plan is approved and implemented effective upon adoption by the Englewood City Council
on DATE, which authorizes the Mayor to sign the Emergency Operations Plan for a period of
five (5) years from the date of signature.
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City of Englewood EOP Page 6
Record of Changes
This is the official documentation of changes, updates, revisions, revocations, or other alterations
of the City of Englewood Emergency Operations Plan. This record, in its entirety, carries over
between major versions and publications of the plan and helps provide documentation of the plan
development, testing, and maintenance process. Changes to the document should be noted here
as specifically as possible. The Arapahoe County Office of Emergency Management is
responsible for tracking any changes and also for distributing the updates.
Date of
Change Section Page
No.Description of Change Changed By Initials
MM/DD/YY Update Section X Update Summary Name (SS)
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City of Englewood EOP Page 7
Record of Distribution
This record serves as official documentation for the distribution of this planning document, in
part or in whole, to critical stakeholders. The record is maintained in its entirety and carries over
between various versions of the planning document. Changes to the document noted in the
Record of Changes should be distributed to relevant parties and tracked in this section as well.
The following table describes the number and agency of distribution of the EOP
Table 1. EOP Distribution
Departments/Agencies Receiving Hard Copies of the EOP # Copies
Arapahoe County Office of Emergency Management 1
Change the Trend 1
City Attorney’s Office 1
City Clerk’s Office 1
City Council 7
City Manager’s Office 2
Communications Department 1
Community Development Department 2
Denver Fire Administration 1
Denver Fire Station 34 1
Denver Fire Station 35 1
Englewood Area Chamber of Commerce 1
Englewood Schools 1
Finance Department 1
Human Resources Department 1
Information Technology Department 1
Mile High Area Red Cross 1
Municipal Court 1
Parks, Recreation Library & Golf Department 3
Police Department 5
Public Works Department 1
South Platte Renew 1
Utilities Department 1
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City of Englewood EOP Page 8
The following table serves as the record of distribution of the EOP.
Table 2. Record of Distribution
Date Name & Title Agency Distribution Signature
MM/DD/YY Entire Plan Document,
Version xx (electronic)
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City of Englewood EOP Page 9
Purpose, Scope, Situation Overview, and Assumptions
Purpose
The purpose of the EOP is to provide general guidelines and principles for planning, managing,
and coordinating the overall response and recovery activities of the City of Englewood before,
during, and after major events.
The overall goal of this plan is to coordinate the roles, resources, and responsibilities of City
departments and other stakeholders to ensure a rapid, flexible response to any disaster, critical
incident, or planned event in the City. To facilitate this goal, the EOP utilizes the all-hazards
preparedness and planning approach, which is consistent with federal guidelines including the
National Incident Management System (NIMS), the National Response Framework (NRF), the
National Preparedness Goal, and the Core Capabilities List.
This is a plan, not a procedural document. The contents of the EOP are intended to provide a
basis for the coordinated planning and management of the types of emergencies and disaster
events most likely to occur in the City. The EOP is not intended to outline specific operational or
functional procedures. Instead, this document consolidates the various policies and
considerations which impact the development of procedures. In short, this is the ‘what’, not the
‘how’. Appropriate procedural documents are referenced as needed.
Scope
The EOP applies to all incidents or events within the geographic boundaries of the City of
Englewood. The EOP also applies to any event that may affect the City of Englewood regardless
of location or size. This includes events in neighboring jurisdictions, large-scale events within
the State of Colorado, or any situation where the City of Englewood may be called upon for
Mutual Aid. The EOP embraces the concept of scalability, and therefore may be expanded or
contracted to suit any size, scope, scale, or magnitude of events, including catastrophic incidents.
While the plan is not intended for use in the response or recovery of incidents which are
considered part of the daily operating procedures, the plan may be helpful if standard events
coincide and cause a strain on the City of Englewood’s resources.
Situation Overview
The City of Englewood is home to 35,000 people and is a first-ring suburb south of Denver. The
City is bordered by a number of other communities including Cherry Hills Village to the east,
Littleton to the south, and Sheridan to the west. Since Englewood is landlocked, the
opportunities for potential growth are constrained to within city limits.
Englewood is home to major medical and manufacturing facilities along with its own food, arts,
and startup communities centered in historic downtown Englewood and the Central Business
District.
Englewood is also a transportation hub with two light rail stops on the Denver regional passenger
rail system and exceptional roadway access provided from all directions by US Highway 285
(Hampden Ave.) and US Highway 85 (Santa Fe Blvd.). Bus service is provided by the Regional
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City of Englewood EOP Page 10
Transportation District (RTD), including the most frequent bus route in the region, the 0, and the
free Englewood Trolley that connects the Englewood light rail station to downtown Englewood,
the medical district, Civic Center, and Museum of Outdoor Arts.
Hazard and Threat Analysis Summary
In early 2020, Arapahoe County began the process of updating its Multi-Hazard Mitigation Plan.
The Arapahoe County 2020 Hazard Mitigation Plan re-evaluated the County’s and jurisdictions’
risk and vulnerabilities to both natural and human-caused hazards, and updated hazard mitigation
goals, objectives, and actions to reduce the identified risks and vulnerabilities. The plan follows
the guidelines put forth by the Emergency Management Accreditation Program (EMAP). The
Hazard Mitigation Plan contains a detailed hazard analysis for Arapahoe County, including the
City of Englewood, and should be referenced for specific details. The City of Englewood is an
adopting jurisdiction on the 2020-2025 Arapahoe County Hazard Mitigation Plan.
Risk, as referenced in the Hazard Mitigation Plan, is the potential for damage, loss, or other
impacts created by the interaction of natural hazards with community assets. Vulnerability is
defined as characteristics of community assets that make them susceptible to damage from a
given hazard. In general, the City of Englewood is most vulnerable to the hazards of severe
winter weather, flooding, and public health hazards (including pandemics). Severe winter
weather includes winter storms (blizzards, heavy snow, and ice storms) as well as extreme cold
temperatures. The City also faces a moderate risk to drought, severe summer weather (including
lightning and hail), and severe wind/tornadoes.
The City of Englewood Emergency Operations Plan is drafted to address any emergency,
whether natural, technological, or human-caused, many of the response functions remain the
same.
Mitigation Overview
As with the Hazard Analysis Summary, this section is specifically detailed in the Mitigation
Chapter in Arapahoe County’s Hazard Mitigation Plan. The Hazard Mitigation Plan should be
referenced for a detailed explanation of mitigation projects, processes, progress, and future
efforts. Public education efforts, ongoing training, and drilling of staff members at the City level,
and general increased awareness are all effective daily mitigation applications in the City.
The City of Englewood uses emergency alert sirens for tornadoes, but these sirens are operated
autonomously from city mitigation and warning projects. Additionally, the City utilizes
Arapahoe County’s Citizen Alert program, which is housed within the Sheriff’s Office. Landline
phones in Arapahoe County are automatically registered and will receive emergency
notifications. Citizens without landlines or any citizens who want to register to receive
notifications via alternate devices (cell phone, text message, or email) may register online.
Planning Assumptions
The planning assumptions collected here identify the facts used during the planning process in
order to create an emergency plan that is executable. The list is not comprehensive nor exclusive.
Obvious assumptions are only included here if necessary to provide clarity or delineate specific
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City of Englewood EOP Page 11
conditions. Assumptions that are both obvious and reasonable are not included here but are
implied in the creation of the document.
1. The guidelines and concepts of the Comprehensive Preparedness Guide 101 Version 2.0
(CPG 101) have been applied throughout the development of this document.
2. The City of Englewood is responsible for developing and maintaining up-to-date
Standard Operating Procedures (SOPs), checklists or other materials necessary for
implementing assigned duties and functions, and for providing training to employees.
3. City personnel without emergency responsibilities may be asked to work in a support role
during the disaster.
4. Pursuant the Intergovernmental Agreement between Arapahoe County and the City to
Provide Emergency Management Services, the Arapahoe County Office of Emergency
Management is the City’s Emergency Management Agency.
5. Arapahoe County Office of Emergency Management is responsible for ensuring the plan
is regularly updated, practiced, and revised as outlined in the Plan Development and
Maintenance portion of this document.
6. The National Incident Management System (NIMS) and National Response Framework
(NRF) are the adopted methods and organizational structures for managing emergency
response operations in the City.
7. Response and recovery efforts will apply the principles within the Incident Command
System (ICS), the National Incident Management System (NIMS), and the National
Response Framework (NRF).
8. Events that cross jurisdictions may result in the establishment of a Unified Command
(UC). Events with multiple locations or incident sites may result in the establishment of
an Area Command (AC).
9. Mutual aid may be requested when a response exceeds local resources.
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City of Englewood EOP Page 12
Concept of Operations
Overview
The Concept of Operations (CONOPS) section explains the City of Englewood’s intended
approach to address all-hazards events. The information presented here is scalable, flexible, and
general, and as such it applies to plausible emergency, disaster, or catastrophic events in the City
of Englewood. The Concept of Operations section does not include specific procedures. This
section addresses the integration of the City of Englewood into the larger disaster response
picture. The City will be responsible as the lead agency for those incidents in Englewood’s
jurisdiction. In the event of a disaster, as the City’s contracted Emergency Management Agency,
the Arapahoe County Office of Emergency Management (ACOEM), may be requested for
assistance by the City Manager.
National Incident Management System
All incidents will be organized using the National Incident Management System (NIMS),
including the use of the Incident Command System (ICS). This includes activities that occur at
the incident scene (command activities) and those that occur elsewhere in the City (coordination
activities), as well as preparation efforts. The management of incidents will start in the field. If
appropriate, an Incident Command Post (ICP) will be established and the incident scene may be
expanded to suit the needs of the event. As the incident expands and resource requirements
escalate, the City of Englewood Department Operations Center (DOC) may open and provide
support to the ICP. When an incident occurs within the City, notification will occur via standard
dispatching procedures. The Arapahoe County Office of Emergency Management may also be
called upon for support, and the Arapahoe County Emergency Operations Center (ACEOC) may
be activated.
Agency Roles in Incidents
The City is the lead agency for all incidents within its jurisdiction, unless a Delegation of
Authority is established that clearly outlines the change in leadership. Additionally, the City may
delegate authority for one aspect of the response, such as logistics, and still maintain lead over
the incident. However, due to the City/County Emergency Management IGA, the City can
request assistance from Arapahoe County OEM at any time during an incident, where the City
retains authority of the incident and the OEM is a supporting agency. These relationships are
described in the graphics below.
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Figure 1. Delegation of Authority
Figure 2. Delegation of Role
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Figure 3. Request for OEM Assistance
The City’s first arriving units in the field will establish the ICS. An Incident Commander (IC)
takes charge of the scene and assigns positions within the ICS structure as the incident evolves.
During multi-agency responses, the IC may be replaced with a Unified Command (UC). If there
are multiple events that require multiple resources, an Area Command (AC) may be established.
These organizational concepts are addressed in the Organization and Assignment of
Responsibilities section.
The City Manager/City Council will be notified and advised of the situation. Municipal
leadership personnel will comprise the Policy Group, which may be co-located with the DOC,
ACEOC, or another appropriate venue. The location of municipal leadership will depend on the
type of command in place and the incident type.
For all events when the City is the lead, the City will oversee and coordinate the demobilization
of the event, coordinate the process for financial documentation, and begin the process for
reimbursement for all City assets that were part of the response and recovery process. For events
in which the City is a supporting agency, Englewood will ensure the proper check-out of all City
resources mobilized for the event and that appropriate documentation is obtained for financial
reporting. All events will include a debriefing of personnel and the production of an After Action
Report (AAR) and Improvement Plan (IP) by key personnel as part of the demobilization and
recovery process.
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Continuity of Operations Plans
All Departments and Offices within City of Englewood Government will maintain an up-to-date
continuity of operations (COOP) or continuity of government (COG) plan. COOP/COG
information can be found on the Bold Planning website, with Arapahoe County OEM, or the
Englewood Police Department. All COOP/COG plans include purpose and scope, authority,
situation and assumptions, functional roles and responsibilities, logistical support and resource
requirements, concept of operations, and plan maintenance.
Mutual Aid
Emergency response agencies in Arapahoe County request resources through mutual aid
agreements, which are usually discipline-specific. All local governments and special districts
within Arapahoe County are responsible for coordinating with one another and for determining
the provision of mutual aid within their capabilities and according to established written
agreements. Various types of aid agreements include Mutual Aid Agreements (MAA),
Memorandums of Agreement (MOA), and Memorandums of Understanding (MOU). In
addition, jurisdictions or special districts may enter into Inter-Governmental Agreements (IGA).
Resource requests should be coordinated through dispatch or the DOC/ACEOC depending on the
incident, and be documented on the appropriate ICS form. In some instances, use of statewide
resource databases will be required. Original aid documents are on file with each of the
participating agencies.
Activations of Operations Centers
The City of Englewood DOC is the facility designated as a central location for coordinating
emergency management activities in support of incident command forces in the field for the
City. If the City requests assistance from the ACOEM, the Arapahoe County EOC (ACEOC)
may also be activated. City department officials with authority to direct the use of City resources
and responding representatives from cooperating agencies and jurisdictions staff the DOC, in
some situations, including volunteer and private organizations. In addition to supporting
command post actions, DOC personnel coordinate intergovernmental and supplemental
assistance, gather and document disaster information, perform damage assessment activities, and
facilitate demobilization and recovery operations.
Additional information regarding the DOC is located in the Organization and Assignment of
Responsibilities section.
Incident Types
The severity of an incident dictates the level or degree of emergency response required and
facilitates the activation of the DOC. The use of incident typing provides a standardized
classification system to assist emergency response personnel in the identification of appropriate
response and resource mobilization levels. The incident types used by both the City and
Arapahoe County are consistent with the typing found in ICS guidelines, though they have been
slightly expanded to reflect specific City and considerations. The completion of an incident
complexity analysis chart will aid in the determination of an incident type. This chart takes into
account 13 unique categories with point values assigned to each. These categories include, but
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are not limited to: threat to life, property, and environment; population impact, values at risk,
weather, and evacuation numbers. An incident type will be generated upon completion of this
chart. The Incident Types are located in the table below.
Table 3. Incident Types
Incident
Type Description ICP
Activation
DOC, OEM, and
EOC Activations Examples
Type 5 Single incident and no activation
of command or general staff.
No formal
ICP required none
Daily activities by
emergency
personnel
Type 4
Single incident requiring several
different resources for
mitigation, but typically limited
to a single operational period.
The command and general staff
functions are activated as
needed.
ICP may be
small scale
DOC may be
partially
activated
ACOEM
liaison
assistance
may be
requested
Arapahoe High
School Shooting
2013, Hazardous
Materials calls,
2018 Englewood
Flood
Type 3
Single or multiple incidents
requiring multiple resources and
may extend into multiple
operational periods. Some or all
of the command and general
staff are usually activated, and
division/group supervisors
and/or unit leader level positions
may be required.
ICP often
required
DOC may be
fully or
partially
activated for
multiple
operational
periods
ACOEM
assistance
may be
requested
Christmas
Blizzards of
2006,
Arapahoe/Weld
County Floods
2013
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Incident
Type Description ICP
Activation
DOC, OEM, and
EOC Activations Examples
Type 2
A disaster that exceeds local
resources and may exceed
regional resources, requiring
state-level assistance. Likely
extends into multiple operational
periods. Most or all of the
command and general staff
positions are filled. Typically,
operational personnel do not
exceed 200 per operational
period and the total incident
personnel do not exceed 500,
although this may vary.
Sophisticated
ICP and on-
site staging
required
DOC fully
activated for
prolonged
staffing
periods
ACOEM
assistance
likely
requested
ACEOC may
be activated
Windsor Tornado
2008, Boulder/
Larimer/ El Paso
County Floods
2013, Buffalo
Fire 2018
Type 1
The most complex type of
incident, which requires federal
resources for incident
management. Local agencies
may require additional staff for
office administrative and
support functions. If the City is
not directly affected, the
emergency management team
may be activated in support of
other jurisdictions, including
state governments.
ICP at most
sophisticated
set up
DOC fully
activated and
staffed for
extended
periods
ACOEM
assistance
requested
ACEOC
likely
activated
Democratic
National
Convention 2008,
Waldo Canyon
Fire 2012, Black
Forest Fire 2013,
Hurricanes
Harvey and Irma
2017, 416 Fire
2018
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Intergovernmental Relationships
Figure 4 illustrates the relationship between all levels of government. In accordance with HSPD
5, incidents are handled at the lowest level possible. Requests for mutual aid or additional
assistance from the county, state, or federal government is only requested when local resources
are exhausted. The City of Englewood may request support from Arapahoe County once its
resources are exhausted or the incident expands beyond its scope. However, due to the
City/County IGA, the City may request assistance from the ACOEM specifically at any time
during an incident. From there, if Arapahoe County needs additional assistance, it will request it
from the State of Colorado, and the State will request additional support from Federal Agencies.
For simplicity, Figure 4 only illustrates the relationship Arapahoe County has with the City of
Englewood. This plan recognizes that single jurisdictions within counties are also significant
mutual aid resources, and that jurisdictions and municipalities may request or respond to aid
agreements without involving their county entities.
Figure 4. Intergovernmental Relationship Flow Chart for the City of Englewood
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Organization and Assignment of Responsibilities
This section establishes the general organizational structure for incident response and outlines
essential functions and responsibilities for major City of Englewood agencies. All offices of
elected officials, departments, agencies, and organizations with responsibilities identified in this
section of the plan are responsible for developing internal policies, documents, action plans,
checklists, Standard Operating Procedures (SOPs), and other procedural documents necessary for
accomplishing the tasks outlined here.
Organization
The City of Englewood responds to disasters using the tenets of the Incident Command System
(ICS). The response is divided between the on-scene response (tactical and operational) efforts
and the off-scene coordination (strategic) efforts. In all cases, chain of command, span of control,
and ICS organization principles are utilized. Major areas or capabilities that may impact
emergency operations are divided into Emergency Support Functions (ESF), which identify lead
and support agencies for each function. This assists in streamlining the assignment of
responsibilities.
On-Scene Incident Management
At the scene of an incident, the City utilizes ICS to guide the organization of response agencies
and the execution of tactical priorities. These guidelines are consistent with the most current ICS
protocols issued by the Federal Emergency Management Agency (FEMA).
ICS is a flexible management command structure based on “best practices” for safely directing
all emergency response activities at the scene of an emergency and is particularly helpful during
events that extend beyond routine, single-agency responses. Personnel trained in ICS tactics and
strategies can rapidly integrate responding resources, establish interagency liaisons and control
resources to avoid duplication or over-commitment of effort. Incident operations are typically
directed from the on-scene Incident Command Post (ICP), including emergency personnel,
communications, incident planning, public information, resource management, and command. If
the event exceeds the capabilities of the ICP, the Incident Commander (IC) may request the
activation of all or part of the DOC to assist. More complex incidents may evolve into a Unified
Command (UC) or an Area Command (AC), depending on the situation. Table 4 illustrates the
relationship of the three command structures, as does Figure 5, Figure 6, and Figure 7.
Table 4. ICS Command Options
Type of Command Scenario Example
Incident Command Single Resource/Jurisdiction,
Single Event Small hazardous materials incident
Unified Command Multiple Resources/Jurisdictions,
Single Event Low intensity tornado
Area Command Multiple Resources/Jurisdictions,
Multiple Events Pandemic
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Figure 5. Incident Command
Figure 6. Unified Command
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Figure 7. Area Command
Off-Scene Incident Coordination Systems
In the Englewood DOC, roles and responsibilities work on a hybrid model where ESFs are
combined into the ICS structure. While the ICS structure may not be identically aligned between
the DOC and on-scene operations, the DOC utilizes the same current ICS protocols and
procedures identified in the Annexes, as well as the other guidelines issued by the National
Incident Management System (NIMS).
The DOC is the primary area where consequence management and coordination activities are
conducted. The DOC may be partially or fully activated depending on the needs of the incident.
The level of activation for the DOC may change as the situation progresses. The DOC will
organize using the principles of ICS and integrate activated ESFs into that structure. Capabilities
within the DOC, including various ESFs, will not be activated until necessary and/or requested
by the DOC Manager. The DOC is staffed by City of Englewood trained agency personnel and
trained personnel from staffing assistance requested via mutual aid partners. Additionally,
assistance from the ACOEM may be requested by the City where ACOEM personnel may staff
the DOC, or trained City of Englewood personnel may staff the ACEOC, depending on the needs
of the situation.
Assignment of Responsibilities
The City of Englewood Emergency Operations Plan (EOP) utilizes the Emergency Support
Function (ESF) model for planning and preparedness activity. This is a brief overview of the
major departments, sections and stakeholders that have responsibilities in the overall disaster
response picture. This is not a comprehensive or exhaustive list. Refer to the appropriate ESF
Annex for more detail on each area of responsibility and more detailed descriptions of those
positions as well as conceptual overviews for the responsibilities of each ESF.
Because of the unique relationship between the City and the ACOEM, with the ACOEM serving
as the City’s Emergency Management Agency, it is helpful to understand the roles of both City
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agencies and departments, as well as the ACOEM. This is a brief overview of the major
departments, sections, and stakeholders that may have responsibilities in the response and
recovery elements for the City of Englewood, ACOEM, and additional stakeholders. Many of the
agencies also have responsibilities to emergency response and recovery beyond the City of
Englewood.
Individual agencies should develop individual emergency response and operations plans that
include the considerations listed in this document.
City of Englewood
Preparedness Actions for All Departments
Develop their section of the City’s Continuity of Operations Plans (COOP) to ensure
that essential government services remain available to the public.
Ensure appropriate personnel are trained in accordance with the City Training and
Exercise Plan (TEP), and familiar with this plan and any applicable department standard
operating procedures (SOP).
Ensure all emergency related expenses are recorded for reimbursement purposes.
Prepare standard operating procedures, guidelines, and/or checklists, needed to
effectively accomplish their assigned responsibilities.
Establish mutual aid or intergovernmental agreements for their area of responsibility.
Identify resources that can be called upon in the event that the city’s resources become
depleted or otherwise unavailable.
Provide trained personnel to staff the DOC and ACEOC when activated and requested.
Ensure all planning efforts address persons with access and functional needs.
City Council
Provide Policy Group leadership
Approval and commitment of City resources and funds for disaster or emergency
purposes in excess of the City Manager’s authority identified in Englewood Municipal
Code Section 7-7-4.
Approval of local disaster extensions past seven (7) days by resolution.
Upon recommendation from the City Manager, issuance of formal requests to the
Governor’s Office (through Colorado OEM) for the declaration of a State emergency for
the purposes of obtaining State and/or Federal assistance.
Convene (if necessary) for any action or briefing.
Monitor situation through updates from City Manager or Executive Staff.
Approve emergency ordinances for the immediate preservation of public health, safety,
and property.
City Manager
Determine the level of commitment of City resources and funds for the disaster.
Declaration of a local disaster for up to seven (7) days.
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Determine the need to suspend day-to-day City functions that do not directly contribute
to the emergency operations.
Issuance of directives to City departments and personnel regarding changes in normal
duties/work schedules, temporary reassignments, and employment of temporary workers,
as needed.
Furnish representative to DOC and Arapahoe County EOC when requested.
Activate the Emergency Operations Plan as the situation requires.
Issuance of official orders regarding population protection or temporary social
restrictions, such as evacuation orders, establishment of curfews, and enactment of price
controls, among others.
Recommend to City Council the issuance of formal requests to the Governor’s Office
(through Colorado OEM) for the declaration of a State emergency for the purposes of
obtaining State and/or Federal assistance.
Disaster and emergency powers permitted by state and local law, pursuant to Englewood
Municipal Code 7-7-4.
Request assistance from ACOEM if determined necessary.
City Attorney
Prepare forms for emergency disaster declarations and emergency ordinances prior to an
emergency so that emergency specific documents can be created quickly when needed.
Provide interpretation of state and federal regulations related to disasters.
Advise on the use of TABOR funds.
Police Department
Intergovernmental liaison and initiation of formal requests for outside assistance from
other local jurisdictions, including coordination of emergency efforts with ACOEM.
Direct and implement emergency evacuation operations.
Protect property in evacuated areas.
Maintain law and order.
Control access and provide security to the disaster site.
Coordinate with ESF-13 and provide damage reports to the EOC for situational
awareness purposes.
Establish re-entry procedures for persons returning to limited-access areas.
Provide emergency traffic direction and control measures including signalization and
barricading.
Ensure the implementation of ICS on-scene, establishment of an ICP, filling of necessary
positions, and/or request EOC support for these positions as needed.
Provide security measures at the ICP, and in evacuated and impacted areas.
Public Works
Removal of debris, clearance of public rights-of-way, and planning for street/route
recovery operations, with priority assigned to critical emergency services lifelines and
major thoroughfares.
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Provision of personnel and heavy rescue equipment in support of search and rescue
operations.
Provision of personnel, equipment, supplies, and materials for flood control and flood
hazard mitigation measures.
Restoration of damaged roads and bridges and other public services and facilities.
Participation with other departmental representatives on City Damage Assessment Team
at DOC and on local/state field damage survey teams, as needed.
Partner with external agencies as necessary.
Utilities
Provide emergency shutdown of water and sewer services and have provisions in place to
provide potable water for essential city relief activities.
Coordinate the repair of water and sewer systems.
Provide GIS mapping assistance.
Finance Department
Procurement of emergency-related supplies and materials and administration of vendor
contracts for emergency services and equipment.
Resource tracking, office services, printing services, record keeping and documentation
of disaster-related costs and financial commitments.
Participation with City damage assessment team at the DOC and on local/state field
damage survey teams, as needed.
Risk Management staff will prepare documents necessary to recover monies from
insurance providers, State/Federal Disaster Assistance Programs, or other funds or
combinations of funding sources. Communication with the Colorado Intergovernmental
Risk Sharing Agency (CIRSA) as necessary.
Facilitate medical care and compensation for injured City employees through Workers’
Compensation Plans.
Process vendor payments, payroll, and timecards as necessary, including administering
the City’s Purchasing Card program.
Information Technology Department
Provide emergency restoration of critical information systems.
Ensure the DOC has the necessary equipment in place to manage and coordinate the
emergency.
Ensure redundancy and backup of essential City electronic communications, documents,
and reports.
Provide technical information, support, and assistance with IT-related equipment and
services, including internal and external communications, continuity of operations, and
computer support.
Provide subject matter insight for related procurement and vendor services related to IT
scope of work.
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Community Development
Encourage all rebuilding efforts to consider the vision of the City’s Comprehensive Plan.
Assist in locating temporary housing for displaced residents.
Collect damage statistics and losses sustained by industry, businesses, and on private
dwellings in coordination with the Fire Marshal and Building Division.
Participate in the preparation of a long-term recovery plan post disaster.
Human Resources
Assist with coordinating time tracking and personnel during incident scheduling.
Coordinate and maintain employee records/preserve benefit information.
Recruit and hire temporary workers for emergency related employment.
Provide guidelines for emergency hiring and staff reconstitution following an incident.
Consider alternative work schedules and telecommuting possibilities.
Consider disaster-based leaves of absence for personal reasons.
Establish emergency leave bank guidelines and points of contact (primary and backup)
for coordinating leave and leave donations.
Parks and Recreation
Provide assistance to Red Cross personnel in the opening of shelter facilities that are
operated by the parks department.
Assist with conducting damage assessments of City parks.
Coordinate the use of equipment and other resources under the control of the Department.
Victim Assistance
Coordinate with service organizations to provide emergency shelters for displaced
persons.
Coordinate the mental health and social services needs of the disaster victims.
Assist with registering victims, locating missing persons, and reunifying family members.
Denver Fire Department
Coordinate mass casualty response efforts.
Assist with citizen evacuation operations.
Assist with search and rescue operations.
Provide firefighting and hazardous material response.
Coordinate with ESF-4 to provide damage reports to the EOC for situational awareness.
Ensure the implementation of ICS on-scene, establishment of an ICP, filling of necessary
positions, and/or request DOC support for these positions as needed.
Denver Health Paramedic Division
Provide medical response, triage, and transport of casualties.
Provide medical assistance at evacuation shelters as needed.
Fire Marshal
Assist in the damage assessment process.
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Condemn and secure buildings which pose an immediate threat to public health and
safety.
Building and Safety
Provide personnel for structure and facility inspections to determine safety of individual
structures (businesses, residences, and public buildings), including during rescue
operations and to identify needed repairs.
Condemn and secure buildings which pose an immediate threat to public health and
safety.
Participation with other departmental representatives on damage assessment team at DOC
and on local/state field damage survey teams.
Inspect temporary home repairs for safety issues.
Provide residents with contracting and licensing information.
Arapahoe County
Office of Emergency Management
Assist the City of Englewood during a disaster when requested by the City.
In the event of an imminent Emergency, the OEM will start gathering information and
assembling personnel and resources to respond to the incident. This may include
establishing a field based liaison officer from the OEM, establishing formal Incident
Command System structures, including unified command, planning, logistics, and/or
finance sections. The OEM may coordinate these functions with or without opening an
EOC.
Emergency Manager or designee can recommend the activation of the City EOP to the
City Manager or Englewood Police Chief.
Activate and manage the Arapahoe County Emergency Operations Center (EOC)
Provide emergency information assessments and assist City leadership with
recommendations to City officials concerning the need for local disaster declarations,
travel restrictions, curfews, or other temporary social restrictions
Provide suggested language and appropriate justification for disaster declaration to
include the need, if applicable, for additional authorized spending authority and/or limits
Request additional levels of assistance from other County or city agencies, mutual aid
partners, the North Central Region, and/or the State of Colorado based on the assessment
of the Incident or Area Commander(s)
Coordinate search and rescue operations, including the activation and deployment of the
Arapahoe Rescue Patrol (ARP), and heavy rescue and urban search and rescue (HR/USR)
efforts
Support the facilitation of mutual aid assistance
Facilitate the use of volunteer amateur radio (ARES) resources used for backup
communications
Support lead agencies in the coordination and utilization of volunteer organizations
Support incident command’s decisions regarding population evacuations, as requested
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Establish communications with Colorado Division of Homeland Security and Emergency
Management (DHSEM)
Prepare and distribute situation reports and damage assessment reports for City
Leadership, County Commissioners, and DHSEM
Support lead agencies for temporary shelters for pets, animals and livestock, including
those that are co-located with human shelters
Support lead agencies for human shelters, including those that are co-located with animal
shelters, and those addressing persons with disabilities and other access or functional
needs
Coordinate Hazardous Materials (HAZMAT) accident response and incident control in
assigned areas of responsibility, or as requested under mutual aid
Ensure that City personnel are trained in the use of the Incident Command System (ICS)
and that the appropriate command and control systems are being utilized in the EOC
Coordinate the maintenance of the Emergency Operations Plan (EOP), scheduling and
conducting training and exercises of the plan, and ensure the EOP compliments other
County planning efforts such as the Continuity of Operations Plan (COOP) or Hazard
Mitigation Plan (HMP)
Coordinate with the communications department in the City and County for emergency
public information, warning systems, the establishment of procedures for releases of
disaster-related information, establishment of a joint information center (JIC), and other
public information-related concerns
Arapahoe Rescue Patrol
Provision of trained uniformed personnel and equipment in support of search and rescue
operations of the Arapahoe County Sheriff’s Office
Traffic control assistance to fire, EMS and uniformed law enforcement personnel
Provide emergency locator transmitter search teams for downed aircraft
Provide search and rescue for missing people and clients of Colorado Life Trak
Outside Agencies and Organizations
In addition to City departments, specific outside agencies provide emergency functions in
addition to their day to day operations. Outside agencies/organizations may include but are not
limited to:
Utility Providers
Support responders with maps of utility lines, relay stations, cache locations, and other
critical information
Help restore utilities to critical infrastructure during emergency events
Help with recovery efforts for energy, water, sewer, and telecommunications following
disasters
School Districts
Coordinate with local sheltering agencies for the provision of locations suitable to mass
care activities
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Partner with transportation leads to procure buses and other specialized transportation
support for evacuations
Determine appropriate school closures, relocation of students and arrange for continuity
of educational services as appropriate
Partner with local policy makers and emergency management to include education
concerns in emergency declarations, continuity arrangements and staffing needs
Healthcare and Emergency Medical Services
All Health Network
Assist in disaster psychology evaluation of victims, responders and community members
Help coordinate community outreach and counseling procedures
Provide monitoring for safety and security for emotional well-being of responders
Coordinate and provide debriefings for event-related stressors, actions, major events,
injuries, fatalities, or extended duration operational periods
Aurora Mental Health Center
Provide psychological first aid in individual and/or group settings to survivors, first
responders and community members to help them adapt in the face of the current crisis
situation
Provide education about trauma and the symptoms and reactions that are typical when
people face these situations so that people know what to look for and how to get help
Provide support and connection to resources to help enhance individual functioning
Assist in creating a system for people to access behavioral health support that is tailored
to a specific incident
Tri-County Health Department
Coordination of outside health resources providing assistance to Arapahoe County in
cooperation with EMS agencies
Assist emergency management staff in assessing overall health and medical resource
needs during response and recovery operations, and in maintaining situational
information at the ICP and the DOC
Provide environmental health services and technical support, including the identification
of chemical or biological hazards, for sources of contamination or unsanitary conditions
that present health hazards to the general public
Volunteer Organizations
American Red Cross
Pre-approve and designate shelter sites within the City
Provide immediate assistance to disaster victims, including food, water, shelter, clothes,
physical and mental health counseling, and referrals
Establish and manage emergency shelters for mass care in cooperation with county or
municipality agencies
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Provide temporary and immediate housing for displaced disaster victims
Provide damage assessment information upon request
The Salvation Army
Provide immediate assistance to disaster victims, including food, water, counseling
services, and pastoral care
Provide food, water and other assistance to emergency response personnel and
emergency relief workers as requested
Assist in donations management as requested by the emergency manager
211 Mile High United Way - Information and Referral Line
Assist with call-in center activation, staffing and support for information dissemination
when requested
Change the Trend
Assist in soliciting services provided by participating non-profit agencies that provide
food, clothing and sheltering services
Provide local pastoral care
Animal Services
CSU Cooperative Extension, Arapahoe County Public Works, Colorado Humane Society,
Humane Society: Mile High Chapter, PetAid Colorado, Denver Dumb Friends League,
City of Englewood Code Enforcement and Animal Control Services
Establish emergency animal control measures
Recommend emergency animal ordinances as requested by officials
Activate, staff and demobilize small-animal and large-animal shelters
Coordinate emergency veterinary services
Assist in animal/owner reunification efforts
State and Regional Resources
Colorado Division of Homeland Security and Emergency Management
The Colorado Division of Homeland Security and Emergency Management (DHSEM) is
located at 9195 E. Mineral Ave., Centennial, CO 80112
DHSEM is available 24-hours a day to provide advice and technical assistance to
Arapahoe County and to provide state resources or coordinate other supplemental
assistance in support of local emergency management actions
A formal declaration of a disaster by the Arapahoe County Board of Commissioners
(and/or by affected municipalities) may be required as a precondition of some forms of
state assistance or to expedite state assistance
DHSEM is also the state agency responsible for processing requests for state and federal
disaster assistance
Colorado Division of Fire Prevention & Control
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Serve as a liaison for wildland fire incidents and operations
Provide a representative to DOC and/or ICP
Cosigners of the Arapahoe County Annual Operating Plan
Colorado State Patrol
Assist with perimeter security for the incident
Provide ingress and egress for emergency vehicles and needed personnel (establish one-
way routes)
Provide support in hazardous materials incidents
Provide a representative to DOC and/or ICP
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Direction, Control, and Coordination
This section describes the identification of tactical and operational control of the response assets,
further explains the multijurisdictional integration procedures for complex responses and
provides a conceptual overview of the City of Englewood’s efforts at horizontal and vertical
integration of emergency plans.
The statutory responsibility for the management of an emergency or disaster in Colorado rests
with the duly elected leadership of each jurisdiction, unless a formal Delegation of Authority has
been established with an external agency. The overall authority for providing direction and
control of the City of Englewood’s emergency resources during an event rests with the City
Manager. The response to an emergency or disaster by the City of Englewood will be made at
the lowest governmental level that will ensure operational effectiveness. Unilateral management
of an incident will occur when disaster impacts are confined to a single jurisdiction, unless
outside assistance is requested. Requests for mutual aid assistance and supplemental assistance
from county, state, and federal agencies will be made if City resources become limited or
expended as a result of the event.
Due to the City/County Emergency Management IGA, the City may request emergency
assistance from the ACOEM at any time during an incident, regardless of Incident Type. Request
for assistance from ACOEM does not automatically relinquish authority to the County, rather,
the ACOEM will act as a supporting agency to the City.
Line of Succession
In instances where the City needs to spend additional funding beyond what is permitted for City
emergencies, the following line of succession will be observed. Public officials are advised and
assisted by the City Manager’s Office where appropriate.
Mayor and members of Englewood City Council/City Manager
City of Englewood Chief of Police
City of Englewood Deputy Chief of Police
City of Englewood Public Works Director
Lines of Authority between Jurisdictions
In multi-jurisdictional disasters, local government units retain control of their own resources and
are responsible for approving the use of resources under their control for emergency purposes.
The leadership of the City of Englewood is responsible for establishing a line of succession for
authorizing funds and other emergency resources.
Horizontal Coordination
Horizontal Coordination refers to the maintenance of department and agency plans at a City
level. This document is the guiding document for the development of emergency plans for each
of the City departments. Each agency is a stakeholder in this plan, as they are reflected in the
division of ESFs. The agencies contribute to the development of this plan by accurately assessing
their capabilities and contributions to an event, accepting ownership of primary or supporting
roles in the ESF, and in updating relevant agency information contained in this document.
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Vertical Coordination
Vertical Coordination refers to the layering of emergency plans between levels of government.
Each level of government’s emergency plan should link into the next higher level to ensure
continuity of response as the incident expands and to facilitate interoperability of procedures and
expectations. In addition, since emergency planning is tiered and designed to fully utilize the
lowest possible level of response before escalation, higher levels of government cannot fully plan
without knowing the capabilities and expectations of the layers below. Figure 8 illustrates this
relationship.
Figure 8. Vertical Integration
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Information Collection and Dissemination
This section discusses the procedures for collecting and distributing information about an event,
relevant information indirectly related to the event, and other intelligence-related functions.
Conceptually, this identification includes the types of information required, sources for obtaining
it, methods of transmitting and documenting the materials, and formal procedures, policies or
forms. Intelligence functions may be housed at either the incident command post (ICP), the
department operations center (DOC), or both. In addition, the Colorado Information Analysis
Center (CIAC) and other law-enforcement intelligence resources may function out of separate
department operations centers or at the state emergency operations center (SEOC) and provide a
liaison to the local incident. Special attention is required in the structuring and staffing of an
incident to appropriately place intelligence resources to maximize information sharing while
maintaining appropriate information security practices.
Collection
Information is collected from a variety of sources. On-scene reports, including situation and
scenario assessments by responders, eyewitness accounts or debriefings of staff between
operational periods all provide on-scene information and intelligence. The news and social media
may also be a source of information for events. In addition, other agencies may have intelligence
resources available. In some cases, intelligence from federal or state agencies participating in or
supporting the response may be available.
Information should be collected in the timeliest manner possible. Incident assessments should be
made early in the process for the safety of responders and to allow the IC to establish appropriate
objectives for response and then be updated periodically to maintain accuracy. Additional
information may have different spans of usefulness, so timely application is important. Collected
data should be forwarded through the chain of command.
ICS forms, particularly the Incident Briefing (ICS 201), Incident Status Summary (ICS 209),
General Message (ICS 213), Incident Action Plan Safety & Risk Analysis Form (ICS 215A), and
Unit Log (ICS 214) are particularly helpful in collecting information for distribution (see below).
Dissemination
Information is communicated to on-scene responders, support personnel in emergency centers,
and other critical stakeholders. Briefings are conducted periodically throughout the incident on
scene and that information should be communicated to other relevant personnel. Supervisors are
responsible for ensuring all reporting personnel are informed of critical information.
Communication may be written or verbal, depending on content. Informal communication and
dissemination of information may also be appropriate for less-critical or non-sensitive topics.
ICS forms, particularly the Incident Briefing (ICS 201), Incident Status Summary (ICS 209),
General Message (ICS 213), Incident Action Plan Safety & Risk Analysis Form (ICS 215A),
and Unit Log (ICS 214) are particularly helpful in distributing information in a formal setting.
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Use of ICS Forms
All information regarding the incident, including but not limited to resource ordering and
tracking, situation reports, incident action plans, communication logs and plans, site maps and
sketches, command structure charts, etc. will be filled out using the most appropriate ICS forms
and where possible, will be translated into electronic format immediately. While ICS forms may
be tailored to reflect the differences between field and DOC/ACEOC operations, all forms will
adhere to the most current guidelines issued by the Federal Emergency Management Agency
(FEMA). FEMA maintains an online resource center that hosts electronic copies of ICS forms as
well as provides other useful information about ICS positions, checklists, and responsibilities.
Public Information
The objective of emergency public information is to provide timely, accurate, and
comprehensive information about an emergency situation to the public and to the news media.
Emergency public information can include general information about the incident, including a
summary of government response actions and the projected duration of emergency conditions, as
well as specific information and instructions regarding street closures, shelter locations, and
hazardous areas to avoid, or where to call for additional information.
Incident Commanders in the field, local elected officials, and other officials at the DOC and
ACEOC should be prepared to respond to media inquiries or to designate a spokesperson or
Public Information Officer (PIO) to handle media relations in their absence. In smaller incidents,
a single spokesperson from the primary response agency at the scene should be designated to
release information about the incident.
During a larger incident, a Joint Information Center (JIC) may be established when there is a
need to coordinate emergency information from a large number of agencies and/or political
jurisdictions. In order to reduce confusion, control rumors, and promote public confidence in
emergency response efforts, a single point-of-contact (POC) will be established for the direct
release of city-wide, disaster-related information to the public and to the news media. The City
POC may be assigned to the JIC if one is established. Additionally, in large and protracted
disaster events, a single spokesperson (PIO) should be designated at the DOC or ACEOC to give
media briefings and to approve coordinated news and public information releases.
In addition to the guidelines here, Arapahoe County has a Crisis Communications Manual which
provides detailed information for the execution of public information duties during a disaster
event. The Incident Status Summary Form (ICS 209) is a critical resource for the PIO.
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Communications
In disasters and large-scale emergencies, a coordinated response depends on the ability of
emergency agencies and personnel to communicate with one another, regardless of location.
Establishing communication links between command posts and operations centers at the onset of
an emergency/disaster can help speed delivery of emergency resources requested from City,
County, and outside sources.
During response operations, agencies will utilize their own dedicated radio frequencies and those
specifically designated for emergency response according to the policy of the responding agency.
Where possible, an emergency channel will be established and dedicated for emergency-related
traffic between the ICP(s), DOC/ACEOC, and primary and supporting jurisdictions. Public
Safety radio users throughout the Denver Urban Area Security Initiative (UASI) and Colorado
North Central Homeland Security Region (NCR) have access to and should reference the
Tactical Interoperable Communications Plan (TICP) to facilitate interoperable communications
between agencies and jurisdictions.
The incident commander (IC) will ensure that a Communications Plan is established using the
ICS form 205. When appropriate, the IC may delegate the responsibility for completing and
maintaining the 205 to a member of the communications section staff, either in dispatch or on
scene.
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Administration, Finance, and Logistics
This section provides an overview of the support requirements necessary to facilitate an
emergency response and resource management policy. This includes Mutual Aid Agreements
(MAA), Emergency Management Assistance Compacts (EMAC), authorities and policies for
staffing, liability provisions, and tracking of financial information and ownership. This
information is greatly expanded at a City level in Emergency Support Function #7: Resource
Management.
Finance and Administration
Tracking the flow of resources is a complex project including the documentation of personnel
hours worked, overtime authorization, flexing of staff schedules, insurance costs, injuries,
expenditures of resource materials, consumables needs, and the payment of logistical
requirements.
All resources, including but not limited to: personnel (including mutual aid personnel or hired
contractors), air operational assets, audio-visual equipment, blankets, cars, clothing,
computers/laptops, decontamination materials, electrical cords and generators, food and water
supplies, hoses, medical support personnel, special operations vehicles, personal protective
equipment (PPE), radios, sanitation stations, tables, tarps, telephones, tents, trucks, temporary
workspaces, emergency office equipment procurement, data recovery, and water tankers must be
tracked on the appropriate ICS forms. Relevant suggested forms include: Organization
Assignment List (ICS 203), Incident Communications Plan (ICS 205), Medical Plan (ICS 206),
Check-in/Out List (ICS 211), Operational Planning Worksheet (ICS 215), and the Air Operations
Summary (ICS 220).
Logistics
When resources are contributed to an event, each City department is responsible for tracking its
own resources and maintaining internal financial records. If the DOC or ACEOC is activated,
resource ordering and tracking may be conducted through the DOC or ACEOC. Inter-
departmental coordination of resource and financial information is needed in order to determine
cumulative disaster expenditures and costs.
In the event of an Area Command, the Area Command will staff a logistics element supported by
Incident Logistics Chiefs.
Consistent with the Arapahoe County Hazard Identification and Risk Analysis (HIRA), the City
of Englewood resource management system takes into account individual hazards when
addressing identification, location, acquisition, storage, maintenance and testing, timely
distribution, and accounting for services and materials of resources.
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Plan Development, Evaluation, Testing, and Maintenance
This section outlines the intended development, testing, maintenance procedures, and schedules
for the EOP.
Development
The update schedule mandates a large-scale revision of the plan on a three-year rotational basis.
This ensures continuity between the development of mitigation, response, and recovery events,
and that all planning efforts in the county operate based on the same hazard analysis data. As an
additional companion to this element, the continuity of operations planning (COOP) and
continuity of government (COG) efforts are recommended to occur in the update period just
following the EOP update to provide full-spectrum updates. The EOP planning cycle is
represented in Figure 9.
Figure 9. EOP Planning Process
Testing
Regular exercises and training sessions will be implemented for the City to ensure that
provisions of the EOP are well understood by all departments and offices with assigned
responsibilities. All exercises will follow the established Homeland Security Exercise Evaluation
Program (HSEEP) guidelines and protocols. ACOEM maintains HSEEP qualified personnel at
all times. The exercises are evaluated and improvement plans are developed and implemented for
the relevant aspects of the EOP.
The City of Englewood participates in the Arapahoe County training schedule, and works
together with ACOEM for City-specific trainings and exercises. Departments, offices, and other
organizations with responsibilities identified in the plan are responsible for ensuring that their
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staffs are familiar with provisions of the plan and adequately trained to carry out emergency
assignments.
Maintenance
Responsibility for maintenance and regular updates of this plan lies with the ACOEM. The plan
should be evaluated on an annual basis for baseline accuracy and any known changes (such as a
change in personnel or a reorganization of an agency). Larger, more sophisticated updates are
coordinated on a three-year rotational basis in accordance with the Emergency Management
Planning Cycle.
The City of Englewood is responsible for informing the ACOEM of any changes or updates to
the plan as they occur. In addition, agencies and elected officials are required to participate in the
three-year update of the entire document by providing requested information, reviewing and
revising draft documents, and approving the final document. Agencies are also responsible for
updating internal plans which are based on or contribute to the EOP, and also for training staff on
plan contents and updates.
The City will issue updates to all parties listed in the Record of Distribution. Updates will be
issued in the most economical and efficient method possible, which may include but is not
limited to: email, CD or other media format, or hard copy. Those entities are responsible for
ensuring updates are further disseminated to relevant parties within the agency or jurisdiction.
Evaluation
In an effort to ensure that the EOP addresses current vulnerabilities and accomplishes its goals
and objectives, After Action Reports (AARs) and Improvement Plans (IPs) will be utilized to
evaluate the current emergency management methods. AAR’s and IP’s are documented and
disseminated to all stakeholders and selected partners within the Emergency Management
Program. Corrective actions identified in the evaluation process will be used to revise relevant
plans. The evaluation process is always ongoing; when possible, the EOP will be evaluated
before, during, and after planned and unplanned events.
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Arapahoe County Emergency Management Advisory Group
(ACEMAG)
Since the ACOEM is the designated Emergency Management Agency for the City of
Englewood, the Arapahoe County Emergency Management Advisory Group (ACEMAG) serves
as the advisory group for both the City and the County. The ACEMAG provides coordinated
input by stakeholders involved in the Emergency Management Program. Additionally, the
ACEMAG provides input in the preparation, implementation, evaluation, and revision of various
plans and procedures within the program. ACEMAG includes a representative from the City of
Englewood.
The primary objectives of the ACEMAG are to:
1. Review core Emergency Management Plans.
2. Assess legislative and regulatory changes that may impact Arapahoe County.
3. Participate in the after-action review and improvement planning processes after plan
activations.
4. Deconflict other plans and initiatives within Arapahoe County.
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Authorities and References
Authorities
State of Colorado
C.R.S. 24-33.5-701 Colorado Disaster Emergency Act (2018)
C.R.S. 24-33.5 §701-716 : Emergency Management
C.R.S. 24-33.5 §1601-1615 : Division of Homeland Security and Emergency
Management
C.R.S. 24-33.5 §1101-1109 : Disaster Relief
C.R.S. 24-33.5 §1501-1507 : Colorado Emergency Planning Commission
City of Englewood
Intergovernmental Agreement between the City of Englewood and Arapahoe County for
the provision of emergency management services to the City of Englewood by the
Arapahoe County Office of Emergency Management, signed September 16, 2019
Section 7-7-4 of the updated Title 7
References
National Incident Management System, October 2017 - Department of Homeland
Security.
National Response Framework, June 2016 - Department of Homeland Security.
National Strategy 2007 - Department of Homeland Security
Colorado State Emergency Operation Plans (SEOP) 2010 - Colorado Division of
Homeland Security and Emergency Management
Comprehensive Planning Guide (CPG) 201, May, 2018 - Department of Homeland
Security and FEMA
Homeland Security Exercise and Evaluation Program Guidelines
Colorado State Homeland Security Strategy, 2008
National Climactic Database Center
Arapahoe County Emergency Operations Plan, 2019
Various inter-office procedures, mutual aid agreements, etc.
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List of Acronyms
ACRONYM DEFINITION
AAR After Action Report
AC Area Command
ACEMAG Arapahoe County Emergency Management Advisory Group
ACEOC Arapahoe County Emergency Operations Center
ACEOP Arapahoe County Emergency Operations Plan
ACOEM Arapahoe County Office of Emergency Management
ACSO Arapahoe County Sheriff’s Office
ARC American Red Cross
ARES Amateur Radio Emergency Services
ARP Arapahoe Rescue Patrol
BOCC Board of County Commissioners
CAMEO Computer-Aided Management of Emergency Operations
CAP Civil Air Patrol
CCIC Colorado Crime Information Center
CEO Chief Executive Officer/Chief Elected Official
CERT Community Emergency Response Team/Training
COG/COOP Continuity of Government/Continuity of Operations
CONOPS Concept of Operations
COVOADS Colorado Volunteer Organizations Active in Disasters
CPG 101 Comprehensive Preparedness Guide 101
CSP Colorado State Patrol
CSRB Colorado Search and Rescue Board
CDEM/CODEM Colorado Division of Emergency Management
DOC Department Operations Center
DRCOG Denver Regional Council of Governments
DRVOAD Denver Volunteer Organizations Active in Disasters
DSR Damage Survey Report
EAS Emergency Alert System
EMAC Emergency Management Assistance Compact
EMS Emergency Medical System
ESF Emergency Support Functions
EOC Emergency Operations Center
FEMA Federal Emergency Management Agency
HazMat Hazardous Materials
HMP Hazard Mitigation Plan
HSEEP Homeland Security Exercise Evaluation Program
HSGP Homeland Security Grant Program
HSPD Homeland Security Presidential Directive
IC Incident Commander
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ICP Incident Command Post
ICS Incident Command System
IGA Inter-Governmental Agreement
IP Improvement Plan
IRT Incident Response Team
JIC Joint Information Center
JOC Joint Operations Center
MAA Mutual Aid Agreement
MOA Memorandum of Agreement
MOU Memorandum of Understanding
MTL Master Task List
NCR North Central Region
NFIP National Flood Insurance Program
NIMS National Incident Management System
NRF National Response Framework
OEM Office of Emergency Management
PIO Public Information Officer
POC Point of Contact
PPE Personal Protective Equipment
SHIP Shelter in Place
SME Subject Matter Expert
SNS Strategic National Stockpile
SOP Standard Operating Procedures
TCL Target Capabilities List
UC Unified Command
UCS Unified Command System
WMD Weapons of Mass Destruction
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Glossary
American Red Cross (ARC) - A volunteer organization that works closely with Local, State
and Federal governments in preparing for, and responding to, disaster events. All Red Cross
assistance to disaster victims is based upon verified disaster-caused need and granted outright
from public donations.
Arapahoe County Emergency Management Advisory Group (ACEMAG) – ACEMAG was
established to provide coordinated input by stakeholders involved in the Emergency
Management Program. The ACEMAG provides input in the preparation, implementation,
evaluation, and revision of various plans and procedures within the program.
Board of County Commissioners (BoCC) - A county commission (also known as a board of
county commissioners) is a group of elected officials charged with administering the county
government in some states of the United States. County commissions are usually made up of
three or more individuals.
Chief Executive Officer/Chief Elected Official (CEO) - The official, or officials, given the
authority for implementing and administering laws, ordinances, and regulations for the
community. In Colorado, the Mayor or County Commissioners of a political jurisdiction are
responsible by State Law for establishing a local emergency management office and a director
and/or coordinator of the office to provide for disaster planning and emergency services.
Civil Air Patrol (CAP) - An auxiliary of the U.S. Air Force that volunteers its services to
conduct emergency services missions, mainly using light aircraft for search & rescue and disaster
relief missions.
Colorado Crime Information Center (CCIC) - The computer system with terminals in most
law enforcement and communications agencies that is used primarily for law enforcement
purposes, but also as part of the system for warning communities about disasters and
emergencies.
Colorado Revised Statutes (CRS) - Legal codes of the State of Colorado, the codified general
and permanent statutes of the Colorado General Assembly. The Colorado legislative branch
writes the laws and the Colorado judicial branch interprets the statutes by deciding court cases.
Colorado Search and Rescue Board (CSRB) - The organization in Colorado that coordinates
the provision of assistance to local governments during search and rescue missions.
Cooperating Agencies - An agency supplying assistance other than direct tactical or support
functions or resources to an Incident Commander or to a broader disaster relief effort.
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Core Capabilities List- The response core capabilities are a list of the activities that generally
must be accomplished in incident response regardless of which levels of government are
involved.
Damage Assessment - A formal appraisal or determination of the actual physical effects
resulting from a disaster. Accurate damage assessment figures help to determine priority actions
and the level of outside assistance that is needed for community recovery.
Damage Survey Report (DSR) - A comprehensive engineering report prepared by a
Local/State/Federal team that outlines the scope of work and estimated cost of repairs at each
damage site after a disaster.
Demobilization - Assures the orderly, safe and efficient disband of incident resources.
Disaster - An occurrence or imminent threat of widespread or severe damage, injury, or loss of
life or property resulting from any natural cause or cause of human origin, including, but not
limited to, fire, flood, earthquake, wind, storm, wave action, hazardous substance incident, oil
spill, or any other water contamination requiring emergency action to avert danger or damage,
volcanic activity, epidemic, air pollution, blight, drought, infestation, explosion, civil
disturbance, hostile military or para-military action, or a condition of riot, insurrection, or
invasion.
Department Operations Center (DOC): A facility used by a discipline or agency as a
department level EOC. Examples are departments within a political jurisdiction such as fire,
police, or public works, as well as agency divisions, districts or regional offices.
Emergency Alert System (EAS) - The broadcast stations and interconnecting facilities that
have been authorized by the Federal Communications Commission to operate in a controlled
manner during wartime, national emergencies and major disasters.
Emergency - Any occurrence or imminent threat of widespread or severe damage, injury, or
loss of life or property resulting from a natural or man-made cause that is less severe than a
disaster, but of such severity that it cannot be handled by emergency response agencies in
conduct of their normal duties.
Emergency Management - An integrated approach to the management of emergency programs
and activities across four phases—mitigation, planning, response and recovery—that addresses
all hazards (natural and man-made) and incorporates resources available from all levels of
government and from non-governmental sources.
Emergency Management Director/Coordinator - The individual(s) within each political
subdivision with management authority and/or coordination responsibility for emergency
management activities within the jurisdiction.
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Emergency Operations Center (EOC) - A location from which Centralized Emergency
Management can be performed to coordinate the overall jurisdictional response and support
effort following a disaster or emergency.
Emergency Operations Plan - A concise document that describes the coordinated actions that
government will take to protect people and property in the event of a major emergency or
disaster.
Emergency Response Agency - Any organization responding to an emergency, or providing
support to such an organization, whether in the field, at the scene of an incident, or in an
emergency operations center. Although the term usually refers to law enforcement, fire and
EMS agencies, all elements of government can be mobilized in the aftermath of a disaster.
Emergency Support Function (ESF) – The grouping of governmental and certain private sector
capabilities into an organizational structure to provide support, resources, program
implementation and services that are most likely needed to save lives, protect property and the
environment, restore essential services and critical infrastructure, and help victims and
communities return to normal following domestic incidents.
Exercise - A training and education method that utilizes a simulated disaster or emergency
situation to evaluate plans and procedures, usually in a classroom (tabletop), EOC (functional),
or field (full-scale) environment.
Floodplain - The lowland areas historically subject to flooding. The base floodplain, or 100-
year floodplain, is the regulatory floodplain under the National Flood Insurance Program (the
area subject to a one- percent chance of flooding in any given year).
Hazard Mitigation - The policies, practices and measures implemented to save lives, protect
property, and reduce economic losses and social disruptions caused by disasters. Hazard
mitigation techniques are designed to reduce hazard-related losses by avoiding hazards or by
minimizing their effects (e.g., floodplain management programs, hazard zone regulations, hazard
education programs, etc.).
Incident Action Plan - An ICS term referring to the plan that reflects the overall incident
strategy and specific tactical actions along with supporting information (e.g., traffic plan,
communications plan, safety plan, maps, etc.).
Incident Commander - The individual responsible for the command of all emergency functions
at the field response level.
Incident Command Post (ICP) - The location where primary command activities are conducted
(also referred to as Command Post). The ICP is located within the outer perimeter in an area free
from danger and confusion and, where possible, has the equipment necessary to communicate
with EOCs, communications centers, staging areas, and other field locations.
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Incident Command System (ICS) - A standardized on-scene Emergency Management System
specifically designed to allow its users to adopt an integrated organizational structure equal to the
complexity and demands of single or multiple incidents without being constrained by
jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures,
and communications operating within a common organizational structure, with command
responsibility for the management of resources to effectively accomplish identified incident
objectives.
Inter-Governmental Agreements (IGA) - Any agreement that involves, or is made between,
two or more governments to cooperate in some specific way.
Joint Public Information Center (JPIC) - An information center where news media and
involved response agencies can exchange information regarding emergency response activities.
A location for Public Information Officers from different agencies to coordinate information and
prepare joint media releases.
Just In Time - is an inventory strategy companies employ to increase efficiency and decrease
waste by receiving goods only as they are needed in the production process, thereby reducing
inventory costs. This method requires producers to forecast demand accurately.
Major modification – a change in the emergency operations plan that affects procedure or
greatly deviates from the current conceptual or procedural structure of the county’s emergency
response, and/or a change to the plan that requires a vote or other legal modification.
Media Center - A location for news media members to gather during protracted incidents and to
obtain official updates on the status of relief efforts. A facility where informational briefings can
be provided to the media away from the scene and outside of the EOC.
Memorandums of Understanding (MOU) - A memorandum of understanding (MOU) may be
used as a confirmation of agreed upon terms when an oral agreement has not been reduced to a
formal contract. It may also be a contract used to set forth the basic principles and guidelines
under which the parties will work together to accomplish their goals.
Minor modification – a change in the emergency operations plan that does not affect the overall
concept or scope of the current document but instead serves as an update of otherwise consistent
information; example: the updating of a title or contact information for personnel.
Mobilization - The process and procedures used by all organizations (Federal, State, and local)
for activating, assembling, and transporting all resources that have been requested to respond to
or support an incident.
Mobilization Plan (MOB PLAN) – Means the Statewide All-Hazard Resource Mobilization
Plan developed and utilized pursuant to C.R.S. § 24-33.5-705.4
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Multi-jurisdictional Incident - An incident requiring action from multiple agencies that have a
statutory responsibility for incident response and recovery (in ICS, multi-jurisdictional incidents
are managed under a Unified Command structure).
Mutual Aid Agreement - A written agreement between agencies and/or jurisdictions in which
they agree to assist one another, upon request, by furnishing personnel and equipment.
National Incident Management System (NIMS) – Developed by the U. S. Department of
Homeland Security Secretary, NIMS establishes standardized incident management processes,
protocols, and procedures that all responders - Federal, state, tribal, and local - use to coordinate
and conduct response actions.
National Response Framework (NRF) - The National Response Framework is a guide to how
the Nation responds to all types of disasters and emergencies. It is built on scalable, flexible, and
adaptable concepts identified in the National Incident Management System to align key roles and
responsibilities across the Nation.
No-Notice - Need of assistance is obvious and immediate, where anticipatory planning and
resource prepositioning were precluded, and where the exact nature of needed resources and
assets is not known.
https://www.fema.gov/pdf/emergency/nrf/nrf_CatastrophicIncidentAnnex.pdf
Public Information Officer (PIO) - The individual at the field level or at the EOC that has been
delegated the authority to prepare public information releases and to interact with the news
media.
Resources - Emergency resources are the personnel, equipment and materials available, or
potentially available, for use in responding to emergency situations or disaster events (from
public, private, military and volunteer sources).
Risk – The product of a hazard’s likelihood of occurrence and its consequences to society; the
estimates impact that a hazard would have on people, services, facilities, and structures in a
community.
Staging Area - The location(s) where emergency response resources are temporarily located
while awaiting tactical assignments.
State Emergency Operations Plan (SEOP) - The State-level Plan that defines the staffing
responsibilities and coordination methods of state government agencies during emergencies or
disasters, including procedures for committing State, Federal and Military resources to
supplement local response and recovery efforts.
Terrorist Incident – A terrorist incident is a violent act, or an act dangerous to human life, in
violation of the criminal laws of the United States or any State, to intimidate or coerce a
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government, the civilian population, or any segment thereof in the furtherance of political or
social objects.
Unified Command - An ICS procedure for ensuring a coordinated multiagency incident
response which allows all agencies with geographical, legal or functional responsibilities to
establish a common set of incident objectives and planning strategies (without abdicating agency
authority, responsibility or accountability).
Weapon of Mass Destruction (WMD) – Title 18, U.S.C. 2332a, defines a weapon of mass
destruction as (1) any destructive device as defined in Section 921 of this title, (which reads) any
explosive, incendiary, or poison gas, bomb, grenade, 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; (2) poison gas; (3) any weapon involving a disease
organism; or (4) any weapon that is designed to release radiation or radioactivity at a level
dangerous to human life.
WebEOC – An information management system that allows all statewide emergency
management agencies to find, order and track required resources.
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Emergency Support Function (ESF) Annexes
Emergency Support Function (ESF) Annexes.................................................................................1
Annex Summary .............................................................................................................................2
Emergency Support Function (ESF) 1: Transportation...................................................................7
Emergency Support Function (ESF) 2: Communications.............................................................11
Emergency Support Function (ESF) 3: Public Works and Utilities..............................................17
Emergency Support Function (ESF) 4: Firefighting .....................................................................23
Emergency Support Function (ESF) 5: Emergency Management ................................................28
Emergency Support Function (ESF) 6: Mass Care and Sheltering ...............................................34
Emergency Support Function (ESF) 7: Logistics and Resource Management .............................41
Emergency Support Function (ESF) 8a: Public Health – Human Services...................................46
Emergency Support Function (ESF) 8b: Fatalities Management..................................................47
Emergency Support Function (ESF) 8c: Public Mental Health Services......................................49
Emergency Support Function (ESF) 9: Urban Search and Rescue ...............................................55
Emergency Support Function (ESF) 10: Hazardous Materials .....................................................60
Emergency Support Function (ESF) 11: Agricultural and Natural Resources/Water Supply.......65
Emergency Support Function (ESF) 12: Energy...........................................................................70
Emergency Support Function (ESF) 13: Public Safety and Security............................................75
Emergency Support Function (ESF) 14: Community Recovery, Mitigation, and Economic
Stabilization...................................................................................................................................80
Emergency Support Function (ESF) 15: External Affairs.............................................................84
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Annex Summary
Emergency Support Functions (ESF) are those capabilities or activities that are most likely to be
needed during an incident. Each of the ESFs have been assigned a lead department/agency based
on the expertise that department brings to the problem. It is the Lead department’s responsibility
for developing the annexes and for coordinating the efforts needed during the response to an
incident.
ESF Name ESF Purpose Lead Support
#1:
Transportation
Provide coordination, control, and
allocation of transportation assets
in support of the movement of
emergency resources including
the evacuation of people and the
redistribution of food and fuel
supplies.
Police Dept.
Public Works
Parks and
Recreation
#2:
Communications
To set forth the procedures for
utilization of communication
resources and communication
support in and for the City of
Englewood in the event of a
disaster or other critical incident.
As defined, communications will
be a separate and distinct system
from warning. Each of these
systems will be defined and
detailed separately. This ESF is
separate from the communication
of public information, which can
be found in detail in ESF 15:
External Affairs.
Denver Fire
Dept. Dispatch,
via contract
Denver Health
Dispatch, via
contract
Police Dispatch
Center
Information
Technology (IT)
Arapahoe
County OEM,
via contract
Private
Industry
Providers
#3: Public
Works and
Utilities
Manage needs during and after an
incident of significance by
providing technical advice,
assessments and engineering
services, contracting for
engineering assessments, design
services, construction
management and inspection, and
contracting for emergency repair
of facilities. Provide support to
assist the city in meeting goals
related to life saving and life-
sustaining actions, damage
mitigation and recovery efforts.
Public Works
Utilities
Community
Developmen
t Dept. -
Building
Division
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ESF Name ESF Purpose Lead Support
#4: Firefighting
Establish an effective system for
the coordination of resources
utilized for combating urban fires,
emergency medical incidents,
hazardous materials incidents,
and other special rescue
operations on public or private
property resulting from, or
occurring coincidentally with, an
incident of significance.
Denver Fire
Dept., via
contract
Denver Health
Paramedic
Division, via
contract
#5: Emergency
Management
To support emergency
management functions as they
relate to preparedness, response,
recovery, and mitigation for
incidents of significance,
emergencies and disasters.
Arapahoe
County OEM,
via contract
Police
Department
#6: Mass Care
and Sheltering
To establish a procedure for
providing sheltering, feeding,
emergency first aid, bulk
distribution, and victim
registration to meet the immediate
needs of victims during and after
the occurrence of an incident of
significance.
Parks and
Recreation
American Red
Cross
Arapahoe
County
OEM, via
contract
Victim
Assistance
#7: Logistics and
Resource
Management
To establish effective procedures
to coordinate support responses
and resources of participating
agencies, and to preserve the
continuity of their respective
departmental and agency
functions. It also provides for the
resumption of such functions with
minimal interruption in the event
of a natural or human-caused
incident of significance.
Finance
Department
Arapahoe
County
OEM, via
contract
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ESF Name ESF Purpose Lead Support
#8a: Public
Health – Human
Services
To ensure an efficient,
coordinated, and effective
response to a public health
emergency or to address public
health concerns during an
incident of significance. This
annex enables Englewood to
maximize the use of personnel,
facilities, and other resources in
providing and supporting the
public health and medical needs
for victims of an incident,
whether natural or human-caused,
including response to an
emergency epidemic.
Tri County
Health
Department
Denver
Health
Paramedic
Division, via
contract
#8b: Fatalities
Management
Deferred to the North Central
Region’s Mass Fatality Incident
Response Plan
Arapahoe
County
Coroner’s Office
#8c: Public
Mental Health
Services
Ensure an efficient, coordinated,
and effective response to the
mental health and substance
abuse needs of the affected
population in time of an incident
of significance. This annex allows
Englewood to maximize the use
of personnel, facilities, and other
resources in providing disaster
mental health intervention, mental
health and substance abuse
assistance to disaster survivors,
emergency response personnel,
and the community-at-large.
All Health
Network
Police
Department,
Co-
Responder
Program
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ESF Name ESF Purpose Lead Support
#9: Urban
Search and
Rescue
This annex defines procedures for
the use of personnel, equipment,
services, and facilities to aid in
search, rescue, and recovery of
lost persons during or after an
incident of significance in the
City of Englewood.
Denver Fire
Department, via
contract
Police
Department
Public
Works
Arapahoe
County
OEM, via
contract
Arapahoe
Rescue
Patrol (ARP)
Urban
Search and
Rescue
Teams
(USAR)
#10: Hazardous
Materials
To provide a coordinated local
response to an actual or potential
release of hazardous materials
resulting from a transportation
incident, fixed facility incident, or
natural disaster which results in
an incident of significance.
Denver Fire
Department, via
contract
Police Dept.
- Fire
Marshal’s
Office
Public
Works
#11:
Agricultural and
Natural
Resources/Water
Supply
To describe those organizations,
responsibilities, and resources
available to assist the City of
Englewood in responding to
incidents of significance that
threaten the food and water
supply, or natural, cultural and
historic resources.
Utilities
South Platte
Renew
Public
Works
#12: Energy
To provide for the coordination
and response of Xcel Energy and
City of Englewood personnel and
resources during an incident of
significance caused by natural,
human-caused, or terrorist acts.
Xcel Energy is responsible for
providing electric services.
Public Works
Xcel Energy Utilities
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ESF Name ESF Purpose Lead Support
#13: Public
Safety and
Security
Describes the law enforcement
measures provided during an
incident of significance, or when
available intelligence indicates
the potential for a situation that
would require mobilization of law
enforcement resources to preserve
peace and public safety within the
service areas of Englewood.
Police
Department
Arapahoe
County
Sheriff’s
Office
Colorado
State Patrol
#14: Community
Recovery,
Mitigation, and
Economic
Stabilization
To provide the framework for the
City of Englewood to coordinate
the local, state, federal, and
private sector recovery from long
term consequences of an incident
of significance affecting part or
all of the City.
Community
Development
Department--
Building
Division
Community
Development
Department—
Economic
Development
Division
Police Dept. -
Fire Marshal’s
Office
Police Dept. -
Code
Enforcement
Office
Public Works
Utilities
#15: External
Affairs
To describe the guidance and
procedures to rapidly mobilize
City assets to prepare and deliver
coordinated and sustained
messages to the public in support
of a response during incidents of
significance. These procedures
will be used to ensure the public
has the required information to
prepare and react to an emergency
incident.
Public
Information
Officer (Police
Dept.)
Communications
Department
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Emergency Support Function (ESF) 1: Transportation
Lead Departments:Supporting Departments:
Police Department
Public Works Parks and Recreation
Introduction
Purpose
Provide coordination, control, and allocation of transportation assets in support of the movement
of emergency resources including the evacuation of people and the redistribution of food and
fuel supplies.
Scope
The scope of this annex is to describe the general response of the City of Englewood Police
Department, Public Works Department (when requested or directly impacted), and other
supporting agencies in response to an incident of significance in the City of Englewood
involving transportation issues. Response will include fleet, facility, traffic, and general public
works services for the City, to the extent necessary and appropriate. The City does not provide
public transit services, which is instead provided by the Regional Transit District (RTD). For a
more detailed Public Works response, reference ESF 3: Public Works Annex. The Police
Department may be requested to aid in traffic control around an incident, as well as aid in
evacuation procedures.
Situation Overview
A disaster may result from natural or technological hazards or from a national security
emergency that produces extensive damage and results in a large volume of requests to save lives
and alleviate suffering.
The transportation infrastructure may sustain damage in an incident, which in turn may impact
the accessibility of areas. This could hinder emergency response, provision of relief services, and
impair transportation routes into the recovery phase. A priority for clearing access routes will be
determined in order to permit a sustained flow of emergency relief.
When notified of an incident, the City of Englewood Police and Public Works Departments will
monitor the situation, pre-plan, and provide assistance upon request. Because most incidents are
not limited by jurisdictional boundaries, the City may be working in connection with the County,
neighboring jurisdictions, and/or other agencies during the monitoring and response phases.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
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centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Concept of Operations
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
Mitigation
1. Identify threats to systems and resources.
2. Develop plans, procedures, and organizational structure needed to ensure safe and timely
movement of the public (citizens) and ensure that emergency service resources are able to
continue functioning during an incident.
3. Maintain sufficiency ratings and other data (as available) such as built plans for primary
bridges and critical transportation infrastructure.
4. Identify critical transportation corridors, bus/light rail routes, intersections, and other
relevant data points for easy access during a critical incident.
Preparedness
1. Identify and maintain a network of available private, city, county, and state resources to
aid in the safe and timely movement of the public and emergency service resources.
2. Participate in training sessions and exercises.
3. Evaluate agency emergency operation plans and procedures.
4. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during incident operations.
5. Ensure that on-call contracts with engineering companies and construction contractors
include provisions for emergency services.
Response
1. Select and contact appropriate personnel.
2. Designate personnel authorized to enter affected area.
3. Provide a representative to the DOC or EOC, as requested.
4. Confirm and report the level, severity, and extent of involvement.
5. Provide and coordinate public information through DOC or EOC, and the Joint
Information Center (JIC) in support of ESF 15 - External Affairs.
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Recovery
1. Coordinate and organize long-term plans for the safe movement of the public and
emergency service resources.
2. Provide documentation on injuries and/or deaths of persons resulting from the incident.
Assignment of Responsibilities
All Stakeholders
All agencies, departments, critical stakeholders, and organizations with responsibilities identified
in this section of the EOP are responsible for developing internal plans and standard operating
procedures for carrying out the assigned functions:
1. Identify, train, and assign personnel to maintain contact with and prepare to execute
missions in support of the City of Englewood EOP during periods of activation.
2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC as requested, or if unable to attend
in person utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement, or press release
through the DOC, EOC, or the JIC, if activated.
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate agency and city continuity of operations and recovery plans, as needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
Lead Agencies
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Police Department
Set up incident command immediately within Police Department.
First responders will determine the need for evacuation based on the
threat and magnitude of the event.
Identify anyone needing transportation assistance to evacuate.
Designate an assembly point for evacuees who will require
transportation.
Arrange bus transportation through RTD or the school district for
evacuees.
Provide evacuation information to the designated PIO to be
disseminated.
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Lead Agency Actions
Re-entry into the evacuation area will only be allowed after it is
determined that it is safe to do so. Technical advice from building
officials, public health, and other subject matter experts may be
necessary depending on the nature of the incident.
Public Works
Provide barricades and help with set up at perimeter of event.
Maintain 24/7 contacts with RTD, CDOT, and other partners.
Provide technical assistance in evacuation or movement-restricted
planning and in determining the most viable transportation networks
to, from, and within the incident area, as well as alternate means to
move people and goods within the area affected by the incident, and
on availability of accessible transportation.
An evacuation of a large part of the City may impact neighboring
jurisdictions and evacuation routes should be coordinated with them.
Work with industry partners to assess the damage to the
transportation infrastructure, analyze the impact of the incident on
transportation operations regionally, and report promptly as changes
occur.
Create an expanded workforce through emergency contracts.
Evaluate the availability of personnel, materials, supplies, and
equipment that can be provided to respond and to commit available
resources.
Deploy members to fill positions in operations centers, on emergency
response teams, and other entities as necessary.
Work with primary and support agencies, local and state
transportation departments, and industry partners to assess and report
the damage to the transportation infrastructure and analyze the
impact of the incident on transportation operations.
Transportation routes may require clearing of debris or snow to allow
access to response personnel and for the movement of critical
supplies.
Damaged or destroyed critical transportation routes may require
immediate repairs or rebuilding.
Provide maintenance of equipment of City-owned and emergency
response vehicles as necessary.
Support Agencies
Entities with support responsibilities should familiarize themselves with lead agency actions.
Support Agency Actions
Parks and
Recreation
Assist with clearing debris or snow to allow access to response
personnel and for the movement of critical services.
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Emergency Support Function (ESF) 2: Communications
Lead Departments:Supporting Departments:
Denver Fire Department Dispatch, via
contract
Denver Health Dispatch, via contract
Police Dispatch Center
Information Technology (IT)
Arapahoe County OEM, via contract
Private Industry Providers
Introduction
Purpose
The purpose of this annex is to set forth the procedures for utilization of communication
resources and communication support in and for the City of Englewood in the event of a disaster
or other critical incident. As defined, communications will be a separate and distinct system from
warning. Each of these systems will be defined and detailed separately. This ESF is separate
from the communication of public information, which can be found in detail in ESF 15: External
Affairs.
Scope
The scope of this annex to is describe the communications and warning systems that will be
employed by the Police Dispatch Center, Englewood IT Department, and ACOEM prior to,
during, and after an incident of significance. These systems will be used in support of the
operations of the DOC, EOC, local government, and the response community. They include, but
are not limited to, radio communications, landline, cellular, electronic, and other specialized
communications and the Emergency Alert System.
For City specific incidences, this annex includes the methods by which the City can collaborate
with ACOEM to manage emergency notifications. The City will coordinate to reach out to its
citizens as appropriate through its designated communications systems, which can be found in
ESF 15. The City will inform the public, but the operation of an Emergency Alert System rests
with ACOEM.
Situation Overview
Communications and warning systems are integral parts in the management of any incident. An
incident will heavily impact the communications systems with increased activity and damage to
integral system parts. Communications capabilities between field units, Incident Command
Post(s), and the DOC or EOC will be critical in the emergency response phase of an incident. All
incidents, including training exercises and exercise support, have the potential for escalation into
an incident that will require support of the agencies and the communication and warning
systems. Early public warning will be required to mitigate injuries and safeguard property.
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Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Concept of Operations
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
General
Effective, comprehensive telecommunications with all of the involved and potentially involved
agencies is a critical function during disaster response. The magnitude of an incident determines
the extent of the emergency response and the need for specialized or additional communications.
The degree to which and the type of telecommunications systems that are utilized is directly
related to the scope of the incident.
1. The Englewood Police Department utilizes the Statewide Communications Network 800
MHz Digital Trunked Radio System for primary radio communication. Other agency
radio communications may occur on the HF, VHF and UHF Bands. These include:
a. Federal Emergency Radio Network
b. U.S. Forest Service communications
c. National Law communications
d. Additional communications resources are:
e. VoIP telephone system
f. Amateur radio operators
g. Cellular telephone system
h. Integrated Public Alert and Warning System
i. Mass and Social Media
j. Pagers
k. Email and Internet
l. Citizen Alerts – Emergency Notification System
m. Government Emergency Telecommunications Services (GETS)
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2. General assumptions are:
a. The core of any emergency communications network is the existing, day-to-day
communications system. In the early stages of an incident this system will be used
for virtually every form of traffic; therefore, dispatchers and system users must be
prepared to delay or reroute nonessential radio traffic.
b. All available telecommunications will be used to the extent necessary to achieve a
coordinated response during an incident.
c. Each communication system must have a system of redundancy to be used in the
event a partial failure.
d. All systems must be properly maintained by systems specialists.
3. The links required during an incident can be grouped as follows:
a. Warning and notification systems.
b. Inter- and intra-agency communications at all levels.
4. Some telecommunications elements of the emergency or disaster response organization
will be established before the activation of any plans. Recognizing the emergent nature of
the telecommunications system, no pre-ordained or pre-set formal structure is desirable.
However, the following guidelines will be used:
a. Multiple, independent link systems such as landline and cellular should be used
whenever possible in preference to common link systems such as radio
communications. Radio systems should be reserved for command and control and
for emergency responders when practical.
b. Information such as damage reports and resource lists, which can be transmitted
by other means such as fax or electronic, reduce the impact on
telecommunications and increase the amount of information available to decision
makers.
c. Hard copy telecommunications such as fax and computer-generated may be used
whenever possible for emergency nature operational traffic
d. Email or other forms of electronic communication are encouraged as part of the
overall communications plan.
Warning
1. Warning, notification, and information dissemination to the public are of critical
importance. Primary methods are:
a. Activation of the Emergency Alert System.
b. Activation of television and cable 'crawlers' containing incident information.
c. Activation of the National Oceanographic and Atmospheric Administration Alert
Radio System.
d. Activation of the emergency dispatch Automatic Notification System.
2. Requests for activation of the Emergency Alert System must be communicated to the
Arapahoe County OEM for implementation. Only the following authorized persons may
activate the above items a, b, and c:
a. Arapahoe County Board of County Commissioners or designee.
b. City of Englewood Council or designee.
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c. Arapahoe County Sheriff’s Office Director of Emergency Management or
designee.
Mitigation
1. Identify threats to systems and resources.
2. Develop plans, procedures, and organizational structure to ensure continuation and
coordination of communications during an incident.
3. Identify and secure equipment required to maintain system reliability during an incident.
4. Identify alternate agencies to assist in communications.
Preparedness
1. Identify and maintain a network of available local, county, and state resources to aid in
notification and emergency communications during an incident.
2. Participate in training sessions and exercises.
3. Evaluate agency emergency operations plans.
4. Ensure that administrative procedures are in place to aid control during emergency
operations.
Response
1. Select and contact appropriate personnel.
2. Designate personnel authorized to enter the affected area and provide this information to
the DOC or EOC.
3. Provide a representative to the DOC or EOC.
4. Confirm and report the level, severity, and extent of involvement.
5. Coordinate with the public information officer to communicate emergency public
information and external communications (ESF 15 - External Affairs).
6. Coordinate with law enforcement personnel to maintain security of facilities and supplies
(ESF 13 - Public Safety and Security).
Recovery
1. Coordinate and organize long-term plans for safe movement of the public and emergency
service resources.
2. Provide documentation of damage to city communications systems.
3. Develop and enact a plan to repair or replace any damaged communications equipment.
Assignment of Responsibilities
All Stakeholders
All agencies, departments, critical stakeholders, and organizations with responsibilities identified
in this section of the EOP are responsible for developing internal procedures and standard
operating procedures for carrying out the following assigned lead and support functions:
1. Identify, train, and assign personnel to maintain contact with and prepare to execute
missions in support of the City of Englewood EOP during periods of activation.
2. Coordinate activities and maintain communication with the DOC, or EOC, if activated,
during all emergency operations.
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3. Provide an agency representative to the DOC or EOC as requested, or if unable to attend
in person, utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement, or press release
through the DOC, EOC, and JIC, if activated.
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate agency and city department or enterprise continuity of operations and recovery
plans as needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
Lead Agencies
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Denver Fire Department
Dispatch (via contract), Denver
Health Dispatch (via contract),
and Police Dispatch Center
Maintain and monitor radios for operational readiness.
Provide day-to-day communications to emergency
responders.
Establish communications with requested agencies via
designated radio frequencies and/or telephone systems.
Maintain communication links among ambulances, fire
districts, county, and State agencies via designated radio
frequencies.
Establish and maintain memorandums of understanding
for emergency communications with adjacent cities,
counties, and states.
Establish plans for emergency public information
utilizing the Emergency Notification System and Media
Information Reporting System indicating:
o Personnel authorized to activate the systems.
o A prioritized utilization plan based on life safety.
o A plan for staffing communications facilities
with trained auxiliary personnel during extended
operations.
Information Technology (IT)
Wireless services may be impacted – maintain contacts
for service providers, GETS info.
Monitoring during event.
Contacts with Arapahoe County communications.
Telephones, related IT resources, network capability,
and communications capability essential to emergency
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Lead Agency Actions
services will be monitored for operational readiness.
Personnel may be requested to support the
communications and IT capability of the DOC.
Personnel may need to prioritize the restoration of
services and prioritization will be based upon the
incident objectives set by command staff.
Arapahoe County OEM, via
contract
Identify areas of the public to be warned. Coordinate
and initiate emergency public notification utilizing the
Emergency Notification System and Emergency Alert
System.
Support Agencies
Entities with support responsibilities should familiarize themselves with lead agency actions.
Because supporting agencies may be comprised of specialized units, actions are not explicitly
listed here.
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Emergency Support Function (ESF) 3: Public Works and
Utilities
Lead Departments:Supporting Departments:
Public Works
Utilities
Community Development Dept. - Building
Division
Introduction
Purpose
The purpose of this ESF is to manage needs during and after an incident of significance by
providing technical advice, assessments and engineering services, contracting for engineering
assessments, design services, construction management and inspection, and contracting for
emergency repair of facilities and infrastructure. Provide support to assist the City in meeting
goals related to life saving and life-sustaining actions, damage mitigation, and recovery efforts.
Scope
The policies and concepts addressed in this annex are structured to provide public works and
engineering-related support for the changing requirements of domestic incident management to
include preparedness, prevention, response, recovery, and mitigation actions. Activities within
the scope of this function include: performing pre- and post-incident assessments of public works
and infrastructure; project management and design service, executing emergency contract
support for life-saving and life-sustaining services; providing technical assistance including
engineering expertise such as structural assessments and design services, construction
management, contracting and real estate services; and providing for emergency repair of
damaged infrastructure and critical facilities.
Situation Overview
An incident of significance may cause unprecedented property damage. Structures may be
destroyed and/or severely weakened. Homes, public buildings, and other facilities will have to be
reinforced and/or demolished to ensure public safety. Public utilities will be damaged and may
be partially or completely inoperable. An incident may affect the lives of city personnel
preventing them from performing their prescribed duties.
Access to the affected area will be dependent upon the establishment or opening of ground
transportation routes. In many instances, debris clearance and emergency road repairs will be
given top priority to support lifesaving efforts. Equipment in the affected area may be damaged
and/or inaccessible. Sufficient resources to meet the demand of emergency response personnel
may not be available locally.
Assistance may be required to identify and deploy resources from outside the affected area to
insure a timely, efficient, and effective response. Existing landfills are likely to be overwhelmed
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by debris and may need to be augmented by areas designated in advance for temporary "clean"
debris disposal.
Assistance from outside agencies, both government and private, may be needed to conduct
damage assessments, coordinate debris removal, provide structural assessments, make
emergency repairs to public and private facilities, reduce hazards by stabilizing or demolishing
structures, and providing emergency water for human consumption. Rapid damage assessment of
the affected area is critical for the coordination of resources and to begin the process for
declaring an emergency and requesting appropriate environmental waivers and legal clearances
for the demolition of private structures and the disposal of related debris.
Significant numbers of personnel with engineering and construction skills, along with
construction equipment and materials, will be required from outside the affected area. Depending
upon the size and complexity of the situation, reassessments of affected structures may have to
be done within days of the initial assessment.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
In a disaster, buildings and structures may be destroyed or severely damaged. Homes, public
buildings, bridges, and other facilities may need to be reinforced or demolished to ensure safety.
Public utilities, including water and wastewater systems, may be damaged. Access to the
disaster area may be dependent upon debris clearance and roadway repairs.
Emergency environmental waivers, legal clearances, and alternate disposal sites may be needed
for disposal of materials from debris clearance and demolition activities.
Concept of Operations
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
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Mitigation
1. Review and update emergency procedures.
2. Maintain utilities and public works maps as appropriate.
3. Maintain sufficiency ratings and other data such as built plans for primary bridges and
critical transportation corridors and infrastructure.
Preparedness
1. Train personnel in emergency procedures.
2. Organize and train damage survey teams.
3. Ensure that barrier, roadblock materials, light sets, mobile signs, and other necessary
equipment is available.
4. Keep debris removal equipment in good repair.
5. Participate in emergency preparedness planning and exercises.
6. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during emergency operations.
7. Ensure that on-call contracts with engineering companies and construction contractors
include provisions for emergency services.
Response
1. Participate in the DOC or EOC by providing necessary staffing and liaison positions as
dictated by the incident or at the request of the incident commander and/or county
emergency manager.
2. Survey disaster areas and evaluate in terms of engineering estimates.
3. Assess damage.
4. Repair DOC/EOC facilities and equipment as necessary.
5. Clear roads, construct temporary bridge repairs and/or channel crossings, coordinate and
provide technical assistance for restoring water supply and sewage systems.
6. Barricade damaged areas as directed.
7. Determine ability to adequately respond and/or the need to request federal assistance.
Recovery
1. Repair roads, bridges, and storm water systems, and coordinate repair of utilities as
necessary.
2. Coordinate private and volunteer repairs to utilities.
3. Assist in providing potable water and sanitary facilities as needed.
4. Participate in compiling after-action reports and critiques.
5. Make necessary changes and improvements to EOPs.
Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic underlying responsibilities assigned to ensure preparedness and
an effective response.
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All Stakeholders
All agencies, departments, critical stakeholders, and organizations with responsibilities identified
in this section of the EOP are responsible for developing internal procedures and standard
operating procedures for carrying out the following assigned lead and support functions:
1. Identify, train and assign personnel to maintain contact with and prepare to execute
missions in support of the EOP during periods of activation
2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations
3. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location
4. Provide information and coordinate any public announcement, statement or press release
through the Public Information Officer
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies
6. Activate agency, city, or enterprise continuity of operations and recovery plans, as
needed
7. Provide all requested information prior to, during and following any incident to the
Office of Emergency Management
Lead Agencies
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Public Works
Provide debris removal and route clearing for life safety
and infrastructure support activities.
Provide traffic control signs and barricades for road
closures and detours, and provide operational control of
traffic signals and flashers under local control.
Request assistance from neighboring jurisdictions and
contractors as needed.
Provide GIS mapping of the disaster area.
Provide repair of emergency city vehicles and provide
fuel supplies for the duration of the emergency.
Make repairs to damaged streets and drainage structures
in order to provide for emergency access and other relief
efforts.
Perform emergency demolition or stabilization of
damaged structures (both roads and drainage structures).
Maintain a communications network with local, city,
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Lead Agency Actions
and county officials within the region to provide a
communication link to the DOC or EOC.
Evaluate the availability of personnel, materials,
supplies and equipment that can be provided to respond
and commit available resources.
Provide personnel for 24-hour coverage as needed.
Secure and obtain federal emergency replacement
funding as may be available for infrastructure.
Support custodial and environmental needs of the
incident in city facilities.
Prepare for potential public works and engineering
requirements, including providing public information,
contributing situational awareness, establishing response
teams, leveraging technological tools, training and
exercising with partners, establishing private sector
contracts and agreements, and coordinating with
volunteer organizations and other nongovernmental
partners.
Coordinate the disposal of solid waste to include
locating and designating temporary storage and
reduction sites.
Participate in damage assessments of building, roads,
bridges, and other infrastructure immediately following
the event.
Utilities
Provide debris removal and route clearing for life safety
and infrastructure support activities.
Restore potable water production and the
treatment/discharge of wastewater.
Repair water distribution and wastewater collection
systems.
Request assistance from neighboring jurisdictions and
contractors as needed.
Provide GIS mapping of the disaster area.
Make repairs to damaged water and sanitary sewer
facilities in order to provide for emergency access and
other relief efforts.
Perform emergency demolition or stabilization of
damaged structures (water and sanitary sewer pipes,
pumps, and other infrastructure).
Maintain a communications network with local, city,
and county officials within the region to provide a
communication link to the DOC or EOC.
Evaluate the availability of personnel, materials,
supplies and equipment that can be provided to respond
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Lead Agency Actions
and commit available resources.
Provide personnel for 24-hour coverage as needed.
Secure and obtain federal emergency replacement
funding as may be available for infrastructure.
Prepare for potential water and sanitary sewer
requirements, including providing public information,
contributing situational awareness, establishing response
teams, leveraging technological tools, training and
exercising with partners, establishing private sector
contracts and agreements, and coordinating with
volunteer organizations and other nongovernmental
partners.
Participate in damage assessments of water and sanitary
sewer infrastructure immediately following the event.
Support Agencies
Entities with support responsibilities should familiarize themselves with lead agency actions.
Because supporting agencies may be comprised of specialized units, actions are not explicitly
listed here.
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Emergency Support Function (ESF) 4: Firefighting
Lead Departments:Supporting Departments:
Denver Fire Department, via contract
Denver Health Paramedic Division, via
contract
Introduction
Purpose
The purpose of this annex is to establish an effective system for the coordination of resources
utilized for combating urban fires, emergency medical incidents, hazardous materials incidents,
and other special rescue operations on public or private property resulting from, or occurring
coincidentally with, an incident of significance.
Scope
The policies and concepts in this annex apply to the fire protection district having jurisdiction
and supporting agencies following an incident of national significance or a local disaster that
affects resources utilized for combating urban fires, emergency medical incidents, hazardous
materials incidents, and other special rescue operations. Based on an assessment of incident
impacts, the types and focus of support through this annex vary depending on the magnitude and
type of incident and the potential for long-term and severe consequences.
Situation Overview
Natural, human-caused, and technological emergencies may result in the need for large-scale fire
suppression, emergency medical services, or hazardous materials activities. Fire protection
district response to urban fires, emergency medical incidents, hazardous materials incidents, and
other special rescue operations must be rapid to be effective. These events may be widespread
and all available fire protection forces may be committed very quickly and for extended periods
of time.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Fire or hazardous materials incidents may be a primary issue causing a disaster declaration or
may be secondary to another situation.
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Fire or hazardous materials incidents may be contained within a structure, transportation
container, fixed containment, and/or may occur in vegetation.
Other emergencies require the use of fire suppression forces such as mass casualty incidents, all
types of physical rescue, weather emergencies, and hazardous materials releases into the
environment caused either naturally or as a result of human activity.
Concept of Operations
Most incidents will initiate at a City level. The City contracts firefighting services to the Denver
Fire Department (DFD). During this response phase, DFD will evaluate the scenario and activate
its emergency response procedures as appropriate. As the incident grows, DFD will coordinate
with the City, and the City Department Operations Center (DOC) may be activated.
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
Mitigation
1. Identify threats to systems and resources.
2. Develop plans, procedures, and organizational structure needed to ensure continuation
and coordination of communication during an incident.
3. Identify and secure equipment required to maintain system reliability and continuation of
operations during an incident.
4. Identify alternate agencies to assist in firefighting, emergency medical services, or
hazardous materials incidents.
Preparedness
1. Identify and maintain a network of available local, county, and state resources to aid in
firefighting, emergency medical services, or hazardous materials incidents.
2. Participate in training sessions and exercises.
3. Evaluate Emergency Operations Plans.
4. Ensure that administrative procedures are in place to aid control during emergency
operations.
5. Establish intergovernmental agreements (mutual or automatic aid) with other fire
departments and fire protection districts in order to provide mutually beneficial fire
protection, emergency medical services, and hazardous materials response services.
Response
1. Select and contact appropriate personnel.
2. Designate personnel authorized to enter the affected area.
3. Provide a representative to the DOC or EOC when requested.
4. Confirm and report the level, severity, and extent of involvement.
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5. Coordinate with the Public Information Officer to communicate emergency public
information and external communications.
6. Coordinate with law enforcement personnel to maintain security of facilities and supplies.
7. Fire suppression activities remain under the control of the Fire Chief.
8. When fire suppression units respond to or receive mutual-aid requests, the responding
agencies act as units of the requesting jurisdiction during such service and utilize
standard incident management system.
9. Federal agencies may provide support during fire suppression activities and may assist
with recovery operations during times of declared disaster.
Recovery
1. Coordinate and organize long-term plans for the continued operation of emergency
service resources.
2. Provide documentation on damage to fire protection district having jurisdiction and
affected buildings, lands, or other structures.
3. Develop and enact a plan to repair or replace any damaged communications equipment.
4. Develop a plan to replace or supplement personnel required to maintain operations.
Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic underlying responsibilities assigned to ensure preparedness and
an effective response.
All Stakeholders
All agencies, departments, critical stakeholders, or organizations with responsibilities identified
in this section of the EOP are responsible for developing internal procedures and standard
operating procedures for carrying out the following assigned lead and support functions:
1. Identify, train and assign personnel to maintain contact with and prepare to execute
missions in support of the EOP during periods of activation.
2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement or press
release through the Public Information Officer (PIO).
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate agency, city, or enterprise continuity of operations and recovery plans, as
needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
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Lead Agencies
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Denver Fire Department, via
contract
Obtains an initial fire situation and damage assessment
through established intelligence procedures; determines
the appropriate management response to meet the
request for assistance; and obtains and distributes,
through appropriate channels, incident contact
information to emergency responders mobilized through
ESF #4.
Analyzes each request before committing people and
other resources; ensures employees will be provided
with appropriate vaccinations, credentials, and personal
protective equipment to operate in the all- hazard
environment to which they are assigned; and ensures
that all employees involved in all-hazard response will
be supported and managed by an agency leader, agency
liaison, or interagency incident management team.
Ensures that an all-hazard incident-specific briefing and
training are accomplished prior to task implementation.
This preparation will usually occur prior to mobilization
where incident description, mission requirements, and
known hazards are addressed. Key protective equipment
and associated needs for tasks that employees do not
routinely encounter or perform will be identified.
Provides command, control, and coordination resources,
to include incident management teams, area command
teams, and multi-agency coordination group support
personnel, to local, state, tribal, territorial, insular area,
and federal agencies in support of emergency
operations.
Provides staff to support incident facilities, property,
telecommunications, and transportation management.
Provides direct liaison with local, state, tribal, territorial,
or insular area emergency operations centers (EOCs)
and fire chiefs in the designated area, as appropriate.
Provides support to enhance the resilience of local,
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Lead Agency Actions
state, tribal, territorial, and insular area firefighting
agencies.
Provides engineering and contracting/procurement
personnel and equipment to assist in emergency removal
of debris, demolition, and repair of roads and bridges.
Provide resources (personnel and equipment) necessary
to clear fallen trees, brush and debris from city, county,
and state roads to facilitate emergency access in disaster
area.
Provides engineering and contracting/procurement
personnel and equipment to assist in emergency removal
of debris, demolition, and temporary repair of essential
public facilities, water supply, and sanitation.
Provides expertise and personnel to assist with
assessment of emergency services sector critical
infrastructure.
Denver Health Paramedic
Division, via contract
On-scene patient triage, treatment, and transport may be
required and coordination with hospitals and private
ambulances can be requested through the DOC or EOC.
Support Agencies
Entities with support responsibilities should familiarize themselves with lead agency actions.
Because supporting agencies may be comprised of specialized units, actions are not explicitly
listed here.
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Emergency Support Function (ESF) 5: Emergency
Management
Lead Departments:Supporting Departments:
Arapahoe County Office of Emergency
Management, via contract
Police Department
Introduction
Purpose
The purpose of this annex is to identify emergency management functions as they relate to
preparedness, response, recovery, and mitigation for incidents of significance, emergencies and
disasters.
Scope
The scope of this annex is to describe the overall emergency management activities of the city or
county response to an incident of significance, emergency or a disaster, including:
1. Manage, organize, and coordinate the City of Englewood DOC or Arapahoe County
EOC, if requested by the City.
2. Assess and consolidate information to support the action planning process at the DOC or
EOC and in the field.
3. Maintain displays of pertinent information by using computer system displays, maps,
charts, status boards, etc.
4. Collect and process information from local, county, and state jurisdictions, and other
sources. Process and disseminate information for use by response operations; provide the
information, as appropriate, as input for reports, briefings, displays, public information
activities, and plans.
5. Consolidate information into reports and other materials describing and documenting
overall response activities and keeping local, county, state, and federal officials informed
of the situation.
6. Ensure implementation of the Incident Command System (ICS) and National Incident
Management System (NIMS).
7. Assist local government, public, and private sector organizations in the coordination of
their emergency operations plans (EOPs), procedures and checklists.
8. Serve as inter-governmental liaison and initiate formal requests for outside assistance
from other jurisdictions.
Situation Overview
Potential or actual incidents of significance may occur within the City of Englewood that will
impact city operations and the resources assigned to the incident. In order to provide an effective
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response and mitigate potential problems, coordination of resources, communications, planning,
logistical needs, and state and federal assets will need to be coordinated through the DOC or
EOC.
1. An incident requiring response could occur over an extended period of time; i.e. greater
than eight (8) hours, thereby requiring a shift-type organizational capability.
2. Permanent residents, tourists, or other transients may be affected by an incident occurring
within the city.
3. A need for public information and/or instruction will exist.
4. Communications and media capabilities may be impacted into and within the affected
area.
5. Situation, impact, and damage assessment activities may be restricted by
communications.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Concept of Operations
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. The ACOEM will act as a supporting agency to the City, supporting and coordinating
needs for the response.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
General
1. The legally constituted officials (elected authorities of the city, including the City
Council and Mayor) will accomplish their emergency responsibilities under NIMS. The
incident command post will be supported by the DOC or EOC and other emergency
supporting agencies as needed. This emergency organization functioning within an DOC
or EOC is designed to:
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a. Maintain existing leadership, response authority, and responsibility when an
incident is confined solely within a recognized jurisdiction.
b. Provide a leadership and response organization when an incident overlaps
recognized jurisdictions.
c. Ensure a leadership and response organization when an incident requires
expanded resource assistance within the city and county, with the potential for
state and federal assistance. A citywide leadership organization, structured with
the NIMS, will assist in meeting resource utilization needs, as well as in
determining when to request state and federal assistance.
2. NIMS will be employed to control operations at the incident site through a standard
"command" system that unifies rapid and effective interagency response within the
perimeter of the incident. If the Arapahoe County EOC is activated, the Emergency
Management Director will act as a liaison to the City Manager and City Council. The
Emergency Management Director will not direct field tactics or operations.
3. Assistance from ACOEM must be requested through the City, and the Arapahoe County
EOC can be activated by ACOEM. Activation may be requested by other department
officials when an incident:
a. May pose great danger of loss of lives or significant property damage.
b. Begins or appears to exhaust mutual aid agreements and additional resources may
be required.
c. The incident may extend to multiple operational periods.
4. Department heads or designated representatives may be requested to report to the DOC or
EOC to coordinate that agency's activities when the DOC or EOC is activated. When it
appears the United States is involved in a national security emergency, all agencies will
have their representative report immediately.
5. The Arapahoe County Emergency Management Director or designee will activate alert
procedures in accordance with standard operating procedures.
6. All department or enterprise operation centers will coordinate activity with and support
the ACOEM and EOC, if activated. The ACOEM and/or EOC, if activated, will have
authority over all operation centers during incidents of significance.
Mitigation
1. Maintain high readiness posture of the DOC and EOC.
2. Provide for adequate communications capabilities.
3. Assign DOC and EOC staff positions to qualified personnel.
Preparedness
1. The City of Englewood will ensure that the DOC staff is organized with names,
addresses, and telephone numbers at all times. ACOEM will ensure that the EOC staff is
organized with names, addresses, and telephone numbers at all times.
2. Inform officials of DOC and EOC operations.
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3. Obtain and maintain emergency supplies including food, water, blankets, electrical
generators, communications, etc. to ensure continued operations in the event of an
extended incident.
4. Prepare and review all plans and conduct exercises.
Response
1. Activate the DOC or EOC, as required.
2. Respond to the incident, as required.
3. Coordinate all emergency operations within the scope of emergency management.
4. Coordinate with local, state, and federal agencies in support of ESF-5 of the National
Response Plan and the Colorado State EOP
5. Collate and consolidate incoming situation reports pertinent to the respective agency,
department, or enterprise.
6. Maintain a situation status account.
7. Brief the appropriate government officials on the respective situations.
8. Provide information on respective situations and any problems when assistance is needed
to carry out responsibilities.
9. Provide a gross assessment of incident impacts including the identification of boundaries
of the damage area and the distribution, and the type and severity of damages including
the status of lifesaving activities and critical facilities.
10. Provide validated information to the DOC or EOC from all activated departments,
responders, and city and/or county entities to support overall operational and planning
activities.
11. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during emergency operations.
12. Maintain copies of all information to be compiled into a master log of the event.
Recovery
1. Continue long-term response and coordination of resources.
2. Plan for release of operations personnel.
3. Provide required briefings and submit reports.
Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic underlying responsibilities assigned to ensure preparedness and
an effective response.
All Stakeholders
All agencies, departments, critical stakeholders, or organizations with responsibilities identified
in this section of the EOP are responsible for developing internal procedures and standard
operating procedures for carrying out the following assigned lead and support functions:
1. Identify, train and assign personnel to maintain contact with and prepare to execute
missions in support of the EOP during periods of activation.
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2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement or press
release through the Public Information Officer (PIO).
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate agency, city, or enterprise continuity of operations and recovery plans, as
needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
Lead Agencies
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Arapahoe County Office of
Emergency Management, via
contract
The need for partial or full activation of the DOC or
ACEOC will be determined and necessary ESF support
will be requested.
If activated, coordinate the overall effort of the city
response and recovery through the DOC/ACEOC.
Process, report, and display essential elements of
information both for emergency response use and for
public information.
Maintain the City of Englewood EOP and provide
assistance to other agencies with their related planning
responsibilities.
Conduct training and exercises to facilitate DOC and
EOC activities.
Staff the DOC/AC EOC during activations of any level.
If the incident is of a magnitude to require state
assistance, provide a liaison to the state and/or Federal
Emergency Management Agency (FEMA) Region VIII.
Monitor the status of the incident and ensure critical
information is disseminated to key decision makers and
will advise as to the need for declaring a disaster.
Facilitate the disaster declaration process in
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Lead Agency Actions
coordination with the City Manager.
Police Department
The need for partial or full activation of the Department
Operations Center (DOC) will be determined and
necessary ESF support will be requested.
If activated, coordinate the overall effort of the city
response and recovery through the DOC.
Process, report, and display essential elements of
information both for emergency response use and for
public information.
Participate in the planning, maintenance, and revision
process of the City of Englewood EOP and provide
assistance to other agencies with their related planning
responsibilities.
Participate in training and exercises to facilitate DOC
activities.
Staff the DOC during activations of any level. If the
incident is of a magnitude to require state assistance,
provide a liaison to the state and/or Federal Emergency
Management Agency (FEMA) Region VIII.
Monitor the status of the incident and ensure critical
information is disseminated to key decision makers and
will advise as to the need for declaring a disaster.
Facilitate the disaster declaration process in
coordination with the City Manager.
Support Agencies
Entities with support responsibilities should familiarize themselves with lead agency actions.
Because supporting agencies may be comprised of specialized units, actions are not explicitly
listed here.
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Emergency Support Function (ESF) 6: Mass Care and
Sheltering
Lead Departments:Supporting Departments:
Parks and Recreation
American Red Cross
Arapahoe County OEM, via contract
Victim Assistance
Introduction
Purpose
The purpose of this annex is to establish a procedure for providing sheltering, feeding,
emergency first aid, bulk distribution, and victim registration to meet the immediate needs of
victims during and after the occurrence of an incident of significance.
Scope
The scope of this annex is to describe the operational and information activities of a local
response to an incident of significance. Coordination activities will take place at the Englewood
DOC or the Arapahoe County EOC, through a cooperative effort between representatives of the
American Red Cross and the City of Englewood, and other supporting agencies to support
activities in the field.
Initial response activities will focus on meeting urgent needs of disaster victims on a mass care
basis. In addition, initial recovery efforts, such as American Red Cross emergency assistance,
may commence as response activities are taking place. Other recovery assistance, such as
temporary housing and loans and grants for individuals under the traditional government
assistance programs of the Federal Emergency Management Agency (FEMA) and other federal
agencies, will be at the request of the City of Englewood, Arapahoe County, or under the
management of the State Coordinating Officer, subject to the guidelines provided by the
Colorado Division of Homeland Security and Emergency Management.
Situation Overview
An incident may result from natural or technological hazards, civil disturbance, or act of
terrorism, and cause extensive damage and human suffering. Victims may be forced from their
homes depending on such factors as time of occurrence, area demographics, building
construction, or existing weather conditions. Family members may be separated immediately
following an incident, such as children in school and parents at work. Transient populations such
as tourists, students, and the pre-disaster homeless may be involved. Arrangements will be made
for vulnerable populations such as the elderly and persons with disabilities and/or other access
and functional needs. The National American Red Cross (ARC) headquarters must approve all
American Red Cross assistance in civil disorders.
ARC independently provides mass care to emergency and disaster victims as part of a broad
program of disaster relief, as outlined in charter provisions enacted by the United States
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Congress, Act of January 5, 1905, and the Disaster Relief Act of 1974 (Public Law 93288 as
amended by the Stafford Act of 1988). The Mile High Chapter of ARC closely coordinates the
provision of services with local government.
ARC operated shelters are designated for displaced families and individuals. ARC does not
provide shelter conditions for agencies and organizations with residents that require special
considerations (i.e. assisted living facilities, daycare centers, etc.). ARC shelters will accept
service animals only. Companion animals must be sheltered separately. Under the Pets
Evacuation and Transportation Standards Act of 2006 (42 U.S.C. 5196(b) and 5170(b)), an
amendment to the Robert T. Stafford Disaster Relief and Emergency Assistance Act, FEMA is
required to ensure state and local plans take into account needs of individual with household pets
and service animals prior to, during, and following a major disaster and emergency.
Planning Assumptions
Private and volunteer organizations (including, but not limited to, American Red Cross, The
Salvation Army, and Colorado Voluntary Organizations Active in Disaster) will provide
immediate shelter, feeding, and emergency first aid relief to individuals and families. These local
organizations will work in cooperation with the city in preparing for, responding to, and
recovering from the effects of an incident.
Each level of government, private, and volunteer organizations will respond to an incident within
the limits of its available resources, including pre-arranged mutual aid. The organization
subsequently may request assistance from its next highest level of support if required.
Not all disaster victims will require mass care services. Some victims will go to mass shelters
and others will find shelter with friends and relatives. Many victims will remain with or near
their damaged homes.
Mass care shelter facilities will receive priority consideration for structural inspections to ensure
safety of occupants. They will also receive priority consideration for restoration of utilities or
support by temporary means, i.e., portable generators, portable toilets, and potable water.
Englewood Schools may be considered as mass care shelters in the City.
Inquiries regarding individuals residing within the affected area will begin immediately after the
general public is made aware of the incident by the media or other means. An initial moratorium
may be issued to activate the system and determine the boundaries of the affected area.
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
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Concept of Operations
This annex activates when an incident occurs in the City of Englewood that requires evacuation
of citizens to emergency shelters. When the Incident Commander or other recognized authority
responding to the incident recommends an evacuation, the City will communicate these needs to
American Red Cross Disaster Program Manager or designee via the 24-hour telephone line;
(800) 417-0495. ARC will activate the resources necessary to satisfy the immediate needs of the
victims, including sheltering and feeding as necessary.
Different shelter facilities may be selected for each type of incident. The Incident Commander or
other authorized person will coordinate with the DOC, EOC, or designee to provide locations of
emergency shelters to the evacuees at the time of evacuation. Shelters should be established
where companion animal shelters can be co-located. Anyone utilizing an ARC shelter must be
self-sufficient or have a caregiver accompany him or her. ARC does not have medical staff to
support shelters designed for special needs populations; therefore, these locations must be
identified and staffed separately.
Disaster victims not requiring medical care should be sheltered in accordance with the standard
procedures outlined in the protocols of American Red Cross procedures. Victims requiring
medical care should be directed to the nearest available facility.
An agreement to use each facility or structure as a shelter should be confirmed in writing. An
inventory of emergency shelters is maintained in the National Shelter System database. The
regular maintenance force should continue to serve and the agreements should provide for
reimbursement of utilities and repair of damage. There should be a written survey of the building
and equipment prior to shelter occupancy. All parties involved should have copies of the survey.
Shelters do not remain open any longer than absolutely required. Shelter operational
considerations include: sanitation, behavior problems, overcrowding, supply exhaustion,
excessive cost, and limited participation of families in rehabilitation.
If the magnitude of the incident is such that the services of other volunteer groups are needed to
mitigate the suffering and aid in shelters and mass care, ARC will contact other organizations for
assistance.
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
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General
1. Department heads or designated representatives may be requested to report to the DOC
or EOC to coordinate that agency's activities when activated. When it appears the United
States is involved in a national security emergency, all agencies will have their
representative report immediately.
2. All participating agencies and city enterprises will coordinate and maintain
communication with the DOC or EOC, if activated, during all emergency operations.
3. Coordination with all supporting agencies will be performed to ensure continual
operational readiness.
Mitigation
1. Provide for adequate communications capabilities.
2. Provide public information to include pre-disaster preparation and checklists.
Preparedness.
1. Obtain and maintain emergency supplies including food and water.
2. Review and update emergency services disaster plans to include written agreements as
necessary.
3. Participate in disaster exercises.
4. Establish agreements with agencies to provide shelters.
5. Ensure an inventory of emergency shelters has been made and copies are provided to all
agencies impacted by shelter activation.
6. Identify shelters for persons with companion animals.
7. Ensure adequate written agreements are in place with support organizations to provide
food commodities to support shelter and mass feeding plans.
8. Coordinate plans for sheltering and feeding services with the Arapahoe County OEM as
well as other support organizations and groups to meet the needs of disaster victims.
9. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during emergency operations.
Response
Respond to the incident as required.
Coordinate the activation, staffing and management of shelter and feeding sites as
needed.
Coordinate the provision of food, shelter, disaster welfare inquiry, and bulk distribution
of relief supplies.
Coordinate the identification, staffing, and management of disaster Family Service
Centers to provide information regarding emergency financial assistance based on
disaster-caused needs.
Coordinate with state and federal agencies in support of this annex, the Colorado State
EOP and the National Response Plan.
Provide information on respective situations as well as outline any problem area(s) when
assistance is needed to carry out responsibilities related to the response.
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Maintain copies of all information to be compiled into a master log of the event.
Recovery
1. Provide briefings and submit reports.
2. Publish information on emergency services, locations, and hours of operation in
cooperation with all service providers.
3. Coordinate with other agencies and organizations to provide assistance to meet disaster-
related needs.
4. Coordinate with Colorado Voluntary Organizations Active in Disaster (COVOAD) to
provide assistance staffing for the Disaster Recovery Centers in cooperation with
voluntary agencies.
Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic, underlying responsibilities assigned to ensure preparedness and
an effective response. Each agency is tasked to accomplish, to the best of their ability, the
assigned responsibilities.
All Stakeholders
All city agencies and enterprises, and organizations with responsibilities identified in this section
of the EOP are responsible for developing internal procedures and standard operating procedures
for carrying out the following assigned lead and support functions:
1. Identify, train, and assign personnel to maintain contact with and prepare to execute
missions in support of the Englewood EOP during periods of activation.
2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC, as requested.
4. Provide information and coordinate any public announcement, statement or press release
through the DOC, EOC, and Joint Information Center, if activated.
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate agency, city, or enterprise continuity of operations and recovery plans, as
needed. Establish emergency supplies including food, water, blankets, electrical
generators, communications, etc. to provide continued operations and shelter employees
as necessary.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
Lead Agencies
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with ESF #6. In this case,
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the organizations here may also have other responsibilities as lead or support agencies. Staffing
should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Parks and Recreation
Provide shelter locations for individuals at Malley and
Englewood Recreation Center.
Englewood Parks may be used for staging or shelter
locations. Broken Tee Golf Course is also available for
staging or shelter if tents were used.
Agreement in place with American Red Cross to assist
with providing shelter if needed for Red Cross
operations.
American Red Cross
Identify shelter locations and coordinate these locations
with the City of Englewood prior to an incident.
Coordinate with the DOC or EOC Operations Section to
determine which facilities are suitable for use as
shelters. Facilities will need to be rapidly inspected by
damage assessment teams for structural integrity prior to
use.
Establish shelters for persons with companion animals.
Coordinate with the American Humane Society to
provide locations and facilities to shelter displaced or
stray animals.
Assist in determining if geographical shelter
assignments will be required based upon the magnitude
of the situation and number of shelters activated.
Activate and staff shelters. Establish registration at each
facility and receive evacuees as they arrive.
Determine resource needs at each facility based upon
duration of operational periods. Anticipate future needs
for extended operations. Channel all resource requests
through the DOC or EOC.
Establish a Disaster Welfare Inquiry service. An initial
moratorium may be required to allow system activation
and determination of the affected area.
Disseminate disaster assistance and recovery
information.
Maintain records of shelter operations and resource
expenditures. Provide records to the Finance Section at
the DOC or EOC, as needed.
Demobilize the shelter when no longer needed.
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Support Agencies
Support Agency Actions
Victim Assistance Victim Assistance will coordinate the mental health and
social services needs of the disaster victims.
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Emergency Support Function (ESF) 7: Logistics and
Resource Management
Lead Departments:Supporting Departments:
Finance Department Arapahoe County OEM, via contract
Introduction
Purpose
The purpose of this annex is to establish effective procedures to coordinate support responses
and resources of participating agencies, and to preserve the continuity of their respective
departmental and agency functions. It also provides for the resumption of such functions with
minimal interruption in the event of a natural or human-caused incident of significance.
Scope
Resource support involves the provision of logistical and resource support to local agencies and
city departments. This coordination includes emergency relief supplies, space and office
equipment, access to telecommunications equipment, access to transportation services,
contracting services, and procurement personnel required to support immediate response and
recovery activities.
Situation Overview
Incidents of significance will readily overwhelm the capabilities and exhaust the resource
capacity of the City of Englewood. Large numbers of personnel and equipment will be needed to
sustain extended emergency and recovery operations.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
There will be shortages of a wide array of supplies necessary for basic survival such as cots,
blankets, and tents for temporary shelter, and construction materials, water, and food for mass
feeding. Local vendors of goods and services may be impacted by the incident and may be
unreliable or inoperable.
Off-duty personnel from numerous departments will be recalled to supplement staffing levels,
although their response may be impaired due to road closures or personal losses from the
disaster. Damage assessment teams will also conduct rapid assessments to measure preliminary
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damages. City departments will request a variety of raw construction materials and heavy
equipment to perform temporary repairs to critical buildings, roadways, and other infrastructure.
Non-conventional equipment resources may be needed to conduct difficult rescues and debris
removal operations.
The Mayor and City Council are authorized to declare a disaster or emergency. Mutual aid
assistance for law enforcement, fire, and other public safety services will be ordered through
existing agreements. State and federal assistance will be requested for additional operative
goods, services, and funding support.
Transport of personnel and resources may require a mobilization center. Staging areas for
personnel and equipment may be established to accommodate mutual aid resources. A
combination of public and private transportation and delivery services may be utilized to
accomplish material handling.
Local warehouses within the affected area may suffer major structural damage. Supplies
contained within these warehouses may be inaccessible during initial post-disaster operations but
may become available at a later time as debris is cleared.
A large influx of donated goods, including perishable food items, may begin to arrive from
citizens wishing to assist with the relief efforts. Persons wishing to offer financial assistance will
inquire how to donate funds.
Concept of Operations
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
General
1. Support agencies will furnish required resources to support the resource management
function. This shall include any necessary preparatory actions as required by the lead
agency.
2. Supplies and equipment will be provided from state, federal, and/or volunteered stocks
from local governments, the private sector or individuals. Certain goods may be
stockpiled (i.e. sandbags).
3. All procurement will be made according to the Englewood Procurement Policy, which
may be expanded during an emergency or declared disaster.
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4. Local government resource support personnel, as assigned by the lead agency, shall have
access to all materials necessary to perform their function and shall work under the
supervision of the DOC or EOC.
Mitigation
1. Support and plan for mitigation measures.
2. Support requests and directives resulting from the City concerning mitigation and
redevelopment activities.
Preparedness
1. Develop methods and procedures for responding to and complying with requests for
resources.
2. Develop procedures for reimbursing private vendors for services rendered.
3. Develop lists of private vendors and suppliers, and their available resources.
4. Establish pre-planned contracts where necessary to ensure prompt support from vendors
during incidents of significance.
5. Develop and train personnel on emergency procurement procedures for acquiring
supplies, resources, and equipment.
6. Develop resource inventories based on hazard specific studies and corresponding likely
resource requests.
7. Participate in and conduct exercises to validate this annex and supporting standard
operating procedures.
8. Develop logistics procedures and coordinate with logistical support operations.
9. Ensure personnel integrate National Incident Management Systems (NIMS) principles
into planning. Supporting personnel will complete required NIMS training, as outlined in
the 2006 Department of Homeland Security training guidance.
Response
1. Alert agencies whose personnel, equipment, or other resources may be used.
2. Establish a resource tracking and accounting system, including management reports.
3. Assess initial reports to identify potential resource needs.
4. Identify procurement resources and potential facility locations in the affected area of
operations.
5. Provide data for dissemination to the public.
6. Locate, procure, and issue resources to appropriate agencies necessary to support
emergency operations. Coordinate with Facilities Management to identify prospective
staging areas and warehouses available for lease to replace damaged or destroyed
facilities.
7.Coordinate with law enforcement (ESF-13 Public Safety and Security) to evaluate
warehouse security requirements.
Recovery
1. Continue to conduct procurement activities as long as necessary and until needs have
been met.
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2. Anticipate and plan for the arrival of and coordination with Federal Emergency
Management Agency (FEMA) personnel in the State EOC and the Joint Field Office.
Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic underlying responsibilities assigned to ensure preparedness and
an effective response.
All Stakeholders
All agencies, departments, critical stakeholders, and/or organizations with responsibilities
identified in this section of the EOP are responsible for developing internal procedures and
standard operating procedures for carrying out the following assigned lead and support functions:
1. Each department should create and maintain a current resource list specific to their
department and functions they perform. This list should include resources available
internally as well as externally, through agreements with neighboring jurisdictions,
businesses, and private vendors.
2. Identify, train, and assign personnel to maintain contact with and prepare to execute
missions in support of the Englewood EOP during periods of activation.
3. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
4. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
5. Provide information and coordinate any public announcement, statement or press release
through the DOC, EOC, and JIC, if activated.
6. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
7. Activate agency, city, or enterprise continuity of operations and recovery plans, as
needed.
8. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
Lead Agencies
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Finance Department A method for tracking resource acquisitions will be
established to ensure they meet the requirements for
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Lead Agency Actions
disaster cost reimbursements.
All disaster related expenses will be maintained for
reimbursement purposes.
Proper emergency purchasing procedures will be
followed.
Coordinate with other agencies, city departments, and
enterprises to apply for state and federal disaster relief
funds. Maintain proper documentation in accordance
with state and federal regulations.
Coordinate with non-profit organizations to establish
and maintain accounts for financial donations.
Locate and procure the necessary supplies and
equipment to support emergency response activities.
Support Agencies
Support Agency Actions
Arapahoe County Office of
Emergency Management, via
contract
If activated, coordinate the logistical and resource
support for an incident through the EOC.
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Emergency Support Function (ESF) 8a: Public Health –
Human Services
Lead Departments:Supporting Departments:
Tri County Health Department Denver Health Paramedic Division, via
contract
Introduction
Purpose
The purpose of this annex is to ensure an efficient, coordinated, effective response to a public
health emergency or to address public health concerns during an incident of significance. This
annex enables Englewood to maximize the use of personnel, facilities, and other resources in
providing and supporting the public health and medical needs for victims of an incident, whether
natural or human-caused, including response to an emergency epidemic.
Scope
This annex has been developed in an "all-hazards" format. It identifies likely incident scenarios
and attaches, where possible, probabilities of occurrence. It encompasses, as far as is applicable,
human health surveillance, intervention and control, environmental health assessment and
technical support, medical care resource evaluation for surge capacity or emergency medical
providers, transport, or pharmaceuticals.
Situation Overview
This planning effort defers to the plan housed within the Tri-County Health Department, which
outlines their emergency response plan guidelines relative to ESF-8 functions.
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Emergency Support Function (ESF) 8b: Fatalities
Management
Lead Departments:Supporting Departments:
Arapahoe County Coroner’s Office
Deferral to Regional Plan
The actions of the Arapahoe County Coroner’s Office in relation to the occurrence of mass
fatalities management are contained within the North Central Region’s Mass Fatality Incident
Response Plan. That plan is maintained by the Mass Fatality Committee. A copy of the plan
follows this section but may fall under different distribution or public record requirements.
The Coroner or the Sheriff of the affected jurisdiction may activate the plan.
The plan is in compliance with the following statutes and authorities:
Federal
Robert T. Stafford Disaster Relief & Emergency Assistance Act of 1988, Public Law 93-288 –
Authorizes federal resources to supplement state and local efforts; defines the intent of federal
disaster aid; establishes federal assistance programs and procedures; establishes federal and state
disaster preparedness programs.
State
C.R.S. §30-10-606—The Coroner’s Office has authority over the care and handling of the
deceased.
The Colorado Disaster Emergency Act of 1992, C.R.S §24-32-2104 —“The Governor, as the
executive head of state, has the inherent responsibility, constitutional and statutory authority, to
commit state and local resources (personnel, equipment and financial) for the purpose of meeting
the dangers to the state and its people presented by disasters.”
C.R.S. §25-2-103 designates the state registrar as responsible for maintaining and administering
vital statistics, including death certificates.
C.R.S. §25-2-110 promulgates timelines and procedures regarding the filing of death certificates.
C.R.S. §25-2-111(1) defines burial practices, and requires that any person requested to act as a
funeral director for a dead body or otherwise whoever first assumes custody of a dead body shall
obtain authorization for disposition of the dead body from either the local health department or
the county coroner, as may be applicable, before burial.
C.R.S. §15-19-104 authorizes a person to declare, through writing, the disposition of that
person’s last remains. If there is no written document, C.R.S. §15-19-106 sets forth the persons
who are entitled to control disposition of a decedent’s last remains.
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C.R.S. §15-10-106.5—Petition to determine the cause and date of death directly resulting from a
disaster.
C.R.S. §15-10-107—Evidence of Death.
G.E.E.E.R.C.—C.R.S. §24-32-2104(8)(a) “There is hereby created a governor's expert
emergency epidemic response committee. The duties of the committee shall be to develop by
July 1, 2001, a new supplement to the state disaster plan that is concerned with the public health
response to acts of bioterrorism, pandemic influenza, and epidemics caused by novel and highly
fatal infectious agents and to provide expert public health advice to the governor in the event of
an emergency epidemic. The committee shall meet at least annually to review and amend the
supplement as necessary. The committee shall provide information to and fully cooperate with
the council.”
The Colorado State Emergency Operations Plan, maintained by the Colorado Division of
Homeland Security and Emergency Management, defines the roles and responsibilities of state
agencies during a disaster. These responsibilities are assigned in the form of Emergency Support
Functions (ESFs). The Colorado Department of Public Health and Environment (CDPHR) is
responsible for ESF-8: Health, Medical and Mortuary. ESF-8 provides supplemental assistance
to local governments in identifying and meeting the public health and medical needs of victims
of a disaster. CDPHE coordinates Colorado health, medical, and mortuary resources that may be
needed to supplement depleted county and municipal assets in response to emergency public
health, medical care, and mortuary needs following a significant natural or human-caused
disaster.
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Emergency Support Function (ESF) 8c: Public Mental Health
Services
Lead Departments:Supporting Departments:
All Health Network Police Department, Co-Responder Program
Introduction
Purpose
The purpose of this annex is to ensure an efficient, coordinated, effective response to the mental
health and substance abuse needs of the affected population in time of an incident of
significance. This annex allows Englewood to maximize the use of personnel, facilities, and
other resources in providing disaster mental health intervention, mental health and substance
abuse assistance to disaster survivors, emergency response personnel and the community-at-
large.
Scope
This annex has been developed in an "all-hazards" format. It identifies likely incident scenarios
and attaches, where possible, probabilities of occurrence. It delineates the responsibility of local
and state mental health services in responding to incidents of significance.
Situation Overview
Emergencies, disasters, and terrorist events raise the stress levels in victims. A disaster survivor
is capable of resuming a productive and fulfilling life following the disaster experience if given
support, assistance, and information in a timely manner. Disaster mental health responders help
disaster survivors to understand reactions such as anger, displacement, etc., and to maximize
skills in such domains as communication, problem solving, resource linkage, conflict resolution,
time management, stress management, and the grieving process.
It is important that crisis counseling be provided to survivors of an incident soon after the event
to mitigate acute stress reactions. However, the public mental health system must react in a
coordinated, practiced manner to be effective. The time immediately after an incident is often
chaotic and the intervention by the mental health system must be well ordered. Many elements in
this document are directed at coordinating the efforts of multiple systems during a difficult time
period.
The rescue phase begins at the onset of the incident, once the incident command structure is
firmly established. At this point, likely responses of the victims/survivors include:
1. Fight/flight/freeze/faint
2. Shock-stunned/dazed/numbed
3. Denial or disbelief
4. Fear due to uncertainty
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5. Disorientation
6. Panic
7. Overwhelming pain/anguish
Following an incident, people often lament that they want life to return to "normal." Functioning
after an incident may include changes to lifestyle and daily routine, resulting in a new "normal."
The experience of the incident will have an influence on behavior, yet functioning can still be
within the parameters of "normal" while the person goes through the grief and adjustment
process.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Incidents have psychological impacts on their victims.
Emotional distress is usually apparent at the time of the critical incident. Mental health
interventions may be required immediately.
Outreach and crisis counseling interventions can assist survivors to meet new challenges and
offer support in their recovery process to return to pre-disaster performance and functioning
levels.
Incidents of significance create an emotional impact on victims, survivors, and responders by
affecting their mental and emotional well-being, and may potentially result in a decreased ability
to carry out daily life and work related functions. No one who sees or experiences an incident is
unaffected by it. First responders may require crisis intervention. The level of exposure, level of
interpersonal intent, level of suddenness, shock, and horror all directly impact the long-term
individual and community impact.
Emotional stability may be achieved by utilizing existing support structures. Individuals, families
and communities return to pre-disaster modes of functioning within a few months to a year
following an incident.
Psychological reactions to the traumatic event can be observed through cognitive, emotional,
physical and behavioral manifestations for several weeks, months, and even years following the
incident.
Inability to adequately process and problem-solve the psychological impacts of the incident can
cause significant individual and relationship problems. Consequently, individuals, families, and
communities will experience conflict and performance deterioration. Professional services,
including mental health interventions and treatment, may be necessary.
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Concept of Operations
The Englewood EOP identifies All Health Network for locally declared disasters and for state
declared disasters as the lead agencies to coordinate the disaster mental health response. The
primary responsibility is to provide support, assessment, and referral to individuals and groups
impacted by natural and human-caused disasters. The purpose of the disaster mental health
response is to prevent future mental health problems by providing immediate intervention
support and to assist victims and responders to regain a pre-disaster level of functioning.
All Health Network maintains a disaster response plan and designates a staff member to serve as
the Mental Health Disaster Coordinator. The plan outlines the essential responsibilities for the
mental health system response. The response system is based on collaborative interaction with
local, state, and federal government, law enforcement, emergency management entities, mental
health agencies, and managed services organizations.
All Health Network coordinates planning and implements activities with state agencies and
hospitals, Mile High Chapter of American Red Cross, Critical Incident Stress Management
Teams, the Colorado Office of Victims Assistance, and faith-based organizations.
The disaster response plan also includes a strong cultural competency component to ensure that
the needs of culturally diverse populations are met. The Mental Health Disaster Coordinator's
primary role is to activate and coordinate the local, public, and private mental health disaster
response systems. Additional activities include coordinating the release of public information
with the designated public information officer and disaster relief resource contacts.
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
Mitigation
1. Identify mental health issues in response to incidents of significance.
2. Identify resources available to deal with possible incidents.
3. Develop plans, procedures, and organizational structure needed to ensure the
continuation and coordination of public mental health services.
4. Identify agencies and facilities to assist in mental health care during an incident.
Preparedness
The goal of planning for disaster response is to improve the public and private mental health
systems' ability to respond to victims/survivors of incidents of significance who need services.
This is accomplished by building collaborative relationships and through training.
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Colorado is home to a culturally diverse population. Issues that must be addressed in the service
delivery process are language, immigration status, family values (how family is defined), and
views related to loss, grief, property, religion, mental health, healers, and helpers.
1. Identify and maintain a network of available local, county, and state resources to aid in
public health and medical care.
2. Participate in training sessions and exercises.
3. Evaluate agency EOPs.
4. Ensure that administrative procedures are in place to aid control during emergency
operations.
Response
During this phase, the role of the mental health professional includes ongoing needs assessment
and continuation of psychological triage. Outreach may begin during this phase. Initial outreach
consists of walking around and connecting with those not requesting help. It continues with
passing out information on stress management, coping skills, resource lists, grief, age specific
reactions, and self-care.
1. Select and contact appropriate personnel.
2. Designate personnel authorized to enter affected areas and provide this information to the
DOC or EOC.
3. Confirm and report the level, severity, and extent of involvement.
4. Coordinate with the Public Information Officer to communicate emergency public
information and external communications (ESF-15 External Affairs).
5. Determine what additional resources may be required.
6. Request state and federal assistance through the DOC or EOC.
7. Activate mutual aid agreements, if required.
8. Notify appropriate agency staff.
Recovery
The recovery phase begins the process of moving victims or survivors back to normal life
functions. In this phase, the role of the mental health professional includes safety and primary
support, triage support and referral, psychological first aid, needs assessment, and data
collection.
Outreach is a critical part of this phase and includes material distribution as well as individual
and group educational services. Ongoing crisis counseling and mental health services dominate
this phase. Steps should be taken to provide on-going support to people who are in recovery, or
who had never experienced problem use prior to an incident, and now are coping with the stress
by increased use of alcohol or other drugs.
After the initial response to an incident, it is important to continually monitor needs. Needs
assessment continues through the impact, rescue, recovery, and return to life phases of the
disaster response. Local mental health disaster coordinators will direct efforts to address mental
health needs in the affected area and should communicate this information to the State Mental
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Health Disaster Coordinator or the State Substance Abuse Disaster Coordinator on a regular
basis during the disaster response.
1. Coordinate and organize long term plans for the continued operation of emergency
service resources.
2. Provide documentation on community health status including victim and fatality totals.
3. Develop and enact a plan to provide continued medical support.
4. Develop a plan to replace or supplement personnel required to maintain operations.
Legal Issues (Consent and Confidentiality)
Crisis management services will follow established protocols for consent and confidentiality as
required under the Health Insurance Portability and Accountability Act (HIPAA).
Record Retention
Response records will be retained for three years. Federal Emergency Management Agency
(FEMA) summary reports and financial statements will be retained for five years. Specific client
information, including client treatment records, will not be gathered by the city or county.
Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic, underlying responsibilities assigned to ensure preparedness and
an effective response. Each city agency and enterprise is tasked to accomplish, to the best of their
ability, the assigned responsibilities.
All Stakeholders
All agencies, departments, and organizations with responsibilities identified in this section of the
EOP are responsible for developing internal procedures and standard operating procedures for
carrying out the following assigned lead and support functions:
1. Identify, train and assign personnel to maintain contact with and prepare to execute
missions in support of the Englewood EOP during periods of activation.
2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement or press
release through the DOC, EOC and JIC, if activated.
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate city department or enterprise continuity of operations and recovery plans, as
needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
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Lead Agency
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this ESF. In this case,
the organizations here may also have other responsibilities as lead or support agencies. Staffing
should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
All Health Network
Identify and document number of victims.
Coordinate identification of appropriate federal and
state programs to support implementation of long-term
recovery plans.
Provide adequate staff to respond to the incident.
Assess public mental health needs of the community.
Support Agencies
Entities with support responsibilities should familiarize themselves with lead agency actions.
Because supporting agencies may be comprised of specialized units, actions are not explicitly
listed here.
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Emergency Support Function (ESF) 9: Urban Search and
Rescue
Lead Departments:Supporting Departments:
Denver Fire Department, via contract
Police Department
Public Works
Arapahoe County OEM, via contract
Arapahoe Rescue Patrol (ARP)
Urban Search and Rescue Teams (USAR)
Introduction
Purpose
This annex defines procedures for the use of personnel, equipment, services, and facilities to aid
in search, rescue and recovery of lost persons during or after an incident of significance in the
City of Englewood.
Scope
Search and rescue responsibility is given to the City of Englewood for incidents involved within
city limits. The Denver Fire Department and the DOC or EOC will coordinate the request to
activate search and rescue assets.
The National Incident Management System (NIMS) will be the on-scene management system
used by all participating agencies, departments, or divisions.
Search and rescue activities include the following heavy rescue disciplines:
1. Structural collapse incidents involving trapped persons in debris.
2. Underwater searches in lakes, ponds, or rivers, to include dive rescue and/or recovery.
3. Swift water and/or flooding incidents involving persons missing or lost in and around
moving water.
Situation Overview
A major incident of significance may cause conditions involving structural collapse resulting in
large numbers of victims requiring extraction from confined spaces or other unstable
environments. Rescue personnel will encounter extensive damage to buildings, roadways, and
various public works infrastructures. Secondary events (such as earthquake aftershocks) will
compound problems and threaten both surviving victims and rescue personnel alike.
Immediately following the incident, local fire and rescue assets will be fully committed and
unable to respond to all needs due to the lack of specialized equipment, training, and personnel to
perform comprehensive urban search and rescue operations. Because the mortality rate among
trapped victims rises dramatically after the initial 72-hours, this annex must be initiated
promptly.
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After rapid assessment, the City of Englewood will declare a local disaster or emergency and
request state or federal assistance and urban search and rescue activation. The state will typically
initiate immediate deployment while simultaneously requesting Federal Emergency Management
Agency (FEMA) authorization for complete federal support.
Large numbers of unsolicited volunteers will initiate rescue attempts and may enter confined
spaces in an effort to assist and become entrapped in the process. Establishment of a restricted
perimeter around the incident site(s) will be critical. Some sites may only be accessible by foot,
aircraft, or watercraft. Large amounts of debris may need to be cleared prior to initiation of
rescue efforts.
Planning Assumptions
It is assumed that all agencies have emergency operations plans (EOPs) and will enact those
plans in support of this annex, if necessary, and all city departments and enterprises have
established continuity of operations plans. These plans may include emergency plans for various
buildings or structures.
A missing or lost person is always considered to be alive and needing rescue until such time that
a person of authority (such as in the fire agency with jurisdiction) concludes there is no chance of
survival.
Fire agencies’ Heavy Rescue Teams will operate and organize rescue efforts within city limits.
Heavy Rescue Teams specializes in multiple forms of rescue to include swift water, dive rescue,
structural collapse, confined space, trench rescue, surface ice rescue, high angle rescue, and
complicated extrication. On occasion, Heavy Rescue Teams may need assistance to handle
complicated rescue situations, and will rely on professional cooperation with regional supporting
agencies.
The safety of the rescue personnel is foremost in all operations.
Inclement weather may be a factor in any search and rescue activities, restricting the types of
resources to be used, the length of time they can be used, and even the locations to be searched.
All supporting agencies will ensure continual operational readiness. Agencies will develop inter-
agency and inter-jurisdictional agreements with similar agencies to expedite resource
mobilization when additional assistance is needed. Mobilization centers, staging areas, receiving
and distribution sites, key operational support, facilities, and necessary staffing will be identified.
Concept of Operations
Most incidents will initiate at a City level. The City contracts firefighting services to the Denver
Fire Department (DFD). During this response phase, DFD will evaluate the scenario and activate
its emergency response procedures as appropriate. As the incident grows, DFD will coordinate
with the City, and the City Department Operations Center (DOC) may be activated.
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
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An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
Requests for urban search and rescue response will typically be issued from the on-scene
command post to the Operations Support Section of the DOC or EOC. Fire and rescue personnel
will serve as the liaison and will coordinate a staging location for urban search and rescue task
forces to establish an operational base camp, such as a stadium or other large assembly facility.
Upon arrival, a briefing will be conducted involving the Incident Commander, staff from the
DOC or EOC Operations Support Section, and the Urban Search and Rescue Task Force
Leader(s) to develop an appropriate Incident Action Plan. Search and rescue operations will
augment local rescue operations already in progress.
Mitigation
1. Develop plans, procedures, and organizational structure needed to ensure the
continuation and coordination of rescue operations during an incident.
2. Identify and secure equipment required to address rescue problems.
3. Identify alternate agencies to assist in search and rescue incidents.
Preparedness
1. Identify and maintain a network of available local, county, and state resources to aid in
search and rescue incidents.
2. Participate in training sessions and exercises.
3. Evaluate agency EOPs.
4. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during emergency operations.
5. Ensure that administrative procedures are in place to aid control during emergency
operations.
6. Establish inter-governmental agreements (mutual or automatic aid) with other agencies in
order to provide mutually beneficial search and rescue services.
Response
1. Select and contact appropriate personnel.
2. Designate personnel authorized to enter affected area and provide this information to the
DOC or EOC.
3. Confirm and report the level, severity, and extent of involvement.
4. Act as unit(s) of the requesting jurisdiction when responding to or receiving mutual-aid
requests.
5. Coordinate with law enforcement personnel for maintaining security of facilities and
supplies (ESF-13 Public Safety and Security).
Recovery
1. Coordinate and organize long-term plans for the continued operation of emergency
service resources.
2. Provide documentation of damage and affected buildings, lands, or other structures.
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Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic underlying responsibilities assigned to ensure preparedness and
an effective response.
All Stakeholders
All agencies, departments, critical stakeholders and/or organizations with responsibilities
identified in this section of the EOP are responsible for developing internal procedures and
standard operating procedures for carrying out the following assigned lead and support functions:
1. Identify, train, and assign personnel to maintain contact with and prepare to execute
missions in support of the Englewood EOP during periods of activation.
2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement or press release
through the DOC, EOC and JIC, if activated.
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate city department or enterprise continuity of operations and recovery plans, as
needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
Lead Agency
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Denver Fire Department, via
contract
Defaults to internal search and rescue procedures.
The Fire Department will respond to all events calling
for technical rescue.
Mutual aid will be requested for major events and under
water recovery.
City personnel and equipment may be reallocated to
assist during major technical rescue events.
Property management with building blueprints may be
requested to assist.
If a structure collapse or cave-in is involved, a technical
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Lead Agency Actions
engineer may be needed.
Regulatory agencies may be involved due to personnel
safety, health, and environmental issues.
Requests for specialized equipment must be done in a
timely manner.
USAR and CUSAR teams may be requested to respond.
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Emergency Support Function (ESF) 10: Hazardous Materials
Lead Departments:Supporting Departments:
Denver Fire Department, via contract Police Dept. - Fire Marshal’s Office
Public Works
Introduction
Purpose
This annex is intended to provide a coordinated local response to an actual or potential release of
hazardous materials resulting from a transportation incident, fixed facility incident, or natural
disaster which results in an incident of significance. The term "hazardous material" is
synonymous with "hazardous substance." As such, hazardous materials are those materials,
wastes, substances, and mixtures that are inclusive within the definition of a "Hazardous
Substance" as provided under Colorado Revised Statutes Section 29-22-101 (1).
Scope
Any facility that produces, uses, or stores "Hazardous Substances" or "Extremely Hazardous
Substances" listed by the Environmental Protection Agency (EPA) is required to fulfill the
Emergency Planning and Community Right-to-Know provisions of Title III of the Superfund
Amendments and Reauthorization Act of 1986. Emergency planning, under the Local
Emergency Planning Committee (LEPC), and data on such substances will be of great value to
the local government, the Designated Emergency Response Authority (DERA) and the
hazardous materials emergency response agencies.
All facilities subject to the provisions of Superfund Amendment and Reauthorization Act Title
III must immediately notify the LEPC, the National Response Center, and the Colorado
Department of Public Health and Environment if there is a release of an EPA listed hazardous
substance that exceeds the "reportable quantity" for that substance. The initial notification can be
by telephone, radio, or in person. Emergency notification requirements involving transportation
incidents can be satisfied by dialing 911, or in the absence of a 911 emergency number, by
calling the operator.
Situation Overview
Hazardous materials are manufactured, stored, distributed, utilized, and disposed of at numerous
fixed facilities located throughout the City of Englewood. Hazardous materials are transported
through the City on a daily basis. A high probability exists for an actual release occurring on any
given day as a result of a transportation accident or fixed facility incident.
Planning Assumptions
It is assumed that all agencies have emergency operations plans (EOPs) and will enact those
plans in support of this annex, if necessary, and all city departments and enterprises have
established continuity of operations plans
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Actual or potential releases of hazardous materials may occur on a daily basis, either by accident
or as a result of an intentional act.
A hazardous materials incident may progress to a point where it becomes a serious threat to the
public's health and safety, and to the environment.
Multiple hazardous materials incidents may occur simultaneously following an incident.
Exceptions to current disposal practices may be necessary during an incident.
Local, state, and federal hazardous materials response teams and other support agencies will
respond with technical expertise and resources when requested by local officials.
Fire agencies’ emergency response personnel are trained in hazardous materials incident
containment and vehicles are equipped with reference materials, guidebooks, and specialized
equipment. Technicians are trained and equipped for mitigation.
Facilities subject to reporting under the Emergency Planning and Community Right To-Know
Act of 1986 have provided Safety Data Sheets or a list of chemicals found on the Safety Data
Sheets, to the fire agencies, the LEPC (SARA Title III Website) and the Colorado Emergency
Planning Commission.
Private agencies involved in the manufacture, use, storage, and transport of hazardous materials
will cooperate with local governments in preparing for response to hazardous materials incidents.
Companies with an Emergency Response Team will assist when called upon by providing
technicians and equipment. This will take a collaborative effort from all involved agencies. Joint
training must be accomplished to provide a pool of response personnel. The LEPC membership
should be called upon to support this process.
All supporting agencies will ensure continual operational readiness. Agencies will develop inter-
agency and inter-jurisdictional agreements with similar agencies to expedite resource
mobilization when additional assistance is needed. Mobilization centers, staging areas, receiving
and distribution sites, key operational support facilities, and necessary staffing will be identified.
Concept of Operations
Most incidents will initiate at a City level. The City contracts firefighting services to the Denver
Fire Department (DFD). During this response phase, DFD will evaluate the scenario and activate
its emergency response procedures as appropriate. As the incident grows, DFD will coordinate
with the City, and the City Department Operations Center (DOC) may be activated.
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
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General
1. Unless otherwise specified, the response to hazardous materials incidents within the City
of Englewood is handled by the fire agency with jurisdiction.
2. Local government officials will, to the extent of available resources and capabilities,
isolate and restore the area affected by hazardous materials incidents to normal. Local
government officials will rely on the owner, supplier, vendor, shipping agent, carrier, or
other appropriate individual to remove the hazard if feasible.
Mitigation
1. Identify threats from hazardous materials.
2. Develop plans, procedures, and organizational structures needed to ensure the
continuation and coordination of hazardous materials response efforts during an incident.
3. Identify and secure equipment required to maintain hazardous materials incident
readiness and continuation of operations during an incident.
4. Identify alternate agencies to assist in hazardous materials incidents.
5. Identify fixed facilities and transportation routes that possess, process, manufacture, or
convey hazardous materials.
Preparedness
1. Identify and maintain a network of available local, county, and state resources to aid in
hazardous materials incidents.
2. Participate in training sessions and exercises.
3. Develop and evaluate EOPs for dealing with hazardous materials.
4. Ensure that administrative procedures are in place to aid control during emergency
operations.
5. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during emergency operations.
6. Establish inter-governmental agreements (mutual or automatic aid) with fire departments,
districts, authorities, and other specialty agencies in order to provide mutually beneficial
hazardous material response services.
Response
1. Select and contact appropriate personnel.
2. Designate personnel authorized to enter the affected area and provide this information to
the DOC or EOC.
3. Develop a plan to deal with the hazardous materials and provide this information to the
DOC or EOC.
4. Confirm and report the level, severity, and extent of involvement.
5. Identify additional resources required to mitigate the incident.
6. Coordinate with public information operations to communicate information as outlined in
ESF-15 External Affairs.
7. Coordinate with law enforcement personnel to maintain security of facilities and supplies
(ESF-13 Public Safety and Security).
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8. Act as unit(s) of the requesting jurisdiction when responding to or receiving mutual aid
requests.
9. Maintain records of individual employees exposed to chemicals at incident sites and
provide for follow-up monitoring and/or treatment, if required.
Recovery
1. Coordinate and organize long-term plans for the continued operation of emergency
service resources.
2. Provide documentation on damage to resources and affected buildings, lands, or other
structures.
3. Develop and enact a plan to repair or replace any damaged hazardous materials response
equipment.
4. Develop plan to replace or supplement personnel as required to maintain operations.
5. Monitor incident location and determine when the area is safe to allow public access.
6. Oversee disposal mid-site cleanup of hazardous materials waste.
Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic underlying responsibilities assigned to ensure preparedness and
an effective response.
All Stakeholders
All agencies, departments, critical stakeholders, and/or organizations with responsibilities
identified in this section of the EOP are responsible for developing internal procedures and
standard operating procedures for carrying out the following assigned lead and support functions:
1. Identify, train, and assign personnel to maintain contact with and prepare to execute
missions in support of the Englewood EOP during periods of activation.
2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement or press release
through the DOC, EOC, and JIC, if activated.
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate city department or enterprise continuity of operations and recovery plans, as
needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
Lead Agency
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
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the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Denver Fire Department, via
contract
The Denver Fire Department will coordinate the
response activities associated with a hazardous materials
incident to include containing and neutralizing the
substance and providing decontamination of exposed
persons.
Neighboring response agencies may be called upon to
assist during a hazardous materials incident that is
beyond the capability of the responding Denver Fire
personnel.
Spills and releases will be reported to the appropriate
agencies such as CDPHE or the EPA’s Response
Center.
First responders should treat all spills as hazardous until
the material(s) can be identified.
The size of the spill, characteristics of the material and
potential threat determine the structure of the emergency
response effort.
Support Agencies
Entities with support responsibilities should familiarize themselves with lead agency actions.
Because supporting agencies may be comprised of specialized units, actions are not explicitly
listed here.
Disposal of hazardous materials waste will be handled by a private clean up contractor, with the
responsible transporter, fixed facility, or property owner being liable for the costs of the response
and recovery of the affected area.
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Emergency Support Function (ESF) 11: Agricultural and
Natural Resources/Water Supply
Lead Departments:Supporting Departments:
Utilities Public Works
South Platte Renew
Introduction
Purpose
The purpose of this annex is to describe those organizations, responsibilities, and resources
available to assist the City of Englewood in responding to incidents of significance that threaten
the food and water supply, or natural, cultural, and historic resources.
Scope
The policies and concepts in this annex apply to city departments and enterprises following an
incident of national significance or local incident that affects the safety and security of the
domestic food supply or domestic water supply of Englewood. Based on an assessment of
incident impacts, the types and focus of support for this annex vary depending on the magnitude
and type of incident and the potential for long-term and severe consequences.
Situation Overview
The water supply to the City of Englewood may be affected by acts of terrorism or natural
occurrences. The food supply may be affected by local contamination or food shortages may be
caused by an incident of significance. The city's water supply is primarily received and stored in
above-ground systems extending beyond the city limits. The water supply is affected by drought,
wildfire, or contamination at source or treatment facilities. Multiple natural, cultural, and historic
resources that may be affected by a variety of incidents are located within the city limits.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Concept of Operations
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
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Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
General
1. If food or water supplies are threatened by a hazardous materials incident, refer to the
system outlined in ESF 10.
Mitigation
1. Identify threats to systems and resources.
2. Develop plans, procedures, and organizational structures needed to ensure continuation
of a safe food and water supply during an incident.
Preparedness
1. Identify and maintain a network of available local, county, and state resources to aid in
protection and recovery from an incident which would threaten food and water supplies.
2. Participate in training sessions and exercises.
3. Evaluate agency EOPs.
4. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during emergency operations.
Response
1. Select and contact appropriate personnel.
2. Designate personnel authorized to enter the affected area and provide this information to
the DOC or EOC.
3. Provide a representative to the DOC or EOC, as requested.
4. Confirm and report the level and extent of involvement.
5. Coordinate with other governmental authorities in the establishment of emergency water
or food supplies.
6. Coordinate with the Public Information Officer to communicate emergency public
information and external communications (ESF-15 External Affairs).
7. Coordinate with law enforcement personnel to maintain security of facilities and supplies
(ESF-13 Public Safety and Security).
8. Temporarily arrange for or provide food, water, shelter, and medical care for all affected
persons (ESF-6 Mass Care and Sheltering).
Recovery
1. Coordinate and organize long-term plans to secure a safe water or food supply and treat
affected persons.
2. Provide documentation on injuries and/or deaths of persons resulting from the incident.
3. Coordinate the distribution of any remaining supplies received solely for the purpose of
the incident.
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Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic underlying responsibilities assigned to ensure preparedness and
an effective response.
All Stakeholders
All agencies, departments, critical stakeholders, and/or organizations with responsibilities
identified in this section of the EOP are responsible for developing internal procedures and
standard operating procedures for carrying out the following assigned lead and support functions:
1. Identify, train, and assign personnel to maintain contact with and prepare to execute
missions in support of the Englewood EOP during periods of activation.
2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement or press release
through the DOC, EOC, and JIC, if activated.
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate city department or enterprise continuity of operations and recovery plans, as
needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County Sheriff’s OEM.
Lead Agency
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Utilities
Initial assessment of water plant including process and
chemical storage.
Initial assessment of all raw water sources.
Manage personnel for 24 hour coverage as needed.
Establish communication with City, County and State
agencies as needed.
Maintain communications with DOC, EOC, and
Emergency personnel,
Establish a list of contractors and vendors if needed to
maintain water supply.
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Support Agencies
Support Agency Actions
South Platte Renew
SPR’s wastewater treatment process basically separates
our influent into liquids and solids.
o The liquids are discharged to the Platte River
following treatment.
o The solids take two forms:
One is called “grit” which is garbage and
gets hauled to the landfill in a dump
truck.
The other is called “bio-solids” which are
hauled in semi-trucks to farms near
Limon where it is applied to farm fields
as a soil amendment.
o Assistance either from the City, County, State,
or Federal resources may be needed to create
access to the plant so our critical employees can
1) operate and maintain the plant, and 2) haul
bio-solids to the farms (or they can be
temporarily landfilled if the farms are
inaccessible) and grit to the landfill. The
consequences of not performing these actions
would potentially result in a wastewater
discharge to the Platte River and/or the solids
would quickly start accumulating on the plant-
site which can create public health and/or
stormwater run-off issues. In addition, access
would need to be maintained to the facility in
order to allow bulk chemical deliveries which
are critical to plant treatment processes. The
plant does have a vehicle gate on the east side of
the facility that can be used in the case where the
north and west gates are inaccessible.
Bypass – In the case of a significant flood, the influent
could exceed capacity. In this case, the Headworks
facility may start overflowing and the raw wastewater
could start entering in-plant storm drains or spilling
across the road to the Platte River. This would
contaminate the river water and downstream water
treatment plants would need to be notified.
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Support Agency Actions
o Two contractors (Rain-for-Rent and Sunbelt
Rentals) have been identified (and are on-call)
who can install bypass systems inside the plant
to avoid the overflows. The influent would be
bypassed from the Headwork’s influent channels
and stored in other tanks (such as clarifiers)
around the plant until the flood waters subsided.
Power –The plant is connected to two different
electrical grids so if there is an electrical power loss on
one side, the plant has the ability to switch to the other
as an alternative. The plant is also equipped with a back-
up generator at the Headworks facility to help the plant
continue accepting influent for as long as possible.
However, a prolonged power outage in both grids would
cripple the plant’s operations which would eventually
result in a flooding event since we would be unable to
move wastewater from our influent channels to the rest
of the facility.
Public Works
Assist Englewood Utilities, including the Allen Water
Treatment Plant and South Platte Renew, with the
actions related to maintaining, repairing, and/or
restoring distribution/collection lines that are described
in ESF 3.
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Emergency Support Function (ESF) 12: Energy
Lead Departments:Supporting Departments:
Public Works
Xcel Energy Utilities
Introduction
Purpose
The purpose of this annex is to provide for the coordination and response of Xcel Energy and
City of Englewood personnel and resources during an incident of significance caused by natural
or human-caused incidences of significance. Xcel Energy is responsible for providing electric
services.
Scope
A natural or human-caused incident of significance may affect energy and fuel resources for the
city. If this occurs, it will be necessary to assess damages to the city's energy and fuel resources
and distribution systems, and to mitigate the impact of shortages or outages within affected areas.
This includes developing plans and procedures to implement conservation measures in response
to energy outages. Power and fuel resources are critical to saving lives and protecting health,
safety, and property, as well as enabling other emergency support functions to respond more
effectively. Efforts to restore the city's energy systems following a major incident, shortage, or
outage are essential to disaster recovery.
Situation Overview
Severe weather conditions, such as extreme heat and thunderstorms, may cause shortages in
energy supplies by disrupting transportation and transmission services, interfering with delivery
through transmission lines or by creating higher than normal energy usage for heating or cooling.
Various technological, human-caused, or natural incidents, such as pipeline failure, terrorism,
international conflict, or earthquakes could cause complete outages in energy and fuel
distribution systems.
Extended electrical outages can directly impact other utility systems, particularly water and
wastewater systems. In areas where telephone service is provided by above-ground lines that
share poles with electrical distribution lines, telecommunications providers may not be able to
make repairs to the telephone system until electrical utilities restore power lines to a safe
condition.
Electricity failures will entrap people in elevators and other spaces creating requests for rescues
and other emergency services. Surges produced while systems transfer to backup power sources
will cause fire and intruder alarm systems to activate creating a demand for fire agency and law
enforcement responses. Power failures could create traffic problems, spoilage of food, and loss
of heating and air conditioning.
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A shortage of energy in one form (such as natural gas) can impact and cause shortages in other
fuels (i.e., propane, heating oil, etc., which are substitutes for natural gas).
Categories of energy contingencies may include:
1. Electrical power shortages or outages.
2. Natural gas shortages.
3. Petroleum fuel shortages.
Xcel Energy may implement tiered conservation measures based upon the magnitude of the
situation. As the situation escalates in urgency, national or statewide rationing or strict
conservation may be imposed.
Response priorities will be decided on a case-by-case basis. Generally, service priorities will
address the following critical areas:
1. Essential life and safety facilities such as hospitals, first responder resources and
buildings, and critical infrastructure assets.
2. Essential government functions.
3. Remaining service outages.
It is essential that the energy sector representatives be tied into DOC or EOC operations to
ensure that they can get into the affected areas. Credentialing will be accomplished through the
ESF-12 lead and other emergency management personnel.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Concept of Operations
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
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Mitigation
1. Develop, review, and update emergency energy plans and procedures.
2. Maintain and update energy transportation pipeline and power transmission maps as
appropriate.
3. Identify threats to systems and infrastructure.
4. Establish and maintain directory of energy suppliers' emergency liaison personnel.
5. Ensure critical operations centers have emergency power supplies.
Preparedness
1. Train personnel in emergency procedures.
2. Organize and train damage survey teams.
3. Participate in emergency preparedness exercises.
4. Evaluate agency EOPs.
5. Ensure security measures are adequate.
6. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during emergency operations.
7. Identify and maintain a network of available local, county, and state resources to aid safe
and timely delivery of energy and fuel resources.
8. Ensure that on-call contracts with vendors include provisions for emergency services.
Response
1. Enact agency EOPs.
2. Select and contact appropriate personnel.
3. Designate personnel authorized to enter affected area and provide this information to the
DOC or EOC.
4. Provide a representative to the DOC or EOC, as requested.
5. Survey the affected area, evaluate the situation and submit a situation report
outlining damage to immediate and long-term energy needs to the DOC or EOC.
6. Confirm and report the level, severity, and extent of involvement.
7. Determine the ability to adequately respond and assess the need to request federal
assistance.
8. Repair and restore system operations as soon as possible with consideration for safety.
9. Coordinate with appropriate agencies to determine if repair efforts will be adequate or if
additional assistance from state or federal resources will be required for damaged
facilities.
10. Determine fuel availability and need.
11. Provide emergency fuel and energy suppliers to provide services to critical resources and
structures.
12. Provide the established tiered level conservation measures to provide the most efficient
service delivery.
13. Provide public information regarding alternate energy use methods, affected areas, etc.
(ESF-15 External Affairs).
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14. Coordinate with law enforcement personnel to maintain security of facilities and supplies
(ESF-13 Public Safety and Security).
Recovery
1. Continue to coordinate repair of utilities as necessary.
2. Determine long-term energy requirements for the affected area and initiate long term
recovery plan.
3. Coordinate private and volunteer resources for repairs to utilities.
4. Assist in providing potable water and sanitary facilities as needed.
5. Participate in compiling after action reports and critiques.
6. Make necessary changes and improvements to agency EOPs.
Assignment of Responsibilities
Regardless of the management framework used and the individual tasks assigned, the following
activities are the basic underlying responsibilities assigned to ensure preparedness and an
effective response.
All Stakeholders
All agencies, departments, critical stakeholders, and/or organizations with responsibilities
identified in this section of the EOP are responsible for developing internal procedures and
standard operating procedures for carrying out the following assigned lead and support functions:
1. Identify, train, and assign personnel to maintain contact with and prepare to execute
missions in support of the Englewood EOP during periods of activation.
2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement or press release
through the DOC, EOC and JIC, if activated.
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate city departments or enterprise continuity of operations and recovery plans, as
needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
Lead Agency
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
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Lead Agency Actions
Public Works
Determine need to cut off power and work with Xcel.
Determine additional resource needs and initiate
requests in an expedient manner. Requests for support
beyond those of routine mutual aid should be made
through the DOC or EOC, if activated.
It is critical that an initial assessment of a major utility
outage be conducted as soon as possible. This will allow
plans to be made regarding the anticipated impact and
any actions needed to protect public health and safety.
In large-scale emergency situations that result in
massive repair and rebuilding needs, mutual aid
agreements may be invoked or private contractors may
be requested to assist.
Depending on the extent of the outage, priority of the
restoration activities may need to be determined and
should be based on life safety and the incident response
objectives identified by the command staff.
Provide relevant information such as the current
situation, conservation measures, and response/recovery
activities that are being taken including information
regarding safety associated with re-entering their homes
to the Communications Department or designated PIO.
Xcel Energy
Respond to incidents involving fuel supply security and
continuity.
Prioritize essential services.
Develop an Incident Action Plan and establish safety
parameters.
Xcel Energy will restore services in accordance with
their emergency operations plans.
Support Agencies
Entities with support responsibilities should familiarize themselves with lead agency actions.
Because supporting agencies may be comprised of specialized units, actions are not explicitly
listed here.
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Emergency Support Function (ESF) 13: Public Safety and
Security
Lead Departments:Supporting Departments:
Police Department Arapahoe County Sheriff’s Office
Colorado State Patrol
Introduction
Purpose
This annex describes the law enforcement measures provided during an incident of significance,
or when available intelligence indicates the potential for a situation that would require
mobilization of law enforcement resources to preserve peace and public safety within the service
areas of Englewood.
Scope
The scope of this annex is to outline the responsibilities and activities relating to law
enforcement in the event of an incident of significance. The Englewood Police Department will
perform law enforcement, peacekeeping, and other related public safety functions. These
functions are to prevent an incident or stop an undesirable situation before it occurs, respond to a
major incident or incident in progress, and restore the peace and public safety of the community.
This annex shall also serve as the general planning utility for incidents involving workplace and
school violence.
Situation Overview
During and after an incident of significance, law enforcement and safety measures will be
needed to protect life and property. Because the Police Department conducts routine patrols
within the community, officers may be the first responders to arrive on the scene of an incident.
Traffic control and enforcement will be needed to ensure orderly flow of traffic on roadways and
evacuation corridors. Police patrols will be needed in evacuated areas to prevent looting and to
protect property from intruders and vandalism.
The concentration of large numbers of people at shelters will require the presence of officers to
preserve orderly conduct. Security will be needed to protect emergency supplies, food and
equipment at shelters, and other storage locations.
Incidents of bomb threats, arson, and threats against individuals or groups to achieve political
concessions and/or public notoriety may cause disastrous results including public panic. Civil
disturbances may result in widespread injuries and damage to property and may require the
mobilization of large numbers of law enforcement resources.
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Detailed law enforcement responses are outlined in the Englewood Police Department Policy and
Procedure Manual, which establishes the framework for Command Staff to most effectively
utilize the available resources. This manual is for authorized personnel only.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Concept of Operations
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
General
1. City of Englewood service area and city law enforcement activities remain under the
control of the Englewood Police Department.
2. The State of Colorado has concurrent responsibility with local jurisdictions for certain
offenses.
3. The federal government has responsibility for enforcement of federal laws, though local
and state officers have authority to enforce and make arrests for certain federal violations.
4. During an incident of significance, the Governor may assume authority within the
affected area to exercise all law enforcement power constitutionally vested in the State of
Colorado.
Mitigation
1. Identify threats to service area assets and resources.
2. Develop plans, procedures, and organizational structures needed to ensure the
continuation and coordination of law enforcement and security of service area resources
during an incident.
3. Identify and secure equipment required to maintain readiness and the continuation of
operations during an incident.
4. Identify alternate agencies to assist in law enforcement and security during an incident.
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Preparedness
1. Identify and maintain a network of available local, county, and state resources to aid in
law enforcement and security.
2. Participate in training sessions and exercises.
3. Evaluate agency EOPs.
4. Ensure that administrative procedures are in place to aid control during emergency
operations.
5. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during emergency operations.
Response
1. Select and contact appropriate personnel.
2. Designate personnel authorized to enter the affected area and provide this information to
the DOC or EOC.
3. Provide a representative to the DOC or EOC, as requested.
4. Confirm and report the level, severity, and extent of involvement.
5. Coordinate with the Public Information Officer to communicate emergency public
information and external communications (ESF-15 External Affairs).
6. Coordinate with law enforcement personnel in maintenance of security of facilities and
supplies.
7. Make requests for law enforcement support beyond those of routine mutual aid.
8. Act as officers of the requesting jurisdiction when responding to mutual-aid requests and
utilize the National Incident Management System.
Recovery
1. Coordinate and organize long term plans for the continued operation of emergency
service resources.
2. Provide damage documentation on affected Police Department buildings, lands, or other
structures to the Damage Assessment Unit in the DOC or EOC.
3. Develop and enact a plan to repair or replace any damaged equipment.
4. Develop plans to replace or supplement personnel required to maintain operations.
Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic underlying responsibilities assigned to ensure preparedness and
an effective response.
All Stakeholders
All agencies, departments, critical stakeholders, or organizations with responsibilities identified
in this section of the EOP are responsible for developing internal procedures and standard
operating procedures for carrying out the following assigned lead and support functions:
1. Identify, train, and assign personnel to maintain contact with and prepare to execute
missions in support of the Englewood EOP during periods of activation.
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2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement or press release
through the DOC, EOC and JIC, if activated.
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate city department or enterprise continuity of operations and recovery plans, as
needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
Lead Agencies
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Police Department
Respond to incidents threatening the security of city
assets or resources with available resources.
Coordinate law enforcement and security activities with
available resources.
Enforce all laws, regulations and ordinances as
authorized and/or mandated by legislation.
Establish an Incident Command System to effectively
manage law enforcement incidents.
Develop an Incident Action Plan and establish safety
parameters.
Determine additional resource needs and initiate
requests in an expedient manner. Requests for support
beyond those of routine mutual-aid should be made
through the DOC or EOC, if activated.
Analyze disaster or potential disaster conditions, city
wide needs and requirements, and recommend to the
Police Chief/City Manager/City Mayor those functions
that should be reduced, strengthened or maintained
during the emergency period.
Prepare and conduct the evacuation of all or part of an
area in coordination with the DOC or EOC, provide
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Lead Agency Actions
security for the evacuation, and control access to the
area.
Provide security for any evacuated areas and control
access.
If residents refuse to evacuate, a record of these
evacuation attempts should be maintained.
Support Agencies
Entities with support responsibilities should familiarize themselves with lead agency actions.
Because supporting agencies may be comprised of specialized units, actions are not explicitly
listed here.
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Emergency Support Function (ESF) 14: Community
Recovery, Mitigation, and Economic Stabilization
Lead Departments:Supporting Departments:
Community Development Department--
Building Division
Community Development Department—
Economic Development Division
Police Dept. - Fire Marshal’s Office
Police Dept. - Code Enforcement Office
Public Works
Utilities
Introduction
Purpose
The purpose of this annex is to provide the framework for the City of Englewood to coordinate
the local government, state, federal, and private sector recovery from long term consequences of
an incident of significance affecting part or all of the City.
Scope
A timely and accurate assessment of damage is critical for determining response priorities and
resource needs. The assessment also provides the data necessary to determine if the disaster
event and resultant damage exceeds the capacity of available local resources and whether a
Disaster Declaration is warranted.
The Colorado Division of Homeland Security and Emergency Management (DHSEM) has
developed a state-level recovery plan that provides guidance for emergency management
personnel to develop recovery planning efforts.
Situation Overview
Short-term recovery efforts are taken immediately after the disaster to focus on the restoration of
essential services and providing for basic human needs. Long term recovery efforts address cost
accounting, reimbursement, and restoring the community to pre-disaster conditions, if possible.
The whole community (e.g., volunteer, faith and community-based organizations; other non-
governmental organizations (NGOs); and the private sector) may be needed to effectively
recover from a major disaster.
Large-scale emergencies may have psychosocial impacts on the affected population as well as
those involved in long-term recovery.
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Local governments have primary responsibility for managing recovery efforts and preparing
strategies to facilitate recovery. State and federal officials look to local government to clearly
articulate recovery priorities to optimize the effectiveness of supplemental assistance.
Federal assistance may be needed as a result of a disaster. Federal programs, such as public
assistance for eligible governments, special districts and non-profit organizations, and individual
assistance to help citizens and small business with disaster-related losses may be available, along
with other programs such as hazard mitigation funding and National Disaster Recovery
Framework support.
The recovery process may take years. Returning the community to the pre-disaster environment
may not be possible or ideal.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Concept of Operations
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
General
1. The City Manager will designate a recovery manager based on the needs of the incident,
whose primary role is to manage and coordinate the redevelopment and re-building of the
community.
Mitigation
1. Identify threats to systems and resources.
2. Develop plans, procedures, and organizational structures needed during both short-term
and long-term recovery.
Preparedness
1. Participate in training sessions and exercises.
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2. Evaluate agency EOPs.
3. Ensure that administrative procedures are in place to aid control during emergency
operations.
4. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during emergency operations.
Response
1. Select and contact appropriate personnel.
2. Designate personnel authorized to enter the affected area and provide this information to
the DOC or EOC.
3. Provide a representative to the DOC or EOC, as requested.
4. Confirm and report the level, severity, and extent of involvement.
5. Coordinate the transition to short-term recovery efforts, which is consistent with the
strategies found within the National Response Framework (NRF). The transition from
response to short-term recovery may or may not involve different personnel.
Recovery
5. Coordinate damage assessment.
6. Coordinate short and long-term recovery efforts.
Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic underlying responsibilities assigned to ensure preparedness and
an effective response.
All Stakeholders
All agencies, departments, critical stakeholders, or organizations with responsibilities identified
in this section of the EOP are responsible for developing internal procedures and standard
operating procedures for carrying out the following assigned lead and support functions:
2. Identify, train and assign personnel to maintain contact with and prepare to execute
missions in support of the Englewood EOP during periods of activation.
3. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
4. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
5. Provide information and coordinate any public announcement, statement or press release
through the DOC, EOC and JIC, if activated.
6. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
7. Activate city department or enterprise continuity of operations and recovery plans, as
needed.
8. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
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Lead Agencies
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Fire Marshal’s Office, Building
Division, Code Enforcement
Office, Economic Development
Division, Public Works, and
Utilities
Personnel will conduct an Initial Damage Assessment
which will serve as the basis for evaluating the need for
a disaster declaration.
Guidance and checklists following Safety Assessment
Program (SAP) protocols will be provided to personnel
conducting the assessments.
Information and documentation compiled will be
consolidated into a Preliminary Damage Assessment
report and provided to appropriate personnel as well as
to the State Office of Homeland Security and
Emergency Management.
Building Division
Request assistance from Safety Assessment Program
(SAP) if needed.
Provide fast-track program for recovery permitting.
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Emergency Support Function (ESF) 15: External Affairs
Lead Departments:Supporting Departments:
Public Information Officer (Police Dept.)
Englewood Communications Department
Introduction
Purpose
The purpose of this annex is to describe the guidance and procedures to rapidly mobilize City
assets to prepare and deliver coordinated and sustained messages to the public in support of a
response during incidents of significance. These procedures will be used to ensure the public has
the required information to prepare and react to an emergency incident.
Scope
In the City of Englewood, external affairs are coordinated through the City Communications
Department and the Police Department’s Public Information Officer. This annex will be
activated whenever accurate and timely information is needed to inform the public during an
emergency or disaster.
Situation Overview
During an incident of significance, clear and coordinated communication with the public is
critical. Emergency communications may include directives about evacuation, curfews, and other
self-protective actions; and information about response status, family members, available
assistance, and other matters that impact response and recovery. This annex is separate from
public alert and warning, which is discussed in ESF-2 Communications.
Well-conceived and effectively delivered emergency messages can help ensure public safety,
protect property, facilitate response efforts, elicit cooperation, instill public confidence, and help
families reunite.
External communication may come from many sources, including in-person events, print and
broadcast media, websites, and social media.
A Joint Information Center (JIC) may be established to ensure coordinated communication
messages across agencies and jurisdictions.
Planning Assumptions
It is assumed that all agencies have emergency operations plans and will enact those plans in
support of this ESF. In addition, it is assumed that all City departments/agencies have established
continuity of operations plans. All supporting agencies will ensure continual operational
readiness. Agencies will develop inter-agency and inter-jurisdictional agreements with similar
agencies to expedite resource mobilization when additional assistance is needed. Mobilization
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centers, staging areas, receiving and distribution sites, key operational support facilities, and
necessary staffing will be identified.
Concept of Operations
Most incidents will initiate at a City level. During this response phase, the City will evaluate the
scenario and activate its emergency response procedures as appropriate. As the incident grows,
the City will coordinate activity with its Department Operations Center (DOC).
Support from the Arapahoe County Office of Emergency Management (ACOEM) may be
requested by the City, and the Arapahoe County Emergency Operations Center (EOC) may be
activated. Emergency response activities are then coordinated by the ACOEM.
An Incident Command System in compliance with the National Incident Management System
(NIMS) will be established. This system will be utilized to coordinate on-scene incident response
activity.
Mitigation
1. Develop plans, procedures, and organizational structures needed for clear and
coordinated external communications during an incident of significance.
Preparedness
1. Participate in training sessions and exercises.
2. Evaluate agency EOPs.
3. Ensure that administrative procedures are in place to aid control during emergency
operations.
4. Ensure that administrative and accounting procedures are in place to document actions
taken and all costs incurred during emergency operations.
Response
1. Select and contact appropriate personnel. The Police Department is the lead PIO on a
major incident and the Communications Department assists as necessary. The
communications department is responsible for disseminating all pertinent information.
2. Designate personnel authorized to enter the affected area and provide this information to
the DOC or EOC.
3. Provide a representative to the DOC or EOC, as requested.
4. Confirm and report the level, severity, and extent of involvement.
5. Establish JIC representative, if required.
Recovery
1. Work with local, state, and federal partners to maintain external communications
throughout recovery process.
Assignment of Responsibilities
Regardless of the management framework utilized and the individual tasks assigned, the
following activities are the basic underlying responsibilities assigned to ensure preparedness and
an effective response.
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All Stakeholders
All agencies, departments, critical stakeholders, or organizations with responsibilities identified
in this section of the EOP are responsible for developing internal procedures and standard
operating procedures for carrying out the following assigned lead and support functions:
1. Identify, train, and assign personnel to maintain contact with and prepare to execute
missions in support of the Englewood EOP during periods of activation.
2. Coordinate activities and maintain communication with the DOC or EOC, if activated,
during all emergency operations.
3. Provide an agency representative to the DOC or EOC, as requested or if unable to attend
in person utilize communications tools from a satellite location.
4. Provide information and coordinate any public announcement, statement or press release
through the DOC, EOC and JIC, if activated.
5. Provide program assistance and expertise as appropriate and in coordination with other
agencies.
6. Activate city department or enterprise continuity of operations and recovery plans, as
needed.
7. Provide all requested information prior to, during and following any incident to the
Arapahoe County OEM.
Lead Agencies
The lead agencies are responsible for assuming additional responsibilities related to the planning,
execution, testing, and revision of the policies and procedures necessary to execute this ESF. In
addition, they may have specific response-based activities or duties as dictated by the nature of
the organization. Finally, other ESFs may be activated concurrently with this document. In this
case, the organizations here may also have other responsibilities as lead or support agencies.
Staffing should remain scalable to accommodate the different needs of the organization.
Lead Agency Actions
Public Information Officer,
Police Department
The Police Department PIO will provide information
when needed to inform the public of disaster related
information for law enforcement related events.
In order to reduce confusion, control rumors, and
promote public confidence in emergency response
efforts, a single point-of-contact will be established for
the direct release of disaster-related information to the
public via the news media during a major event.
Records shall be kept of actions performed and
information that is released.
Communications Department
The City’s PIO will provide information when needed
to inform the public of disaster related information.
In order to reduce confusion, control rumors, and
promote public confidence in emergency response
efforts, a single point-of-contact will be established for
Page 147 of 256
Page | 136
Lead Agency Actions
the direct release of disaster-related information to the
public via the news media during a major event.
In smaller incidents, a single spokesperson from the
primary response department at the scene will be
designated to release information about the incident.
A Joint Information Center (JIC) may be established
when there is a need to coordinate information from
many agencies. The City’s single point-of-contact will
be designated as the JIC Manager and will coordinate
the release of information.
Records shall be kept of actions performed and
information that is released.
Page 148 of 256
STUDY SESSION
TO: Mayor and Council
FROM: Karen Montanez
DEPARTMENT: Community Development
DATE: February 1, 2021
SUBJECT:
Discussion of Energy Conservation and Green Construction
Codes
DESCRIPTION:
Discussion of Energy Conservation and Green Construction Codes
RECOMMENDATION:
Chief Building Official Karen Montanez will be present to discuss and review the 2018
International Energy Conservation Code and the International Green Construction Code.
PREVIOUS COUNCIL ACTION:
On October 19, 2020, City Council unanimously approved the adoption of the 2018 International
Codes including Building, Residential, Fire, Plumbing, Mechanical, Fuel Gas, Existing Building,
and Energy Code. At that time, council expressed an interest in adopting the International
Green Construction Code (IGCC), incorporating some aspects of that code into existing codes,
or amending the adopted International Energy Conservation Code (IECC) to include additional
requirements.
SUMMARY:
The first edition of the International Green Construction Code (IGCC) was published in 2010
and is subsequently modified every three years. The 2018 IGCC is primarily a new standard
rather than an updated version of the previous standards. The City of Denver recently adopted
the 2018 IGCC as an optional code only for use in specific circumstances. Other jurisdictions
such as Sheridan and Federal Heights have adopted the 2015 IGCC codes. The 2018
International Energy Conservation Code (IECC) has been adopted by several jurisdictions with
limited amendments. Denver's adopted amendments include EV Ready (e.g. vehicle charging)
and EV Capable as well as PV Ready (e.g. solar) requirements.
Financial incentives were included in Denver's adoption of the IGCC. It appears that many
jurisdictions, whether they have adopted the IGCC or a variant of the green code, offer some
type of incentive, such as a fee rebate.
ANALYSIS:
The adopted 2018 IECC provides requirements for most energy use elements of a building's
construction that are reviewed by the Building Division, including requirements for the building
thermal envelope, mechanical and electrical systems. In addition, the International Plumbing
Code and Chapter 29 of the International Residential Code have requirements for low flow
toilets, faucets, showerheads, etc.
Page 149 of 256
The 2018 IGCC contains requirements focused on six primary areas to reduce the negative
impacts of buildings on the natural environment. These include:
1. Site sustainability,
2. Water use efficiency,
3. Energy efficiency,
4. Indoor air quality,
5. Materials and resources, and
6. Construction and plans for operation.
Some of these areas, in particular site sustainability and water use efficiency, would require the
project to be reviewed by the Building Division and several other city departments such as
Planning, Utilities, Engineering and Wastewater.
The IGCC's energy requirements and indoor air quality requirements are very similar to the
IECC. Therefore, the main analysis is of the remaining primary areas of site sustainability, water
use efficiency, materials and resources, and construction and plans of operation.
Site sustainability focuses on allowable sites, site inventory and assessment, stormwater
management, mitigation of heat island effect, light pollution reduction, and mitigation of
transportation impacts.
Water use efficiency focuses on landscape design, including plantings, irrigation, reduction of
building water use and water efficient plumbing appliances and equipment.
Material resources focuses on tracking of construction and demolition waste materials and post-
occupancy recycling.
Construction and plans of operation provide detailed listing of documentation that is mandated
throughout the project and post construction.
CONNECTION TO STRATEGIC PLAN:
As part of the City's larger strategic plan of sustainability and promoting a city that protects its
natural environment, staff believes that promoting energy efficiency is being met by adoption of
current codes. Consideration and incorporation of green building codes and/or adding stretch
codes would further enhance the following strategic plan goals:
• Promote homeowner and business conservation and sustainability efforts.
• Build solar gardens and encourage energy efficient homes and businesses.
ALTERNATIVES:
1. Direct staff to incorporate desired code adoptions or amendments into Englewood's existing
codes.
2. Identify desired code adoptions and amendments that will be incorporated into the next
regularly scheduled adoption cycle (the 2021 code series in 2022 or 2023).
3. Do not pursue these code amendments.
Page 150 of 256
CONCLUSION:
Staff does not recommend adoption of the 2018 IGCC in its entirety because most jurisdictions
have only amended portions of their codes to incorporate IGCC elements. If there are elements
of the IGCC that Council desires to incorporate, staff can return with amendments for Council's
consideration, or the elements could be considered and incorporated during the next regular
code update cycle scheduled for 2022/2023. Incorporation of elements of the IGCC may require
significant staff time for research and development in order to ensure compatibility with other
city codes and development requirements, such as stormwater management, landscaping and
parking, and potable water usage.
ATTACHMENTS:
PowerPoint Presentation
Page 151 of 256
Energy Conservation and Green Construction Codes Karen Montanez, Chief Building OfficialPage 152 of 256
• The IECC regulates the design and construction of both commercial and residential buildings in order to provide for the effective use and conservation of energy over the life of a building. The code provides flexibility to allow for the use of innovative approaches and techniques to achieve these objectives.• Code compliant buildings reduce energy use and polluting emissions over the life of the buildings and benefits building owners, homeowners and society by improving cost effectiveness, comfort, and durability. • The IECC provides for mandatory requirements, as well as prescriptive components which are specific requirements that can be lessened or eliminated in trade for compensating improvements elsewhere. Mandatory requirements cannot be traded down.2018 INTERNATIONAL ENERGY CONSERVATION CODE (IECC)Page 153 of 256
• The IECC provides requirements for most elements of the building construction including:oBuilding thermal envelope which consists of exterior walls, floors, ceilings, etc. by setting the requirements for insulation, windows, doors, etc.oMechanical system requirements including sizing, insulation, programable thermostats, etc. (Note that energy ratings of appliances are regulated at the federal government level and not by code).oLighting system requirements including occupant sensor controls, light-reduction controls, daylight-responsive controls, and high efficacy lighting fixtures.2018 INTERNATIONAL ENERGY CONSERVATION CODE (IECC)Page 154 of 256
• Denver, in addition to Golden, Boulder and Summit County have added requirements (typically referred to as stretch code requirements) to include EV Ready, EV Capable as well as adopting IECC appendixes for PV Ready for new construction to their adopted codes.oIt is estimated that additional costs for a EV Ready installation in a new single-family home would be $50 (more depending on the distance from the panel to the parking space). A retrofit would be $250 (substantially more if a panel upgrade is required or if an extensive degree of demolition and reconstruction is required).oDenver estimated that for multi-family and commercial projects, the cost for EV Capable would be $300 per space for new construction and $2,500 per space for a retrofit. EV Ready would be $1,300 per space for new construction and $6,300 per space for a retrofit. 2018 INTERNATIONAL ENERGY CONSERVATION CODE (IECC)Page 155 of 256
The IGCC focuses on six primary areas for construction:• Site sustainability• Water use efficiency• Energy efficiency• Indoor environmental quality• Materials and Resources• Construction and plans for operationThis presentation will primarily focus on site sustainability, water use efficiency, materials and resources, and construction and plans for operation. Much of the energy efficiency and indoor environment are covered by the IECC.2018 INTERNATIONAL GREEN CONSTRUCTION CODE (IGCC)Page 156 of 256
SITE SUSTAINABILITY • Allowable SitesoExisting building envelopeoBrownfield – a site documented as contaminated, usually by a Phase II Environmental Site AssessmentoGreyfield – a site where more than 20% is currently or has been previously developed with impervious surfacesoGreenfield – a site where 20% or less has been previously developed with impervious surfaces• Predesign Site Inventory and AssessmentoA predesign site inventory and assessment is required to determine and inventory any natural resources and if there are any resources that would prevent development (i.e. wetlands, fish or wildlife habitat, etc.)2018 INTERNATIONAL GREEN CONSTRUCTION CODE (IGCC)Page 157 of 256
• Site sustainability requires the removal of invasive plants and the use of native or adaptive plants• Stormwater ManagementoStormwater management includes the use of vegetated roofs, pervious pavement, open-grid pavers, rain gardens and vegetated swales2018 INTERNATIONAL GREEN CONSTRUCTION CODE (IGCC)Page 158 of 256
• Mitigation of Heat Island Effecto50% of the site hardscape to be protected with one of the following or a combination:Shade provided by trees or vegetation (no later than 10 years after final approval)Shade provided by buildings or structures Permeable pavement and pavers o30% of east and west above-grade walls to be shaded by vegetation (no later than 10 years after final approval, man-made structures, buildings, hillsides, permanent building projections or a combination of the these. The shaded area is from grade level to a height of 20 feet above grade.• Reduction of light pollution determined by lighting zone districts2018 INTERNATIONAL GREEN CONSTRUCTION CODE (IGCC)Page 159 of 256
• Mitigation of Transportation ImpactsoPedestrian walkwaysoBicycle pathsoBicycle parking (minimum number, location, security and visibility)oSite vehicle provisions (projects with over 100 spaces must reserve 5% for SmartWay or meet electric vehicle charging requirements.)2018 INTERNATIONAL GREEN CONSTRUCTION CODE (IGCC)Page 160 of 256
WATER USE EFFICIENCY• Landscape design o60% of the improved landscaped area shall be bio-diverse planting of nativeplants and rainfall compatible plants. Landscaped area includes green roofs, plantings for stormwater controls, planter boxes, etc.oNot more than 1/3 of new landscape areas are permitted to be irrigated with potable water except during the landscape establishment period of 18 monthsoIrrigation systems have numerous requirements• Building water use reduction • Plumbing appliances and equipment must comply with the EPA WaterSense and ENERGY STAR specifications and program requirements.• Water-bottle filling stations are required to be provided for not less than 50 percent of all drinking fountains installed in and around buildings2018 INTERNATIONAL GREEN CONSTRUCTION CODE (IGCC)Page 161 of 256
MATERIAL RESOURCES• Construction Waste Management oRequires tracking of construction and demolition waste materials so that at least 50 percent of non-hazardous materials are diverted from disposal in landfills or incinerators by reuse, recycling, etc. oFor new building projects, construction waste cannot exceed more than 42 cubic yards per 10,000 square foot of new floor area. The waste applies to all waste regardless of disposal method. The amount of waste is to be tracked throughout the construction process. • Collection of Post-Occupancy Waste oArea dedicated to the collection and storage of non-hazardous materials for recycling, including paper, cardboard, glass, plastics and metals.oFor building projects with residential spaces, an area that serves the entire building is to be designed for the collection and storage of discarded but clean items in good condition.oSeparate containers are to be provided for collection of electronics, alkaline and rechargeable batteries.2018 INTERNATIONAL GREEN CONSTRUCTION CODE (IGCC)Page 162 of 256
CONSTRUCTION AND PLANS OF OPERATION • Throughout the project and post construction, there are multiple levels of testing, documentation, etc. that are to be provided by the design team, general contractor, and third-party agencies that go beyond the requirements of the adopted building codes.2018 INTERNATIONAL GREEN CONSTRUCTION CODE (IGCC)Page 163 of 256
1. Direct staff to incorporate desired code adoptions or amendments into Englewood's existing codes.2. Identify desired code adoptions and amendments that will be incorporated into the next regularly scheduled adoption cycle (the 2021 code series in 2022 or 2023).3. Do not pursue these code amendments at this time.COUNCIL DIRECTIONPage 164 of 256
STUDY SESSION
TO: Mayor and Council
FROM: Chris Harguth, Madeline Hinkfuss
DEPARTMENT: Communications
DATE: February 1, 2021
SUBJECT: Citizen of the Year
DESCRIPTION:
Staff is looking for direction as to whether Council wants to move forward with the nomination
process for Citizen of the Year.
RECOMMENDATION:
Staff is looking for direction as to whether Council would like to move forward with the draft
nomination and selection process and when Council would like to open the nomination process.
In past years, the nomination process opened in early February and the Citizen of the Year
Celebration was held on May 13 to coincide with the city’s birthday (May 13, 1903). The 2020
Citizen of the Year process was delayed due to COVID-19. The 2020 Citizen of the Year was
selected in September 2020.
PREVIOUS COUNCIL ACTION:
2016: Council agreed on a nomination and selection process for the Citizen of the Year
2017: The Citizen of the Year was chosen by the City Council and recognized at a celebration in
May
2018: Council decided to postpone the selection process for Citizen of the Year.
2019: The Citizen of the Year was chosen by the City Council and recognized at a celebration in
May
2020: The Citizen of the Year application process was delayed due to COVID-19. The Citizen of
the Year was selected and recognized at a Council meeting in November.
ALTERNATIVES:
2021 Citizen of the Year Schedule Options
Spring
February 1, 2021 Citizen of the Year Process Discussion at Study Session
February 4, 2021 Call for nominations
February 24, 2021 COY applications due, publicity agreement included
March 8, 2021 COY decision by Council at Study Session
March 10, 2021 Nominee contacted
May 15, 2021 COY recognized at Council Study Session
Page 165 of 256
Summer/Fall
February 1, 2021 Citizen of the Year Process Discussion at Study Session
June 1, 2021 Call for nominations
August 1 COY applications due, publicity agreement included
August 9, 2021 COY decision by Council at Study Session
August 11, 2021 Nominee contacted, Potential Speakers contacted (tentative)
September 29, 2021 Invitations mailed (tentative)
November 2021: COY Celebration at Malley Rec Center (tentative)
Page 166 of 256
2021 Citizen of the Year Nomination Form
Nomination Process
Any Englewood resident is eligible for nomination, with the exception of current City
Councilmembers.
Nominees shall:
• Have exemplified outstanding volunteer or philanthropic dedication to the Englewood
community.
• Have signed a consent form agreeing to stand for nomination and grant the City his/her
permission to release the nominee’s name for publicity purposes, if selected as Citizen
of the Year.
To be eligible for consideration, all nominations should include:
• Letter of nomination, with nominee’s name and address and the name and
address of the person making the nomination.
• Documentation of volunteer/philanthropic service: amount of time serving the
community, value of service, variety of contribution, impact of service given.
• Support for nomination: type of support given, groups/individuals supporting
nomination.
• Signed waiver from nominee: publicity agreement
(*ALL NOMINATIONS MUST BE IN BY DATE, 2021.)
Please submit the following forms electronically with the submit button below or print and mail
to:
Madeline Hinkfuss, Communications
1000 Englewood Parkway
Englewood, CO 80110
Page 167 of 256
Name of Nominee: ____________________________________________________________
Address of Nominee: ___________________________________________________________
Nominee Phone: ________________________Nominee Email: _________________________
Your Name: _______________________________________Phone: _____________________
Address:________________________________________Email:______________________
Nomination Letter:
____________________________________________________________________________
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Page 168 of 256
Documentation of volunteer/philanthropic service: amount of time serving the community, value
of service, variety of contribution, impact of service given:
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
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Support for nomination: type of support given, groups/individuals supporting nomination:
____________________________________________________________________________
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Page 169 of 256
MINUTES
Teleconferenced City Council Regular Meeting
Tuesday, January 19, 2021
Teleconferenced 6:00 PM
1 Call to Order
The Special/Regular meeting of the Englewood City Council was called to order by
Mayor Olson at 6:00 p.m. and was held by teleconference.
2 Pledge of Allegiance
The Pledge of Allegiance was led by Mayor Olson.
3 Roll Call
COUNCIL PRESENT: Mayor Linda Olson
Mayor Pro Tem Othoniel Sierra
Council Member Joe Anderson
Council Member Dave Cuesta
Council Member Rita Russell
Council Member Cheryl Wink
Council Member John Stone
COUNCIL ABSENT: None
STAFF PRESENT: City Manager Lewis
Interim City Attorney Dorotik
City Clerk Carlile
Deputy City Clerk Truscott Reed
Interim Director of Finance Dodd
Director of Parks, Recreation, Library, and Golf Underhill
Director of Public Works D'Andrea
Director of Utilities and South Platte Renew Van Ry
Director of Community Development Power
Recreation Manager Boyd
Recreation Supervisor Adamson
Planning Manager Burkholder
Manager of Open Space Lee
Code Enforcement Supervisor Lewis Jr.
Planner II Sampson
Court Administrator Wolfe
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Teleconferenced City Council Regular
January 19, 2021
Deputy Director of Operations and Maintenance Lundquist
Maintenance & Operations Manager Ortega
Engineering Manager Hoos
Capital Project Engineer Keener
Utilities Administration Manager Walker
Deputy Director of Environmental Programs Corning
Network Administrator Hunnicutt
Applications Support Administrator Hackett
4 Study Session Topic
a) Representatives from Xcel Energy were present to discuss with City Council
the timing and process for replacing and upgrading the transmission line that
runs from Denver, through Sheridan, Englewood, Littleton, Centennial and
terminates in Greenwood Village.
b) Recreation Manager Allison Boyd, Recreation Supervisor Cheryl Adamson and
Jayla Sanchez-Warren from Area Agency on Aging were present to discuss
with Council data specific to Englewood and answer questions regarding
programs Englewood is currently offering.
c) Planning Manager Wade Burkholder, Planner II Erik Sampson and
representatives from LodgingRevs were present to provide City Council with an
update on the short-term rental process.
d) Interim Director of Finance Tim Dodd was present to discuss with City Council
the Monthly Financial Update.
The meeting recessed at 7:34 p.m. for a break.
The meeting reconvened at 7:40 p.m. with all Council Members present.
5 Consideration of Minutes of Previous Session
a) Minutes of the Regular City Council Meeting of January 4, 2021.
Moved by Council Member Othoniel Sierra
Seconded by Council Member John Stone
APPROVAL OF THE MINUTES OF THE SPECIAL/REGULAR CITY COUNCIL
MEETING OF JANUARY 4, 2021.
For Against Abstained
Joe Anderson x
Dave Cuesta x
Rita Russell x
Othoniel Sierra (Moved By) x
John Stone (Seconded By) x
Cheryl Wink x
Linda Olson x
7 0 0
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Teleconferenced City Council Regular
January 19, 2021
Motion CARRIED.
b) Minutes of the Special City Council Meeting of January 11, 2021.
Moved by Council Member John Stone
Seconded by Council Member Cheryl Wink
APPROVAL OF THE MINUTES OF THE SPECIAL CITY COUNCIL MEETING
OF JANUARY 11, 2021.
For Against Abstained
Joe Anderson x
Dave Cuesta x
Rita Russell x
Othoniel Sierra x
John Stone (Moved By) x
Cheryl Wink (Seconded By) x
Linda Olson x
7 0 0
Motion CARRIED.
6 Appointments, Communications, Proclamations, and Recognition
There were no appointments, communications, proclamations, or recognitions.
7 Recognition of Scheduled Public Comment
a) Kathleen Bailey, an Englewood resident, submitted written public comment
regarding police funding and safety in the City.
b) Steven Kelly, an Englewood resident, addressed Council regarding Off-Leash
Dog Parks.
c) Pamela Beets, an Englewood resident, addressed Council regarding Title 16.
8 Recognition of Unscheduled Public Comment
a) Peter Stuart addressed Council regarding alley paving.
b) Janice Brown, an Englewood resident, addressed Council regarding water
infrastructure.
c) Tammy Williamson, an Englewood resident, addressed Council regarding
short-term rentals (STR's).
d) Marcy Brown, an Englewood resident, addressed Council regarding single
hauler trash service.
e) Claudine Burger, an Englewood resident, addressed Council regarding Title
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Teleconferenced City Council Regular
January 19, 2021
16.
Council Member Russell responded to Public Comment.
9 Consent Agenda Items
Council Member Russell removed Agenda Items 9(b)(i), 9(c)(iv), and 9(c)(vi) from
Consent Agenda.
Moved by Council Member Wink, seconded by Council Member Sierra to approve
Consent Agenda Items 9(b)(ii), 9(c)(i-iii) and 9(c)(v).
a) Approval of Ordinances on First Reading
There were no additional Ordinances on First Reading [See Agenda Item
11(a)(i).]
b) Approval of Ordinances on Second Reading.
i) CB 01 - Update to Title 7, Chapter 7 regarding Public Aid, Mutual Aid and
Emergency Response
Moved by Council Member Othoniel Sierra
Seconded by Council Member Joe Anderson
[Clerks note: This agenda item was removed from the Consent Agenda
Motion and considered independently.]
ORDINANCE NO.06, SERIES OF 2021 (COUNCIL BILL NO. 01,
INTRODUCED BY COUNCIL MEMBER ANDERSON)
AN ORDINANCE AMENDING TITLE 7, CHAPTER 7, SECTIONS 1-9
REGARDING PUBLIC AID, MUTUAL AID AND EMERGENCY
RESPONSE, ALL WITHIN THE CITY OF ENGLEWOOD, COLORADO.
For Against Abstained
Joe Anderson (Seconded By) x
Dave Cuesta x
Rita Russell x
Othoniel Sierra (Moved By) x
John Stone x
Cheryl Wink x
Linda Olson x
6 1 0
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Motion CARRIED.
ii) CB 02 - Council Rules and Policies updates: Ethics, Recusal and
Financial Conflicts of Interest
ORDINANCE NO. 05, SERIES OF 2021 (COUNCIL BILL NO. 02,
INTRODUCED BY COUNCIL MEMBER OLSON)
AN ORDINANCE AMENDING TITLE 1 BY ADOPTING CHAPTER 11,
SECTIONS 1-9 REGARDING ESTABLISHMENT OF A CODE OF
ETHICS, ALL WITHIN THE CITY OF ENGLEWOOD, COLORADO.
c) Resolutions and Motions
i) Re-appointment of David A. Sprecace as an associate municipal judge.
RESOLUTION NO. 05, SERIES OF 2021
A RESOLUTION FOR THE REAPPOINTMENT OF DAVID A.
SPRECACE, AS ASSOCIATE MUNICIPAL JUDGE FOR THE CITY OF
ENGLEWOOD, COLORADO.
ii) Handbook for Boards, Commissions and Committees
Approval of the suggested revisions to the Board and Commission
Handbook.
iii) Approval of 2021 Bulk Fuel & Fluids Purchase with Hill Petroleum
RESOLUTION NO. 06, SERIES OF 2021
A RESOLUTION AWARDING A CONTRACT FOR THE PURCHASE
OF FUEL FROM HILL PETROLEUM UNDER THE TERMS OF THE
COLORADO MULTIPLE ASSEMBLY OF PROCUREMENT
OFFICIALS (MAPO) COOPERATIVE PURCHASING AGREEMENT
iv) Award of Contract to HDR Engineering, Inc. for Engineering Design
Services for the South Englewood Storm Sewer Outfall Project
Moved by Council Member Othoniel Sierra
Seconded by Council Member John Stone
[Clerks note: This agenda item was removed from the Consent Agenda
Motion and considered independently.]
Motion approving a contract with HDR Engineering, Inc., for engineering
design services for the South Englewood Storm Sewer Outfall project in
the amount of $199,204.00.
For Against Abstained
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Teleconferenced City Council Regular
January 19, 2021
Joe Anderson x
Dave Cuesta x
Rita Russell x
Othoniel Sierra (Moved By) x
John Stone (Seconded By) x
Cheryl Wink x
Linda Olson x
6 1 0
Motion CARRIED.
v) Annual certification of the city's mileage for Colorado Department of
Transportation (CDOT)
Approval of the signature sheet for the Annual Highway User Tax Fund
(HUTF) certification of condition and mileage report to be submitted to
the Colorado Department of Transportation (CDOT) by February 1,
2021.
vi) Award of Contract to Elite Surface Infrastructure for Construction of the
Englewood ServiCenter Drainage and Parking Lot Improvements.
[Clerks note: This agenda item was removed from the Consent Agenda
Motion and considered independently.]
Member Russell was disconnected from the meeting at 8:38 p.m.
Member Russell returned to the meeting at 8:40 p.m.
Moved by Council Member John Stone
Seconded by Council Member Othoniel Sierra
Motion to table Agenda Item until 9 (c) (vi) until Member Russell returns to
the meeting due to technical difficulties.
For Against Abstained
Joe Anderson x
Dave Cuesta x
Othoniel Sierra (Seconded By) x
John Stone (Moved By) x
Cheryl Wink x
Linda Olson x
6 0 0
Motion CARRIED.
Moved by Council Member Othoniel Sierra
Seconded by Council Member Joe Anderson
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Teleconferenced City Council Regular
January 19, 2021
Motion approving a contract with Elite Surface Infrastructure, for the
Englewood ServiCenter drainage and parking lot improvements, in the
amount of $554,564.30.
For Against Abstained
Joe Anderson (Seconded By) x
Dave Cuesta x
Rita Russell x
Othoniel Sierra (Moved By) x
John Stone x
Cheryl Wink x
Linda Olson x
7 0 0
Motion CARRIED.
Moved by Council Member Cheryl Wink
Seconded by Council Member Othoniel Sierra
Motion to approve the Consent Agenda Items 9(b)(ii), 9(c)(i-iii) and
9(c)(v).
For Against Abstained
Joe Anderson x
Dave Cuesta x
Rita Russell x
Othoniel Sierra (Seconded By) x
John Stone x
Cheryl Wink (Moved By) x
Linda Olson x
7 0 0
Motion CARRIED.
10 Public Hearing Items
No public hearing was scheduled before Council.
11 Ordinances, Resolutions and Motions
a) Approval of Ordinances on First Reading
i) CB 03 - Municipal code Changes related to technologically enhanced
naturally occurring radioactive material (TENORM).
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January 19, 2021
Moved by Council Member John Stone
Seconded by Council Member Joe Anderson
COUNCIL BILL NO. 03, INTRODUCED BY COUNCIL MEMBER STONE
A BILL FOR AN ORDINANCE AMENDING TITLE 12, CHAPTER 2,
SECTIONS 1 AND 5, OF THE MUNICIPAL CODE (2000) OF THE CITY
OF ENGLEWOOD, COLORADO, IN CONNECTION WITH
DEFINITIONS/ABBREVIATIONS AND ACRONYMS, AND PROHIBITING
THE DISCHARGE OR DEPOSIT OF ANY NON-EXEMPT AMOUNTS OF
TECHNOLOGICALLY ENHANCED NATURALLY OCCURRING
RADIOACTIVE MATERIAL (TENORM) INTO THE WASTEWATER
TREATMENT SYSTEM, ALL WITHIN THE CITY OF ENGLEWOOD,
COLORADO.
For Against Abstained
Joe Anderson (Seconded By) x
Dave Cuesta x
Rita Russell x
Othoniel Sierra x
John Stone (Moved By) x
Cheryl Wink x
Linda Olson x
7 0 0
Motion CARRIED.
b) Approval of Ordinances on Second Reading
There were no additional Ordinances on Second Reading [See Agenda Item 9
(b) (i-ii).]
c) Resolutions and Motions
i) OpenGov Renewal Agreement #1 Approval Request
Moved by Council Member Cheryl Wink
Seconded by Council Member Joe Anderson
Motion approving OpenGov's renewal agreement #1, to purchase the
Capital Projects Tracking System, in the amount of $326,940.
For Against Abstained
Joe Anderson (Seconded By) x
Dave Cuesta x
Rita Russell x
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Teleconferenced City Council Regular
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Othoniel Sierra x
John Stone x
Cheryl Wink (Moved By) x
Linda Olson x
7 0 0
Motion CARRIED.
ii) Utility billing software contract with Cogsdale.
Moved by Council Member Othoniel Sierra
Seconded by Council Member John Stone
Motion approving a contract with Cogsdale Corporation, for
implementation, to provide maintenance and support for a new utilities
billing system, in the amount of $1,180,125.
For Against Abstained
Joe Anderson x
Dave Cuesta x
Rita Russell x
Othoniel Sierra (Moved By) x
John Stone (Seconded By) x
Cheryl Wink x
Linda Olson x
5 2 0
Motion CARRIED.
12 Covid-19 Update
13 General Discussion
a) Mayor's Choice
b) Council Members' Choice
14 City Manager’s Report
15 City Attorney’s Report
16 Adjournment
Roll call was taken to adjourn the meeting - Seven Ayes. The meeting adjourned at
9:40 p.m.
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City Clerk
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Jayde Truscott Reed
From:Kathleen B <kbecology@hotmail.com>
Sent:Saturday, January 23, 2021 6:44 AM
To:City Clerk
Subject:02/01/21 Public City Council Meeting - Public Statement
Follow Up Flag:Flag for follow up
Flag Status:Flagged
USE CAUTION: This email originated from outside of the organization. DO NOT CLICK LINKS or OPEN ATTACHMENTS
unless you have verified the sender and know that the content is legitimate.
02/01/21 Public City Council Meeting ‐ Public Statement
7/24/18 was between a 25 and 50‐year Rain Event.
25‐Year Rain Event INFRASTRUCTURE does not rely on streets being a primary water carriers or leave 8” of ponding
water on the surface in the event of a 25‐Year Rain Event! It captures and removes the 25‐year rain event water from
the surface.
Therefore in the event of another 7/24/18 25‐50 year rain event those Citizens will experience significantly reduced
impact.
HOWEVER, What City Manager Lewis kept hinting was “Good News (though he consistently referenced South‐Central
Englewood Basin in error), and what D’Andrea and Ultieg and everyone of you voted on 8/17/20 to do for S3 and S4 is
NOT installation of 25‐Year Rain Event Capacity INFRASTRUCTURE.
You voted to tweak a 2‐year rain event infrastructure and use the streets as the primary transporter of any rain water
that can’t fit into the Pipes ‐ with a goal to leave no more then 8” of ponding water on the surface in the event of a 25‐
year rain event.
And apparently to hell with preparing for another 25‐50 year rain event.
The stunning image of the video I shared ‐ Before that video started and before it ended three of our Officers had
entered down a dark ice cold water filled stairway and forced through the basement door and the tallest Officer (over
7ft) entered a black fully engulfed basement blindly reaching in front as he moved forward searching for the young
woman till he found her motionless body and began bringing her back towards the basement door where he and the
other two brought her up the stairs and outside where they began CPR. Her heart was restarted and she was sent to the
Hospital.
But she died.
Your original goal was 25‐Year Rain Event Capacity INFRASTRUCTURE throughout South Englewood Basin.
What deformed world do you live in that you are so proud and smug with your about face?
Kathleen Bailey
District 4
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2
Sent from my iPhone
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1
Jayde Truscott Reed
From:Cynthia Searfoss <csearfos@comcast.net>
Sent:Monday, February 1, 2021 7:38 PM
To:City Clerk
Subject:Notes on Sustainability
Follow Up Flag:Follow up
Flag Status:Flagged
USE CAUTION: This email originated from outside of the organization. DO NOT CLICK LINKS or OPEN ATTACHMENTS unless you have
verified the sender and know that the content is legitimate.
Good Evening,
Here is the rest of my speech on Sustainability:
Good Evening,
Last August I asked our City Manager, Shawn Lewis, what the definition of “Sustainability” was for Englewood
staff as I had read the goal of “Sustainability” listed as a qualifier for several city projects. Mr. Lewis responded
with the following,” …. based on the new Strategic Plan and the goals around sustainability found in that plan,
City staff defines sustainability as an approach to decision making, planning and visioning that focuses on
meeting the economic, environmental, and social needs of the present without compromising the ability of
future generations to meet their needs.” This is a vague description that does not lend to quantifying or
defining what is “Sustainable.”
Last summer (2020) was one of the hottest and driest on record for Colorado. This winter has been warmer
and drier than we had hoped. The drought of 2020 has not been relieved by winter storms moving us into a
Spring and Summer with the continuation of the severe drought. This weather pattern is not expected to
improve for the foreseeable future according to National Weather Service, the Environmental Protection
Agency, the Center for Disease Control, and researchers at the University of Colorado.
January 3, 2021, The Denver Post reported that the Colorado Health Institute researchers have found people
living in poverty, children, the elderly and those with lung related diseases suffer disproportionately from the
effects of the increased heat in our cities. Colorado health data showed 475 heat‐related emergency room
admissions statewide in 2018.
Urbans area structures such as buildings, roads, and other infrastructure that absorb and re‐emit the sun’s
heat more than natural landscapes are Heat Islands. Heat islands experience higher temperatures than
outlying areas. The EPA reports that “Daytime temperatures in urban areas are about 1–7°F higher than
temperatures in outlying areas and nighttime temperatures are about 2‐5°F higher.”
The City of Denver has embarked on an effort to increase greenspace in Denver and has added $1 million to
the effort for the 2020‐2021 season. Their focus has been on planting trees that are drought and disease
tolerant in the scant green space open to the city. Denver is further challenged as well‐funded developers
compete with the city’s limited open space funds for greenspace.
Now Englewood is following a “Strategic Plan” to guide the future of development in Englewood. To promote
a healthy future the definition of “Sustainability” must include guidelines that specify exact environmental
goals for the city.
Vivek Shandas, a Portland State University ecologist stated in The Denver Post “It’s very easy to take out
greenspace and put in gray space. It’s harder to take out gray space and bring back greenspace — not only
costly but politically challenging to take out a parking lot or a street.”
Page 182 of 256
2
To the point of defining “Sustainability” a start would be to include driveways, walkways, and other covered
areas under the definition of “lot coverage”. To increase the greenspace around commercial builds and not
allow builders to pay fees to avoid greenspace requirements. Encourage builders not to destroy established
trees. There are many opportunities in our Unified Development Code to protect greenspace.
Solastalgia, is the sense of desolation people feel, when their home or land is lost to road building,
gentrification, loss of greenspace, and other environmental changes beyond their control. When I moved to
Englewood in the mid‐90s Englewood was known as the “City of Trees” I miss that Englewood daily. What will
future residents of Englewood miss?
Thank you
Cynthia Searfoss
Englewood, CO
Title 16: Destroying Single‐Family Homes.
Page 183 of 256
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: Alex Dorotik
DEPARTMENT: City Attorney's Office, City Clerk's Office
DATE: February 1, 2021
SUBJECT: Updates to Title 2 Boards and Commissions
DESCRIPTION:
CB 04 - Amendment to Title 2 Boards and Commissions
RECOMMENDATION:
Staff requests that Council approve a Bill for an Ordinance regarding updates to Title 2 Boards
and Commissions.
PREVIOUS COUNCIL ACTION:
At the January 11, 2021 Study Session, Council reviewed and discussed revisions to the Board
and Commission Handbook.
The Board and Commission Handbook was approved with revisions on January 19, 2021.
SUMMARY:
The intent of this Ordinance is to provide the City Council with the greatest possible flexibility in
assuring broad participation in boards, commissions and committees, and to allow the City
Council to meet the current needs of such established bodies and the community.
ANALYSIS:
This Amendment will allow for Council to appoint non-voting alternate and youth members to
boards and commissions and to clarify the roles of such members, giving Council maximum
flexibility to appoint or not appoint such members.
FINANCIAL IMPLICATIONS:
N/A
CONNECTION TO STRATEGIC PLAN:
Governance - allowing for maximum efficiency and flexibility in ensuring participation in Boards
and Commissions
ALTERNATIVES:
Council may approve this amendment to Title 2 and allow for/clarify the roles of alternate and
youth members, or, Council may not approve this amendment and the status quo will remain for
the appointment of board and commission members.
Page 184 of 256
ATTACHMENTS:
Council Bill #04 - Update to Title 2
Page 185 of 256
Page 1 of 2
BY AUTHORITY
ORDINANCE NO. ____ COUNCIL BILL NO. 04
SERIES OF 2021 INTRODUCED BY COUNCIL
MEMBER _______________
A BILL FOR
AN ORDINANCE AMENDING TITLE 2, BY ESTABLISHING CHAPTER
13A, REGARDING ESTABLISHMENT OF GENERAL POLICIES
APPLICABLE TO ALL BOARDS AND COMMISSIONS, ALL WITHIN THE
CITY OF ENGLEWOOD, COLORADO.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF ENGLEWOOD, COLORADO, AS FOLLOWS:
Section 1: Establishing Title 2, Chapter 13A. Title 2, Chapter 13A, is hereby
established to set forth General Policies applicable to all boards, commissions and
committees established within this Title 2.
2-13A-1: Authority of City Council to appoint non-voting alternate members and
youth members to any standing body established by this Title 2.
1. The City Council is hereby authorized to appoint non-voting alternate members and
youth members to any board, commission or committee established by this Title.
Appointment of alternate and youth members may be within the same Resolution
appointing regular members to such boards, commissions or committees, or may be
by separate Resolution or regular motion.
2. Alternate members are permitted to vote when serving in the place of a regular
member not in attendance at such meeting.
3. Youth members shall be voting members of any board, commission or committee to
which they are appointed unless otherwise designated by action of the City Council.
4. The City Council may choose not to fill or to continue any alternate or youth positions
not provided for within the specific enabling legislation of a board, commission or
committee.
5. The intent of this section is to provide the City Council with the greatest possible
flexibility in assuring broad participation in boards, commissions and committees, and
to allow the City Council to meet the current needs of such established bodies and the
community.
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Page 2 of 2
Section 2. Notice of general provisions and findings applicable to interpretation and
application of this Ordinance:
Applicability of Title 1, Chapter 2, Savings Clause. The provisions of E.M.C. Title 1,
Chapter 2, Savings Clause apply to the interpretation and application of this Ordinance,
unless otherwise set forth above, including, but not limited to, the provisions regarding
severability, inconsistent ordinances or code provisions, effect of repeal or modification,
and legislation not affected by repeal.
Enforcement. The matters referenced within this Ordinance are not subject to
enforcement action.
Safety Clauses. The Englewood City Council hereby finds, determines, and declares
that this Ordinance is promulgated under the general police power of the City of
Englewood, that it is promulgated for the health, safety, and welfare of the public, and
that this Ordinance is necessary for the preservation of health and safety and for the
protection of public convenience and welfare. The Englewood City Council further
determines that the Ordinance bears a rational relation to the proper legislative object
sought to be obtained.
Introduced, read in full, and passed on first reading on the 1st day of February,
2021.
Published by Title as a Bill for an Ordinance in the City’s official newspaper on
the 4th day of February, 2021.
Published as a Bill for an Ordinance on the City’s official website beginning on
the 3rd day of February, 2021 for thirty (30) days.
Linda Olson, Mayor
ATTEST:
_________________________________
Stephanie Carlile, City Clerk
I, Stephanie Carlile, City Clerk of the City of Englewood, Colorado, hereby certify that
the above and foregoing is a true copy of a Bill for an Ordinance, introduced, read in full,
and passed on first reading on the 1st day of February, 2021.
Stephanie Carlile
Page 187 of 256
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: Blair Corning, Pieter Van Ry
DEPARTMENT: SPR
DATE: February 1, 2021
SUBJECT: TENORM Ordinance Changes
DESCRIPTION:
CB 03 - South Platte Renew (SPR) is bringing forth changes to the municipal code related to
technologically enhanced naturally occurring radioactive material (TENORM). These changes
prohibit the discharge or deposit of any non-exempt amounts of TENORM into the wastewater
treatment system.
RECOMMENDATION:
Staff recommends City Council approve an Ordinance for changes to the municipal code related
to technologically enhanced naturally occurring radioactive material (TENORM).
PREVIOUS COUNCIL ACTION:
None.
SUMMARY:
The Colorado Department of Public Health and Environment’s Board of Health recently
promulgated regulations to control the handling and disposal of TENORM containing materials
through registration and licensing. This regulation sets a level of TENORM under which the
requirements of the rule are not applicable. Based on current testing, the cities are not aware of
any current discharges of non-exempt TENORM to the SPR plant. These code changes are
designed to prevent potential future discharges of non-exempt TENORM from sources such as
water treatment plant residuals or industrial wastes from entering the plant.
ANALYSIS:
SPR currently applies biosolids to farmland jointly owned by the Cities of Littleton and
Englewood. Testing has shown these biosolids to be within the exempt level for TENORM. If
levels of TENORM were to rise above the non-exempt threshold, this would require SPR to
obtain registration and licensing to handle this material. A significant consequence of this would
be limitations on the number of years the plant could land apply biosolids to the currently owned
farmland.
FINANCIAL IMPLICATIONS:
Potential financial impacts that would arise from exceeding the non-exempt level of TENORM in
plant biosolids include costs associated with loss of farmland viability due to restrictions on the
number of application years allowed. Additional financial impacts would be incurred as a result
of required TENORM testing and the creation and implementation of a radiation management
program.
Page 188 of 256
There are no current costs associated with the implementation of the proposed TENORM
ordinance changes. Additionally, it is anticipated that the proposed changes will have no impact
on current businesses within the SPR service area.
ALTERNATIVES:
By not instituting the proposed TENORM ordinance changes, both the cities of Englewood and
Littleton and the SPR facility may be at risk of receiving non-exempt levels of TENORM,
resulting in a potential loss of long-term viability of farmland for biosolids application.
CONCLUSION:
Approving the TENORM-related municipal code changes will prohibit the future discharge or
deposit of any non-exempt amounts of TENORM into the wastewater treatment system. These
code changes have been reviewed by the city attorneys of Englewood and Littleton and
approved by the SPR Supervisory Committee on December 17, 2020.
ATTACHMENTS:
Council Bill #03
Page 189 of 256
BY AUTHORITY
ORDINANCE NO. ___ COUNCIL BILL NO. 03
SERIES OF 2021 INTRODUCED BY COUNCIL
MEMBER STONE
AN ORDINANCE AMENDING TITLE 12, CHAPTER 2, SECTIONS 1 AND
5, OF THE MUNICIPAL CODE (2000) OF THE CITY OF ENGLEWOOD,
COLORADO, IN CONNECTION WITH DEFINITIONS/ABBREVIATIONS
AND ACRONYMS, AND PROHIBITING THE DISCHARGE OR DEPOSIT
OF ANY NON-EXEMPT AMOUNTS OF TECHNOLOGICALLY ENHANCED
NATURALLY OCCURRING RADIOACTIVE MATERIAL (TENORM) INTO
THE WASTEWATER TREATMENT SYSTEM, ALL WITHIN THE CITY OF
ENGLEWOOD, COLORADO.
WHEREAS, on November 18, 2020. effective January 14, 2021, the Board of
Health, Colorado Department of Public Health and Environment, promulgated regulations
under 6 CCR 1007-1 Part 20 titled “Radiation Control – Registration and Licensing of
Technologically Enhanced Naturally Occurring Radioactive Material (TENORM)” (the
“TENORM Regulations”);
WHEREAS, the TENORM regulations establish “requirements and provisions for
the generation, handling, processing, transfer, receipt, transportation, disposal,
possession, distribution, and beneficial use of technologically enhanced naturally
occurring radioactive materials (TENORM) and for the registration and issuance of
licenses authorizing these activities.”;
WHEREAS, among other things, the TENORM Regulations specify exempt
concentrations and amounts of TENORM that publicly owned treatment works (“POTWs”)
may accept for treatment without registering or being licensed as TENORM-treating
facilities;
WHEREAS, among other things, the TENORM Regulations establish a maximum
number of years that POTWs may land apply biosolids containing TENORM in non-
exempt amounts or concentrations at the same site or facility;
WHEREAS, the Cities of Englewood and Littleton (the “Cities”) jointly own and
operate a POTW known as South Platte Renew (a.k.a., the Littleton/Englewood
Wastewater Treatment Plant and/or the Bi-City Plant) that treats wastewater from the
Cities and special connector districts that have contracted with one or both cities (the
“Special Connector Districts”);
WHEREAS, South Platte Renew land applies its wastewater treatment residual
biosolids at farms owned by the Cities;
Page 190 of 256
WHEREAS, based on current testing, the Cities are not aware of any user in the
Cities or the Special Connector Districts that currently discharges wastewater containing
non-exempt amounts of TENORM to South Platte Renew;
WHEREAS, South Platte Renew is not intended to treat wastewater containing
TENORM in non-exempt amounts, and the Cities do not wish to accept wastewater
containing TENORN in non-exempt amounts from any user in the Cities or the Special
Connector Districts;
WHEREAS, the Cities do not wish to land apply biosolids containing TENORM in
non-exempt amounts at the farms jointly owned by the Cities; and
WHEREAS, by this ordinance, and a similar ordinance adopted by the City Council
of the City of Littleton, the Cities intend to prohibit the discharge or deposit of any
TENORM in non-exempt amounts into South Platte Renew by any user in the Cities or
the Special Connector Districts;
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF ENGLEWOOD, COLORADO, AS FOLLOWS:
In accordance with the provisions of the Englewood Municipal Code the following
amendments to Title 12, Chapter 2, Wastewater Utility, are hereby approved:
Section 1. Amendment of Title 12, Chapter 1, Section 1.D. Title 12, Chapter 1,
Section 1.D, Definitions/Abbreviations and Acronyms, shall be amended to include the
following abbreviation, which shall have the following designated meaning:
TENORM Technologically Enhanced Naturally Occurring Radioactive Material(s)
Section 2. Amendment of Title 12, Chapter 1, Section 1.D. Title 12, Chapter 1,
Section 1.D, Definitions/Abbreviations and Acronyms, shall be amended to include the
following definitions:
Background Radiation: Radiation from (a) extraterrestrial sources; (b) naturally
occurring radioactive material (which has not been technologically enhanced), including
radon (except as a decay product of source or special nuclear material; and (c) global
fallout as it exists in the environment from the testing of nuclear explosive devices or
from past nuclear accidents such as Chernobyl that are not under the control of the
license or registrant. Background radiation does not include sources of radiation from
radioactive materials regulated by the Nuclear Regulatory Commission (NRC).
Technologically Enhanced Naturally Occurring Radioactive Material(s) or
TENORM: Naturally occurring radioactive material whose radionuclide concentrations
are increased by or as a result of past or present human practices. TENORM does not
Page 191 of 256
include: (a) Background Radiation or the natural radioactivity of rocks or soils; (b)”
byproduct material” or “source material”, as defined by Colorado statue or rule; or (c)
enriched or depleted uranium by Colorado or federal statute or rule. Acceptable natural
background values are established the Colorado Department of Public Health and
Environment.
Non-Exempt Concentrations of TENORM: Materials that contain or are
contaminated at concentrations in dry weight in excess of the following, excluding
natural background:
Isotope Picocuries/gram (pCi/g)
Radium-226 5
Radium-228 5
Lead-210 5
Polonium-210 5
The radioactive progeny of the isotopes present in non-exempt concentrations
are also non-exempt. Dry weight refers to the mass of a material excluding the mass of
any water or moisture present within the material. For the purposes of liquid TENORM
sample analysis, unfiltered (total samples which include both suspended and dissolved
solids must be analyzed for activity and shall represent the total dry weight mass of the
sample.
Section 3. Amendment of Title 12, Chapter 2, Section 5.B.1. Title 12, Chapter 2,
Section 5.B.1, General Wastewater Prohibitions and Limitations, shall be amended to
include a new subsection 12-2-5.B.1.aa:
aa. Non-Exempt Concentrations of TENORM.
Section 4. Notice of general provisions and findings applicable to interpretation
and application of this Ordinance:
Applicability of Title 1, Chapter 2, Saving Clause. The provisions of E.M.C. Title 1,
Chapter 2, Saving Clause apply to interpretation and application of this Ordinance, unless
otherwise set forth above, including, but not limited to, the provisions regarding
severability, inconsistent ordinances or code provisions, effect of repeal or modification,
and legislation not affected by repeal.
Enforcement. E.M.C. Title 1, Chapter 4, “General Penalty” provisions mandate that
except as otherwise provided within specific Titles, Chapters, or Sections of the
Englewood Municipal Code, the violation of any provisions of the Code, or of any
secondary code adopted therein, shall be punished by a fine not exceeding two
thousand six hundred and fifty dollars ($2,650.00) or imprisonment for a term not
exceeding three hundred sixty (360) days or by both such fine and
imprisonment. Additionally, E.M.C. 12-2-6 provides for further enforcement action
including termination of service, injunction and equitable relief.
Page 192 of 256
Safety Clauses. The City Council hereby finds, determines, and declares that this
Ordinance is promulgated under the general police power of the City of Englewood, that
it is promulgated for the health, safety, and welfare of the public, and that this Ordinance
is necessary for the preservation of health and safety and for the protection of public
convenience and welfare. The City Council further determines that the Ordinance bears
a rational relation to the proper legislative object sought to be obtained.
Introduced, read in full, and passed on first reading on the 19th day of January,
2021.
Published by Title as a Bill for an Ordinance in the City’s official newspaper on
the 21st day of January, 2021.
Published as a Bill for an Ordinance on the City’s official website beginning on
the 20th day of January, 2021 for thirty (30) days.
Read by Title and passed on final reading on the 1st day of February, 2021.
Published by Title in the City’s official newspaper as Ordinance No. ___, Series
of 2021, on the 4th day of February, 2021.
Published by title on the City’s official website beginning on the 3rd day of
February, 2021 for thirty (30) days.
This Ordinance shall take effect thirty (30) days after publication following final
passage.
Linda Olson, Mayor
ATTEST:
Stephanie Carlile, City Clerk
I, Stephanie Carlile, City Clerk of the City of Englewood, Colorado, hereby certify
that the above and foregoing is a true copy of the Ordinance passed on final reading
and published by Title as Ordinance No. ___, Series of 2021.
Page 193 of 256
Stephanie Carlile
Page 194 of 256
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: Tim Dodd
DEPARTMENT: City Manager's Office
DATE: February 1, 2021
SUBJECT: Quarter 4 2020 Strategic Plan Revisions
DESCRIPTION:
Requesting that Council consider approving revisions to the strategic plan, as recommended by
staff
RECOMMENDATION:
Staff recommends City Council approve, by Motion, the revisions to the strategic plan, as
recommended by staff.
PREVIOUS COUNCIL ACTION:
Modifications made to 2020 section of strategic plan on December 7, 2020.
SUMMARY:
In the summer of 2020, Council established a three year strategic plan for the City of
Englewood. The plan runs through the end of 2022, and includes seven outcome areas: (1)
Infrastructure; (2) Local Economy; (3) Safety; (4) Sustainability; (5) Neighborhoods; (6)
Transportation; and (7) Governance. Within the seven outcomes are 175 projects, designed to
achieve stated goals and outcomes.
ANALYSIS:
The strategic plan includes 175 projects for 2020. This report includes 12 projects from 2020
which staff recommends to Council for modification. Primarily, recommended modifications
include moving projects to 2021 or 2022 to provide additional time for implementation.
Infrastructure
No projects in the Infrastructure outcome area are recommended for modification or removal.
Local Economy
Four projects in the Local Economy outcome area are recommended for modification. Staff
recommends moving three to 2021, and one to the Blueprint for Organizational Success.
Project Removal or Modification Reason for Removal or
Modification
Reinstitute monthly meetings Modification- Move to 2021 These meetings did not occur
Page 195 of 256
with key employers Swedish
Medical Center and Craig
Hospital
in 2020, due to the impact of
COVID-19. Staff plans to
approach Swedish and Craig
about scheduling routine
meetings in 2021.
Investigate vacancy fees to
disincentivize leaving
buildings vacant.
Modification- Move to 2021
This was impacted by
COVID-19, and will become
part of the long-term post
recovery efforts.
Possible consideration of a
new PUD application Modification- Move to 2021
Council authorized the
initiation of this rezoning,
which is planned to occur in
2021.
Explore grant funding to
enhanced crosswalks in
downtown
Modification- Move to
Blueprint for Organizational
Success
The Blueprint for
Organizational Success
includes a recommendation
from the Diversity and
Inclusion Task Force to
design and enhance
crosswalks with diversity and
inclusion themes.
Safety
No projects in the Safety outcome area are recommended for modification or removal.
Sustainability
Eight projects in the Sustainability outcome area are recommended for modification.
Recommendations include moving projects to 2021 or to 2022.
Project Modification or Removal Reason for Modification or
Removal
Develop E3 grant program for
businesses in addition to
existing home owner program
Modification- Move to 2021
Moving this project to 2021
will provide additional time to
explore funding sources
Explore and promote
geothermal energy
opportunities
Modification- Move to 2021
Moving this project to 2021
will provide additional time for
the research and exploration
of geothermal energy
opportunity in tandem with
the development of a
sustainability plan and
program.
Develop a residential and
commercial water
conservation program
Modification- Move to 2022
Moving this project to 2022
will provide additional time to
develop this program.
Eliminate declining rate
structure for water usage and
replace with increasing rate
Modification- Move to 2022
Moving this project to 2022
will provide additional time to
develop this program.
Page 196 of 256
structure
Promote recycling initiatives
and opportunities within the
metro area
Modification- Move to 2021
Moving this project to 2021
will allow for the continued
exploration of recycling
initiatives and opportunities
Promote best practices in the
Citizen Magazine and on
social media
Modification- Move to 2021
Moving this project to 2021
will allow for its inclusion in
the 2021 communications
plan
Evaluate voluntary lawn
sprinkling restrictions; issue
education materials
Modification- Move to 2021
Moving this project to 2021
will allow for its inclusion in
the 2021 communications
plan
Explore City property tax
incentives for solar arrays
and/or solar panels
Modification- Move to 2022
Moving this project to 2022
will allow for it to be included
in the development and
implementation of a
sustainability plan and
program
Neighborhoods
No projects in the Neighborhoods outcome area are recommended for removal or modification.
Transportation
No projects in the Transportation outcome area are recommended for removal or modification.
Governance
No projects in the Governance outcome area are recommended for removal or modification.
CONNECTION TO STRATEGIC PLAN:
This report provides an update on all projects included in the 2020 section of the strategic plan.
Page 197 of 256
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: Steve Ortega
DEPARTMENT: Public Works
DATE: February 1, 2021
SUBJECT: Increase in 2020 Purchase Order with John Elway Chevrolet
DESCRIPTION:
Motion to approve 2020 Purchase Amount with John Elway Chevrolet
RECOMMENDATION:
Staff recommends City Council approve, by motion, an increase to the 2020 purchase order
with John Elway Chevrolet from $76,926.00 to $105,845.49.
PREVIOUS COUNCIL ACTION:
N/A
SUMMARY:
Fleet Division staff received PO 2019-00000420 in the amount of $76,060 on August 16, 2019,
to purchase two (2) Chevrolet Tahoes for the Police Department. Although the units were not
due for replacement until 2020, staff took the opportunity to order them before the 2019
deadline due to notification from the vendor that this type of unit would not be available for order
in 2020 until late in that year. The funds were approved in the 2020 CERF budget.
On September 25, 2019, staff received approval to purchase three (3) Chevrolet Colorados from
John Elway Chevrolet, PO 2019-00000455, in the amount of $76,926 through the 2019
approved CERF budget. Unfortunately, one of the units arrived after the first of the year on
January 10, 2020. This acquisition cost of $25,642 reflected against the fiscal 2020 budget
rather than the 2019 budget.
The total spent on vehicle acquisitions in 2020 was $101,702, plus an additional $4,143.49 for
parts and materials, which increased the total spent with John Elway to $105,845.49 which
exceeds the $100,000 threshold in the Procurement Policy for items which require City Council
approval. Therefore, staff is bringing this item to City Council for approval, at this time.
FINANCIAL IMPLICATIONS:
The table below shows the total of expenditures with John Elway Chevrolet for fiscal year 2020.
A detailed expenditure table is attached.
Total (parts & materials) $ 4,143.49
Total (vehicle purchases) $101,702.00
Total $105,845.49
Page 198 of 256
CONCLUSION:
Staff recommends approval of a motion to increase the total 2020 purchase amount with John
Elway Chevrolet from $76,926 to $105,845.49.
ATTACHMENTS:
PO 2019-00000420 - 2020 Chevrolet Tahoe's for EPD
PO 2019-00000455 - 2020 Chevrolet Colorado's for Utilities and Parks Department
John Elway 2020 Expenditures
Page 199 of 256
PURCHASE ORDER l"a:q.;i:~,llat ‘I
CITY OF ENGLEWOOD
Procurement Division
‘A d 1000 Englewood Parkway
J 1 Englewood,co 80110-2373
'L Q R A D Tel:(303)762-2412
Eng|ewoodAP@englewoodco.gov
Bill To Ship To Reprint Purchase Order
City of Englewood City of Englewood No.2019-00000420
Servicenter Public Works Servicenter Public Works
2800 S Platte River Dr 2800 S Platte River Dr -K,‘V ,,)ENGLEWOOD,co 80110 ENGLEWOOD,co 30110 0:)/C ~J/l “
Vendor 15084 John Elway Chevrolet Deliver by
Contact \t:':aTerms
John Elway Chevrolet 9
5200 S Broadway Payment Terms Net 30
Englewood,CO 80113
Quantity U/M Description Unit Cost Total Cost
1.0000 Each CERF Vehicles $38,030.0000 $38,030.00
Item Description 2020 Chevrolet Tahoe's for EPD
G/L Account Project Amount Percent
62—1001—61402(Vehicles CERF)100.00%
1.0000 Each CERF Vehicles $38,030.0000 $38,030.00
Item Description 2020 Chevrolet Tahoe's for EPD
G/L Account Project Amount Percent
62-1001-61402 (Vehicles CERF)100.00%
Subtotal $76,060.00
Sales Tax
Total Due ll‘'"
Open Total Cost
Amount Voided
Open Amount Expensed
Open Amount Encumbered
Amount Discounted
Open Amount Remaining
urchase Order number must appear on all invoices,packing slips and correspondence.
y accepting this Purchase Order,seller agrees to terms &conditions on the front and reverse
ides hereof,and any attachments hereto.
ll Deliveries must be made Monday—Fridaybetween 8:00 AM &3:30 PM.
tate of Colorado Sales and Use Tax Exemption No:98-03470
ederal E.I.N.:84-6000583 AUTHORIZED s|(5NA'ruRE
15 Jan 2021
Terms and conditions:htt ://en lewood ov.or /home/showdocument?id=‘l7792
Page 200 of 256
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MEMORANDUM
TO:J.Shawn Lewis,City Manager ,=lp/Jrum/.‘(Xi./”‘
Maria D’Andrea,Director ol'Public Works /l/7pI'0v(1l:
THROUGH:Steve Ortega,Operations &l\/Iaintenance ;\/Ianagcr
FROM:Linda Trujillo,Fleet Data Analyst
DATE:August 16,2019
SUBJECT:Purchase of Two (2)2020 Chevrolet Tahoe's for the I’.D.
Fleet Services is requesting approval of a lr’urchase Order (P0)in the amount ol"$76,060.00 to purchase two (2)
2020 Chevrolet Tahoe’s for the police department.The new units would replace unit 7463,a 2014 Tahoe,and unit
7472,a 2015 Tahoe.
These units wcre not due to be replaced until 2020;however,staff received noti?cation that model 2021 'l'ahoe‘s
will not be available for order Lintillate next year,and the window to order model 2020 Tahoe’s is expected to close
in late September 2019.Delivery is expected in early 2020.
Staff is proposing to use the Arapahoe County Contract #15-60 with John Elway Chevrolet for this purchase.
Funds are budgeted in the CERF (Capital Equipment Replacement Fund)for year 2020 replacement vehicles.
Procurement Type:Cooperative Purchase
Arapahoe County Contract #15—60
Contract Amount:$76,060.00
.-§-?gFunding:62-1001 61402 Vehicles CERF
Available Funds $898,276.09
Action Requested:Please initial where appropriate and return to Steve Ortega.
Attachments
Arapahoc County Contract #15-60
Exhibit A to Agreement
Extension of Agreement through November 2019
CERF Fund Balance
John Elway Chevrolet Tahoe (CKI 5706 ~Shadow Grey Metallic)Quote
John Elway Chevrolet Tahoe (CKI 5706 ~Satin Steel Metallic)Quote
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AGREEMENT FOR SERVICES
Project Number or Name:[FB—l5-60,Vehicles for Arapahoe County
THIS AGREEMENT is entered into as of the 1st day of January,2016 by and between the Board of County
Commissioners of the County of Arapahoe,State of Colorado (hereinafter referred to as the "County")and John Elway
Chevrolet (hereinafter referred to as the "Contractor“).
WHEREAS,the County desires to engage the Contractor to provide the services described in Exhibit A.
NOW,THEREFORE,the parties mutually agree as follows:
1.Scope of Services.The Contractor agrees to perform the services described in Section I of Exhibit A,
which document is attached hereto and incorporated herein in its entirety.
2.Time of Performance.The services of the Contractor are to commence and be completed (or end)by the
dates set forth in Section 2 of Exhibit A,unless this Agreement is sooner terminated pursttant to paragraph 4.A.below.All
time limits are of the essence in this Agreement.
3.Method of Payment.The County will compensate the Contractor for services rendered in accordance with
Section 3 of Exhibit A,subject to the availability of appropriated funds within the annual budget.The Contractor is
responsible for paying all applicable income,Federal Insurance Contributions Act (FICA),Federal Unemployment Tax Act,
or other taxes owed on compensation paid under this Agreement.The Contractor shall submit requests for payment in a form
acceptable to the County and in conformance with the County’s policies.The Contractor shall provide such backup
information for its payment requests as may be reasonably requested by the County.The County shall have forty-five (45)
days from receipt of any payment request to make payment to the Contractor.
4.General Terms and Conditions.
A.Termination of Agreement.The County or the Contractor shall have the right to terminate this
Agreement,with or without cause,by giving written notice to the other party of such termination and specifying the effective
date thereof,which notice shall be given at least the number of days set forth in Section 4 of Exhibit A prior to the effective
date of such termination.In such event,all finished or unfinished documents,data,studies and reports prepared by the
Contractor pursuant to this Agreement shall become the property of the County.Unless expressly stated otherwise in the
notice,Contractor shall provide no further services in connection with this Agreement after receipt ofa notice of termination,
and the Contractor shall proceed to cancel all existing orders and contracts that are chargeable to the County under this
Agreement.The Contractor shall be entitled to receive compensation in accordance with this Agreement for any satisfactory
services completed pursuant to the terms of this Agreement prior to the date of receipt of the notice of termination,or such
other stop-work date as may be specified in the notice.Notwithstanding the above,the Contractor shall not be relieved of
liability to the County for damages sustained by virtue of any breach of this Agreement by the Contractor.
B.Changes.The County or Contractor may,from time to time,request changes in the scope of
services or compensation of the Contractor.Such changes that are mutually agreed upon between the County and Contractor
shall be in writing,and upon execution shall become part of this Agreement.To be effective,all changes must be signed by
the Contractor and by the Board of County Commissioners,or by a person authorized by resolution to sign on behalf of the
Board.
C.Assianability or Subcontracting.Any assignment,transfer or subcontracting of this Agreement is
prohibited,unless writ en consent is obtained from the County.
D.Audit.The County and any ofits duly authorized representatives shall have reasonable access to
any books,documents,papers and records of the Contractor which are pertinentto the Contractor’s performance under this
Agreement for the purpose of making an audit,examination,or excerpts.The Contractor shall provide any documentation
necessary to prepare all reporting required of or by the County,and shall keep all books,documents,papers and records
Page 202 of 256
which are pertinent to the Contractor's performance for a minimum period of three years,or such longer time as may be set
forth in any Special Conditions or addendums to this Agreement.
ti.[_3_gualEmployment Opportunity.While performing this Agreement,the Contractor shall not
discriminate against any employee,subcontractor,or applicant for employment because of disability,race,creed,color,sex,
sexual orientation,religion,age,national origin,or ancestry.
F.Ownership of Documents.All drawings,specifications,guidelines and other documents prepared
or received by the Contractor in connection with this Agreement shall be the property ofthe County.
G.Assio,nment of Copyrights.The Contractor assigns to the County the copyrights to all works
prepared.developed,or created pursuant to this Agreement,including the rights to:I)reproduce the work;2)prepare
derivative works;3)distribute copies to the public by sale,rental,lease,or lending;4)perform the works publicly;and 5)to
display the work publicly.The Contractor waives its rights to claim authorship of the works,to prevent its name from being
used in connection with the works,and to prevent distortion of the works.
H.Governinu Law/Forum/Interpretation.This Agreement has been executed by the parties hereto on
the clay and year ?rst above written and shall be governed by the laws of the State of Colorado.Venue for any civil action
relating to this Agreement shall be in Arapahoc County.Both parties agree that the rule that ambiguities in a contract are to
be construed against the drafting party shall not apply to the interpretation of this Agreement.If there is any conflict between
the language ofthis Agreement and any exhibit or attachment,the langttage of this Agreement shall govern.
l.Compliance with Laws/Licenses and Permits.The Contractor shall comply with all applicable
federal,state and local laws,ordinances,regulations,and resolutions.The Contractor shall be responsible for obtaining all
licenses and permits necessary to perform the scope of services,at the Contractor’s expense,unless specifically stated
otherwise in this Agreement.
J.No Waiver of Rights.The County's approval or acceptance of,or payment for,services shall not
be construed to operate as a \vaiver ofany rights or benefits to be provided under this Agreement.No covenant or term of this
Agreement shall be deemed to be waived by the County except in writing signed by the Board of County Commissioners or
person authorized to sign by resolution of the Board,and any waiver of a right shall not be construed to be a waiver of any
other right or to be a continuing waiver,unless speci?cally so stated.
K.Nomappropriation.Pursuant to C.R.S.§29-1-I10,as amended,the ?nancial obligations of the
County as set forth herein after the current ?scal year are contingent upon funds for that purpose being appropriated,budgeted
and otherwise available.This Agreement is automatically terminated on January 1st of the first ?scal year for which funds are
not appropriated.The County shall give the Contractor written notice ofsuch non-appropriation.
L.Conflict of Interest/Ethics.The Contractor shall refrain from providing services to other persons,
?rms or entities that would create a conflict of interest for Contractor with regard to providing services pursuant to this
Agreement.The Contractor shall not offer or provide anything of bene?t to any County official or employee that would place
the official or employee in a position of violating the public trust in violation ofColorado Constitution Article XXIX,C.R.S.
§24-18-109,as amended,or the County's Ethical Principlesand Guidelines.
M.Remedies.In addition to any other remedies provided for in this Agreement,and without limiting
its remedies available at law,the County may exercise the following remedial actions if the Contractor substantially fails to
satisfy the duties and obligations in this Agreement,Substantial failure to satisfy the duties and obligations shall mean
signi?cant insufficient,incorrect or improper performance,activities or inactions by the Contractor.These remedial actions
are as follows:
(l)Suspend Contractor's performance pending necessary corrective action as specified by the County
without the Contractor's entitlement to an increase in price/cost or a time extension;and/or
(2)Withhold payment to the Contractor until the necessary services or corrections in performance are
satisfactorily cotnpleted;and/or
r~.)
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(3)Deny payment for those services which have not been satisfactorily performed,or which,due to
circumstances caused by the Contractor,cannot be performed,or if performed would be of no value to the County.
The foregoing remedial actions are cumulative and the County,it its sole discretion,may exercise any or all
of them individually or simultaneously.The County shall provide written notice to Contractor of its exercise of any of the
foregoing remedial actions.
N.Force Maieure.Neither the Contractor nor the County shall be liable for any delay in,or failure of
performance of,any covenant or promise contained in this Agreement,nor shall any delay or failure constitute default or give
rise to any liability for damages if.and only to extent that,such delay or failure is caused by “force tnajeure."As used in this
Agreement.“force majeure"means acts of God,acts of the public enemy.unusually severe weather,tires,?oods,epidemics,
quarantines,strikes,labor disputes and freight embargoes,to the extent such events were not the result of,or were not
aggravated by,the acts or omissions of the non-performing or delayed party.
0.’l‘hird—PartyBene?ciaries.It is expressly understood and agreed that the enforcement of this
Agreement and all rights ofaction relating thereto shall be strictly reserved to the County and the named Contractor.Nothing
contained in this Agreement shall give or allow any claim or right of action whatsoever by any other third person.
P.Survival of Terms and Conditions.Notwithstanding anything herein to the contrary,the parties
understand and agree that all terms and conditions of the Agreement that anticipate continued performance,compliance,or
effect beyond the termination date of the Agreement shall survive such termination date and shall be enforceable in the event
of a failure to perform or comply.
Q.Illegal Aliens.As required by C.R.S.§8-175-102,the Contractor certifies and agrees as follows:
(1)The Contractor shall not knowingly employ or contract with an illegal alien (a non-legal resident of the
United States)to perform work under this Agreement.
(2)The Contractor shall not enter into a contract with a subcontractor that fails to certify to the Contractor
that the subcontractor shall not knowingly employ or contract with an illegal alien to perform work under this Agreement.
(3)The Contractor has confirmed the employment eligibility of all employees who are newly hired for
employment to perform work under this Agreement through participation in either the employment verification (“e—verify")
program administered by the United States Department of Homeland Security antl the Social Security Administration,or the
employment veri?cation program operated by the Colorado Department of Labor and Employment (“Department").
(4)The Contractor shall not use the e—verifyor Department programs to undertake preemployment
screening ofjob applicants while this Agreement is being performed.
(5)If the Contractor obtains actual knowledge that a subcontractor performing work under this Agreement
knowingly employs or contracts with an illegal alien,then the Contractor shall:(a)notify the subcontractor and the County
within three days that the Contractor has actual knowledge that the subcontractor is employing or contracting with an illegal
alien;and (b)terminate the subcontract with the subcontractor if within three days of receiving the notice the subcontractor
does not stop employing or contracting with the illegal alien;except that Contractor shall not terminate the subcontract if
during such three days the subcontractor provides information to establish that the subcontractor has not knowingly employed
or contracted with an illegal alien.
(6)The Contractor shall comply with any reasonable request by the Department made in the course of an
investigation that the Department is undertaking pursuant to the authority established by C.R.S.§8-17.5-lOl(5).
(7)If the Contractor violates any of the provisions of this section 4.Q.the County may immediately
terminate this Agreement effective upon the receipt by Contractor of written notice of termination from the County,and the
Contractor shall be liable for actual and consequentialdamages to the County.
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(8)Compliance with this subsection Q is not required if the Contractor is a governmental entity.
R.Abilities.Quali?cations.Experience,and Best Efforts.Notwithstanding anything to the contrary
contained in this Agreement,the County and Contractor agree and acknowledge that the County enters into this
Agreement relying on the special and unique abilities of Contractor to perform the services and accomplish the tasks
described.Contractor accepts the relationship of trust and confidence established between Contractor and the County by
this Agreement.Contractor covenants with the County to use its best efforts.Contractor shall further the interests of the
County according to the County's requirements and procedures,and according to the highest standards and quality
prevailing among those who perform work ofa similar nature,
S.Accuracy of Work.The Contractor represents,covenants and agrees that its work will be
accurate and free from any material errors.
5.Insurance.In part to assure the County that the Contractor is always capable of ful?lling the speci?ed
indeninilicationobligations,the Contractor must purchase and maintain insurance of the kind and in the minimum amounts
specified below,unless indicated otherwise in Section 7 of Exhibit A.
A.The Contractor agrees to procure and maintain,at its own expense,for all services covered by this
Agreement,the following policies of insurance:
(I)Workers‘Compensation Insurance:The Contractor will maintain workers‘compensation
insurance coverinn the contractor for the Jerformance of all services under this A rreement in accordance with a 'JllCEll]l&statea)3 Pllaws,and employer’s liability insurance.Coverage shall include a waiver of subrogation in favor of Arapahoe County
Minimum Limits:
'1 Workers‘Compensation —stattitory limits
"Employer’s Liability:
'$1,000,000 bodily injury for each accident
“$1,000,000 each employee for disease
"$1,000,000 disease aggregate
The requirements of this provision shall apply to the Contractor and to all stibcontractors.
(2)Commercial General Liability:The Contractor will maintain commercial general liability
insurance covering all operations by or on behalf of the Contractor on an occurrence basis against claims for bodily injury,
property damage (including loss ofuse)and personal injury.Such insurance will have these minimum limits and coverages:
Minimum Limits:
I $t ,000,000 each occurrence
'$2,000,000 general aggregate with dedicated limits per project site
$2,000,000 products and completedoperations aggregate
Coverages:
'Products and completed operations coverage maintained for at least 2 years after completion
of the project for construction contractors
'Contractual Liability
'Independent Contractors
'Defense in addition to the limits of liability
'Waiver of Subrogation
'Severability oflnterests Provision
Additional Insured Endorsement (for on-going and completed operations)issued to Arapahoe
County,Colorado its of?cers,its agents,and its employees acting in the scope of their employment
Page 205 of 256
The requirements of this provisionshall apply to the Contractor and to all subcontractors.
(3)Automobile Liability:The Contractor \vill maintain business auto liability coverage covering,
liability arising ottt oi‘any auto (including owned,hired and nonowned autos)used in connection Minimum Limits:
Minimum Limit:
*’iiil ,0O0,000 Combined Single Limit Each Accident
Coverages:
'Speci?c Waiver ol‘Subrogation
'1 MCS 90 for vehicles carrying hazardous materials
3 Mobile (for ongoing and completed operations)issued to Arapahoe Cottnty,Colorado its
officers,its agents,and its etnployees acting in the scope of their employment
The requirements of this provision shall apply to the Contractor and to all subcontractors.
(ll)ll indicated in Section 5 of Exhibit A,Errors and Omissions or Professional Liability Insurance
with a minimum coverage amount as specilied in Section 5 of Exhibit A,and for two years beyond the completion of all
services under this Agreement.
B.The above-mentioned coverages shall be procured and maintained with insurers with an A-or
better rating,as determined by Best’s key Rating Guide.All coverages shall be continuously maintained during the term of
this Agreement or as noted above to cover all liability,claims,demands,and other obligations assumed by the Contractor.
C.Additional lnsured status required above shall be primary and non-contributory with any insurance
or sell’-insurance carried by the County.The Contractor shall be solely responsible for any deductible losses under any policy
required above.
D.The policies shall provide that the County will receive notice no less than 30 days prior to
cancellation,termination or non—renewalof the policies.
E.The Contractor shall not be relieved ofany liability,claims,demands,or other obligations assumed
pursuant to this Agreement by reason of its failure to procure or maintain insurance,or by reason of its failure to procure or
maintain insurance in sufficient amounts,durations or types.
F.Failure on the part of the Contractor to procure or maintain policies providing the required
coverages,conditions and minimum limits shall constitute a material breach of contract upon which the County may
immediately terminate this Agreement.
G.The County reserves the right to request and receive a certified copy of any policy and any
endorsement thereto.
6.Insurance Certi?cates.
A The Contractor shall,prior to commencing services,deliver to the County Certificates of Insurance
as evidence that policies providing any and all required coverages and limits are in full force and effect.
B.These certificates will serve as an indication to the County that the Contractor has acquired all
necessary insurance‘,however,the County may require that certi?ed copies of the insurance policies be submitted and may
withhold payment for services until the applicable insurance policies are received and found to be in accordance with the
Agreement.
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C.Insurance limits must be indicated on each Certi?cate of Insurance.Each Certil'teate of Insurance
shall be reviewed and approved by the County prior to commencement of services under the Agreement.The cct‘ti?cates shall
identify this Agreement and shall state the project number where applicable.
7.Indemnification.The Contractor shall indemnify and hold harmless the County and its elected and
appointed officials,oflicers,employees,and agents from and against any and all losses,damages,liabilities,claims,suits,
actions,or awards,including costs,expenses and attorney's fees,incurred or occasioned as a result of the acts or omissions of
the Contractor,or its principals,employees,agents,or subcontractors arising out of or in any way connected with the
performance of services under this Agreement.The Contractor’s obligation to indemnify pursuant to this paragraph,and to
provide any extended insurance coverage where applicable,shall survive the completion of the scope of services,and shall
survive the termination of this Agreement.
8.Independent Contractor.The Contractor is an independent contractor.AN INDEPENDENT
CONTRACTOR IS NOT ENTITLED TO WORKER’S COMPENSATION BENEFITS AND IS OBLIGATED TO PAY
FEDERAL AND STATE INCOME TAX ON ANY MONIES EARNED PURSUANT TO THE CONTRACT
RELATIONSHIP.Notwithstanding any provision appearing in this Agreement,all personnel assigned by the Contractor to
perform work under the terms of’this Agreement shall be and remain at all times employees of the Contractor or employees of
their respective employers for all purposes.
9.Notices.Notices to be provided under this Agreement shall be given in writing and either delivered by
hand or deposited in the United States mail with sullicient postage to the addresses set forth in Section 6 ol'Exhibit A.
l0.Extent of Agreement.This Agreement represents the entire and integrated agreement between the County
and the Contractor and supersedes all prior negotiations,representations or agreements,either written or oral.Any
amendments to this tnust be in writing and be signed by both the County and the Contractor.If any portion of this Agreement
is found by a court of competent jurisdiction to be void and/or unenforceable,it is the intent of the parties that the remaining
portions 0l'this Agreement shall be of lull force and effect.
(SA Forth,I/28/l 4)
(1
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CONTRACTOR :John Elway Chevrolet
By:
(51 mature)
Title:/634,7"/V/%7§»//'
Signed Lhis?“dz1yofJ) ,é‘0’5
Slate ol’Col '1cl0 )
CONN)!01‘?zl )
Subscribed and sworn to before me this L9day of ,«=90 L5’
HERHYLL.N
NOTARYPUBLIC
STATE OF COLORADO
NOTARY no 19954
MYcowwssnonEXPlRES
S E A L
ATTEST:Clerk to the Board ARAPA '—
__A
By:
hair.Board ofCounLy Commissioners
(Or representativeauthorized by resolution)
Date:
Page 208 of 256
EXHIBIT A to Agreement between the County and John Elway Chevrolet.
Project Number or Name:IFB-l5—60,Vehicles for Arapahoe County.
l.Scope of Services.The Contractor hereby agrees to and accepts responsibility to perform the following
services:
1.BACKGROUND
Arapahoe County (the County)received responses from qualilied Contractors capable of fulfilling the anticipated vehicle
volume needs of Arapahoe County.No decals or insignia identifying the dealer are to be affixed to any vehicles purchased
utilizing this Agreement.
Arapahoe County currently has over 500 vehicles in its Fleet.The potential number of vehicles that may he purchased by
Arapahoe County or any other agency availing itself of this Agreement will vary from year to year.No guarantee is expressed
or implied as to quantities that will be ordered during the contract period by Arapahoe County or any agency availing itself of
this Agreement.
II.SPECIFICATIONS
At a minimum,all Contractors shall include manufacturer standard new vehicle equipment for the current model year vehicles
unless otherwise specified.Contractors will provide OEM product designation codes.where applicable.when providing
pricing inl’ormationto Arapahoe County or any other agency availing itself of this Agreement.The OEM’s are encouraged to
identify in a separate attachment,all packages available that may result in a lower cost and a faster delivery time.
Tires will be specified as All Season /Mud and Snow radials.All Terrain tires with open side lug/open side tread will be
provided when speci?ed.
A manufacturer's color chart for available interior and exterior colors with their correct factory names will be provided with
the available no cost colors noted.
All current model year vehicles ordered within the Contractor and manufacturer ordering guidelines,will be delivered and
invoiced no later than the last business day of the third quarter of the year the order is placed.In the event the Contractor is
not able to deliver ordered vehicle(s)within the model year ordered,Arapahoe County may choose to order,out of dealer
stock,a unit(s)as close to original specifications as possible.Arapahoe County will be invoiced at the awarded price with
OEM to reimburse the Contractor any difference in cost.This will only apply to those vehicles ordered prior to build—ottt/
factory fleet close dates and considered within normal and acceptable ordering and build periods.Vehicles ordered prior to
build-out and considered within the acceptable ordering and build periods are expected to be delivered through dealers within
six (6)to nine (9)months of vehicle order date /Purchase Order issue date.Vehicles not built and delivered by OEM on a
timely basis,except in such cases where the delivery will be delayed due to acts of God.strikes,or other causes beyond the
control of the Contractor,will be documented as delivery and performance issues that may jeopardize future awards with
Arapahoe County.Vehicles ordered by Arapahoe County after the final order date has been announced by the OEM do not
apply to this stipulation.If the current model year becomes unavailable due to manufacturer build out dates,the Contractor
will be expected to work with Arapahoe County to secure a current year model that meets speci?cations from another avenue
or provide the next model year vehicle at current model year pricing.
III.OPTIONS
Options listed shall be bid and provided as factory installed under the terms of the full,factory-hacked,bumper~to-bumper
warranty.Dealer installed options will not be permitted unless pre-approved in writing by Arapahoe County.If a dealer
substitutes an OEM (Original Equipment Manufacturer)option with a non~OEM option,Arapahoe County may return the
vehicle for a correctly equipped vehicle at any time after the non-OEM option is discovered.Arapahoe County may require
the Contractor to reimburse the County for all expenses and fees related to the repair of a non-OEM option that fails within
the standard warranty period.If,at any time,Arapahoe County discovers the dealer is substituting an OEM option with a
non—OEMoption.the County reserves the right to cancel the award in the best interest of the County and award to the next
low bidder.
Page 209 of 256
The price and OEM Code for each option listed on the Vehicle Speci?cation Sheet /Vehicle Quoteshall be speeiliecl.If an
option is no cltar_i_1e(N/C)or included in the stanr.lard vehicle base price (STD or lNC)write the appropriate designation.Ilian
option is not available,write “N/A".The price for options will not exceed the Manufacturer's Suggested Retail Price
(MSRP).
Additional mandatory factory options required by the ordering olany given option will be speci?ed.
IV.STANDARD EQUIPMENTREQUIREMENTS
Listed below are the General Vehicle Specilications to be included on,but not limited to,Arapahoe County vehicles:
Equipment Requirements for EVERY vehicle ordered by Arapahoe County:
v Power Door Locks
-Power Windows
-Automatic Transmission
-Heated Side Mirrors
-Remote Keyless Entry
-Cruise Control /Tilt
-AM/FM Radio with Single CD Player /MP3
-All-Weather‘Floor Mats —Front and Rear (Sedans,SUV's and Trucks)
-Vinyl Flooring for Noted Investigation Vehicles and Detention Vans (include steel/diamond ?ooring for vans as an
option)
Daytime Running Lights /Auto Headlights
-DELETE Daytime Running Lights /Auto Headlights for Noted Investigation Vehicles
Additional EquipmentRequirements for Sedans,Patrol,and 4x4 SUV vehicles ordered by Arapahoe County:
-Four (4)Doors
Additional Equipment Requirements for Van vehicles ordered by Arapahoe County:
-Sliding Right Side Door
-Extended Body in Cargo Area (155"or above Wheel Base)
Enforcement Class Patrol Sedan
-4—doorsedan
-V6 or V8 engine,minimum 230 HP
-Automatic Transmission with overdrive
-High altitude use package
«3.27:1 ratio limited slip differential
-Heavy duty police package
-Rear,Front,or All Wheel Drive
Special Service Patrol Sedan
-4-door sedan
-V6 or V8 engine,minimum 200 HP
-Automatic transmission with overdrive
-High altitude use package (ilavailable)
-Rear,Front,or All Wheel Drive
-Limited slip differential if rear wheel drive equipped,3.27:l or 3.29:1 ratio
-Police package
Page 210 of 256
Special Service/StaffSedan/Coupe
-4-door sedan or 2-door cottpc
-V6 or V8 engine,minimum l90 I-{P
-Automatic transmission with overdrive
'High altitude use package (ifavailable)
'Rear,Front,or All Wheel Drive
'Limited slip differential if rear wheel drive equipped,3.27:l or 3.29:1 ratio
°Police package
Special Service Full—Si7.e4 x 4 Utility
-V8 engine,minimum 250 HP/5.0 liter
°4-door model
-4-speed Automatic transmission with overdrive
v Limited slip differentials,3.73:1 ratio
-Automatic front hubs
'Push button 4-whccl drive
-Heavy-duty towing package
-Transmission cooler
Special Service Mid-Size 4 x 4 Utility
-V6 engine,minimum I90 HP/4.3 liter
-4-door model
-4-speed Automatic transmission with overdrive
-Limited slip differentials,3.73:1 ratio
-Automatic front hubs
-Push button 4-wheel drive
-Heavy-duty towing package
-Transmission cooler
3/4Ton Pickup Truck —4x4
-Class 2 light truck,6,00]—-10,000 GVW
~V8 engine,minimum 250 HP/5.0 liter
-4-speed Automatic transmission with overdrive
-Limited slip differentials
-Automatic front hubs
-Heavy-duty towing package
-Transmission Cooler
1 Ton Cab and Chassis —4x4
-Class 3 heavy truck,10,001 —14,000 GVW
-V8 engine,minimum 300 HP/6.0 liter or turbo diesel equivalent
-4-speed Automatic transmission with overdrive
-Limited slip differentials
-Automatic front hubs
-Heavy-duty towing package
-Transmission cooler
10
Page 211 of 256
All Wheel Drive Mit1—Si7_ed Passenger Van
-V6 engine,minimum I901-IP//1.3liter
’4-speed Automatic transmission with overdrive
°7-passenger minimum
All Wheel Drive Mid—SizedCargo Van
°V6 engine,minimum 190 HP/4.3 liter
°4~speed Automatic transmission with overdrive
-Minimum GVWR 5600 pounds
Full-Sized Passenger Van
-V8 engine,minimum 300 HP/6.0 liter
-4—speed Atitomatie transmission with overdrive
°12-passenger minimum
-Minimum GVWR 9600 pounds
-Rear,From,or All Wheel Drive
-Limited slip differential
Full-Sized Cargo Van
-V8 engine,minimum 300 HP/6.0 liter
-4-speed Automatic transmission with overdrive
-Minimum GVWR 9600 pounds
-Rear,Front,or All Wheel Drive
'Limited slip differential
Class 4 -Heavy Truck —4x2
14,001 —16,000 GVWR
Diesel engine
Turbo charged
Allison automatic transmission
-Water cooled
Limited slip differential
Class 5 -Heavy Truck —4x2
-16,001 —19.500GVWR
-Diesel engine
-Turbo charged
-Allison automatic transmission
-Water cooled
-Limited slip differential
Class 6 »Heavy Truck ~—4x2
-19,501 -26,000 GVWR
~Diesel engine
-Turbo charged
-Water cooled
-Allison automatic transmission
-Limited slip differential
l 1
Page 212 of 256
Class 7 —Heavy Truck —4x2
-26,001 —33,000 GVWR
-Diesel engine
-Turbo charged
-Water cooled
-Allison automatic transmission
°Limited slip differential
Class 8 —Heavy Straight Truck ~6x4
-33,001 or greater GVWR
-Diesel engine
-Turbo charged
-Minimum horsepower,275
-Water cooled
Allison automatic transmission
Double reduction rear end
-Limited slip differential
V.DELIVERY REQUIREMENTS
All vehicles will be delivered complete with all manufacturer standard new vehicle equipment and must comply with the
Vehicle Speci?cations for each body code and requested optional items as listed on the purchase order.Arapahoe County
reserves the right to return any vehicle after acceptance that is found to be incomplete and in violation of the Vehicle
Speci?cations for the body code and purchase order.It will be at the discretion of Arapahoe County as to whether to accept
the vehicle and be reimbursed for monies already paid or to opt to have the Contractor bring the vehicle up to specifications.
Scheduling of vehicle delivery appointment must be completed a minimumof forty-eight (48)hours prior to delivery with the
Arapahoe County Fleet Division with the person and number speci?ed on the Purchase Order.If a Contractor arrives without
an appointment.the Contractor may be turned away until a scheduled appointment is available.The Contractor will be asked
to provide the Purchase Order number and the number of vehicles to be delivered when calling to schedule an appointment.
Vehicle deliveries will be accepted between the hours of 8:00 AM to 12:00 PM and 1:00 PM to 3:00 PM.Monday through
Friday.
The following documentation/items will be required to be included in the vehicle at the time of scheduled delivery.No
handwritten documents will be accepted:
1.The dea1er’s invoice with a typed Vehicle Identi?cation Number (VIN),the Arapahoe County Purchase Order
number,and the Dealer Stock Number.
2.A copy of the Arapahoe County Purchase Order.signed by the Dealership Sales Representative verifying Quality
Control and dealer check.
3.The manufacturer's window sticker with price and option information included (do not leave the sticker on the
vehicle door glass).
4.The manufacturer's“Certi?cate of Origin".
5.The Application for Title and odometer statement.
6.Five (5)sets of keys (two (2)key fobs and three (3)PATS keys)plus the key code necessary for key duplication.
Valet keys will not be accepted.
Page 213 of 256
7.Weight slip and VIN verification will be provided whenever a body has been modified (i.e.~cube vans,box trucks,
8.The o\vncr’s manual visible on the front seat of the vehicle.
9.The Dealer Stock Number on the windshield.
IO.A sixty (60)day pcrntit attached in the license plate area on the rear of the vehicle.
All vehicles will be delivered washed,have license plate brackets and screws installed on the vehicle,serviced,and with a
minimttm ofone quarter (l/4)tank of fuel in the vehicle.
The Arapahoe County Fleet Division will inspect the delivered vehicle's condition and options to expedite the delivery
process.Any problems discovered after delivery;Arapahoe County will have four (4)weeks to inspect and reject the vehicle
while it is still located at the Fleet Division location.If rejected,the dealer will retrieve the vehicle within one (1)business
day of notification for correction /repairs and redeliver the vehicle as soon as the repairs are complete.
Contractors are expected to comply with the delivery instructions located on the Purchase Order.Arapahoe County Fleet
Division must be noti?ed immediately ofany issues related to the delivery of vehicles.
ln the event of any conflicts between this Agreement and any attached solicitation documents,this Agreement shall control.
2.Time of Perforniancc.The services of the Contractor shall commence (choose one):
X As of the date ofthis Agreement.
As speci?ed in 21Notice to Proceed to be provided by the County.
As of the following date:
The services ofthe Contractor shall be completed,or shall end,by December 3 I,2016,at which time the County shall have
the option to renew the contract for subsequent one year periods.The optional renewal periods shall not exceed a total of
three additional years.This option is a County prerogative and not a right ofthe Contractor and will be exercised only when
such continuation is clearly in the best interest of the County.The Contractor shall notify the County ofany adjustments
during the option period a minimum of one-hundred twenty (I20)calendar days prior to the effective date of the new price to
be charged to the County.The County reserves the right to reject any price adjustments submitted by the Contractor and/or to
terminate the contract with the Contractor based on such price adjustments.
3.Compensation.The County agrees to compensate the Contractor for the performance of services detailed
in Section 1 above,Scope ofservices,as follows (choose one):
Lump sum due upon completion:
:]Hourly rate of (to be billed monthly).
X Other:The County shall provide payments for units delivered by the Contractor.The Contractor shall
provide a fully documented invoice upon delivery of the vehicle(s)to the Arapahoe County Fleet Division.The invoice shall
identify critical,descriptive data including,but not limited to,model numbers,serial numbers,VIN numbers and purchase
order numbers.It shall be understood that such invoices shall not be authorized for payment until such time as a County
representativehas inspected and approved the units..
It is expressly understood and agreed that the total compensation to be paid to the Contractor under this Agreement
shall not exceed vehicle and options costs associated with your proposal and attached to this Agreement for Services.
4.Notices of Termination.Notices of termination shall be given at least thirty (30)days before the effective
date of termination.
Page 214 of 256
5.Professional Liability Insurance.Errors and Omissions or Professional Liability Insurance is required
(check box only if it is required).The required minimum amount of coverage is (indicate amount only if it is
ret uired).
6.Addresses for Notices.The addresses for Notices are as follows:
To the County:Arapahoe County Attorney
5334 South Prince Street
Littleton,Colorado 80l20-l I36
gi_d (send to botlt)
Arapahoe.County Government
Attn:Purchasing Division
5334 South Prince Street
Littleton,CO 80l2O
To the Contractor:John Elway Chevrolet
Attn:Mr.Mark McMunn
5200 South Broadway
Englewood,CO 80113
7.Special Conditions.
No special conditions
X Special Conditions are as follows:
LIMITED CONTRACT EXTENSION TO MAINTAIN SERVICE LEVELS:It is hereby agreed and understood that this
contract may be extended for an additional thirty day transitional period after the contract is scheduled for termination and
after any option years have been exercised.During this transitional period.the Contractor agrees to continue the same or a
reduced level of service to the County at the same prices while the new contract,also in force,is being mobilized.If the
Contractor is supplying equipment in conjunction with this contract,the Contractor agrees to retain its equipment at the
designated County premise(s)for an additional thirty calendar days after the termination of the contract,at which time the
equipment shall be removed from the premise(s).The Contractor shall be allowed to invoice the County for this additional
period on a pro rated basis.
LIMITED CONTRACT EXTENSION TO COMPLETE WORK:Any speci?c work assignment which commences prior to
the termination date of this contract and which will extend beyond the termination date shall,unless terminated by mutual
agreement by both parties,continue until completion at the same prices,terms and conditions as set forth herein.
SUB CONTRACTORS OF WORK SHALL BE IDENTIFIED:As part of its Response.the Contractor shall be required to
work with our current Emergency Equipment supplier,LAWS although all work will be contracted through Arapahoe County
and completed by LAWS.
LOCAL DEALERSHIP SHALL BE REQUIRED:Due to the service level required in conjunction with this Agreement,the
Contractor shall maintain a dealership within the Metro Denver,Colorado,area.This office shall be staffed by a competent
company representative who can be contacted during normal working hours and who is authorized to discuss matters
pertaining to the contract.Metro Denver consists of those communities within a 100-mile radius of Denver,CO.These
communities may include,but not be limited to,the City and County ofDenver,City of Ft.Collins and surrounding counties,
City of Colorado Springs and surrounding counties,Arapahoe County,Jefferson County,Adams County,Boulder County,
Douglas County,City and County of Broomfteld,Clear Creek County,and Gilpin County,Colorado.All reimbursable
payments will be based on local Denver office.
l4
Page 215 of 256
CURRENT MODEL/VERSION:Although this solicitation and rcsultattt contract states a speci?c ntodel or version and an
estimated number of items or units to be purchased,it is ttnderstood and agreed that tlte County ntay purchase additional
products and/or services from the Contractor including subsequent product releases or replacement products;provided that
these additional items represent the same manufactttrer attd essential functionality.
EQUIPMENTSHALL BE MOST RECENT MODEL AVAILABLE:The equipment being offered by the Contractor shall
be the most recent model available.Any optional components which are required in accordance with tlte Specifications shall
be considered standard equipment for purposes of this Agreement.Demottstrator‘s models will not be accepted.An ontission
of any essential detail from these Specifications does not relieve the Contractor front furnishing a complete unit.The unit
shall conform to all applicable OSHA,State of Colorado,and Federal safety requirements.All components.including but not
limited to assists,wiring,accessory mounting,parts,connectors and adjustments,are to be in accordance with current SAE
standards and recommended practices.The engineering,materials and tvorlunattsltip shall exhibit a high level ofqttality and
appearance consistent with,or exceeding,industry standards.
DEFICIENCIES,DEFECTS AND/OR DAMAGES TO PRODUCTS SHALL BE CORRECTED BY CONTRACTOR:The
Contractor shall promptly correct all de?ciencies,defects and/or damages itt equipntent or products delivered to the County in
accordance with this Agreement.All corrections shall be made within ?fteen (15)calendar days after such deficiencies,
defects and/or damages are verbally reported to the Contractor by the Purchasing Division.The Contractor shall be
responsible for filing,processing and collecting all damage claims against the shipper when applicable.
GOVERNMENT STANDARDS AND REQUIREMENTS:All items to be purchased in conjunction with this Agreement
shall be in accordance with all federal,state and local governmental standards to include,but not be limited to,those issued
by the Office of Safety attd Health Administration (OSHA),the National Instittttc of Occupational Safety Hazards (NIOSI-I)
and the National Fire Protection Association (NFPA),the National Electric Code (NEC),as well as standards and
requirements established by the Federal Motor Vehicle Safety Standards,EPA emission level requirements,and state noise
standards.
FEDERAL STANDARDS COMPLIANCE:All items to be purchased in conjunction with this Agreement shall be in
accordance with all governmental standards to include,but not be limited to,those issued by the Office of Safety and Health
Administration (OSHA),the National Institute of Occttpational Safety Hazards (NIOSH),and the National Fire Protection
Association (NFPA).
DELIVERY SHALL BE REASONABLE:The Contractor shall make deliveries within a reasonable period of time after the
date of the order,as stated by the Contractor in its Specification and Pricing Form.All deliveries shall be made in accordance
with good commercial practice and shall be adhered to by the Contractorts),except in such cases where the delivery will be
delayed due to acts of God,strikes,or other cattses beyond the control of the Contractor.In these cases,the Contractor sltall
notify the County ofthc delays in advance of the delivery date so that a revised delivery schedule can be negotiated.Should
the Contractor(s)fail to deliver the goods in the number of days as stated in its Response,the County reserves the right to
cancel the contract after any back order period which is specified in this Invitation has lapsed.If the contract is canceled,it is
hereby agreed attd understood that the County has the authority to purchase the goods elsewhere and to charge the Contractor
with any re procurement costs.If the Contractor fails to honor these re procurement costs,the County may suspend the
Contractor from participating in the County's contpetitive bidding process for a period of six months.Since the delivery
schedule is of extreme importance,the County reserves the right to consider the delivery periods offered by the Contractors
when determining the Contractor.
LIQUIDATEDDAMAGES FOR LATE DELIVERY:Upon failure of the Contractor to deliver the product(s)in accordance
with the proposed delivery schedule or to notify the County ofdelivcry schedule delays due to acts of God,strikes,or other
causes beyond the control ofthe Contractor and to the satisfaction of the County within the time stated,the Contractor shall
be subject to charges for liquidated damages in the amount of$l50.00 for each and every calendar day that the product is not
delivered to,and accepted by,the County.In these cases,the Contractor shall notify the County of the delays in advance of
the delivery date so that a revised delivery schedule can be negotiated.As compensation due to the County for loss ofuse and
for additional costs incurred by the County.the County shall have the right to deduct said liquidated damages from any
amount due or that may become due to the Contractor under this agreement or to invoice the Contractor for such damages if
the costs incurred exceed the amount due to the Contractor.
I5
Page 216 of 256
DELIVERY TO ARAPAI-IOE COUNTY FLEET DIVISION:The Contractor shall deliver all vehicles requested through
this Agreement to the Arapahoe County Fleet Division which is located at 7600 South Peoria.Englewood,Colorado,80l12.
Of?cial inspection and acceptance of the vehicles shall occur at this location.Deliveries will only be accepted from 8:00 a.m.
to 2:30 pm.I\/Iondaythrough Friday excluding County Holidays,which are as follows:
-Observance of New Year's Day
-Martin Luther King,Jr.Day
-Presidents‘Day
-Memorial Day
-Independence Day
-Labor Day
-Coltnnbus Day
-Veterans‘Day
-Thanksgiving Day
-Friday after Thanksgiving
-Observance of Christmas Day
Contractor shall call a tninimum of forty-eight hours before attempting to make any delivery.
PURCHASE ORDERS PLACED WITH CONTRACTOR DURING CONTRACT:All orders placed with the Contractor
during the term of the contract shall be issued by the County's Purchasing Division through a Purchase Order bearing a unique
Purchase Order number.The Contractor shall not ?ll any requests for materials or supplies until a Purchase Order has been
received from the Cottnty.A verbal Purchase Order number,however,may be issued to the Contractor by an agent of the
Purchasing Division under emergency circumstances in advance of a written Purchase Order.
PURCHASE OF OTHER VEHICLES NOT LISTED ON THIS AGREEMENT BASED ON PERCENTAGE DISCOUNTS:
While the County has listed all major vehicles on the Agreement which are utilized by the County and/or departments in
conjunction with their operations,there may be ancillary vehicles that must be purchased by the County during the term of
this contract.For this reason,Contractors are requested to quote a percentage discount from the Contractor's price list that
will be offered to the County for vehicles which do not appear on this Agreement.The County reserves the right to award
these ancillary vehicles to the Contractor or another Contractor based on the lowest actual price offered.
WARRANTY SHALL BE FOR A MINIMUM OF ONE YEAR:In addition to all other warranties that may be supplied by
the Contractor,the Contractor is required to warrant its product and/or service against faulty labor and/or defective material
for a ntinimum period of live (5)years /100,000 miles after the date of acceptance of the labor,materials and/or equipment
by the County.Arapahoe County will accept the original manufacturer's warranty in lieu of the minimum warranty listed
above as long as it is comparable.This warranty requirement shall remain in force for the full period identi?ed above,
regardless of whether the Contractor is under contract with the County at the time of defect.Any payment by the County on
behalfof goods and services received front the Contractor does not constitute waiver ofthese warranty provisions.
PRODUCT RECALL:Contractor(s)awarded contract(s)under this Agreement shall be required to notify Arapahoe County's
Purchasing Division of any manufacturer’s recalls regarding vehicles ordered under said contracts.The Contractor shall
Contact the Buyer by phone within two hours of noti?cation by the manufacturer and shall t'ollow~upin writing within 24
hours.Failure to cotnply with this requirement may be cause for termination of any existing contracts between the Contractor
and the County and for removal from the County‘s approved Contractor list(s).
BACK ORDERS MUST BE FILLED WITHIN REASONABLE TIME:If the Contractor experiences a hack order of
vehicles from its manufacturer or distributor,the Contractor must insure that such back orders are ?lled within a reasonable
period of time.In these cases,the Contractor must notify the County of these backorders in advance of the delivery date so
appropriate steps can be taken by the County.The Contractor shall not invoice the County for back ordered vehicles until
such back orders are delivered and accepted by the County's authorized representative.It is understood and agreed that the
County shall be the sole judge of what constitutes a reasonable period of time and may,at its discretion,verbally cancel back
orders,seek the vehicles from another Contractor,and charge the Contractor for any re procurement costs.
lo
Page 217 of 256
DUPLICATE SHIPMENTS ARE NOT ALLOWED:The County will not accept duplicate shipments of vehicles.If the
Contractor sends duplicate shipments to a County location,the Contractor shall either retrieve the vehicles at no cost to the
County or allow the County to retain the vehicles at no cost to the County.
FUEL ADJUSTMENTS (SURCHARGES):The County will not accept fuel adjustments from the Firmunless a negotiated
request for such adjustments are agreed by both parties as to amount and very speci?c timeframe.Such an agreement must be
documented before the assessment date;the County will not honor such adjustments invoiced without the attachment of such
agreement to the invoice.
SALES TAX:The County is exempt from paying State or Local Sales Taxes.Contractors should be aware of
CONTRACTOR APPLICATION FOR EXEMPTION CERTIFICATE Pursuant to Statute Section 39-26.7OS(l)(a)(XlX)
sales tax exemption for construction and building materials.State tax I.D.#98-04527-000,Federal tax l.D.it 84-6UU(.)74U.
SHIPPING TERMS FOB DESTINATION:All Contractors shall quote prices based on F.O.B.Destination and shall hold
title to the goods until such time as they are delivered to,and accepted by,an authorized County representative.
ACCIDENT PREVENTION:The Contractor shall be required to take safety precautions in an effort to protect persons and
County property.All contractors and sub contractors shall conform to all OSHA,State and County regulations while
performing under the terms and conditions of this contract.Any ?nes levied by the above mentioned authorities because of
inadequate compliance with these requirements shall be borne solely by the Contractor which is responsible for same.
Barricades shall be provided by the Contractor when work is performed in areas traversed by persons or when deemed
necessary by the County‘s Project Manager.
PROTECTION OF PROPERTY:All existing structures,utilities,services,roads,trees,shrubbcry,etc.located on County
property shall be protected against damage or interrupted services at all times by the Contractor during the term of this
contract.The Contractor shall be held responsible for repairing or replacing any and all property which is damaged by reason
of the.Contractor's operation on the property to the satisfaction of the County.
CONFLICTS WITHIN THE CONTRACT DOCUMENTS:In the event that conflicts exist within the Contract Documents,
the policies stated in the following paragraphs shall govern:A.Addenda shall supersede all other Contract Documents to the
extent specilietl.Subsequent addenda shall supersede prior addenda only to the extent specified.B.Speci?cations are
intended to agree and be mutually explanatory and shall be accepted and used as a whole and not separately.Shottld any item
be omitted from the Speci?cations as specified,it shall be implied that such omissions are contained in the Speci?cations as
necessary for the proper construction of the work herein speci?ed.
PURCHASE BY OTHER GOVERNMENTAL AGENCIES:Each governmental unit which avails itself of an awarded
contract will establish its own contact,place its own orders,issues its own purchase orders,be invoiced there from and make
its own payments and issue its own exemption certilications as required by the Contractor.It is understood and agreed that
the County is not a legally binding party to any contractual agreement made.between any other governmental unit and the
Contractor as a result of this Agreement.
17
Page 218 of 256
AFIAPAHOE COUNTY
COLOI-'tADO'S FIRST
December 3,2018
John Elway Chevroiet
Mark McMunn
5200 S.Broadway
Engiewood,CO 80113
SUBJ:EXTENSIONOF THE AGREEMENT FOR VEHICLES
SOLICITATION #15-60
Department of Finance
PURCHASING DIVISION
533-!South Prince Street
Luiieion.Colorado 80120-I I36
Phone 301!-7E)S..1.1‘.iO
Fax 303-738-7929
-.'M\«'arapahoegov Com
JANET J.KENNEDY
Director
Arapahoe County and John Elway Chevrolet entered into an agreement for Vehicles on December 1,
2015.The parties may mutually agree upon an annual extension of this agreement pursuant to the
provisions as set forth in the original Agreement for Services.
Staff has determined that it is to the best interest of the County to extend this agreement from December
2018 through November 2019.
By executing the signature page,both parties agree to the extension of this Agreement for Services or
Purchase Agreement.
RFP-15-60
Extension 3 of 3
Page 2 of 3 Revised April ZOIE
Page 219 of 256
SIGNATURE PAGE
CONRACTOR'John Elwa Chevrolet
(sgnaiure)
Title:Q 7*‘-3%
Signed ihisztz-jédayof£_Dé’#5lE,;[,i’5/,Z0/5
State of Colorado
County of:'C¥Q§
h
Subscribed and sworn to before me this’?day of ,
By:
My commission expires:I5 E .
LIA BRIANNE CRABTREE
NOTARY PUBLIC
STATE OF COLORADO
NOT!\RY ll)3!20154026550
MY COMMISSIONEXPIRESJULY07.2019
ATTEST:Clerk to the Board
Chir,od of Contyomisionér?""""W
(Or representative authorized by resolution)
Date=LQ\L:?;t_.
\l_i..“.:?.._
RFP-15-60 Page 3 of 3
V “RevisedA;3}ii"é6'i”'5'
Extension 3 of 3
Page 220 of 256
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Page 221 of 256
John Elway Chevrolet
TTTM1MarkMcMunn—Fleet Director |720.284.5255 |mmcmunn@e|waydealers.net
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial
Quote Worksheet
MSRP!
Base Price $49,800.00
Dest Charge $1295.00
Total Options ($2,484.00)
g T 7
Subtotal $48,611.00
Subtotal Pre-Tax Adjustments $0.00
Less Customer Discount
_
O
V 7
($10,581.00)
Subtotal Discount ($'l0,58'l.00)
Trade-In ..._,
$9-00
Excludedfrom Sales Tax
g
SubtotalTrade-In $0.00
I A
A TaxablePrice
0
$38,030.00
SalesTax _.......$0.00
H g _SubtotalTaxes $0.00
0 SubtotalPost-TaitAdjustmentsI 1
$0.00
Total Sales Price $38,030.00
Comments:
CDOT AWARD 311001595
ARAPAHOE COUNTYAWARD 15-60
STATE OF COLORADOAWARD 113483
Dealer Signature /Date Customer Signature I Date
This document contains information considered Confidential between GM and its Clients uniquely.The information provided is not intended for public disclosure.Prices,
speci?cations,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required by law or vary by manufacturer or region.
Pertormance figures are guidelines only,and actual performance may vary Photos may not represent actual vehicles or exact configurations.Content based on report preparer's
input is subject to the accuracy of the input provided.
Data Version:9019.Data Updated:Aug 14,2019 10:02:00 PM PDT
Aug 15,2019 Page 1
Page 222 of 256
John Elway Chevrolet
Mark McMunn—Fleet Director I 720.284.5255 |mmcmunn@elwaydealers.net
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial
Window Sticker
SUMMARY
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial MSRP:$49,800.00
|nterior:Jet Black,Premium Cloth seat trim
Exterior 1:Shadow Gray Metallic
Exterior 2:No color has been selected.
Engine,5.3L EcoTec3 V8 with Active Fuel Management,Direct Injection and Variable Valve Timing
Transmission,6-speed automatic,electronically controlled
OPTIONS
CODE MODEL MSRP
CK15706 [Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial $49,800.00
OPTIONS
1FL Commercial Preferred Equipment Group $0.00
5HP Key,6 additional keys $41.00
5T5 Seats,2nd and 3rd row vinyl with front cloth seats $0.00
SW4 Identi?er for Special Service vehicle ($4,400.00)
6C7 Lighting,red and white front auxiliary dome $170.00
6E2 Key common,complete vehicle fleet $25.00
9G8 Headlamps,Daytime Running Lamps and automatic headlamp $50.00
control delete
AMF Remote Keyless Entry Package $75.00
ATD Seat delete,third row passenger Inc.
AZ3 Seats,front 40/20/40 split-bench $0.00
CBA GVWR,7300 lbs.(3311 kg)$0.00
FE9 Emissions,Federal requirements $0.00
GJI Shadow Gray Metallic $0.00
GU6 Rear axle,3.42 ratio $100.00
HOU Jet Black,Premium Cloth seat trim $0.00
lO5 Audio system,8"diagonal color touch-screen with Chevrolet $0.00
infotainment
JF4 Pedals,power-adjustable for accelerator and brake Inc.
This document contains information considered Confidential between GM and its Clients uniquely.The information provided is not intended for public disclosure.Prices,
speci?cations,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required by law or vary by manufacturer or region.
Performance ?gures are guidelines only,and actual performance may vary.Photos may not represent actual vehicles or exact con?gurations.Content based on report preparers
input is subject to the accuracy of the input provided.
Data Version:9019.Data Updated:Aug 14,2019 10:02:00 PM PDT.
Aug 15,2019 Page 2
Page 223 of 256
‘1 John Elway Chevrolet
Mark McMunn—Fleet Director |720.284.5255 |mmcmunn@elwaydea|ers.net
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial
K4B Battery,auxiliary,isolated,730 CCA Inc.
KVV7 Alternator,170 amps Inc.
L83 Engine,5.3L EcoTec3 V8 with Active Fuel Management,Direct $0.00
Injection and Variable Valve Timing
MYC Transmission.6-speed automatic,electronically controlled $0.00
NQH Transfer case,active,2-speed electronic Autotrac Inc.
NZZ Skid Plate Package Inc.
PCW Enhanced Driver Alert Package $695.00
PZX Wheels,18"x 8.5"(45.7 cm X 21.6 cm)aluminum with high-polished $600.00
finish
RKX Tires,P255/65R18 all-season,blackwall $0.00
TQ5 |ntelliBeam,automatic high beam on/off Inc.
UEO OnStar,delete ($85.00)
UEU Forward Collision Alert Inc.
UHX Lane Keep Assist with Lane Departure Warning Inc.
UHY Automatic Emergency Braking Inc.
V76 Recovery hooks,2 front,frame-mounted,Black $50.00
VPV Ship Thru,Produced in Arlington Assembly Inc.
VQK LPO,Molded splash guards $195.00
XCQ Tire,spare P265/70R17 all-season,blackwall $0.00
Y86 Enhanced Driver Alert Package Inc.
ZV\l7 Suspension Package,Premium Smooth Ride $0.00
ZY1 Paint scheme,solid application $0.00
__Safety belts,3-point,driver and front passenger in all seating nc.
positions
__Capless fuel ?ll nc.
__Door handles,body—co|or nc.
__Instrumentation,analog nc.
__Key,2-sided nc.
_Luggage rack,delete nc.
_Exterior ornamentation delete nc.
__Power outlets,4 auxiliary,12-volt no
This documentcontains information considered Confidential between GM and its Clients uniquely.The information provided is not intended for public disclosure.Prices,
specifications,and availability are subject to change without notice,and do not include cena.nfees,taxes and charges that may be required by law or vary by manufacturer or region
Performance figures are guidelines only,and actual performance may vary.Photos may not represent actual vehicles or exact configurations.Content based on report preparer‘s
input is subject to the accuracy of the input provided.
Data Version:90l9.Dala Updated‘Aug 14,2019 10:02:00 PM PDT.
Aug 15,2019 Pages
Page 224 of 256
John Elway Chevrolet
Mark McMunn—Fleet Director |720.284.5255 |mmcmunn@elwaydealers.net
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial
__Power supply,100-amp,auxiliary battery,rear electrical center Inc.
_Power supply,50-amp,power supply,auxiliary battery lnc.
__Power supply,120—amp,(4)30-amp circuit,Primary battery Inc.
__Safety Alert Seat Inc.
__Theft-deterrent system,vehicle,PASS-Key lll inc.
SUBTOTAL $47,316.00
Adjustments Total $0.00
Destination Charge $1,295.00
TOTAL PRICE $48,611.00
FUEL ECONOMY
Est City:15 MPG
Est Highway:21 MPG
Est Highway Cruising Range:546.00 mi
This document contains information considered Confidential between GM and its Clients uniquely.The informationprovidedisnot intended for public disclosure,Prices,
speci?cations,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required by law or vary by manufacturer or region.
Performance figures are guidelines only.and actual performance may vary.Photos may not represent actual vehicles or exact conligurations.Content based on report preparers
input is subject to the accuracy of the input provided.
Data Version:9019.Data Updated:Aug 14.2019 10.02:0D PM PDT
Aug 15,2019 Page 4
Page 225 of 256
I John Elway Chevrolet
'3‘Mark McMunn—Fleet Director ]720.284.5255 |mmcmunn@elwaydealers.net
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial
|*lT7llEiiE_;TE5ililbt.iE‘t.'L‘."E..i|:§§l.i:t?J|E
Note:Photo may not represent exact vehicle or selected equipment.
This document contains information considered Confidential between GM and its Clients uniquely.The information provided is not intended for public disclosure.Prices,
specifications,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required by law or vary by manufacturer or region.
Performance figures are guidelines only.and actual performance may vary.Photos may not represent actual vehicles or exact con?gurations.Content based on report preparer's
input is subject to the accuracy of the input provided.
Data Version:9019.Data Updated.Aug 14,2019 10:02:00 PM PDT.
Aug 15.2019 Page 5
Page 226 of 256
John Elway Chevrolet
Mark l\/lcMunn~Fleet Director |720.284.5255 [mmcmunn@e|waydealers.net
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial
Quote Worksheet
Base Price
Dest Charge
.Total Options
LessCustomerDiscount
[Trade-In
TiExcludedfromSales Tax
Sales A 00
Comments:
CDOT AWARD 311001595
ARAPAHOE COUNTY AWARD 15-60
STATE OF COLORADOAWARD 113483
Dealer Signature /Date
T T T
Subtotal
Subtotal Pre-Tax Adjustments
Subtotal Discount
SubtotalTrade-In
TTa_>_<ab|ePrice
Sub_total_Taxes
Subtota|TPost-Tax Adjustments
Total SalesPrice
MSRP
$49,800.00
$1,295.00
($2,484.00)
$48,611.00
$0.00
($10,581.00)
($10,581.00)
_$0.00
$0.00
$38,030.00
$0.00
$0.00
$0.00
$38,030.00
Customer Signature I Date
This document contains information considered Confidential between GM and its Clients uniquely.The information provided is not intended for public disclosure.Prices,
speci?cations,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required by law or vary by manufacturer or region.
Performance ?gures are guidelines only,and actual performance may vary.Photos may not represent actual vehicles or exact configurations.Content based on report preparers
input is subject to lhe accuracy ol the input provided.
Data Version.9019.Data Updated"Aug 14,2019 10:02 00 PM PDT.
Aug15,2019 Page 1
Page 227 of 256
imqll,!‘}'-A.'.,:3§'."sr-'*-:r=-“vi!
,_.i John Elway Chevrolet
Mark McMunn -Fleet Director |720.284.5255 ]mmcmunn@elwaydealers.net
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial
Window Sticker
SUMMARY
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial MSRP:$49,800.00
lnterior:Jet Black,Premium Cloth seat trim
Exterior 1:S»atin Steel Metallic
Exterior 2:No color has been selected.
Engine,5.3L EcoTec3 V8 with Active Fuel Management,Direct injection and Variable Valve Timing
Transmission,6-speed automatic,electronically controlled
OPTIONS
CODE MODEL MSRP
CK15706 [Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial $49,800.00
OPTIONS
1FL Commercial Preferred Equipment Group $0.00
5HP Key,6 additional keys $41.00
5T5 Seats,2nd and 3rd row vinyl with front cloth seats $0.00
5W4 identifier for Special Service vehicle ($4,400.00)
6C7 Lighting,red and white front auxiliary dome $170.00
6E2 Key common,complete vehicle ?eet $25.00
9GB Headlamps,Daytime Running Lamps and automatic headlamp $50.00
control delete
AMF Remote Keyless Entry Package $75.00
ATD Seat delete,third row passenger inc.
AZ3 Seats,front 40/20/40 split-bench $0.00
C6A GVWR,7300 lbs.(3311 kg)$0.00
FE9 Emissions,Federal requirements $0.00
GQK Satin Steel Metallic $0.00
GU6 Rear axle,3.42 ratio $100.00
HOU Jet Black,Premium Cloth seat trim $0.00
lO5 Audio system,8"diagonal color touchscreen with Chevrolet $0.00
infotainment
JF4 Pedals,power—adjustablefor accelerator and brake inc.
This document contains information considered Confidential between GM and H5 Clients uniquely.The information provided is not intended for public disclosure.Prices,
speci?cations,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required by law orvary by manufacturer or region
Performance figures are guidelines only,and actual performance may vary.Photos may not represent actual vehicles or exact configurations Content based on report preparers
input is subject to the accuracy of the input provided.
Date Version:9019.Data Updated‘Aug 14,201910'02.00 PM PDT.
Aug 15,2019 Page 2
Page 228 of 256
John Elway Chevrolet
Mark McMunn—Fleet Director |720.284.5255 |mmcmunn@elwaydealers.net
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial
K4B Battery,auxiliary,isolated,730 CCA Inc.
KVV7 Alternator,170 amps Inc,
L83 Engine,5,3L EcoTec3 V8 with Active Fuel Management,Direct $0.00
Injection and Variable Valve Timing
MYC Transmission,6-speed automatic,electronically controlled $0.00
NQH Transfer case,active,2-speed electronic Autotrac lnc.
NZZ Skid Plate Package lnc.
PCW Enhanced Driver Alert Package $695.00
PZX Wheels,18"x 8.5"(457 cm x 21.6 cm)aluminum with high-polished $600 00
finish
RKX Tires,P265/65R18 all-season,blackwall $0.00
TQ5 lntelliBeam,automatic high beam on/off Inc.
UEO Onstar,delete ($85.00)
UEU Forward Collision Alert Inc.
UHX Lane Keep Assist with Lane Departure Warning Inc.
UHY Automatic Emergency Braking Inc.
V76 Recovery hooks,2 front,frame-mounted,Black $50.00
VPV Ship Thru,Produced in Arlington Assembly lnc.
VQK LPO,Molded splash guards $195.00
XCQ Tire,spare P265/70R17 all-season,blackwall $0.00
Y86 Enhanced Driver Alert Package Inc.
Zv\/7 Suspension Package,Premium Smooth Ride $0.00
ZYi Paint scheme,solid application $0.00
_Safety belts,3-point,driver and front passenger in all seating nc.
positions
_Capless fuel ?ll nc.
_Door handles,body—color nc.
_’_
instrumentation,analog nc.
__Key,2-sided nc.
__Luggage rack,delete nc.
__Exterior ornamentation delete nc.
__Power outlets,4 auxiliary,12—volt nc.
This documentcontains information considered ConlirdentialbetweenGM and its Clients uniquely.The information provided is not intended for public disclosure Prices,
speci?cations,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required bylaw or vary by manufacturer or region.
Performance ?gures are guidelines only,and actual performance may vary.Photos may not represent actual vehicles or exact configurations.Content based on report preparers
input is subject to the accuracy of the input provided.
Data Version‘9019,Data Updated Aug 14,2019 10 O2 00 PM PDT.
Aug 15,2019 Page 3
Page 229 of 256
!John Elway Chevrolet
Mark McMunn—FleetDirector |720.284.5255 |mmcmunn@elwaydealers.net
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial
__Power supply,100«amp,auxiliary battery,rear electrical center Inc.
__Power supply,50-amp,power supply,auxiliary battery lnc.
__Power supply,120-amp,(4)30-amp circuit,Primary battery Inc.
_Safety Alert Seat lnc.
_Theft-deterrent system,vehicle,PASS—Key Ill Inc.
SUBTOTAL $47,316.00
Adjustments Total $0.00
Destination Charge $1,295.00
TOTAL PRICE $48,611.00
FUEL ECONOMY
Est City:15 MPG
Est Highway:21 MPG
Est Highway Cruising Range:546.00 mi
This document contains information considered Confidential between GM and its Clients uniquely.The information provided is not intended for public disclosure.Prices,
speci?cations,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required by law or vary by manufacturer or region.
Performance ?gures are guidelines only,and actual performance may vary.Photos may not represent actual vehicles or exact configurations.Content based on report preparers
input is subject to the accuracy of the input provided.
Data Version:9019 Data Updated Aug 14,2019 10'02:0O PM PDT.
Aug 15,2019 Page 4
Page 230 of 256
John Elway Chevrolet
Mark McMunn—F|eet Director |720.284.5255 |mmcmunn@elwaydea|ers.net
[Fleet]2020 Chevrolet Tahoe (CK15706)4WD 4dr Commercial
mmmne
Note:Photo may not represent exact vehicle or selected equipment.
This document contains information considered Confidential between GM and its Clients uniquely.The informationlprovidedlsnotintended for public disclosure.Prices,
speci?cations,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required by law or vary by manufacturer or region.
Performance ?gures are guidelines only,and actual performance may vary Photos may not represent actual vehicles or exact configurations.Content based on report preparers
input is subject to the accuracy of the input provided.
Date Version:9019.Data Updated:Aug 14,2019 10:02:00 PM PDT.
Aug 15,2019 Page 5
Page 231 of 256
PURCHASE ORDER l°¢l,,1,a 1 oi 1
CITY OF ENGLEWOOD
Procurement Divisiond1000EnglewoodParkway
‘Englewood,CO 80110-2373
"E Q L Q R A D.[1 Tel:(303)762-2412
Eng|ewoodAP@eng|ewoodco.gov
Bill To Ship To Reprint Purchase Order
City of Englewood City of Englewood No.2019—0OO00455
Servicenter Public Works Servicenter Public Works
2800 S Platte River Dr 2800 S Platte River Dr O ,,.»,w/,GENGLEWOOD,CO 80110 ENGLEWOOD,CO 80110 U //#7
Vendor 15084 John Elway Chevrolet Deliver by
Contact \hIt|aTerms
John Elway Chevrolet 9
5200 S Broadway Payment Terms Net 30
Englewood,CO 80113
Quantity U/M Description Unit Cost Total Cost
1.0000 Each CERF Vehicles $25,642.0000 $25,642.00
Item Description 2020 Chevrolet Colorado for Utilities
G/L Account Project Amount Percent
62-1001-61402 (Vehicles CERF)100.00%
1.0000 Each CERF Vehicles $25,642.0000 $25,642.00
Item Description 2020 Chevrolet Colorado for Utilities
G/L Account Project Amount Percent
62-1001-61402 (Vehicles CERF)100.00%
1.0000 Each CERF Vehicles $25,642.0000 $25,642.00
Item Description 2020 Chevrolet Colorado for Parks
G/L Account Project Amount Percent
62-1001-61402 (Vehicles CERF)100.00%
Subtotal $76,926.00
Sales Tax $0.00
Total Due A Z A 1‘M$’O.00)‘
Open Total Cost
Amount Voided
Open Amount Expensed
Open Amount Encumbered
Amount Discounted
Open Amount Remaining
urchase Order number must appear on all invoices,packing slips and correspondence.
y accepting this Purchase Order,seller agrees to terms &conditions on the front and reverse
ides hereof,and any attachments hereto.
ll Deliveries must be made Monday—Friday between 8:00 AM &3:30 PM.
tate of Colorado Sales and Use Tax Exemption No:98-03470
ederal E.l.N.:84-6000583 Au'rHoR|zED s|GNA1'uRE
15 Jan 2021
Terms and conditions:htt ://en lewood ov.or /home/showdocument?id=17792
Page 232 of 256
‘mm’Hg,7!‘.—‘;r ,I,_
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Itlllll S.l'l:lllL‘Rim-r Itri-1 c
l{ug|i~uoo(l.(()Xltl ll)
.‘~tL1~7t'n2—253S
MEMORANDUM
TO:J.Shawn Lewis,City Manager /lpp/‘am/:%-j
Maria D’Andrea,Director of Public Works Approval:
THROUGH:Steve Ortega,Operations &Maintenance Manager
FROM:Linda Trujillo,Flcct Data Analyst
DATE:September 25,2019
SUBJECT:Purchase of Three (3)Chevrolet Colorado’s (2019 Replacement Vehicles)
Fleet Services is requesting approval to purchase three (3)2020 Chevrolet Colorado’s,two (2)for the Utilities
Department Field Service Technicians,and one (1)for the Parks Department.These units are available at the cost of
$25,642.00 each,for a total of $76,926.00,from .lOl11lElway Chevrolet through State of Colorado Price Agreements,
Award #1 13483.Each unit being replaced meets the replacement criteria,including life cycle and maintenance dollars
expended;and have already been held over past their regular replacement date.
Units to be replaced:
Unit #Year/l\'Iake/Model Department Original Repl.Acquire Est.Repl.Cost
Year Cost
1403 2003 Chevrolet C2500 Pickup Utilities 201 1 $22,671.00 $25,642.00
1436 2011 GMC Sierra 1500 Pickup
_
T
Utilities
_g
2019 $15,948.00 $25,642.00
5248 2008 Chevrolet Colorado Pickup 1 Parks 2016 $16,057.00 $25,642.00
Total $76,926.00
This purchase will be funded by the Capital Equipment Replacement Fund (CERF).
Procurement Type:Cooperative Purchase
Colorado State Price Agreements
Award #1 13483
Contract Amount:$76,926.00
Funding:62-1001 61402 Vehicles CERF
Available Fuiicls—$743,262.43
Action Requested:Please initial where appropriate and return to Steve Ortega.
Attachments
State of Colorado Award #1 13483
Jolm Elway Chevrolet Quote
CERF Fund Balance
Page 233 of 256
9/25/2019
:\sr-:=-»:r.mi.=:e.»ii State of Colorado Price Agreement
Classification:PERMISSIVE
Status:Current
Duration of Agreement:
Period Covered:
Oct 4,2016 To Sep 30,2019
Options:
Option to Renew for 0 More Year(s)
Categc_>[y_:
Vehicles
https://www.bidscolorado.com/co/portal.nsf/xpPriceAgreementRead.xsp?databaseName=CN=GSSBIDSB/O=CO_STATE!!co%
5CPriceA=,.I
.
Department of Personnel and Administration
State Purchasing Office
C°T"m°diW Codei 07000 1525 Sherman St.,3rd Floor
Commodity V .Denver,CO 80203
Description;e“'°'°5 Amy Risley at (303)866-5663
email:Amy.Risley@state.co.us
v Ordering/Contact Information
Small Business:Yes
Minority Owned:No Woman Owned:No
Company:John Elway Chevrolet Doing Business As:EP Blazer,LLC
Contact:Mark McMunn Contact Email:mmcmunn@elwaydealers.net
Order Number:720-284-5255 Toll FreelCelI Number:
Fax:Payment Terms:
Address:5200 S Broadway F.0.B.:
City,State,ZIP:ENGLEWOOD,CO 80113 Delivery:
Quote Email:mmcmunn@eIwaydea|ers.net
v How To OrderlAgreement Prices
Patrol contract and detail vehicle.sheets are attached.
Vchiclc awards are not completed at this time.
F”‘=5=application/pdf 1.305 KB AAEA ~EP Blazer LLC —113433 -SF‘A.pdf
application/pdf 776 KB John Elway Chevrolet F6 Chevy Silverado Rev 1.pdf
application/pdf 953 KB John Elway Chevrolet K7 Chevy Tahoe Rev 1,pdl
Contract Status:-select
V Vendor Insurance Certificate Expiration Dates
Workers‘Comp:General Liability:
Nov 1,2018
Other Insurance:Other Insurance Description:
Not applicable Not applicable
Files:application/pdf 85 KB John Elway Chevrolet COI 2017 201B.pdl
v Additional Attachments
W95’application/pdl 95 KB AAEA-EP Blazer LLC dba John Elway Chevro|el—l2’l8'l9—M .p(ll
applicatlonlpdl 776 KB John Elway Chevrolet F6 Chevy Silverado Rev l.pdf
application/pdf 953 KB John Elway Chevrolet KT Chevy Tahoe Rev 1.pdf
application/pdf 113 KB John Elway Chevrolet A6 Sedan Fullsize —Chevy lmpaiapdf
applicationlpdl 143 KB John Elway Chevrolet AE Sedan Electric -Chevy Boltpdl
applicationlpdi 439 KB John Elway Chevrolet D2 Pass Van 8 Passenger -Chevy Expresspdt
application/pdf 220 KB John Elway Chevrolet E1 PU Small 4X2 —Chevy Coloraclopdi
application/pdi 456 KB John Elway Chevrolet P4 '1 T Cargo Box ~Chevy Expresspclf
‘V Conditions Of Agreement
This Agreement results from the following solicitation:
httpszl/www.bidscolorado.com/co/portal.nsiIxpPriceAgreementRead:xsp?datal)aseName=CN=GSSB|DS3/O=CO_STATE!
loo”/35CPriceAwd.nsf&docu...
‘l/2
Page 234 of 256
9/25/2019 'https:l/www.bidscolorado.comlco/portal.n5flxpPriceAgreementRead.xsp?databaseName=CN=GSSB|DS3/O=CO__STATE!!co%5CPriceA...
Number:
Files:
(See attached file:AAEA —EP Blazer LLC dba John Elway Chevrolet—121B19—A1.pdf)
(See attached ?le:John Elway Chevrolet F6 Chevy Silverado Rev 1.pdf)
(See attached file:John Elway Chevrolet K7 Chevy Tahoe Rev 1.pdf)
(See attached ?le:John Elway Chevrolet A6 Sedan Fu/lslze -Chevy Impala.pdl)
(See attached file:John Elway Chevrolet AE Sedan Electric ~Chevy Boltpdf}
(See attached file:John Elway Chevrolet D2 Pass Van 8 Passenger -Chevy Express.pdt)
(See attached ?le:John Elway Chevrolet E1 PU Small 4X2 -Chevy Coloradopdf)
(See attached file:John Elway Chevrolet P4 1 T Cargo Box »Chevy Express.pdt)
Amendments:
Amendment Number:
Amendment Effective
On:
Reason For
Amendment:
Amendment History:
https :l/wwwbidscolorado.com/colportal.nsflxpPnceAgreementRead.xsp?databaseName=CN=GSSB|DS3/O=CO_STATE!Ice”/o5CPriceAwd.nsf&docut..2/2
Page 235 of 256
John Elway Chevrolet
Mark McMunn —F|eet Director |720.284.5255 |mmcmunn@elwaydealers.net
Vehicle:[Fleet]2020 Chevrolet Colorado (12M53)4WD Ext Cab 128"Work Truck («;»'Complete)
Quote Worksheet
l
T TT
MSRP
Base Price $28,700.00}
JDestCharge $1,095.00 E
1Total Options $1525.00‘.
'
T T
Subtotal $31,320.00
l Subtotal Pre-Tax Adjustments $0.00
j Less Customer Discount
T
($5,678.00)l
[
T
Subtotal Discount ($5,678.00)
iTrade—ln
T
$0.00
llExcludedfrom SalesTax
T T T
Subtotal _Tradegln $0.00
?TaxablePrice $25,642.00
iSales Tax $0.00:
'
T
_SuTTbtotalTaxes $0.00
Subtotal Post-Tax Adjustments $0.00
Total Sales Price $25,642.00
Comments:
CDOT AWARD311001595
ARAPAHOE COUNTY AWARD 15-60
mRE®DMWABWlB?8@
Dealer Signature /Date Customer Signature /Date
This document contains information considered Confidential between GM and its Clients uniquely.The information provided is not intended for public disclosure.Prices,
speci?cations,and availability are subject to change without notice,and do not include certain fees.taxes and charges that may be required by law or vary by manufacturer or region.
Performance ?gures are guidelines only.and actual performance may vary.Photos may not represent actual vehicles or exact con?gurations.Content based on report preparer's
input is subject to the accuracy ofthe input provided.
Data Version:9240 Data Updated:Sep 12.2019 9:42:00 PM PDT.
Sep12-.2019 Page 1
Page 236 of 256
Vehicle:[Fleet]2020 Chevrolet Colorado (12M53)4WD Ext Cab 128"Work Truck (<-/‘Complete)
Window Sticker
SUMMARY
[Fleet]2020 Chevrolet Colorado (12M53)4WD Ext Cab 128"Work Truck
lnterior:Jet Black/Dark Ash,Cloth seat trim
Exterior 1:Summit White
Exterior 2:No color has been selected.
Engine.3.6L Dl DOHC V6 V\/T
Transmission,8—speed automatic
OPTIONS
CODE MODEL
12M53 [Fleet]2020 Chevrolet Colorado (l2M53)4WD Ext Cab 128“Work
Truck
OPTIONS
4\/\/T Work Truck Preferred Equipment Group
5GD Tow/Haul Mode
AR7 Seats,front bucket
C4F GVWR,5900 lbs.(2676 kg)
CTT Trailering assist,guidelines
FE9 Emissions,Federal requirements
GAZ Summit White
GU6 Rear axle,3.42 ratio
H2R Jet Black/Dark Ash,Cloth seat trim
IOR Audio system,Chevrolet Infotainment 3 system
LGZ Engine.3.6L Dl DOHC V6 V\fl'
M5T Transmission,8—speedautomatic
QJJ Tires,265/70R16 all—season,blackwall
RS2 Wheels.16"x 7"(40.6 cm x 17.8 cm)Ultra Silver Metallic steel
81 K Wheel,spare,16"x 7"(40.6 cm x 17.8 cm)steel
VK3 License plate kit,front
ZJJ Tire,spare 265/70R16 all-season,blackwall
lnc.
lnc.
Inc.
Inc.
Inc.
MSRP:$28,700.00
MSRP
$28,700.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$1,485.00
$0.00
$0.00
$0.00
$40.00
This document contains information considered Con?dential between GM and its Clients uniquely.The informationprovided is not intended for publicdisclosure.
speci?cations,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required by law or vary by manufacturer or region.
Performance ?gures are guidelines only,and actual performance may vary Photos may not represent actual vehicles or exact con?gurations.Content based on report preparer's
input is subject to the accuracy ol the input provided.
Data Version:9240.Data Updated:Sep 12,2019 9:42:00 PM PDT.
Sep 13,2019 Page 2
Page 237 of 256
John Elway Chevrolet
Mark McMunn —Fleet Director |720.284.5255 |mmcmunn@elwaydealers.net
Vehicle:[Fleet]2020 Chevrolet Colorado (12M53)4WD Ext Cab 128"Work Truck (.3Complete)
SUBTOTAL $30,225.00
Adjustments Total $0.00
Destination Charge $1095.00
TOTAL PRICE $31,320.00
FUEL ECONOMY
Est City:17 MPG
Est Highway:24 MPG
Est Highway Cruising Range:504.00 mi
This document contains information considered Confidential between GM and its Clients uniquely.The informationprovided is not intended for public disclosure.Prices,
speci?cations,and availability are subject to change without notice.and do not include certain fees,taxes and charges that may be required by law or vary by manufacturer or region.
Performance figures are guidelines only,and actual performance may vary.Photos may not represent actual vehicles or exact con?gurations Content based on report preparer‘:
input is subject to the accuracy of the input provided.
Data Version:9240.Data Updated.Sep 12,2019 9:42:00 PM PDT
Sep 13,2019 Page 3
Page 238 of 256
John Elway Chevrolet
Mark McMunn-Fleet Director |720.284.5255 |mmcmunn@elwaydealers.net
Note:Photo may not represent exact vehicle or selected equipment.
This documentcontains information considered Con?dential between GM and its Clientsuniquely.The information provided is not intended for public disclosure.Prices.
specifications,and availability are subject to change without notice,and do not include certain fees,taxes and charges that may be required by law or vary by manufacturer or region.
Performance ?gures are guidelines only,and actual performance may vary.Photos may not represent actual vehicles or exact con?gurations.Content based on report preparer’s
input is subject to the accuracy of the input provided.
Data Version:9240.Data Updated:Sep 12,2019 9:42:00 PM PDT.
Sep 13,2019 Page 4
Page 239 of 256
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Page 240 of 256
Payment Details 2020
Payment Date Payment Number Vendor Name Amount Fund Fund Description
8/1/2020 Aug-2020 Pcard John Elway Chevrolet $ 126.95 61 ServiCenter Fund
7/16/2020 Jul-2020 Pcard John Elway Chevrolet $ 373.05 61 ServiCenter Fund
7/1/2020 Jul-2020 Pcard John Elway Chevrolet $ 148.78 61 ServiCenter Fund
6/30/2020 Jul-2020 Pcard John Elway Chevrolet $ 100.67 61 ServiCenter Fund
6/26/2020 Jul-2020 Pcard John Elway Chevrolet $ 16.30 61 ServiCenter Fund
6/22/2020 Jul-2020 Pcard John Elway Chevrolet $ 247.21 61 ServiCenter Fund
6/22/2020 Jul-2020 Pcard John Elway Chevrolet $ 15.41 61 ServiCenter Fund
6/19/2020 Jun-2020 Pcard John Elway Chevrolet $ 15.22 61 ServiCenter Fund
6/16/2020 Jun-2020 Pcard John Elway Chevrolet $ 225.07 61 ServiCenter Fund
6/12/2020 Jun-2020 Pcard John Elway Chevrolet $ 127.21 61 ServiCenter Fund
6/4/2020 Jun-2020 Pcard John Elway Chevrolet $ 303.13 61 ServiCenter Fund
6/1/2020 Jun-2020 Pcard John Elway Chevrolet $ 680.58 61 ServiCenter Fund
6/1/2020 Jun-2020 Pcard John Elway Chevrolet $ 15.59 61 ServiCenter Fund
6/1/2020 Jun-2020 Pcard John Elway Chevrolet $ 53.18 61 ServiCenter Fund
6/1/2020 Jun-2020 Pcard John Elway Chevrolet $ 256.50 61 ServiCenter Fund
5/4/2020 May-2020 Pcard John Elway Chevrolet $ 184.50 61 ServiCenter Fund
5/4/2020 May-2020 Pcard John Elway Chevrolet $ 184.50 61 ServiCenter Fund
4/20/2020 Apr-2020 Pcard John Elway Chevrolet $ 29.87 61 ServiCenter Fund
3/20/2020 Mar-2020 Pcard John Elway Chevrolet $ 48.67 61 ServiCenter Fund
3/5/2020 Mar-2020 Pcard John Elway Chevrolet $ 355.16 61 ServiCenter Fund
3/2/2020 Mar-2020 Pcard John Elway Chevrolet $ 80.63 61 ServiCenter Fund
3/1/2020 Mar-2020 Pcard John Elway Chevrolet $ (596.72) 61 ServiCenter Fund
2/14/2020 Feb-2020 Pcard John Elway Chevrolet $ 596.72 61 ServiCenter Fund
2/13/2020 Feb-2020 Pcard John Elway Chevrolet $ 355.16 61 ServiCenter Fund
2/10/2020 Feb-2020 Pcard John Elway Chevrolet $ 32.88 61 ServiCenter Fund
2/10/2020 Feb-2020 Pcard John Elway Chevrolet $ 32.88 61 ServiCenter Fund
2/1/2020 Feb-2020 Pcard John Elway Chevrolet $ 100.55 61 ServiCenter Fund
2/1/2020 Feb-2020 Pcard John Elway Chevrolet $ 81.19 61 ServiCenter Fund
1/31/2020 508430 John Elway Chevrolet $ 38,030.00 62 Capital Equipment Replacement
1/22/2020 508430 John Elway Chevrolet $ 38,030.00 62 Capital Equipment Replacement
1/20/2020 Jan-2020 Pcard John Elway Chevrolet $ 66.60 61 ServiCenter Fund
1/13/2020 Jan-2020 Pcard John Elway Chevrolet $ (113.95) 61 ServiCenter Fund
1/10/2020 508253 John Elway Chevrolet $ 25,642.00 62 Capital Equipment Replacement
Total $ 105,845.49
Total (account 61) $ 4,143.49
Total (account 62) $ 101,702.00
Overall Total $ 105,845.49
Page 241 of 256
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: John Collins, Tim Dodd
DEPARTMENT: Finance, Police
DATE: February 1, 2021
SUBJECT: 2021 Police Department Budget and Appropriation Amendment #2
DESCRIPTION:
Resolution to restore funding to a vacant 2021 Police Officer position previously used to finance
recommendations by the Police Reform Task Force
RECOMMENDATION:
City Staff is providing City Council the requested second Resolution to amend the 2021 General
Fund Police Department Budget and Appropriation by providing funds to restore a vacant Police
Officer position, and eliminating the cadet position included in the 2021 Budget
Amendment/Supplemental Resolution presented on January 4, 2021.
PREVIOUS COUNCIL ACTION:
• October 19, 2020 - City Council passed the second reading of the 2021 Budget
Ordinances
o Council advised that Police Reform recommendations may require a
supplemental allocation
o Council advised that, depending on body camera company used, a media
specialist might be required and therefore necessitate a supplemental budget
allocation
• November 2, 2020 - Police Reform Task Force recommendations presented to City
Council for their consideration and input, the estimated costs range between $250,000-
$400,000
• December 14, 2020 - Police Reform Task Force met with City Council to discuss and
seek direction based on the recommendations from the task force.
• January 4, 2021 - City Council passed a resolution amending the 2021 General Fund
Police Department Budget, increasing it by $347,379
• January 11, 2021 - City Council directed staff to draft a resolution to amend the 2021
General Fund Police Department budget by restoring funds ($8,827) for the vacant
Police Officer Position that was used to offset in part the costs recommended by the
Police Reform Task Force, the source of these funds is from the General Fund
Unassigned Fund Balance. The cadet position, included in the January 4, 2021
supplemental budget, will be eliminated and replaced with a restored Police Officer
position.
SUMMARY:
Page 242 of 256
City Council directed staff to prepare a 2021 Budget/Appropriation Resolution to amend the
2021 General Fund Police Department Budget and Appropriation by restoring the funds of the
vacant Police Officer position used to finance in part the 2021 Budget
Amendment/Supplemental Resolution presented on January 4, 2021. This new resolution fully
restores the funds needed to restore the Police Officer position, but eliminates the proposed
cadet ("+1"). The difference between the cadet cost and the full officer cost is $8,827; therefore,
the net cost of the proposed budget amendment to the Unassigned Fund Balance is $8,827. In
summary, this action will restore the sworn the Police Officer count from 77 to 78 and will
eliminate the training cadet.
ANALYSIS:
Police Reform Recommendation Costs
Six of the 37 recommendations from the Police Reform Task Force had an associated cost.
Three of the six recommendations were determined to be implementable by actions taken
in three of the other recommendations as follows:
1. Market and promote community-based programs like Impact Team
o Implementation plan: Hire Community Outreach Coordinator
2. Financially support non-POST certified candidates in the certification process
o Implementation plan: add two officer positions as trainees that the City pays
to go through POST certification and receive a stipend for living expenses
3. Implement a Community Engagement Plan to educate residents on de-escalation
and other tactics
o Implementation plan: Hire Community Outreach Coordinator
4. Expand Crisis Intervention Training with expanded co-responder program
o Implementation plan: Add an additional case manager to co-responder
team
5. Modify co-responder job description to include case management
o Implementation plan: Add an additional case manager to co-responder
team
6. Expand care navigation/case management to a new FTE at 40 hours/week to
provide outreach to individuals with mental health, domestic violence, substance
abuse and homelessness needs.
o Implementation plan: Add an additional case manager to co-responder
team
Based on the Council discussion on January 11, 2021 regarding the items above, the
following budget supplemental request is related to the Police Reform Task Force
recommendations:
Restore vacant Police Officer (sworn Police Officer count from 77 to 78 while
eliminating a Police Officer Training/Cadet position ($8,827).
FINANCIAL IMPLICATIONS:
The funds will be provided from the following General Fund sources:
Sources of Funds
General Fund Unassigned Fund Balance $8,827
Page 243 of 256
Uses of Funds
General Fund Police Department $8,827
(Sworn Police Officers from 77 to 78 positions, and eliminating a Police Officer
Trainee/Cadet position)
Reconciliation of 2021 Police Department Budget follows:
Transfer
Amount
Budget
Amount
Original 2021 Police
Department Budget $22,411,109
January 4, 2021
Budget/Appropriation
Amendment Resolution
$ 347,379
Transfer from General
Fund Unassigned Fund
Balance
$161,173
Transfer from 2021 Police
Officer Positions $ 85,000
Transfer from General
Fund PRLG Department $101,206
February 1, 2021
Budget/Appropriation
Amendment Resolution
$ (76,173)
Transfer from General
Fund Unassigned Fund
Balance
$ 85,000
Transfer to 2021 Police
Officer Positions ($85,000)
Remove 2021 Police
Officer Trainee/Cadet
Position
($76,173)
Revised 2021 Police
Department Budget $271,206 $22,682,315
Revised 2021 Police Department Budget and Appropriation Amendment/Supplemental
Requests
1. Police Reform Task Force recommendation costs, AllHealth Case Manager - $75,000
2. Park Ranger transfer costs - $101,206
3. Media Specialist costs for new body-worn camera implementations - $95,000
TOTAL - $271,206
CONNECTION TO STRATEGIC PLAN:
In addition to being recommended by the Police Reform Taskforce, this recommendation
connects to several of the goals in the Safety section of the strategic plan.
ALTERNATIVES:
The Police Department recognizes the need for fiscal responsibility during this time period. The
Police Department is appreciative that Council has chosen to return one position where the
authorized strength is again 78. In regards to the cadet position, it is Chief Collins'
Page 244 of 256
recommendation that this position not be included in the 2021 budget as an amendment to the
budget. The next available POST certified academy, which a cadet would attend, is not until
August 2021. Staff recommends the consideration of adding the cadet position to the budget in
future years. The cadet concept was discussed and looked favorably upon by the Police Reform
Task Force during our conversation regarding recruitment and training.
Recent implementations of recommendations by the Police Department include:
• In 2021, the Police Department will have 40 hours of in-service training that all sworn
officers will attend. The Training Unit is focusing it’s efforts on the recommendations of
the reform task force. We will have training on POST mandated issues, department re-
certifications, verbal de-escalation skills in numerous areas, to include verbal, arrest
control, firearms, as well as outside trainers from law enforcement and civilians in the
mental health field. Training in anti-biased policing and diversity are also in process.;
and
• The Police Department Professional Standards Bureau increased recruiting efforts
throughout the country. The Police Department is posting openings on national
recruiting websites such as Police1.com, Linkedin, Golawenforcement.com, Indeed and
Governmentjobs.com. Recruitment is also occurring through several national police
officer associations that are geared towards persons of color and under-represented
populations.
CONCLUSION:
Staff will amend the 2021 General Fund Police Department budget as directed by City Council
by the passing of the resolution.
ATTACHMENTS:
Resolution
Page 245 of 256
1
RESOLUTION NO.
SERIES OF 2021
A RESOLUTION TO ADD AN APPROPRIATION TO THE
GENERAL FUND OF THE 2021 BUDGET OF THE CITY OF
ENGLEWOOD.
WHEREAS, the City of Englewood is required by Section 83 of the Englewood
Home Rule Charter to ensure that expenditures do not exceed legally adopted
appropriations;
WHEREAS, the 2021 Budget was submitted and approved by the Englewood
City Council on October 19, 2020;
WHEREAS, the City Council created the Police Reform Task Force to review
and make recommendations regarding the Police Department, including legislative
mandates set forth within SB 20-217;
WHEREAS, the City Council has expressed desire to maintain the current level
of staffing for the Englewood Police Department;
WHEREAS, in conformance with Section 93 of the Englewood Home Rule
Charter appropriations in addition to those contained in the budget shall be made
only on the recommendation of the City Manager, and only if the City Treasurer
certifies that there is available a cash surplus sufficient to meet such
appropriations; and
WHEREAS, in conformance with Section 93 of the Englewood Home Rule
Charter the City Manager hereby requests the transfer of funds as set forth below.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF ENGLEWOOD, COLORADO, AS FOLLOWS:
Section 1. The Budget for the City of Englewood, Colorado, is hereby
amended for the year ending 2021, as follows:
ADDITIONAL APPROPRIATION in accordance with Section 93 of the Englewood
Home Rule Charter:
SOURCE OF FUNDS:
Transfer from General Fund Unassigned Fund Balance $ 8,827
TOTAL $ 8,827
USE OF FUNDS:
Transfer to the General Fund Police Department budget for the following
purposes:
(a) Maintaining an existing and budgeted for Police Officer Position $ 85,000
Page 246 of 256
2
(b) Eliminating a newly budgeted Police Officer Trainee/Cadet Position
($ 76,173)
TOTAL $ 8,827
Section 2. The City Manager and the Director of Finance, in accordance with
Sections 93 of the Englewood Home Rule Charter are hereby authorized to make
the above listed transfers within the 2021 Budget for the City of Englewood.
ADOPTED AND APPROVED this 1st day of February, 2021.
_______________________________
Linda Olson, Mayor
ATTEST:
__________________________________
Stephanie Carlile, City Clerk
I, Stephanie Carlile, City Clerk for the City of Englewood, Colorado,
hereby certify the above is a true copy of Resolution No.___, Series of 2021.
Stephanie Carlile, City Clerk
Page 247 of 256
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: Janet Lundquist, Steve Ortega
DEPARTMENT: Public Works
DATE: February 1, 2021
SUBJECT:
Approval to Pay Envirotech Services for Ice Removal Materials for
2020
DESCRIPTION:
Approval to pay Envirotech invoices above the approved 2020 purchase order amount of
$99,000
RECOMMENDATION:
Staff recommends City Council approve, by motion, payment of Envirotech invoices above the
approved 2020 purchase order amount of $99,000.
PREVIOUS COUNCIL ACTION:
N/A
SUMMARY:
On January 27, 2020, a $90,000 purchase order (PO) with Envirotech Services, Inc. was
approved to procure Ice Slicer RS for the remainder of the 2019/2020 snow removal season
and the start of the 2020/2021 season, utilizing the Colorado Department of Transportation
Price Award, Contract #311001493 (see attached). Ice Slicer RS is a de-icing compound made
from a mixture of chlorides (sodium, magnesium, calcium, and potassium). It is less corrosive
than salt and has minimal impacts on vegetation and the environment. Ice Slicer RS is fast
acting, making it ideal for general highway and street de-icing.
As of early October 2020, the Streets Division had approximately 200 tons of Ice Slicer RS in
stock. Staff purchased an additional 200 tons of Ice Slicer RS on October 26, 2020. Due to a
heavier than usual start to the 2020/2021 snow season the Streets Division used approximately
350 tons of Ice Slicer RS for the first three (3) snow events, leaving a low supply of 50 tons of
material in stock. Staff typically maintains a minimum of 150 to 200 tons in stock to be prepared
for upcoming snow events.
Being low on material, staff worked to increase the existing PO by $9,000, procuring 80 tons of
additional material for the remainder of 2020. However, once invoices arrived and were
processed, $98,285.30 of the $99,000 PO had been expended before the additional material
was ordered. Staff performed an internal audit to review the order invoices and compare them to
the usage tracking documents, and found a usage discrepancy. As part of the investigation, it
was determined that the scale installed on the front-end loader had experienced a touch screen
issue, which left the scale inoperable, causing several loads of material to not be tracked. As a
result, the material left in stock was lower than initially anticipated for the end of the 2020 year.
Page 248 of 256
With a series of snow events forecasted, staff decided to purchase an additional 200 tons of Ice
Slicer RS as a precaution on December 15, 2020.
To date, the team has responded to six (6) snow events, which included five (5) Class 1 events
and one (1) Class 2 event.
To eliminate over expending the PO allotment in the future, Streets staff has implemented
several enhancements to better track material usage:
• Log sheets - These forms collect vital data points such as lane miles plowed, the number
of buckets loaded on a truck during the shift, and shift start and stop times.
• Installed a scale on the front-end loader. Staff also fills out a material tracking log sheet
in the loader in case the scale malfunctions. We did experience some issues with the
touch screen on the scale controller at the start of the 2020/2021 season. Staff will take
the following measures:
1. Operators will report issues immediately.
2. Streets Division staff will weigh material after each event to ensure accurate totals
are collected.
• The City of Englewood's standard is to stay at or under 100 pounds of material per lane
mile at the end of a snow season. To determine this number, the Streets Supervisor
takes the total number of miles plowed (tracked on the log sheets) and divides it by the
total pounds of material used (tracked on the loader scale). The Streets Division created
a tracking spreadsheet that stores the data collected from each storm to determine the
total of pounds per lane mile, per storm event, and year.
2020/2021 Snow Removal Season Data (to date):
2020-2021 Snow Season
Storm Events (to date) Lane Miles (total) Ice Slicer Used (lbs.) Pounds per lane mile (pplm)
6 6,490 833,150.00 128.37
FINANCIAL IMPLICATIONS:
The table below shows the total expenditures with Envirotech Services, Inc. for fiscal year 2020.
A detailed expenditure table is attached.
2020 Ice Slicer Order Summary
Total (Paid) $98,285.30
Total (Unpaid) $35,145.29
Total $ 133,430.59
CONCLUSION:
Staff recommends approval of a motion to increase PO 2020-00000299 from $99,000.00 to
$133,430.59.
Page 249 of 256
ATTACHMENTS:
CDOT Contract #311001493 Envirotech Notice of Reward Renewal
Envirotech 2020 Invoices
Snow Data 2020-2021
Page 250 of 256
1
NOTICE OF AWARD RENEWAL
AWARD NUMBER 311001493
(THIS IS NOT A PURCHASE ORDER, SEE NOTE
BELOW)
Re: Invitation For Bid # HAA IFB 18-043 MM
RFX - 7000773
Period Covered: 10/1/17 thru 9/30/21
ONE Possible renewal option remaining
VENDOR NO. 1002015
VENDOR NAME: EnviroTech Services, Inc
ADDRESS: 910 54th Ave., #230
Greeley, CO 80634
CONTACT: Tim Pike
PHONE: 970-346-3900
FAX NO: 970-346-3959
EMAIL tpike@envirotechservices.com
DELIVERY: 5 Day, 10 Day
INVOICE TO:
Invoice address on Purchase Order for Colorado State Agencies,
Institutions and political subdivisions
COMMODITY NUMBERS:
19246 – Ice & Snow Removal Chemicals
Material Number - 10200009
This award is for the purchase Granular Deicer material per the specifications, terms and conditions of
CDOT bid HAA IFB 18-043 MM. PNS Category 8B
Product Awarded: Ice Slicer RS
See Attached Table for Pricing
Conditions of Award: Award is made to above referenced vendor for supplying the commodity/service specified above and on any
attached supplementary pages per bid specifications to be ordered on an “as needed” basis, with ONE, one-year renewal periods, at
CDOT option. This agreement is in year 4 of 5 possible years total. Prices shall be firm through the first 12 months of award.
Requests for any proposed price changes after the first 12 months must be submitted along with supporting documentation,
to CDOT Purchasing, a minimum of sixty (60) days prior to the proposed effective date of such change. A new award notice
will be issued for each additional renewal year that CDOT selects. EITHER PARTY MAY CANCEL ON 30 DAYS WRITTEN
NOTICE.
NOTE: THIS AWARD IS A NOTICE OF INTENT TO PURCHASE ONLY. VARIOUS CDOT PERSONNEL AS NEEDED WILL
ORDER MATERIALS. MATERIAL ORDERED BY CDOT THAT COST $5000.00 OR MORE PER ITEM, OR AGGREGATE, MUST
BE ORDERED VIA PURCHASE ORDER. CDOT WILL ONLY BE RESPONSIBLE FOR MATERIAL ORDERED AND RECEIVED
BY IT. NO QUANTITIES ARE GUARANTEED AS A RESULT OF THIS AWARD. QUANTITIES ORDERED WILL BE BASED
UPON ACTUAL REQUIREMENTS.
IN ACCORDANCE WITH SECTION 24-110-201, CRS, THIS AWARD WILL BE FOR A COOPERATIVE PURCHASING
AGREEMENT (“AGREEMENT”) AVAILABLE FOR USE BY THE CONTRACTING STATE AGENCY, OTHER STATE AGENCIES,
STATE INSTITUTIONS OF HIGHER EDUCATION, POLITICAL SUBDIVISIONS (E.G., CITIES, COUNTIES, SCHOOLS) AND
ELIGIBLE NON-PROFIT AGENCIES ON THE TERMS, CONDITIONS AND RATES SET FORTH IN THE AGREEMENT. EACH
AGENCY OR ENTITY ORDERING GOODS OR SERVICES UNDER THE AGREEMENT WILL BE RESPONSIBLE FOR ALL
COSTS AND EXPENSES INCURRED IN CONNECTION WITH ITS ORDERS. AGENCIES OR ENTITIES MAY PLACE ORDERS
UNDER THE AGREEMENT USING A COMMERCIAL CREDIT CARD, PURCHASE ORDER OR CONTRACT, AS DEEMED
APPROPRIATE BY THE ORDERING AGENCY OR ENTITY.
Please direct inquiries on this award to CDOT Purchasing,
Phone: 303 757 9618
Email: Jeremy.Roth@State.CO.US
Approved By:
Jeremy Roth, Purchasing Agent / Storeroom Controller
Page 251 of 256
PRODUCT NAME
IceSlicer RS
CDOT Material #10200009
ZONE
1 $127.06 $128.77 $126.15 $128.47 1.60%
2 $125.73 $127.44 $124.82 $127.14 1.61%
3 $132.92 $134.63 $134.01 $136.33 1.51%
4 $120.56 $122.27 $118.26 $120.58 1.69%
5 $136.03 $137.74 $133.26 $135.58 1.50%
6 $142.06 $143.77 $140.16 $142.48 1.43%
7 $112.60 $114.31 $110.76 $113.08 1.81%
8 $115.95 $117.66 $113.01 $115.33 1.77%
9 $128.80 $130.51 $126.76 $129.08 1.58%
10 $120.09 $121.80 $117.26 $119.58 1.71%
11 $115.57 $117.28 $111.76 $114.08 1.78%
12 $122.63 $124.34 $120.01 $122.33 1.67%
13 $140.86 $142.57 $139.76 $142.08 1.44%
14 $108.31 $110.02 $106.26 $108.58 1.89%
15 $114.72 $116.43 $112.36 $114.68 1.78%
16 $134.28 $135.99 $132.51 $134.83 1.52%
17 $137.33 $139.04 $135.71 $138.03 1.48%
18 $127.10 $128.81 $123.66 $125.98 1.61%
19 $130.93 $132.64 $130.58 $132.90 1.55%
20 $141.15 $142.86 $139.76 $142.08 1.44%
21 $104.93 $106.64 $102.02 $104.34 1.96%
22 $116.57 $118.28 $115.76 $118.08 1.74%
23 $110.63 $112.34 $109.26 $111.58 1.84%
24 $135.37 $137.08 $132.76 $135.08 1.51%
25 $135.35 $137.06 $133.76 $136.08 1.50%
26 $134.19 $135.90 $130.76 $133.08 1.53%
27 $157.34 $159.05 $158.43 $160.75 1.28%
28 $162.52 $164.23 $163.61 $165.93 1.24%
32 $157.23 $158.94 $154.32 $156.64 1.30%
33 $150.05 $151.76 $147.14 $149.46 1.36%
34 $152.48 $154.19 $153.57 $155.89 1.32%
35 $163.41 $165.12 $164.50 $166.82 1.23%
CDOT Pickup $111.83 $113.85 $115.48 $113.85 0.20%
Overall Avg.1.53%
Additional
Exp Adj $ $ 2.02
5 Day Delivery
Combined
% Inc.2020/20212019/20202020/20212019/2020
10 Day Delivery
Page 252 of 256
Invoice #Date Ordered Quantity (Tons)Price Per Ton Total Amount
CD202007943 1/2/2020 24.5 111.76 2,738.12$
CD202007944 1/2/2020 24.69 111.76 2,759.35$
CD202007945 1/2/2020 24.69 111.76 2,759.35$
CD202007946 1/2/2020 26.26 111.76 2,934.82$
CD202010145 1/31/2020 24.62 111.76 2,751.53$
CD202010146 1/31/2020 24.01 111.76 2,683.36$
CD202010147 1/31/2020 25.4 111.76 2,838.70$
CD202010148 1/31/2020 24.95 111.76 2,788.41$
CD202010149 1/31/2020 24.99 111.76 2,792.88$
CD202010150 1/31/2020 24.17 111.76 2,701.24$
CD202010151 1/31/2020 24.86 111.76 2,778.35$
CD202010152 1/31/2020 25.41 111.76 2,839.82$
CD202011173 2/10/2020 23.85 111.76 2,665.48$
CD202011174 2/10/2020 24.55 111.76 2,743.71$
CD202011175 2/10/2020 25.13 111.76 2,808.53$
CD202011176 2/10/2020 22.44 111.76 2,507.89$
CD202011322 2/10/2020 26.65 111.76 2,886.64$
CD202011323 2/10/2020 26.61 111.76 2,973.93$
CD202011324 2/10/2020 22.45 111.76 2,509.01$
CD202012206 2/10/2020 27.71 111.76 3,096.87$
CD202012207 2/10/2020 27.84 111.76 3,111.40$
CD202012328 2/10/2020 26.07 111.76 2,913.58$
CD202012454 2/10/2020 27.86 111.76 3,113.63$
CD202012642 2/10/2020 25.09 111.76 2,804.06$
CD202012948 2/10/2020 25.94 111.76 2,899.05$
CD202013061 2/10/2020 27.49 111.76 3,072.28$
CD202013378 2/10/2020 27.07 111.76 3,025.34$
CD202100267 10/8/2020 21.92 114.08 2,500.63$
CD202100268 10/8/2020 22.86 114.08 2,607.87$
CD202100269 10/8/2020 22.35 114.08 2,549.69$
CD202100270 10/8/2020 22.39 114.08 2,554.25$
CD202101203 10/26/2020 24.55 117.28 2,879.22$
CD202101204 10/26/2020 23.96 117.28 2,810.03$
CD202101205 10/26/2020 25.87 117.28 3,034.03$
CD202101206 10/26/2020 24.32 117.28 2,852.25$
98,285.30$
CD202101207 10/26/2020 24.73 117.28 2,900.33$
CD202101208 10/26/2020 23.98 117.28 2,812.37$
CD202101209 10/26/2020 25.74 117.28 3,018.79$
CD202101210 10/26/2020 25.29 117.28 2,966.01$
CD202104310 12/15/2020 28.32 117.28 3,321.37$
CD202104312 12/15/2020 25.07 117.28 2,940.21$
CD202104313 12/15/2020 25.11 117.28 2,944.90$
CD202104314 12/15/2020 25.24 117.28 2,960.15$
CD202104316 12/15/2020 24.99 117.29 2,930.83$
CD202104317 12/15/2020 24.8 117.28 2,908.54$
CD202104318 12/15/2020 23.97 117.28 2,811.20$
CD202104442 12/15/2020 22.43 117.28 2,630.59$
35,145.29$
1173.19 133,430.59$
2020
Total
PAID TOTAL
UNPAID TOTAL
Page 253 of 256
Storm Start Date Stop Date # of deployments Storm Classification Lane Miles Ice Slicer (lbs.)Ice Slicer (tons)Snowfall (inches)Qalerts Received Hi Lo iWorQ WO #
1 10/25/2020 10/26/2020 4 2 1,754 222,500.00 111.25 4.40 1 20 11 20200803
2 11/9/2020 11/10/2020 2 1 756 10,260 5.13 0.20 0 37 2 20200824
3 11/24/2020 11/24/2020 1 1 257 13,540 6.77 3.50 0 44 23 20200871
4 12/10/2020 12/11/2020 3 1 477 13,750 6.88 3.75 2 27 12 20200919
5 12/14/2020 12/15/2020 2 1 612 54,640 27.32 2.50 1 36 21 20200924
6 12/28/2020 12/29/2020 2 1 744 83,960 41.98 1.75 1 31 23 20200947
7 0.00
8 0.00
9 0.00
10 0 0.00
11 0.00
14 4,600 398,650.00 199.33 16.10
PPLM 86.66 Total Qalerts 5
2020-2021 Snow Season
Total Page 254 of 256
COUNCIL COMMUNICATION
TO: Mayor and Council
FROM: Margaret Brocklander
DEPARTMENT: Information Technology
DATE: February 1, 2021
SUBJECT:
Council update for streaming in-person and virtual city council
meetings simultaneously.
DESCRIPTION:
Council update for streaming in-person and virtual city council meetings simultaneously
RECOMMENDATION:
City Council review options and provide staff direction for simultaneous streaming of in-person
and virtual city council meetings.
PREVIOUS COUNCIL ACTION:
January 11, 2021 city council directed staff to provide options and costs to stream in-person and
virtual city council meetings simultaneously.
SUMMARY:
Council requested staff research the feasibility of adding a computer and camera in city council
chambers to accommodate a virtual meeting while simultaneously streaming in-person city
council meetings.
Staff discussed Council's request and does not feel the suggested solution will produce a
professional nor functional solution that meets the expectations of council or the public. Adding
a computer and camera in Council Chambers introduces several limitations, including:
• Given the size of the room, placing a computer monitor in Council Chambers will not
provide the ability for virtual attendees to be visually clear to Council, staff, nor the
public;
• Attendees in the virtual meeting will have a very limited and distant view of Council,, staff
and public attending the meeting;
• Presentations given at the virtual meeting will only be visible on the computer monitor
and not clear to Council, staff nor the public; and
• The voting process will not be seamless. If a Council Member participates as a virtual
attendee, there will need to be separate voting methods.
ANALYSIS:
The ability to produce a professional and integrated video production requires a specialized skill
and equipment with capabilities the current video equipment in council chambers does not
support. The video equipment in Council Chambers is more than ten years old and does not
support full video production events. In addition, video production is a specialized skill not
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currently contained in the Information Technology (IT) Department. Therefore, the IT
Department requested the expertise of the Communications Department to assist in developing
proposals. The Communications and IT Departments present two options for consideration by
Council:
Option One (Short-Term):
The Communications Department contacted a consultant that specializes in multimedia
productions, with the expertise and equipment to provide a professional product that integrates
in-person and virtual City Council meetings. These services cost $1,250 per meeting, with an
additional one-time cost of $1,500 for purchasing specialized equipment.
Option Two (Long-Term):
The IT Department will request proposals from multimedia experts to design and install
equipment capable of producing a large-scale multimedia production that will meet the
expectations of Council, staff and public.
The estimated time to receive proposals and present to Council is approximately four-six weeks.
Based on preliminary research, the project is estimated to cost approximately $300,000 for
design and implementation and require two-four months of implementation and testing following
Council approval. In addition, the cost of a multimedia consultant with the skills to operate the
equipment and produce a professional product is estimated at $30,000 annually, assuming two
meetings per month.
FINANCIAL IMPLICATIONS:
The cost for utilizing a consultant (Option One) to produce hybrid council meetings is $1,250 per
meeting, plus $1,500 for the one-time purchase of equipment.
The cost of design and equipment (Option Two) capable of producing hybrid council meetings is
not included in the 2021 budget. The estimated one-time cost for this project is $300,000, and
$30,000 annually.
Staff will explore whether funds from the reimbursement under the payroll exemption of the
CARES Act may be used for this purpose.
CONNECTION TO STRATEGIC PLAN:
This action fits with goals outlined in the Governance section of the Strategic Plan to ensure
access and connectivity across City facilities.
ALTERNATIVES:
Council could choose to continue with remote meetings.
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