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01-05-11 Packet
CITY OF MILTON, GEORGIA Joe Lockwood, Mayor CITY COUNCIL Karen Thurman Julie Zahner Bailey Bill Lusk Burt Hewitt Joe Longoria Alan Tart Wednesday, January 5, 2011 Regular Council Meeting Agenda 6:00 PM INVOCATION – Reverand Patrick Abent, Inner Quest Church CALL TO ORDER 1) ROLL CALL 2) PLEDGE OF ALLEGIANCE (Led by the Mayor) 3) APPROVAL OF MEETING AGENDA (Add or remove items from the agenda) (Agenda Item No. 11-001) 4) PUBLIC COMMENT 5) CONSENT AGENDA 1. Approval of the December 20, 2010 Special Called Work Session. (Agenda Item No. 11-002) (Sudie Gordon, City Clerk) 2. Approval of the December 20, 2010 Regular Minutes. (Agenda Item No. 11-003) (Sudie Gordon, City Clerk) 3. Approval of a Task Order with Stantec Consulting Services, Inc. for Design of Intersection Improvements at Hopewell Road and Cogburn Road in the Amount of $ 95,005.00. (Agenda Item No. 11-004) (Carter Lucas, Public Works Director) Page 1 of 3 Milton City Hall City Council Chambers 13000 Deerfield Parkway, Suite E Milton, GA 30004 Persons needing special accommodations in order to participate in any City meeting should call 678-242-2500. MILTON CITY COUNCIL REGULAR MEETING AGENDA JANUARY 5, 2011 Page 2 of 3 Milton City Hall City Council Chambers 13000 Deerfield Parkway, Suite E Milton, GA 30004 Persons needing special accommodations in order to participate in any City meeting should call 678-242-2500. 4. Approval of a Contract for Grading Services with Cook Construction Services, Inc. in the Amount of $1,980.00. (Agenda Item No. 11-005) (Carter Lucas, Public Works Director) 5. Approval of a Construction Services Agreement with Tomal Corporation (d/b/a Wildcat Striping and Sealing Co.) for Guardrail Replacement on the Cogburn Road Bridge in the Amount of $1,996.00. (Agenda Item No. 11-006) (Carter Lucas, Public Works Director) 6. Approval of a Contract with Mauldin & Jenkins, LLC to Audit the City’s Financial Statements for the Fiscal Year Ending September, 2010. (Agenda Item No. 11-007) (Stacey Inglis, Finance Director) 6) REPORTS AND PRESENTATIONS (None) 7) FIRST PRESENTATION (None) 8) PUBLIC HEARING (None) 9) ZONING AGENDA (None) 10) UNFINISHED BUSINESS 1. Approval of an Ordinance to Adopt the Amended Local Emergency Operations Plan. (Agenda Item No. 10-1314) (First Presentation on December 20, 2010) (Matt Marietta, Fire Marshal) 2. Approval of an Ordinance to Adopt the Job Classification Listing for Current Approved Positions. (Agenda Item No. 10-1315) (First Presentation on December 20, 2010) (Sam Trager, Human Resources Director) 11) NEW BUSINESS 1. Approval of a Resolution Establishing the Five Ethics Principles for the Conduct of City Officials of the City of Milton, Georgia. (Agenda Item No. 11-008) (Chris Lagerbloom, City Manager) MILTON CITY COUNCIL REGULAR MEETING AGENDA JANUARY 5, 2011 Page 3 of 3 Milton City Hall City Council Chambers 13000 Deerfield Parkway, Suite E Milton, GA 30004 Persons needing special accommodations in order to participate in any City meeting should call 678-242-2500. 2. Approval of a Resolution Amending Resolution No. 10-12-165 Appointing A Member To The Historic Preservation Commission For The City Of Milton By Appointing A Member For District 4. (Agenda Item No. 11-009) (Councilmember Burt Hewitt) 12) MAYOR AND COUNCIL REPORTS 13) STAFF REPORTS 14) EXECUTIVE SESSION (None) 15) ADJOURNMENT (Agenda Item No. 11-010) The minutes will be Provided electronically City of Milton 13000 Deerfield Parkway Suite 107C Milton, Georgia 30004 To: Honorable Mayor and City Council Members From: Carter Lucas, PE – Public Works Director Date: December 16, 2010 for the January 5, 2011 Council meeting Agenda Item: Approval of a Task Order with Stantec Consulting Services, Inc for design of intersection improvements at Hopewell Rd and Cogburn Rd in the amount of $95,005.00 Background: Street Smarts, now Stantec was selected as one of our on call planning and engineering consultants and they were approved by Mayor and Council on October 20, 2008. Stantec was selected for this task as the most qualified, already bid, on call consultant for this study. Discussion: The work to be completed under this Agreement (the “Work”) is referenced in the Contract. Individual project work will be defined by task orders. This task order is subject to the terms and conditions of the Stantec - City master agreement dated November 12, 2008 and shall serve as authorization by the City of Milton to (“Consultant”) to perform the services described therein. The Stantec task order for design services for the intersection improvements includes the following phases: 0. Public Involvement 1. Concept Development 2. Database Preparation 3. Preliminary Plans 4. Right of Way Plans 5. Final Design Construction Plans The budget for this work will be from Capital Project Fund for Hopewell/Francis/Cogburn Intersection improvements. Legal Review: Stantec Consulting Services, Inc. Task Order 10-SSI-08 – Paul Higbee, Jarrard & Davis on 12/8/10 Attachments: 1. Task Order 10-SSI-08 PROFESSIONAL SERVICES AGREEMENT WITH STANTEC CONSULTING SERVICES, INC. DATED ___________________ TASK ORDER 10-SSI-08 DESIGN FOR HOPEWELL RD AT COGBURN RD INTERSECTION This TASK ORDER between the parties is entered into pursuant to the above referenced AGREEMENT (RFQ #08-001), incorporated herein by reference, and shall serve as authorization by the City of Milton to Street Smarts, Inc., now Stantec Consulting Services, Inc. (referred to herein alternately as “Consultant” and “Stantec”) to perform the services described herein pursuant to the terms and conditions, mutual covenants and promises provided herein and in the AGREEMENT (RFQ #08-001). Now therefore, the parties agree as follows: Description of PROJECT: The PROJECT consists of public involvement, concept development, database preparation, preliminary plans, right-of-way plans, and final design construction plans for intersection improvements to Hopewell Road @ Cogburn Road in North Fulton County, G.M.D. 121. Description of Professional Services: The services to be furnished by the CONSULTANT under this Agreement shall be those necessary to design by a Computer Aided Design and Drafting (CADD) System and provide both hard copy and electronic files for: data base preparation, preliminary plans and layouts, right-of-way and easement plans and plats, and final design and construction plans for the PROJECT. The allowable CADD systems to be used for this Agreement shall be Microstation, CAiCE/Inroads (most current GDOT approved version), Hydrain, SYNCHRO, HCS, and NETSYM. The CONSULTANT shall not use any other design, drafting or coordinate geometry software unless approved in writing by the CITY. Plans shall be prepared in accordance with the CITY standards as to design criteria, procedures, and format. The CONSULTANT shall prepare all written specifications in the usual format used by the CITY. The CONSULTANT shall provide all materials required for the preparation of the plans, supplemental specifications, and special provisions as contemplated by the AGREEMENT and this Task Order. The CONSULTANT shall procure the CITY'S written approval to proceed with each phase of the PROJECT. Failure to procure such approval prior to CONSULTANT’s initiation of work on a phase will result in the CONSULTANT assuming all costs for that phase until written approval to proceed has been obtained from the CITY. The PROJECT plans shall be developed as follows: PHASE 0 – PUBLIC INVOLVEMENT For this project CONSULTANT will conduct up to two (2) PIOH meetings that will present information for the intersection. Below is a detailed description of these meetings. Public Information Open House (PIOH) The purpose of the PIOH is to present the public with the preferred alternative for the intersection. Typically a PIOH is an informal meeting with an open house format that generally lasts two to three hours. The goal is to inform the public of a project that is proposed in their area, gather information from the public and to receive comments from the public about the proposed project. No formal presentations are made at these meetings; however, handouts describing the proposed project and maps showing the proposed project area are available for everyone attending. City of Milton representatives (including Stantec staff working on the project) must attend these meetings and must be prepared to discuss the project and answer questions. Additional Tasks The CONSULTANT has also identified additional tasks that would enhance the public involvement process for this project. These tasks include: Traffic Simulation: A traffic simulation of each alternative will be created using Synchro/SimTraffic and will be posted on the project website. This real-time simulation will illustrate existing intersection conditions. Additional simulations can also be created to illustrate future proposed alternatives and the preferred alternative for each intersection. CONSULTANT DELIVERABLES FOR PHASE 0 – PUBLIC INVOLVEMENT: 1. Electronic copies of any handouts, maps and graphics, charts, and comment cards needed for the PIOH. 2. Electronic copies of Public Notices developed and produced for the PIOH. 3. Summary of questions received and responses to all PIOH comments. PHASE I - CONCEPT DEVELOPMENT Concept Development includes exploring various alternatives to improve operations of the facility and surrounding facilities, both existing and under development, in order to have a high degree of confidence that the best alternative is selected. The CONSULTANT shall gather from the CITY available data and information pertinent to the preparation of the PROJECT plans the CITY has in its possession and requested by the CONSULTANT. The CONSULTANT shall check and verify the data and information furnished by the CITY for accuracy and sufficiency. Any errors, omissions, or insufficiency in the data furnished by the CITY shall be corrected or supplemented by the CONSULTANT. The CONSULTANT shall establish the appropriate American Association of State Highway and Transportation Officials (AASHTO) design criteria, parameters and guidelines that will be used throughout the PROJECT. The CONSULTANT shall use these parameters to study up to three reasonable concept alternates plus the “No Build” Alternate in a Concept Alternative Report with the criteria listed herein. Each alternative shall include 1” = 200’ scale plan and profile and other supporting details for analysis. A field review of the alternatives under consideration may be conducted jointly with the CITY and the CONSULTANT to assess the impacts of the project. The CONSULTANT shall prepare and submit to the CITY a Concept Letter summarizing the alternatives considered, and tthhee bbeesstt aalltteerrnnaattiivvee sseelleecctteedd. After the concept is approved by the CITY, the CONSULTANT shall prepare two public meeting displays of each alternate on digitized photography and a location map of the project for a minimum of up to two public meetings. The CONSULTANT shall provide PROJECT knowledgeable staff for each display at every public meeting to answer questions about the roadway design. These staff members are responsible for set-up and takedown of the displays. The displays shall be plotted at a scale of 1” = 50’ or as otherwise approved by the CITY. Each display shall show all roadway features including but not limited to: travel and turn lanes, bike lanes, median and median openings, sidewalks, bridges, major walls, right-of way, property lines and owners, a legend (showing the PROJECT name, the scale and symbols), and a typical section. CONSULTANT DELIVERABLES FOR PHASE I – CONCEPT DEVELOPMENT: 1. Project TIFF Files and Concept layouts in electronic format 2. Two (2) public meeting displays per public meeting (up to 2) 1” = 50’ scale 3. Concept Letter. 4. Additional information requested from the CITY PHASE II- DATA BASE PREPARATION Database preparation shall consist of establishing survey control and gathering and processing all necessary topographic data required to design the project, which has not already been compiled by the CITY. This information is to include, but not be limited to, planimetric, terrain, drainage, property, right-of-way, and easement data. The database and survey control shall be of sufficient quality and completeness as to allow for the design, acquisition of right-of-way and easements, and construction of the PROJECT. All information in the database shall be compiled and stored in accordance with the GDOT’S Survey Processing Guidelines (feature codes, zones, attributes, cell files) and Electronic Data Guidelines (levels, line weights, colors, classifications, text sizes, and fonts). The data shall be gathered by remote sensing or field surveying processes that are acceptable to the CITY. The survey limits shall be defined as those agreed to by the CITY and the CONSULTANT in order to supplement the existing database with updated field survey information due to changed field conditions. The CITY will furnish any available mapping/topography data, geodetic survey traverses and level nets, cadastral survey data, utility surveys and hydraulic surveys it considers beneficial to the CONSULTANT'S task. The CONSULTANT completely agrees and understands all mapping and survey data provided by the CITY is for information only and that by making this data available, the CITY does not vouch for the completeness, correctness or accuracy of the data. The CONSULTANT shall be completely responsible and liable for all mapping and surveys required in producing the end result items called for by this TASK ORDER. Prior to beginning any database preparation, the CONSULTANT shall communicate with the CITY'S Liaison Engineer to discuss existing information available and the right of entry letter. The CONSULTANT shall notify all property owners, in writing, of the impending surveys, prior to starting any surveying activities on their property. The CONSULTANT shall pro vide the CITY with a copy of the notification letter. The notification letter shall contain, at a minimum, the following information: The Project Number, County, and a brief project description The property owners name and address on the notification letter The Company names of the CONSULTANT and sub-consultants that will be in the field conducting the surveys or testing The correct contact name and phone number of the CONSULTANT or sub-consultant The correct contact name and phone number of the Liaison Engineer for questions about the project The CONSULTANT shall keep all “Return-To-Sender” letters and forward them to the Liaison Engineer for filing. The CONSULTANT shall reference the following guidelines for mapping, surveys, and property data: 1. ASPRS INTERIM ACCURACY STANDARD FOR LARGE SCALE MAPS 2. CLASSIFICATION, STANDARDS OF ACCURACY, AND GENERAL SPECIFICATIONS OF GEODETIC CONTROL SURVEYS 3. GEORGIA DEPARTMENT OF TRANSPORTATION’S SURVEY PROCESSING GUIDELINES 4. GEORGIA DEPARTMENT OF TRANSPORTATION’S GUIDELINES FOR PROCESSING DESIGN DATA IN CAICE/INROADS 5. GEORGIA DEPARTMENT OF TRANSPORTATION’S ELECTRONIC DATA GUIDELINES 6. GEORGIA DEPARTMENT OF TRANSPORTATION’S AUTOMATED FIELD SURVEY MANUAL 7. NATIONAL OCEANIC AND ATMOSPHERIC ADMINISTRATION (NOAA) STANDARDS (NOAA TECHNICAL REPORT NOS88, NGS19) 8. FEDERAL GEODETIC CONTROL COMMITTEE (FGCC) – SPECIFICATIONS TO SUPPORT CLASSIFICATIONS, STANDARDS OF ACCURACY, AND GENERAL SPECIFICATIONS OF GEODETIC CONTROL SURVEYS. The CONSULTANT shall gather information and perform required surveys within the PROJECT limits and establish the following in a format as prescribed by the CITY. FIELD SURVEYS The CONSULTANT shall check any data or information furnished by the CITY for accuracy to determine that it is sufficient to meet the requirements and needs of the PROJECT. Any discovered errors or omissions contained in the data or information furnished by the CITY shall be reported in writing to the CITY. This written report should be received by the CITY prior to the beginning of work on Phase III – PRELIMINARY PLANS. Upon receipt of the written report, the CITY will determine its concurrence for the CONSULTANT to do additional work if required. The CONSULTANT shall be completely responsible and liable for all mapping and surveys required in producing the end result items called for by this TASK ORDER. PROJECT Survey Control shall be established by the CONSULTANT on all agre ements where data is to be collected for design purposes. The horizontal and vertical survey control value shall be determined by traverses originating from a published National Geodetic Survey (NGS) survey control monument and terminating on a separate published National Geodetic Survey (NGS) survey control monument, or other monumentation previously approved by the CITY. These traverses shall be known as the primary traverses for the PROJECT. The CONSULTANT shall use the National Oceanic and Atmospheric Administration (NOAA) standards (NOAA Technical Report NOS88, NGS19) on all horizontal traverses. The Primary Horizontal Traverse shall use the accuracy specifications for Traverse, Second-Order Class II (1:20,000). The Primary Traverse deltas shall have the minimum angle observations: 1. Minimum Observations – Horizontal Angles a. 0.2” Instrument – 6 D&R, Rejection Limit from mean 4” b. 1” Instrument – 8 D&R, Rejection Limit from Mean 5” c. 2” Instrument – 12 D&R, Rejection Limit from Mean 6” d. 3” Instrument – 16 D&R, Rejection Limit from Mean 7” 2. Minimum Observations – Vertical Angles a. All Instruments – 2 D&R, Rejection Limit from Mean 10” Note: For prescribed circle settings see FGCC – Specifications to Support Classifications, Standards of Accuracy, and General Specifications of Geodetic Control Surveys. The primary traverse shall be established by conventional survey method. If the primary traverse contains more than twelve deltas, the CITY will be consulted to determine if Polaris observation or GPS surveys will be required. All subsequent survey data shall be collected from the adjusted primary traverse values and reduced to State Plane. Each horizontal delta shall be located to allow for visibility with one forward and one separat e back horizontal delta and shall have a minimum distance of 1,500 feet and a maximum distance of 3,000 feet between primary control deltas, unless otherwise specified by the CITY in writing. All coordinates are to be on the specified State Plane, Georgia Coordinate System of 1985 - NAD 83/94 adjustment. All measured distances must be reduced to grid distances using a combined sea level and scale factor before being used in traverse computations. The traverse closure, zone, grid factor, plus the horizontal and vertical datums shall be noted in the project records. The CONSULTANT shall establish Primary Horizontal Traverse monuments. No traverse monument shall be located within 6 feet of a travel lane. The monument should be a ¾ inch diameter, center punched, iron pin (rebar) a minimum of 2 feet long or a precast monument placed in stable ground. It should be driven to a minimum depth of 0.30 foot below natural ground. A primary traverse point can be set in a fixed stable concrete slab, such as approach slabs to bridges or parking lots, only if other suitable locations are not available. The traverse point should be a punched hole 0.01 foot in diameter, 0.02 foot in depth, with three identification lines beginning 0.03 foot from the punch hole and extending for 0.20 foot. All primary traverse points, within the limits of the project, should be elevated as part of the primary vertical traverse. The CONSULTANT shall use the North American Vertical Datum (NAVD) of 1988 on all vertical traverses. All vertical traverse points shall use specifications as required by Third-Order National Oceanic and Atmospheric Administration (NOAA) standards (0.049 foot times the square root of the miles distance). The maximum distance between vertical control monuments shall not exceed 1,000 feet. All traverses shall be established by the conventional differential leveling (spirit) method, unless otherwise approved by the CITY. A 25-foot fiberglass rod will not be used for this vertical control. The CONSULTANT shall establish Primary Vertical Traverse monuments. The primary vertical traverse monuments must be established on stable topographic features i.e. culvert headwalls, fixed concrete slabs, large hardwood trees, precast monuments. A benchmark should be set at all major drainage structures (culverts and bridges) and road intersections throughout the PROJECT. The benchmarks should be easily identifiable; such as a painted square cut or a nail with stamped washer. Benchmarks should never be set in power poles, steps, manhole covers, or tops of fire hydrants. The primary horizontal and vertical control traverses established for the PROJECT are to be used as the principle control for all field and photogrammetric survey activities. Evidence (closure precision, adjustment data, field notes, data files, etc.) must be provided to document the accuracy of both the primary horizontal and vertical traverses. These traverses shall be adjusted to hold the published coordinates of all approved control monuments. The CONSULTANT may use Global Positioning System (GPS) Technology as a means of establishing horizontal control pairs which are to be used for controlling the Primary Traverse within the PROJECT. A traditional Cadastral Traverse between these pairs will still be required. The traverse will have the previously described spacing and visibility for the control deltas and must meet the accuracy specifications for Traverse, Second-Order Class II (1:20,000). The horizontal and vertical control for the PROJECT can only be established with GPS technology after receiving written approval from the CITY. The following requirements must be met for GPS applications: 1. The GPS network for the PROJECT must consist of the following minimum requirements: a. For Horizontal Control, a minimum of 3 control stations shall be used and held fixed. Of these 3 control stations, one shall have a horizontal accuracy of Order B (1:1,000,000) or above. The control stations shall be from the National Geodetic Reference System (NGRS) database. The control stations shall be tied to the National Geodetic Survey (NGS) adjustment of 1994 and shall have a datum classification of NAD83/94, unless otherwise specified by the CITY. The stations shall be located in at least 3 quadrants (NE, NW, SE or SW) of the PROJECT and they shall encompass the entire PROJECT. A printed or plotted schematic of the GPS network design shall be provided to the CITY for approval prior to proceeding with the work. This schematic shall only show the non-trivial (independent) baselines used for the least squares adjustment of the GPS data. b. For Vertical Control, a minimum of 5 Third Order or better control stations shall be used and held fixed. The control stations shall be from the National Geodetic Reference System (NGRS) database or the U.S. Geological Survey database. These stations shall be located in all quadrants (NE, NW, SE and SW) of the PROJECT and they shall encompass the entire PROJECT. The stations shall have a datum classification of NAVD88, unless otherwise specified by the CITY. A printed or plotted schematic of the GPS network design shall be provided to the CITY for approval prior to proceeding with data collection. This schematic shall only show the non-trivial (independent) baselines used for the least squares adjustment of the GPS data. 2. Independent baselines in a network should not exceed 25 miles in length. However, if only L1-code (single-frequency receivers) is being used, then collected baselines cannot exceed 10 miles. 3. Each session's length will depend on how long 4 or more common (same) SV’s can be tracked simultaneously. If the signal is interrupted significantly or if common satellites are lost, then times must be increased to insure the following minimums with either Static or Fast Static Observations with synch rate of 15 seconds for L1/L2 receivers: 1.0 21.1 4. An elevation mask of 15 degrees shall be used when collecting all GPS data. 5. An epoch with a Position Dilution of Precision (PDOP) greater than 6.0 will not be considered as a usable measurement. 6. Provide the CITY a Receiver Independent Exchange (RINEX) format file of the raw data and control station data used in the GPS network. 7. Provide copies of field notes denoting the stations occupied by GPS receivers and the beginning and ending times of occupation. Also, provide the Height of Instrument (HI) for each GPS antenna (specifying whether it is true vertical or uncorrected), type of receiver and antenna used, and date of occupation. Permanent monuments (rebar) for the project should include both primary survey and centerline control. A scaled drawing, illustrating both the primary and centerline controls for the project should be included in the plans. The CONSULTANT shall obtain all available plats, deeds and easements from courthouse records of all property affected by the PROJECT. The CONSULTANT shall also contact the Georgia DOT Office of Right of Way and the District Location Engineer to obtain any existing Right of Way Plans and other property information that the CITY has available. The CONSULTANT shall compile and maintain an electronic listing of all current property owners' names and addresses and supply it with the completed data base to the C ITY. This listing is to be known as the Property Statistics Report (PSR). The CONSULTANT shall locate all information about existing rights-of-way, property lines (including railroads), easements, property corners, Land Lot lines, and boundaries (state, county, and city) to be affected by the PROJECT. All right-of-way data shall be chained as 2-D geometric chains and put into a CAiCE/Inroads file format to allow for viewing in both the CITY’s design and plotting softwares. Each right-of-way and parcel chain designation shall begin with the prefix of the CAiCE/Inroads segment currently being processed. See the GDOT’s Survey Processing Guidelines for the feature code and attribute designations. The CONSULTANT shall collect and assemble the right-of-way survey data as per the following: 1. For surveying deeded right-of-way: a. Locate the centerline alignment of the road that was used to describe the deeded right- of-way by coordinating at least two (2) points on all tangents and three (3) points on all curves. It is very important to determine if any widening has taken place since the deed centerline was established. If widening was not symmetrical, use available field evidence to establish the deed centerline. b. All existing right-of-way markers should be coordinated. c. All existing property corners which will be used to determine the property take will be coordinated either by field survey or by computation from a deed or plat. All property points not directly impacting the "take" can be digitized from the d eed, plat, or tax map. The boundary for each parcel shall be chained. d. The property data graphic MicroStation file must contain a notation, which denotes any "right-of-way that is claimed by prescription". 2. Developing the Property/Right-of Way database for roads with deeded right-of-way: a. The alignment of the existing road should be determined by using the tangent and curve points from the field survey. Degrees of curves should be computed by using the field points, and then compared to old plans, and then an appropriate degree assigned to the curve. b. The CITY'S right-of-way should then be set to correspond with this alignment. c. At this point the differences between the CITY'S right-of-way and the existing right- of-way markers and property information should be evaluated. d. All corners and boundaries, which conflict with the right-of-way, should be projected or terminated to conform precisely to the deeded right-of-way. e. The parcel chain should contain the newly created points, which conform to the right- of-way. The chain should not include any property points that conflict with this right- of-way. These conflicting points should be retained in the data file as part of the project records. f. Existing right-of-way markers which conflict with the true position of the right-of- way are not to be used in any chains but are to be retained in the data files as part of the project records. g. Since there will be property and right-of-way points residing in the data file, but are not included in any chains, the designer should use caution before "plotting all points". h. The CONSULTANT shall create a 2-D geometric property chain for each parcel. This chain includes all property corners (field located, computed, or digitized). The property chain shall begin at the back station property point and progress clockwise until the point of beginning is reached and thus illustrating a closed polygon. i. The acreage for an existing parcel shall be given as indicated by the recorded deed or plat. As a last resort, the computed acreage can be used. This acreage is important because it is used in the computation of the parcel remainder. 3. For surveying non-deeded right-of-way: a. The CONSULTANT will notify the CITY in writing that the roadway does not have a deeded right-of-way. b. The surveyor shall locate the centerline alignment of the road by coordinating at least two (2) points on all tangents and three (3) points on all curves. c. The surveyor shall coordinate the limits of the area along the roadway, which is maintained by the CITY or by the local government (e.g., back of ditch to back of ditch). This area may be claimed by prescription if it meets the legal requirements. d. The surveyor is to document on a tax map, or other drawing, all areas for which the CITY or a local government does not have deeded title. 4. Developing the Property/Right-of-Way database for non-deeded right-of-way: a. The CONSULTANT shall create 2-D geometric property chains from the field survey file that include all property corners (field located, computed or digitized) which identify parcels. b. The CONSULTANT shall create 2-D geometric chains from the field survey file that reflect the right-of-way that is considered to have been acquired by prescription (possession). c. The property and right-of-way chains shall show the conflicts between the property lines and these limits of the "claimed" (prescriptive) right-of-way. d. The property graphic MicroStation file must contain a notation, which states that, the "right-of-way is claimed by prescription". The CONSULTANT shall locate all existing inlets, outlets, and any other drainage structures (manholes, junction boxes) along the PROJECT. The CONSULTANT shall obtain top and invert elevations (flow lines), size, direction of flow, material and condition of all existing box culverts and other cross drains, side drains and storm and storm sewer structures. The CONSULTANT shall identify all lakes and streams within 300 feet along the PROJECT. Upon identification a field survey traverse for all drainage channels or streams, to a distance of 300 feet perpendicular each side of centerline along with elevations along the stream bed for flow lines (FL) plotting shall be obtained. The CONSULTANT shall prepare the Hydraulic Engineering Field Report as defined herein. Drainage areas for this report will be calculated by the Designer. It is not the responsibility of the surveyor to determine these areas. All other data requested on this report is to be completed by the surveyor. It is preferred that the extreme high and low water information be obtained from a long time resident in the area if possible. If none can be found, record plans or high-water mark on the bridge piling or tree can be used to determine high-water elevation. Provide location and floor elevation of any homes or buildings in the floodplain that have ever been flooded. This information should be plotted on a quadrangle map or county map showing centerline plus and offset. The CONSULTANT shall locate and identify all existing major utility facilities including railroads, cross country pipeline, electric transmission lines, and telecommunication lines. The CONSULTANT shall obtain profiles for all roadways, driveways, streams and channels, and detours as required for the design of roadways, bridges, and drainage and traffic control. This includes precise (0.10 foot or less) longitudinal and transverse pavement profiles of all roadwa ys within the limits of the PROJECT that will be retained. These pavement elevations should accurately define the edges of pavement and all breaks in the cross slope. The 3-Dimensional pavement elevations shall be chained longitudinally and entered into the terrain database. The CONSULTANT shall obtain ground cross sections of sufficient length to design the PROJECT for all roadways, existing or planned, measured to an accuracy to insure calculated quantities are usable for construction payment. Terrain data gathered for a Digital Terrain Model (DTM) must include lines of discontinuity that define all terrain breaks and the database must also be enhanced with random elevations that do not exceed a 150 foot grid. All terrain mapping files gathered by full-field survey must be encompassed with a limit line that is a 3-Dimensional “TLIML” feature limit line survey chain. The DTM data will be of such quality and completeness as to insure that cross sections and profiles can be created to the following levels of accuracy: 1. 0.10 foot or less for roadway surfaces 2. 0.50 foot or less for ground terrain surfaces 3. 0.02 foot or less for bridge decks, bent caps and top of rail elevations. The CONSULTANT shall field locate all advertisement signs, commercial signs and permanent sign structures on or near the proposed right-of-way or easements. Survey of these signs must include location of the base and each end of the sign structure. The CONSULTANT shall survey all existing bridges impacted by the PROJECT. This shall require the locating of the beginning and ending bridge stations and stations of intermediate bents along with the skew angles, determining the elevations at the centerline and left and right gutter lines and at the bottom of the outside beams at the face of caps. For additional bridge survey requirements see Attachment 6 – Preliminary Layout Criteria for Bridges and Walls. The CONSULTANT shall supply, update, or expand the mapping database as required to design the PROJECT. This shall include the locating of all topographic data affected by the Project and the labeling of all structures as to their material type (brick, stone, wood, etc.) and usage (residency, business name). The CONSULTANT shall establish and stake the construction centerlines for all roadway alignments. These centerlines shall be monumented by setting iron pins (rebar) for all PCs, POCs, PTs, POTs and PI's without curves. The distances between these monuments should not exceed 1,000 feet. Stationing for the centerline of all roadways shall be painted or staked on each alignment at points no greater than 200 feet apart. Supplementary points shall be established between all points to insure visibility of at least two points (one ahead and one back) from any given point. Station numbers placed on paved areas shall be painted in yellow, approximately 0.5 foot high. The painting or staking of stations shall be in place prior to the request for PFPR and the soil survey. The CONSULTANT shall provide a Survey Control Packet for the project. The Survey Control Packet shall be assembled from the adjusted primary horizontal and vertical control traverses established for the project. The data contained in the Packet shall consist of the primary horizontal and vertical control points which will be used for all photogrammetric and field survey activities, project design, right-of-way staking and project construction. The project Survey Control Packet shall contain the following information in the order listed: 1. Cover sheet showing the project number, P.I. number and project description. 2. Area map showing location of project. 3. Copy of a quadrangle map with approximate location of all primary adjusted horizontal control deltas and published horizontal monuments that was used for the project plotted on the map. 4. Control file listing showing the following information in order listed: a. Project No., P.I. No. and description of project. b. Horizontal datum and zone used. c. Scale factor used. d. Published horizontal control monuments used. e. Vertical datum used. f. Published vertical control monuments used. g. Units of measurement. h. Point number, east coordinate, north coordinate, elevation and name or number of all published monuments used and primary control deltas set. 5. Description sketches for each primary survey control delta set. The following shall be noted on the sketch: a. Control delta number. b. Elevation. c. North arrow. d. Distance and direction from a minimum of three local features. e. A “to reach” description from a permanent feature such as road intersections and bridges over named streams, etc. 6. Copy of a quadrangle map with approximate location of all primary adjusted vertical benchmarks established and published vertical monuments that were used for the project plotted on the map. 7. Vertical control file listing all published monuments used and all primary vertical benchmarks set and described, along with their adjusted elevation. 8. Description sketches for each primary benchmark set. The following shall be noted on the sketch: a. Benchmark number b. Elevation c. North arrow d. Distance and directions from a minimum of three local features. e. A “to reach” description from a permanent feature such as road intersections and bridges over named streams, etc. f. The Horizontal and Vertical accuracy requirements for the Database will be as follows: 1. The horizontal accuracy tolerance for property, right-of-way and easements will be 0.10 foot or less for urban areas and 0.40 foot or less for rural areas. Any accuracy’s defined by State laws which are of a higher level for property surveys will take precedent over these. 2. The horizontal accuracy tolerance for general topographic data will be 0.70 foot or less. 3. The horizontal accuracy tolerance for bridge decks, bent and cap locations and top of rails will be 0.10 foot or less. 4. The vertical accuracy tolerance for terrain points will be 0.10 foot or less for roadway surfaces and 0.50 foot or less for ground terrain points. 5. The vertical accuracy tolerance for bridge decks, bent caps and top of rail elevations will be 0.02 foot or less. These elevations will be measured with a Spirit Level. 6. The determination of whether or not the plan cross sections meet accuracy specifications will be based on field checking the elevations contained in these cross sections. The CITY reserves the right to adjust these specifications to address specific or special conditions. The CITY will randomly field check the CONSULTANTS data. All accuracy checks will be compared to the primary horizontal and vertical traverses. A determination of the accuracy of the CONSULTANT’S work will be made by the GDOT’S District Preconstruction Office. In support of the field checks, the CONSULTANT will provide the following information and materials to the CITY for checking right-of-way, terrain and survey data: 1. Terrain (Profiles and Cross Sections) as a part of the Database phase deliverables. a. Hard copy text printouts of all alignment chains used for profiles and cross sections, as well as a text printout of the actual end area resolution file. The text printout of t he end area resolution file should show the station number, profile elevation, and the elevation and offset distance of each cross section reading. The consultant should use the GDOT Compressed Endarea Report macro in CAiCE/Inroads to generate this report. The GDOT Compressed Endarea Report macro writes out an ASCII text file format that is similar to the RDS format for distribution to Auditors and Contractors once the project is let to construction. The GDOT Compressed Endarea Report macro format uses much less paper when compared to the standard CAiCE/Inroads Earthwork Report. b. Paper plots at 1”=50’ of the resolved property, which is referenced in the “Survey Processing Guidelines” as the prop.dgn. The plot will show all resolved geometric parcel chains and the points which define the chains. Property corners found should be illustrated with a comment of P.C.F. c. Paper plots of all 3-D random terrain points and break lines which were used to develop the Digital Map Models (DMM) or Digital Terrain Models (DTM) used for obtaining cross sections and profiles. d. Survey Control Packet as previously described in Item I Section E. e. A printed or plotted schematic of the GPS network design. This schematic shall only show the non-trivial (independent) baselines used for the least squares adjustment of the GPS data. f. A Receiver Independent Exchange (RINEX) format file of the raw data and control station data used in the GPS network. A copy of the NGS Data Sheet for each GPS Control point used should accompany the RINEX data for verification of control. g. An electronic ASCII file formatted to GDOT standards containing the information outlined in the “Georgia Department of Transportation Guidelines for Processing Design Data in CAiCE/Inroads” section 7.1. If the CONSULTANT uses the Stakeout Survey Data macro in CAiCE/Inroads, the files will be spaced and in the correct card column format for the CITY. 2. Right-of-Way, submitted after the completion of Right-of-Way staking. a. An electronic ASCII file formatted to GDOT standards containing the information outlined in the “Georgia Department of Transportation Guidelines for Processing Design Data in CAiCE/Inroads” section 7.1. If the CONSULTANT uses the Stakeout Survey Data macro in CAiCE/Inroads, the files will be spaced and in the correct card column format for the CITY. b. OUT FILE - This file should contain a listing of all points that differ between the ASCII electronic file and the approved plans. This list should equate which point numbers in the Out File correspond with point numbers in the plans. Also, the file should contain a list of all points which are not shown in the plan, such as survey control and centerline station point numbers. c. RIGHT-OF-WAY PLANS - Two sets of half size right-of-way plans. d. Survey Control Packet as previously described in Item I Section E. The CONSULTANT shall be responsible for the accuracy of all field data. The Determination by the CITY that randomly checked points are within acceptable CITY tolerance does not mean that all data has been accepted by the CITY as meeting agreement specifications. DATA PROCESSING The CONSULTANT shall process the field survey and photogrammetric mapping data in accordance with the GDOT’S Survey Processing Guidelines. The topographic (planimetric) data shall be provided in a 2-D MicroStation DGN file format and the terrain data shall be provided in a CAiCE/Inroads SRV file format. These formats must be compatible with the GDOT'S design system software. The consulting firm that provides the property, drainage and field topography data shall be responsible for processing this data and assembling the final database. CONSULTANT DELIVERABLES FOR PHASE II – DATABASE PREPARATION 1. An electronic listing of all current property owners' names and addresses. This listing is to be known as the Property Statistics Report (PSR). The PSR will relate the 2 -D geometric parcel chains in the CAiCE/Inroads electronic database to the county tax records obtained from the property and deed research. 2. An electronic ASCII file. The ASCII file is an electronic file that can easily be generated from CAiCE/Inroads. Section 7 - Additional Files - page 65 in the Georgia Department of Transportation’s Guidelines for Processing Design Data in CAiCE/Inroads illustrate the proper procedures for writing out data from CAiCE/Inroads into the electronic format the CITY is requesting. 3. All information and material provided to the CONSULTANT by the CITY shall also be returned at the completion of the agreement. The CONSULTANT shall also be prohibited from retaining, either for its own use or sale to others, copies of mapping produced or any related data produced or obtained as a result of this agreement. All mapping and terrain data shall be delivered to the CITY on compact disks (CD). PHASE III - PRELIMINARY PLANS The CONSULTANT shall prepare, and submit to the CITY for review, preliminary roadway construction plans in the format of the approved concept validated in Phase I and using surveys and other information as gathered in Phase II. The CONSULTANT shall prepare by CADD (MicroStation and the most current GDOT approved coordinate software) and submit on paper prints for review by the CITY preliminary roadway designs in English format containing the following: 1. Proposed mathematized horizontal and vertical geometrics for roadways using AASHTO criteria. 2. Preliminary grading plan for roadways, including cross sections of the PROJECT plotted at 50 feet intervals, or closer in special or critical areas. 3. Retaining wall locations and wall envelopes. 4. Preliminary bridge layouts. 5. Provide hydraulic studies for Federal Emergency Management Agency floodways. 6. Drainage design developed sufficiently to ensure adequate right of way and easement is obtained. 7. Preliminary erosion and sediment control and maintenance plans. 8. Preliminary construction sequence with emphasis on constructability, required easements, and erosion and sediment control. 9. Preliminary earthwork quantities by stage construction. 10. Final surface typical sections. 11. Preliminary signing, marking, and signal plans with location of strain poles (traffic signal and overhead sign) and other obstacles that may affect right of way. The CONSULTANT shall also include any signage requirements for detour routes. 12. Preliminary driveway profiles. 13. Preliminary utility plans showing the existing locations of all utilities from information as gathered by the CONSULTANT in Phase II. CONSULTANT DELIVERABLES FOR PHASE III – PRELIMINARY PLANS 1. Plans and other items as shown on the Preliminary Plan Review Request 2. Earthwork quantities. 3. Preliminary construction cost estimates. PHASE IV - RIGHT-OF-WAY PLANS The CONSULTANT shall prepare preliminary right-of-way plans for the PROJECT using information received, gathered, or produced in phases I and II of the PROJECT. All linear and area units shall be in English. Parcel data table description should be placed on same sheet as parcel or on sheet directly following parcel. Placing all data sheets in the back of the project plan set is discouraged. Parcels shall be numbered consecutively beginning with the number one (1) and continuing the parcel count, alternating from one side of the roadway to the other. If there are additional parcels required, the inclusion of an alphabetical combination with the parcel number is appropriate for an interior or beginning parcel number. The use of parcel numbers with alphabetical combinations should not conflict with the letters that denote acquisition of remainders (R) and signs (S). Parcel numbers shall not be changed after the first plan submittal. The CONSULTANT shall not renumber the parcels unless specifically instructed in writing by the CITY. The CONSULTANT shall use the right-of-way checklist as shown in the GDOT’S Manual of Quality Standards for Consultant Services, current edition, to complete the right of way plans. The manual is available on-line at: http://www.dot.state.ga.us/doingbusiness/PoliciesManuals/roads/Pages/DesignPolicies.aspx The CONSULTANT shall submit preliminary right-of-way plans to the CITY for review and comment. The CONSULTANT shall revise the preliminary right-of-way plans in accordance with the CITY'S comments and submit one (1) set of prints of the revised preliminary right-of- way plans along with the previously marked up prints for the CITY'S review and comment. The CONSULTANT shall stake all existing and required rights-of-way and/or easement along the entire project limits and for each parcel where right of way or easement is required upon written “Notice to Proceed” by the CITY on this specific task. Notice to Proceed may be issued upon the CITY’S approval of the right of way plans. Right of way staking sh all be completed in accordance with the following procedures: A. REQUIRED RIGHT-OF-WAY POINTS Place 60 penny nails with red flagging at all required right-of-way break points. Place 60 penny nails with blue flagging at all property line intersections with the required right-of-way. A guard stake shall be placed next to each point denoting the identification of the point. Red flagging shall be placed on each guard stake. 1. Guard stakes shall read: "REQ'D R/W" on one side of stake and should show the station and offset on the other side. 2. The maximum distance between right of way, property line, and easement stakes shall be 250 feet. Intermediate stakes may be required to achieve the distance. The location of the adjacent points (each side) shall be clearly visible from any given point. Flagging may be used as required to make this possible. B. EXISTING RIGHT-OF-WAY POINTS Wooden stakes shall be placed at all existing right-of-way points or existing easement points. Stakes at these points shall read: "EXIST R/W" or "EXIST EAS" on one side of the stake and shall show the station and offset on the other side. These stakes shall be flagged with white ribbon. NOTE: Do not place nails at existing right-of-way points. C. CONSTRUCTION EASEMENTS POINTS All easement break points shall be staked using wooden guard stakes flagged with yellow ribbon. The words "CONST EAS" shall be shown on one side of the stake and the station and offset shall be shown on the other side. Temporary driveway easements shall also be staked. D. STAKING ACCURACY The same survey accuracy standards apply for right-of-way staking as are defined in the Data Base Preparation Phase. All points staked will be based on State Plane Coordinates. No surface coordinates will be used. The CONSULTANT shall only revise the final right-of-way plans if approved or directed by the CITY. The CONSULTANT shall expeditiously make all changes to the final right-of-way plans due to changes in the roadway design only if requested to do so in writing by the CITY. CONSULTANT DELIVERABLES FOR PHASE IV – RIGHT OF WAY PLANS 1. A set of preliminary right-of-way plans 2. Final Right of Way plans both stamped hard copy and electronic format (MicroStation files). 3. Preliminary construction plans in an electronic format (MicroStation files). 4. Staked right-of-way PHASE V - FINAL DESIGN CONSTRUCTION PLANS All final plans shall be submitted to the CITY on bond paper (with the exception of the construction plans cover sheet and the erosion and sedimentation control plan cover sheet, both of which shall be on mylar sepia) and in electronic format. Final construction plans shall be arranged and indexed in the order shown in Attachment 2: Standard Specifications for the Preparation of Roadway Construction Plans. The CONS ULTANT'S services for the construction plans shall include a minimum of the following: 1. Prepare final plan and profile sheets for the roadway, ramps, side streets, and detours as described in Attachment 2 - Standard Specifications for the Preparation of Roadway Construction Plans. 2. Prepare cross sections of the all PROJECT roadways, detours and ramps showing the existing and proposed elevations at intervals of 50 feet, or closer in special or critical areas, measured along the centerline of construction. Intermediate sections will be required as necessary to fully clarify the intent of the plans. 3. Perform a check of roadway profiles and superelevation to insure there are no areas of potential ponding on roadway surface. 4. Prepare detailed plan sheets for all design features requiring additional detailed design information, including such examples as the geometrics of intersections; local street treatment; minor structures; drainage facilities; approach slabs; appurtenances such as utilities and details covering special problems as determined by the CONSULTANT or the CITY and approved by the CITY. 5. Prepare special grading plans as required or requested by the CITY. 6. Design and detail fully dimensioned plans for all drainage structures. 7. Design pavement structures using the GDOT’S Asphalt Pavement Design (APD) software for the mainline roadway and all side streets, ramps, detours, driveways, etc. The CONSULTANT shall submit the pavement designs along with the PROJECT cover sheet, typical sections and AADT traffic sheets for approval by GDOT. 8. Prepare final Signing, Marking, and Signal plans and quantities (including fiber optic communications cable routing and allocation plans and quantities for traffic signal and ATMS / ITS installations). 9. Prepare summary of quantities and detailed estimate sheets in accordance with GDOT practice. Roadway quantities shall be summarized on a sheet by sheet basis. 10. Prepare detailed erosion control plans indicating sediment basins, and other special items required to ensure adequate quantities to cover all stages of construction. 11. When applicable, prepare construction plans for bridges, gravity walls, and cast -in-place retaining walls including applicable notes for stage construction. 12. Prepare a detailed construction sequence (staging plans) to indicate maintenance of traffic procedures to be utilized during construction. Plans shall show details of all detour routings, temporary pavements, construction staging, additional erosion control as necessary and special traffic control devices. The plans and/or specifications shall indicate any required intermediate construction dates. Required restrictions to construction activity or lanes shall be clearly indicated and be approved by the CITY in writing prior to incorporation into the plans. Temporary signing, marking, and signal plans and other traffic control details shall be included with each construction sequence. 13. Prepare final utility plans for all utilities necessary for the PROJECT. The preparation includes the review of existing and proposed utility locations from plans furnished by utility companies. These plans will be pencil drawings on blue line prints or electronic data and it shall be the CONSULTANT'S responsibility to review for errors or omissions. After reviews are complete, locations shall be incorporated electronically onto final utility plan sheets. These sheets shall be included into the final plans. The request for final utility relocations shall be made once all comments from the PPR are addressed, Right of Way plans are approved and written Notice to Proceed is given for PHASE VI. 14. Plans shall show all the necessary information as determined by the CITY, to permit construction stake-out and to indicate and delineate details necessary for the construction by a construction contractor. The CONSULTANT shall prepare special provisions and supplemental specifications following the format as outlined in GDOT'S "Standard Specifications Construction of Roads and Bridges", current edition, and the "Supplemental Specifications," current edition, modifying, augmenting or deleting the provisions of the Standard Specifications as required. The CONSULTANT shall incorporate into the plans, when applicable, certain other plans furnished by others, as specified by the CITY. The incorporated plans may include but is not limited to: 1. Lighting plans 2. Landscaping plans 3. Public utility relocation plans 4. Other work to be included in the construction agreement The plan incorporation shall consist of indexing, numbering of sheets and including quantities on the detailed estimate sheet. The CONSULTANT shall prepare the final construction plans and specifications so that the quantities and detailed estimate may be broken into separate construction agreements. The CONSULTANT shall prepare a final detailed construction cost estimate for the PROJECT and each construction agreement using current item costs provided by the CITY. The CONSULTANT shall address all comments in the FPR report in writing within two weeks of receiving the approved report. FPR comments shall be incorporated in the design plans by the CONSULTANT before final plans are submitted. CONSULTANT DELIVERABLES FOR PHASE V- FINAL DESIGN CONSTRUCTION PLANS 1. Final construction plans on both bond paper (with the exception of the construction cover sheet and the erosion and sedimentation control cover sheet, both of which shall be on mylar sepia) and in electronic format reflecting all R/W revisions to date. The CONSULTANT shall ensure that all bond paper prints are clean and legible. The CONSULTANT shall use a CD with a label. 2. Final detailed cost estimates 3. Copies of all design calculations, notes and other information completed through all phases of the PROJECT design 4. Plans addressing results and comments from the Final Plan Review. Design Specifications and Guidelines The CONSULTANT shall coordinate the proposed services with any proposed construction plans and within the project limits. This TASK ORDER is subject to the terms and conditions of the original AGREEMENT (RFQ #08-001) entered between the parties. General Scope of Service: The WORK under this TASK ORDER is to be commenced upon CONSULTANT’S receipt from the City of a written “Notice to Proceed” (NTP) for each phase. The WORK will be completed within 60 calendar days after Notice to Proceed. The CONSULTANT shall prepare a schedule showing milestone completion dates based on completing the WORK within 60 calendar days (hereinafter referred to as the “Schedule for Completion”), excluding City review time. The Schedule for Completion will be revised to reflect the actual NTP date and will be updated as required throughout the project’s duration. Every 30 days commencing with the execution of this TASK ORDER, the CONSULTANT shall submit to the City a written report which shall include, but not be limited to, a narrative describing actual work accomplished during the reporting period, a description of problem areas, current and anticipated delaying factors and their impact, explanations of corrective actions taken or planned, and any newly planned activities or changes in sequence (hereinafter referred to as “Narrative Report”). No invoice for payment shall be submitted and no payment whatsoever will be made to the CONSULTANT until the Schedule for Completion, and the completion of Narrative Reports are updated and submitted to the City. In no event shall payment be made by the City to the CONSULTANT more often than once every 30 days. The CONSULTANT shall coordinate and attend periodic meetings with the CITY regarding the status of the TASK ORDER. The CONSULTANT shall submit to the City transmittals of all correspondence, telephone conversations, and minutes of project meetings. The fee shall be paid as provided in the AGREEMENT; however, CONSULTANT agrees that fees are earned pursuant to the WORK performed, which in no event shall exceed the amount set forth in the attached Fee Schedule. Attachments: Attachment A – Fee Schedule CITY OF MILTON: CONSULTANT: By: __________________________ By: ________________________________ Title:_________________________ Title:_______________________________ Name:________________________ Name:______________________________ Date: ________________________ Date: ______________________________ 12/16/201011:42 AMR:\PWProjects\CIP\Hopewell Francis Cogburn\Hope Fran CogPage 1 of 1Year--->2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010Hopewell/Francis/Cogburn IntersectionImprovements EngineeringFirm:Item---->SS:Principal SS:PrjMgr SS:SrEngr SS:Engineer SS:Tech SS:Admin SS:Reproductions SS:Fedex SS:SurvPrjMgrSS:PartyChiefSS:InstrOp Rate--->$195.72 $142.97 $118.59 $102.33 $78.32 $60.87 $100.00 $50.00 $101.46 $63.56 $44.15TaskUnit--> hour hour hour hour hour hour each each hour hour hour1020 28 59 127 264 312 12 12 1 18 100 1000 - Public Involvement664 14 20 16 10 21 - Concept Development1254 14 13 72 222 - Database Preparation2487216 80 803 - Preliminary Plans2576 15 50 82 100 4514 - Right of Way Plans10244 6 16 28 222 20 205 - Final Plans22210 12 38 78 80 45Hopewell/Francis/Cogburn IntersectionImprovements EngineeringTotals 2010:SS:Principal 2010:SS:PrjMgr 2010:SS:SrEngr 2010:SS:Engineer 2010:SS:Tech 2010:SS:Admin 2010:SS:Reproduction s 2010:SS:Fedex 2010:SS:SurvPrjMgr2010:SS:PartyChief2010:SS:InstrOp Totals$95,005.00$5,480.16 $8,435.23 $15,060.93 $27,015.12 $24,435.84 $730.44 $1,200.00 $50.00 $1,826.28 $6,356.00 $4,415.000 - Public Involvement$7,698.48$782.88 $2,001.58 $2,371.80 $1,637.28 $783.20 $121.741 - Concept Development$13,416.93$782.88 $2,001.58 $1,541.67 $7,367.76 $1,723.042 - Database Preparation$15,879.20$5,639.04 $1,623.36 $5,084.80 $3,532.003 - Preliminary Plans$26,264.91$1,174.32 $2,144.55 $5,929.50 $8,391.06 $7,832.00 $243.48 $500.00 $50.004 - Right of Way Plans$8,575.40$782.88 $571.88 $711.54 $1,637.28 $2,192.96 $121.74 $200.00 $202.92 $1,271.20 $883.005 - Final Plans$23,170.08$1,957.20 $1,715.64 $4,506.42 $7,981.74 $6,265.60 $243.48 $500.00 City of Milton 13000 Deerfield Parkway Suite 107C Milton, Georgia 30004 To: Honorable Mayor and City Council Members From: Carter Lucas, PE – Public Works Director Date: December 16, 2010 Agenda Item: Contract for grading services with Cook Construction Services, Inc. in the amount of $1,980.00. Background: The current Public Works facility is located in an existing out building on the Birmingham Park site. This building is in need of repair/replacement and expansion to meet the current needs of the department. Rather than expend funds to upgrade the structure in its current location a new structure is proposed at location that may be more conducive to future park planning efforts. Discussion: As part of the construction of a new pole barn facility this contract will provide the necessary equipment and grading services to provide a pad and an access road to the structure. The proposed structure would be located in an area adjacent to the rear property line of Fire Station #43. The budget for this work will be from Capital Project Fund, Public Works – Public Works Yard Relocation ($50,000). Legal Review: Construction Services Contract with Cook Construction Services, Inc. – Paul Higbee, Jarrard & Davis on 12-10-2010 Attachments: Construction Services Contract with Cook Construction Services, Inc. 11`- 1 City of Milton CONSTRUCTION SERVICES AGREEMENT SHORT FORM AGREEMENTS $10,000.00 OR LESS PUBLIC WORKS DRIVEWAY AND BUILDING PAD AT BIRMINGHAM PARK This Services Agreement (the "Agreement") is made and entered into this ID day of , 2010, by and between the CITY OF MILTON, GEORGIA (hereinafter referred to as the "City"), and Cook Construction Services Inc. having its principal place of business at 14670 Birmingham Hwy Milton, GA 30004(hereinafter referred to as the "Contractor"). WITNESSETH THAT: WHEREAS, the City desires to employ a contractor to perform the services described herein (the "Work"); and WHEREAS, Contractor has familiarized itself with the Contract Documents, as defined below, the Work, and with all local conditions and applicable federal, state and local laws, ordinances, rules and regulations. NOW THEREFORE, the City and Contractor, in consideration of the mutual promises contained herein and other good and valuable consideration, the sufficiency of which is hereby acknowledged, agree as follows: Section 1. Contract Documents: This Agreement and the following named Exhibits, attached hereto and incorporated herein by reference, constitute the "Contract Documents": EXHIBIT A INSURANCE CERTIFICATE EXHIBIT B CONTRACTOR AFFIDAVIT To the extent that there may be any conflict among the Contract Documents, the provision operating most to the benefit of the City shall govern. Section 2. The Work: Contractor shall provide all Work described in the Contract Documents. Unless otherwise stated in the Contract Documents, the Work shall include Contractor's provision of materials, labor, expenses, and any other cost or item necessary to complete the Work, which is generally described as minor excavation and grading activities for the building pad and driveway located on the Public Works yard area at Birmingham Park to be performed at the direction of the Public Works Manager. Section 3. Contract Time: Contractor understands that time is of the essence of this Agreement and warrants that it will perform the Work in a prompt manner, which shall not impose delays on the progress of the Work. It shall commence Work pursuant to this Agreement on or before a date to be specified on a written "Notice to Proceed" from the City, and shall fully complete the Work within 5 days of the "Notice to Proceed". Section 4. Work Changes: Any changes to the Work requiring an increase in the Contract Price, as defined below, shall require a written change order executed by the City in accordance with its purchasing regulations. I Section 5. Compensation and Method of Payment: City agrees to pay Contractor for the services performed and costs incurred by Contractor upon the City's certification that the services were actually performed and costs actually incurred in accordance with this Agreement. Compensation for services performed and, if applicable, reimbursement for costs incurred shall be paid to Contractor upon the City's receipt and approval of an invoice, submitted upon completion of the Work, setting forth in detail the services performed and costs incurred. Invoices shall reflect charges incurred versus charges budgeted. The total amount paid under this Agreement for the Work shall be based on an hourly rate fee of $82.50 per hour and shall not, in any case, exceed a total fee of $1,980 (the "Contract Price"), except as outlined in Section 4 above. Contractor shall take no calculated risk in the performance of the Work. Specifically, Contractor agrees that in the event it cannot perform the Work within the budgetary limitations established without disregarding sound principles of Contractor's industry, Contractor wilt give written notice thereof immediately to the City. Section 6. Covenants of Contractor A. Assignment of Agreement: Contractor covenants and agrees not to assign or transfer any interest in, nor delegate any duties of this Agreement, without the prior express written consent of the City. B. Res orp nsibilityof Contractor and Indernu fication_ofp City: Contractor covenants and agrees to take and assume all responsibility for the services rendered in connection with the Work. Contractor shall bear all losses and damages directly or indirectly resulting to it on account of the performance or character of the services rendered pursuant to this Agreement. Contractor shall defend, indemnify and hold harmless the City, its officers, boards, commissions, elected and appointed officials, employees and agents from and against any and all claims, suits, actions, liability, judgments, damages, losses, and expenses, including but not limited to, attorney's fees, which may be the result of willful, negligent or tortious conduct arising out of the Work, performance of contracted services, or operations by Contractor, any subcontractor, anyone directly or indirectly employed by Contractor or subcontractor or anyone for whose acts Contractor or subcontractor may be liable, regardless of whether or not the negligent act is caused in part by a party indemnified hereunder. C. Independent Contractor: Contractor hereby covenants and declares that it is engaged in an independent business and agrees to perform the Work as an independent contractor, not as agent or employee of City. Inasmuch as City and Contractor are contractors independent of one another, neither has the authority to bind the other to any third person or otherwise to act in any way as the representative of the other, unless otherwise expressly agreed to in writing by both parties. Contractor agrees not to represent itself as City's agent for any purpose to any party or to allow any employee to do so, unless specifically authorized, in advance and in writing, and then only for the limited purpose stated in such authorization. Contractor shall assume full liability for any contracts or agreements Cont actor enters into on behalf of City without the express knowledge and prior written consent of City. D. Insurance: Contractor shall have and maintain in full force and effect for the duration of this Agreement, insurance approved by the City as shown on Exhibit A. L. Licenses, Certification -,,and Permits: Contractor covenants and declares that it has obtained and will maintain all diplomas, certificates, Licenses, permits or the like required by any national, state, regional, City, and local boards, agencies, commissions, committees or other regulatory bodies to perform the Work. Contractor shall comply with applicable legal requirements and meet the standard of quality ordinarily expected of its industry. F. Ownership of Work: All reports, drawings, specifications, and other items prepared or in the process of being prepared for the Work by Contractor ("materials") shall be the property of the City and the City shall be entitled to 2 full access and copies of all materials. All copyrightable subject matter in all materials is hereby assigned to the City and Contractor agrees to execute any additional documents necessary to evidence such assignment. G. Contractor's Representative: Tad Cook shall be authorized to act on Contractor's behalf with respect to the Work as Contractor's designated representative. H. Confidentiality: Contractor acknowledges that it may receive confidential information of the City and that it will protect the confidentiality of any such confidential information and will require any of its subcontractors, consultants, and/or staff to likewise protect such confidential information. I. Meetings: Contractor shall meet with City's personnel or designated representatives to resolve technical or contractual problems that may occur during the tern of the contract, at no additional cost to City. Section 7. Warranty: Contractor shall repair all defects in materials, equipment, or workmanship appearing within one year from the date of completion of the Work at no additional cost to the City. Section S. Termination: The City may terminate this Agreement for convenience at any time upon written notice to Contractor. Provided that no damages are due to the City for Contractor's breach of this Agreement, the City shall pay Contractor for Work performed to date in accordance with Section 5 herein. Section 9. Miscellaneous A. Governing Law. This Agreement shall be governed by the laws of the State of Georgia. B. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed to be an original, but all of which together shall constitute one and the same instrument. C. SovercignImmunity. Nothing contained in this Agreement shall be construed to be a waiver of the City's sovereign immunity or any individual's qualified good faith or official immunities. D. E -Verification. Contractor shall provide evidence on the forms attached hereto as Exhibits "C" and "D" that it and Contractor's subcontractors conduct verification of employees as required by O.C.G.A. § 13-10-91 and related rules promulgated by the Georgia Department of Labor or the Georgia Department of 'Transportation. The City Manager or his/her designee shall be authorized to conduct inspections of the Contractor's and Contractor's subcontractors' verification process to determine that the verification was correct and complete. Compliance with the requirements of O.C.G.A. § 13-10-91 and related rules promulgated by the Georgia Department of Labor or the Georgia Department of Transportation, as applicable, is mandatory. IN WITNESS WHEREOF, the parties have caused this Agreement to be executed under seal as of the date first above written. [SIGNATURES ON THE FOLLOWING PAGE] 3 Cools Construction Services, Inc. Signature: Title: Z [A�'FIX 'CORPORATE SEAL] CITY OI, MILTON, GEORGIA Joe Lockwood, Mayor Printed Name: EXHIBIT "A" INSURANCE CERTIFICA'T'E ® CERTIFICATE OF LIABILITY INSURANCE beinzIM^DDS12-1; PRODUCER THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION Denson Insurance Agency,3nc. ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER, THIS CERTIFICATE DOES NOT AMEND, EXTEND OR P O BOX 787 ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. Jasper, Ga.30143 706-642-6451 INSURERS AFFORDING COVERAGE NA1C S INSURED INSURER A: OUTAers Cook Construction Services, Inc. IrTsuRCRs .... 14670 Birmingham Hwy ;INsuRe c --- INSURERD Milton, CA 30004 -- -- lNE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WTH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, FXCI USIONS AND CONDITIONS OF SUCH oPr ATF 1 MMTs 9i1MNN MAY HAUP OPEN arnucFrl BY Porn CI mnnR LTR DDStIRANC POLICY NUMBER POLICY EFpECnVE DATE A1M11lDDIl'YYY POLICY E%t iRAT10N DATE MMIDDttWYI unrtS GENERALLIABILDY EACH OCCURRENCE DA14-AUE r0-REATE(5 S 1,000,000 50 600 A COMMERCIAL GENERAL UABILD Y PREMISES{Eao Ame CLAIMSMACE UxoccuR 044618-48883661 (AFDFXP(Anyme 5,000 PERSONAL & ADV INOR t 1,000,000 1-23-10 1-23-1-1 OOO a OOO GEN L AGGREGATE LIMIT APPLIES PER: PRODUCTS COMPIOP AGG 5 1,000,,000_ POLICY RO LOC AUTOMOBILE LIABILITY I CCtd BINED SINGLE LIMiT S 1000, OOO A ANY AUTO Ea T vtlent) _ ALL OJNTEO AUTOS 47--883--661--00-'-- -_ --- BODILY INJURY (PerpermA) s x SCHEDULED AUTOS 1-23--10 I 1-23-11 _ _ N(REDAUTOS NON-0VrMtDApTOS _ _.... _. ._._... _. ? ` -BODILY INJURY (Prs acutlon.) IS PROPERTY OASiMiI $ ABILITY GARAGE LIABILITY AUTOONLY -EAAC(IU NT __. _... _ I ANYAUTO - fAACC S - I AUTOO TI - ------ AUTO ONLY AGO S EXCESSIUMBRFLLA LIABILITY I EACROCCURRUDE ' S _.. I OCCUR 0CLAIMS MADE ACCRCITC S S DEDUCTIBLE RETENTION S WORKERS COMPENSATION S TH- VtG I IMITATU OEM SORYMM S--- ER AND EMPLOYERS' LIABILITY ANY PROPRIETORIPARTNUVISKECU FIVE Y�_ EXCLUDED? ._ E.L. EACH ACCIDENT S _ OFFICEMISASER L (ManCatory In NH) "'"- , deeander R yyesA un SPECIAL PROVISIONS bW01Y .__ OTHER _ E.L DISEASE EA EMPI OYF E.L. DISEASE. -POLICY LIMIT, S _ _ , DEBCRIPnON OF OPERATIONS I LOCATIONS I VEHICLES 1 EXCLUSIONS ADDED BY ENDORSEMENEH T I SPECIAL PROVISIONS CERT IFIOA I E HULLH=F, L ADIJ.CLL I TUN _ City of Milton SHOULD ANY OFTIIEABOVE DESCRIBED POLICIES BE CANCELLED BEFORETHE EXPIRATION DATE THEREOF, THE ISSUING INSURER WILL ENDEAVOR TO MAIL -3D-DAYS WRITTEN 13000 Deerfield PkSvy Ste lO7 NOTICE TO TH[CERTIFICATE HOLDER NAMED TO THE LEFT', BUT FAILURE TO 00 SO SHALLMte 10 Ga 30004 IMPOSE NO OBLIGATION OR LIABILITY OF ANY KIND UPON THE INSURER, ITS AGENTS OR ACORD 25 ©1988-2009 ACORD CORPORATION. All rights reserved. The ACORD name and logo are registered marks of ACORD STATE OF GEORGIA CITY OF MILTON EXHIBIT "B" CONTRACTOR AFFIDAVIT AND AGREEMENT By executing this affidavit, the undersigned contractor verifies its compliance with O.C.G.A. § 13-10-91, stating affirmatively that the individual, firm, or corporation which is contracting with the City of Milton has registered with and is participating in a federal work authorization program, in accordance with the applicability provisions and deadlines established in O.C.G.A. § 13-10-91. The undersigned further agrees that, should it employ or contract with any subcontractor(s) in connection with the physical performance of services pursuant to this contract with the City of Milton, contractor will secure from such subcontractor(s) similar verification of compliance with O.C.G.A. § 13-10-91 on the Subcontractor Affidavit provided in Rule 300-10-01-.08 in the form attached hereto as Exhibit "D." Contractor further agrees to maintain records of such compliance and provide a copy of each such verification to the City of Milton at the time the subcontractor(s) is retained to perform such service. Ll C EEV 1 Basic Pilot Program User Identification Number BY: Authorized Officer or Agent Date [Cook Construction Services, Inc.] divt� &r Title of Authorized Officer or Agent of Contractor lad eooL Printed Name of Authorized Officer or Agent SUBSCRIBED AND SWORN BEFORE ME ON THIS THE / DAY OF2010 Notary Public V My Commission Expires: 6j4QLj le 31 DAWN C. CRO'WLEY NOTARY PUBLIC Cherokee County, GA My Commission NF-18, go i a City of Milton 13000 Deerfield Parkway Suite 107C Milton, Georgia 30004 To: Honorable Mayor and City Council Members From: Carter Lucas, PE – Public Works Director Date: December 22, 2010 for the January 5, 2010 Council meeting Agenda Item: Approval of a Construction Services Agreement with the Tomal Corporation for Guardrail Replacement on the Cogburn Road Bridge in the Amount of $1,996.00. Background: The guardrail along the Cogburn Road bridge was damaged in an accident. This contract is to replace the damaged section of guardrail and posts. Discussion: The work to be completed under this Agreement (the “Work”) is referenced in the Contract. Staff solicited three bids for this work and the Tomal Corporation was the low responsible bid at $1,996.00. Staff is recommending approval of the lump sum contract. The budget for this work will come from proceeds received from the insurance company. Legal Review: Construction Services Agreement – Paul Higbee, Jarrard & Davis on 12/15/2010. Attachments: 1. Construction Services Agreement Aj # City of Milton CONSTRUCTION SERVICES AGREEMENT SHOIrr FORM AGREEMENTS $10,000.00 OR LESS GUARDRAIL. REPLACEMENT' ON THE COGBUR1N ROAD BRIDGE This Services Agreement (the "Agreement") is made and entered into this 24 rday ofD t lk'°", 201 fl, by and between tate CITY OF MILTON, GEORGIA (hereinafter referred to as fhe "City"), and The Tornal Corporation doing business as Wildcat Striping and Seating Co. having its principal place of business at 4578 Lewis .Road, Stone Mou main, Georgia 30083 (hereinafter ref=ed to as the "Contractor"). WITNESSETH THAT: WHEREAS, the City desires to employ a contractor to perfptxii the services described herein (the "Work"); and WHEREAS, Contractor has familiarized itself with the Contract Documents, as defined below, the Work, and with Alt local conditions and applicable federal, state and local laws, ordinances, rules and regulations. NOW THEREFORE, the City and Contractor, in consideration of the mutual promises contained herein and other good and valuable consideration, the sufficiency of which is hereby acknowledged, agree as follows: Section 1. C„antract I)oMiextts: This Agreement and. the following; named Exhibits, attached hereto and incorporated herein by reference, constitute the "Contract Documents": EXHIBIT A INSURANCE CERTIFICATE EXHIB1T B CONTRACTOR AFFIDAVIT To the extent that there may be any conflict among the Contract Documents, the provision operating most to the benefit of the City shall. govern. Section 2; The Work: Contractor shall provide all Work described .in the Contract .documents. Unless otherwise stated in Elie Contract Documents, the Work shall include Contractor's provision of materials, labor, expenses, and any other cost or item necessary to complete the Work, which is generally described as the removal and replacement of 3-12.5' sections of W Beam guardrail and 2 end pieces on the eastern side of the Cogburri Road bridge over Capper Sandy Creek. Contractor shall provide all necessary traffic control to maintain a safe work zone for their employees and the general public in accordance with the standards provided by the MUTCD, latest edition, and the Georgia Department of Transportation. Section 3. Contract Tune; Contractor understands that time is of the essence of this Agreement and warrants that it will perform the Work in a prompt manner, which shall not impose delays on the progress of the Work. It shall commence Work pursuant to this Agreement on or before a date to be specified on a written `,'Notice to Proceed" from the City, and shall fully complete the Work within 5 days of the" Notice to Proceed", Section 4. Work Changes: Any changes.to the Work requiring an increase in the Contract Price, as defined helots, shall requite a written change order executed by the City in accordance with its purchasing regulations. Section 5. C nwnyensatlon and _Method of Pa3Mnt: City agrees to pay Contractor for the services performed and costs incurred by Contractor upon the City's certification that the services were actually performed and costs actually incurred in accordance with this Agreement. Compensation for services performed and, if applicable, reimbursement :for costs incurred shall be paid to Contractor upon the City's receipt and approval of an invoice, submitted upon completion of the Work, setting forth in detail the services performed and costs incurred. Invoices shall reflect charges incurred versus charges budgeted. The total amount paid under this Agreement for the Work shall be based on. a lump sunt fee which shall not exceed $1,996.00 (the "Contract Price"), except as outlined in Section 4 above. Contractor shall take no calculated risk in the performance of the Work. Specifically, Contractor agrees that in the event it cannot perform the Work within the budgetary limitations established without disregarding sound principles of Contractor's industry, Contractor will give Written notice thereof. immediately to the Ctty. Section 6. Covenants of Contractor A. assignment of Aueement: Contractor cavenants and agrees not to assign or transfer any interest in, nor delegate any duties of this Agreement, without ttre prior express written consent of the City. B. Responsibility of Contractor and Indem_n_ificationif City: Contractor covenants and agret~s to take and assumv- ail responsibility for the services rendered in connection with the Work. Contractor shall bear all losses and damages directly or indirectly resulting to it on account of the performance or character of the seMces rendered pursuant to this Agreement. Contractor shall defend, indemnify and hold harmless the. City, its officers, boards, commissions, elected and .appointed officials, employees and agents from and against any and all clainrs, suits, actions, liability, judgments, damages, losses, and expenses, including but not limited to, attorney's fps, which may be the result of willful, negligent or tortious conduct arising out of the Work, performance of contracted services, or operations by Contrador, any subcontractor, .anyone directly or indirectly employed by Contractor or subcontractor or anyone for whose acts Contractor or subcontractor may be liable, regardless of. whether or not the negligent act is caused in part by a party indemnified hereunder, C. Independent Contractor: Contractor hereby covenants and declares that it is engaged in as independent business and agrees to perforin the Work as an independent contractor, not as agent or employee of City. Inasmuch as City and Contractor are cdMractors independent of one another, neither has the authority to bind the other to any third person or otherwise to act in any way as the representative of the other, unless otherwise expressly agreed to in writing by both parties. Contractor agrees not to represent itself as City's agent for any purpose to any party or to allow any employee to do so, unless specifically authorized, in advance and in writing, and then only for the limited purpose stated in such authorization. Contractor shall assume full liability for any contracts or agreements Contractor enters into on behalf of City without the express knowledge and prior written consent of City. D. Insurance: Contractor shall have and maintain in full force and effect for the duration of this Agreement, insurance approved by the City as shown on Exhibit A. B. Licenses, Certifications and Permits: Contractor covenants and declares that it has obtained and will maintain all diplomas, certificates, licenses, permits or the like required by any national, state, regional, City, and local boards, agencies, commissions, committees or other regulatory bodies to perform the `]York. Contractor shall comply with applicable legal requirements and meet the standard of quality ordinarily expected of its industry. 2 F. Ownership of Work: All reports, drawings, spe6fications, and other items prepared or in the process of being prepared for the Work by Contractor ("materials") shall be the property of the City and die City shall be entitled to full access and copies of all materials. All copyrightable subject matter in all materials is hereby assigned to the City and Contractor agrees to execute anyadditional documents necessary to evidence such assignment, Q. Contractor's Representative: shall .be authorized to act on. Contractor's behalf with respect to the Work as Contractor's designated representative. H. Confidentiality: Contractor acknowledges that it may receive confidential information of the. City and that it will protect the confidentiality of any such confidential information and will require any of its subcontractors, consultants, andlor staff to likewise protect such confidential information. 1. Meetings: Contractor shall meet.. with City's personnel or designated representatives to resolve technical or contractual problems that may occur during the term of the contract, at no additional cost to City. Section 7. Warranty: Contractor shall repair all defects in materials, equipment, or workmanship appearing within one year from the dale of completion of the Work at no additional cost to the City. Section 8. Terrttinntlon: The City may terminate this Agreement for convenience at any time upon written notice to Contractor. Provided that no damages are due to the City for Contractor's breach of this Agreement, the City shall pay Contractor for Work performed to date in accordance with Section 5 herein. Section 9. Miscellaneous A. Governing Law. This Agreement shall be governed by the laws of the State of Georgia. B. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed to bean o6ginal, but all of which together shall constitute one and the same instrument. C. Sovereign_ Immunity. Nothing contained in this Agreement shall be con -blued to be a waiver of the City's sovereign invnunity or any individual's qualified good faith or official immunities. D. E -Verification. Contractor shall provide evidence on the forms attached hereto as Exhibit "B" that it and Contractor's subcontractors conduct verification of employees as required by O.C.G.A. § 13-1.0-91 and related rules promulgated by the Georgia Department of Labor or the Georgia Department of Transportation. The City. Manager or his/her designee shall be authorized to conduct inspections of the Contractor's and Contractor's subcontractors' verification process to determine that the verification was correct and complete. Compliance with the requirements of O,C.G.A. § 13-10-91 and related riles promulgated by the Georgia Department of Labor or the Georgia Department of Transportation, as applicable, is mandatory, IN WITNESS WHEREOF, (lie parties have caused this Agreement to be executed under seal as of'the date first above written. IS.IGNATURES ON THE FOLLOWLNG PAGE] The Tomal Corporal lon doing; business as Wildcat Striping and Sealing Co. Signature:Printed Name:- Title: � Ca 1 (AF[lX CORPORATE SEAL] CITY OF MIUMN, GEORGIA Joe Lockwood, Mayor EXHIBIT «As: INSURANCE CERTIFICATE Client#: 1068414 126WILDCSTR AD RD., CERTIFICATE OF LIABILITY INSURANCE _ 2/2012010 PRODUCER THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION BUT Insurance - Conyers 3205 Salem Road ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. Suite A POLICY NUMBER Conyers, GA 30013 INSURERS AFFORDING COVERAGE MAIC # I148URED INSUiRER:A: Association Casualty Insurances 35629 The Tomal Corporation dba INSURER B: Builders Insurance [A Mutual Ca 10764 Wildcat Striping & sealing 4575 Lewis Rd Stone Mountain, GA 30083 INSURER C; INSURER D: INSURER E: COVERAGES THE POLICIES OF INSURANCE LISTED BELOW HAVE 1BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN. THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR D NSR TYPE OF INSURAN0F POLICY NUMBER POLICY EFFECTIVEPOLICY O M EXPIRATION DATE ❑ LIMITS A GENERALLIABELITY CMP0103251 0313112014 03/3112011 EACH OCCURRENCE $1,000,000 X COMMERCIAL GENERAL LIABILITY DAMAGE TO RENTED $250,000 CLAIMS MADE 50 OCCUR MED EXP=Any one Parson} S10 000 PERSONAL&ADV INJURY 51,000,000 X PD Ded;500 OENERALAGGREGATE s2,000,000 GENI AGGREGATE LIMIT APPLIES PER: PRODUCTS-COMPIOP AGG $2,000,000 }[ POLICY PRO- LOC JECT A AUTOMOBILE LIABILITY X ANYAUTO CAPGA25442 0313112010 03/3112011 COMBINED SINGLE LIMIT (Easccidenl). $1,000,000 BODILY INJURY {Per parson} $ ALL.OWNED AUTOS SCHEDULEDAUTOS 1300ILYINJURY {Psr at6den* 5 X HIREDAUTOS X NON-OWME'O AUTOS PROPERTY DAMAC4 Iz 5 IPer accidSn€j GARAGE LIABILITY AL TO ONLY -E4ACC I DE NT $ OTHER THAN EA ACC S ANY AUTO AUTO ONLY: AGG S A EXCESS I UMARELLA LIABILITY T OCCUR FICLAIMS MADE: UMB0501562 0313112410 6313112011 EACH OCCURRFUre $9,000,000 AGGREGATE S9,000,000 S $ s XIDEDVCTIBLE AFTENTION S 1Ci00U B WORKERS COMPENSATION AND WCV006262902 0313112010 03131/2011 X wcsTATu- EMPLOYERS'LIABILITY ANY PR45PRI ETO"ARTNEFVEX ECUTIV E E.L. EACH ACCIOENT 51.000.000 R'IC,a�i tf � ii E%CLLfQE07 N E.L. DISEASE - EA EMPLOY EE IS IUUO,OOI>7 FA If yes.❑desalte under SPECIAL. PROVISIONS bekw E.L. DISEASE - POLICY LIMIT 51,0110,000 OTHER DESCRIPTSON OF OPERATIONS I LOCATIONS! VERICLEB I EXCLUSIONS ADDS G BY EN04DRSEMENT I SPECIAL PROVISIONS Workers Comp policy affords coverage under Item 3a of the information page for Georgia only. CERTIFICATE HOLDER CANCELLATION 10 Qays fnr Nan-Pavmant ACORD 25 (2008104) 1 of 2 #S60191071MS116756 © 1888.2009 ACORD CORPORATION. All rights reserved. The ACORD name and Ingo are registered marks of ACORD LI -19 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION City Of Milton DATE THEREOF. THE ISSUING INSURER WILL ENDEAVOR TO MAIL —30_ DAYS WRITTEN 13090 Deerfield Parkway NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT FAILURE TO OO $O SHALL Suite 107A IMPOSE NO OBLIGATION OR LIABILITY OF ANY KIND UPON THE INSURER, ITS AGENTS OR Milton, GA 30004 REPRESENTATIVES. AUTHOR€2ED REPRFSEHTATIVE; rl j- ACORD 25 (2008104) 1 of 2 #S60191071MS116756 © 1888.2009 ACORD CORPORATION. All rights reserved. The ACORD name and Ingo are registered marks of ACORD LI -19 IMPORTANT If the certificate holder is an ADDITIONAL INSURER, the policy{iesj must be endorsed. A state lent. on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). It SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this csrtifcate does not confer rights to the certificate holder in ties of such endorsement(s). DISCLAIMER The Certificate of Insurance does not constitute a contract between the issuing insurer(s), authorized representative or producer, and the certificate holder, nor does it affirmatively or negatively amend, extend or alter the coverage afforded by the policies listed thereon. ACORD 25 (2009161) 2 of 2 #S6019107IM5116756 STATE OF GEORGIA CITY OF MILTON EXHIBIT ""B" CONTRACTOR AFFIDAVIT AND AGREEMENT By executing this. affidavit; the undersigned contractor verifies its compliance with O.C.G.A. § 13-10-91, stating affirmatively that the individual, .firm, or corporation which is contracting with the City of Milton has registered with and is participating in a federal work authorization program, .in accordance with the applicability provisions and deadlines established in O.C.G.A. § 13-10-91. The undersigned further agrees that, should it employ or contract with any subcontractor(s) in connection with the physical performance of services pursuant to this contract with the City of Milton, contractor will secure from such subcontractor(s) similar verification of compliance with O.C.G.A. § 13-10-91 on the Subcontractor Affidavit provided in Rule 3€10-14-01-.0$ in the form attached hereto as Exhibit "D." Contractor further agrees to maintain records of such compliance and provide a copy of each. such verification to the City of Milton at the time the subcontractor(s) is retained to perform such service. EEV 1 Basic Pilot Program User Identification Number BY: Kuthorized Officer or Agent Date [Cook Construction Services, Inc.] Title of Authorized Officer yr Agent of Contractor C � Printed Name of Authorize5 Officer or Agent SUBSCRIBED AND SWORN BEFORE ME ON THIS THE F DAY eN1-O, w ss Notary Public gjD ���i'�f� My Commission Expires: %. _• y 6 City of Milton 13000 Deerfield Parkway, Suite 100 Milton, Georgia 30004 1 To: Honorable Mayor and City Council Members From: Stacey Inglis, Finance Director Date: January 5, 2011 Council Meeting Agenda Item: Approval of a contract with Mauldin & Jenkins, LLC to audit the City’s financial statements for the fiscal year ending September 30, 2010 CMO (City Manager’s Office) Recommendation: The Staff’s recommendation is to approve the attached contract with Mauldin & Jenkins, LLC to audit the City’s financial statements for the fiscal year ending September 30, 2010. Background: According to O.C.G.A. 36-81-7, we are required to have an annual audit of the financial affairs and transactions of all funds and activities of the City. On December 7, 2006, the proposal from Mauldin & Jenkins, LLC was approved by Mayor and Council. This included a three-year contract for external auditing services for fiscal years 2007-2009 and the option of extending the contract for two years. We have chosen to extend the contract for two years. Discussion: The contract before you details the scope of services Mauldin & Jenkins, LLC will provide the City. As part of the engagement, they will audit the financial statements of the governmental activities, each major fund, and the required supplementary information. They will also provide a report on internal controls related to the financial statements and compliance with laws, regulations, and the provisions of contracts or grant agreements. Since the City has received more than $500,000 of Federal funds, a Single Audit is required this year. The objective of the Single Audit is to provide assurance to the Federal government as to the management and use of the funds we have received. Furthermore, the agreement also details the scope of services Mauldin & Jenkins, LLC will provide the City in regards to our compliance with the expense of the 9-1-1 funds we have received. They will certify and attest to the accuracy of the Annual Report of 9-1-1 Collections and Expenditures for the year ended September 30, 2010. Alternatives: None. Concurrent Review: Chris Lagerbloom, City Manager Ken Jarrard, Attorney 11 AULDIN & ENKINS i ERTIFTFO PU6Llc ACCOUNTANTS, LLC November 9, 2010 Honorable Mayor and Members of the City Council and City Manager City of Milton, Georgia Attention: Stacey Inglis, Finance Manager 13000 Deerfield Parkway, Suite 107G Milton, Georgia 30004 We are pleased to confirm our understanding of the services we are to provide the City of Milton, Georgia (the City) for the year ended September 30, 2010. We will audit the financial statements of the governmental activities, each major fund, and the aggregate remaining fund information, which collectively comprise the basic financial statements, of the City of Milton, Georgia as of and for the year then ended. Accounting standards generally accepted in the United States provide for certain required supplementary information (RSI), such as management's discussion and analysis (MD&A), to supplement the City's basic financial statements. Such information, although not a part of the basic financial statements, is required by the Governmental Accounting Standards Board who considers it to be an essential part of financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical context. As part of our engagement, we will apply certain limited procedures to the City's RSI in accordance with auditing standards generally accepted in the United States of America. These limited procedures will consist of inquiries of management regarding the methods of preparing the information and comparing the information for consistency with management's responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We will not express an opinion or provide any assurance on the information because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance. The following RSI is required by generally accepted accounting principles and will be subjected to certain limited procedures, but will not be audited: 1. Management's Discussion and Analysis (MD&A). 2. Schedule of Funding Progress — Retirement Pian. 3. Budgetary comparisons for the General Fund and Major Special Revenue Funds. Supplementary information other than RSI also accompanies the City's financial statements. We will subject the following supplementary information to the auditing procedures applied in our audit of the financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the financial statements or to the financial statements themselves, and other additional 200 GALLERIA PARKWAY S.E., SUITE 1700 - ATLANTA, GA 30339-5946 • 770-955-8500 ■ 800-277-0080 • FAX 770-980-4489 ■ www.mjcpa.com Members of The American Institute of Certified Public Accountants • RSM International procedures in accordance with auditing standards generally accepted in the United States of America and will provide an opinion on it in relation to the financial statements as a whole: 1. Schedule of expenditures of federal awards. 2. Combining and individual fund statements. The following other information accompanying the financial statements will not be subjected to the auditing procedures applied in our audit of the financial statements, and for which our auditor's report will not provide an opinion or any assurance: 1. Introductory section 2. Statistical section Audit Objectives The objective of our audit is the expression of opinions as to whether your basic financial statements are fairly presented, in all material respects, in conformity with U.S. generally accepted accounting principles and to report on the fairness of the supplementary information referred to in the second paragraph when considered in relation to the financial statements as a whole. The objectives also include reporting on - • Internal control related to the financial statements and compliance with laws (including, but not limited to, Title 36, Chapter 81 of the Official Code of Georgia Annotated), regulations, and the provisions of contracts or grant agreements, noncompliance with which could have a material effect on the financial statements in accordance with Government Auditing Standards. • Internal control related to major programs and an opinion (or disclaimer of opinion) on compliance with laws, regulations, and the provisions of contracts or grant agreements that could have a direct and material effect on each major program in accordance with the Single Audit Act Amendments of 1996 and OMB Circular A-133, Audits of States, Local Governments, and Non -Profit Organizations. The reports on internal control and compliance will each include a statement that the report is intended solely for the information and use of management, the body or individuals charged with governance, others within the entity, specific legislative or regulatory bodies, federal awarding agencies, and if applicable, pass-through entities and is not intended to be and should not be used by anyone other than these specified parties. Our audit will be conducted in accordance with auditing standards generally accepted in the United States of America; the standards for financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States; the Single Audit Act Amendments of 1995; and the provisions of OMB Circular A-133, and will include tests of accounting records, a determination of major program(s) in accordance with OMB Circular A- 133, and other procedures we consider necessary to enable us to express such opinions and to render the required reports. If our opinions on the financial statements or the Single Audit compliance opinions are other than unqualified, we will fully discuss the reasons with you in advance. If, for any reason, we are unable to complete the audit or are unable to form or have AULD IN & ENKINS not formed opinions, we may decline to express opinions or to issue a report as a result of this engagement. Management Responsibilities Management is responsible for the basic financial statements and all accompanying information as well as all representations contained therein. Management is also responsible for identifying government award programs and understanding and complying with the compliance requirements, and for preparation of the schedule of expenditures of federal awards in accordance with the requirements of OMS Circular A-133. As part of the audit, we will assist with preparation of your financial statements, schedule of expenditures of federal awards, and related notes. You are responsible for making all management decisions and performing all management functions relating to the financial statements, schedule of expenditures of federal awards, and related notes and for accepting full responsibility for such decisions. You will be required to acknowledge in the management representation letter our assistance with preparation of the financial statements and the schedule of expenditures of federal awards and that you have reviewed and approved the financial statements, the schedule of expenditures of federal awards, and related notes prior to their issuance and have accepted responsibility for them. Further, you are required to designate an individual with suitable skill, knowledge, or experience to oversee any nonaudit services we provide and for evaluating the adequacy and results of those services and accepting responsibility for them_ We will prepare the trial balance for use during the audit. Our preparation of the trial balance will be limited to formatting information into a working trial balance based on management's chart of accounts and trial balances as provided by you. Management is responsible for establishing and maintaining effective internal controls, including internal controls over compliance, and for evaluating and monitoring ongoing activities, to help ensure that appropriate goals and objectives are met and that there is reasonable assurance that government programs are administered in compliance with compliance requirements. You are also responsible for the selection and application of accounting principles; for the fair presentation in the financial statements of the respective financial position of the governmental activities, each major fund, and the aggregate remaining fund information of the City of Milton, Georgia and the respective changes in financial position and cash flows, where applicable, in conformity with U.S. generally accepted accounting principles; and for compliance with applicable laws and regulations and the provisions of contracts and grant agreements. Management is also responsible for making all financial records and related information available to us and for ensuring that management and financial information is reliable and properly recorded. Your responsibilities also include identifying significant vendor relationships in which the vendor has responsibility for program compliance and for the accuracy and completeness of that information. Your responsibilities include adjusting the financial statements to correct material misstatements and for confirming to us in the representation letter that the effects of any uncorrected misstatements aggregated by us during the current engagement and pertaining to the latest period presented are immaterial, both individually and in the aggregate, to the financial statements taken as a whole. You are responsible for the design and implementation of programs and controls to prevent and detect fraud, and for informing us about all known or suspected fraud or illegal acts affecting the AULDrN & ENKINS government involving (1) management, (2) employees who have significant roles in internal control, and (3) others where the fraud or illegal acts could have a material effect on the financial statements. Your responsibilities include informing us of your knowledge of any allegations of fraud or suspected fraud affecting the government received in communications from employees, former employees, grantors, regulators, or others. In addition, you are responsible for identifying and ensuring that the entity complies with applicable laws, regulations, contracts, agreements, and grants. Additionally, as required by OMB Circular A-133, it is management's responsibility to follow up and take corrective action on reported audit findings and to prepare a summary schedule of prior audit findings and a corrective action plan. The summary schedule of prior audit findings should be available for our review subsequent to the start of fieldwork. You are responsible for the preparation of the supplementary information in conformity with U.S. generally accepted accounting principles. You agree to include our report on the supplementary information in any document that contains and indicates that we have reported on the supplementary information. You also agree to present the supplementary information with the audited financial statements. Management is responsible for establishing and maintaining a process for tracking the status of audit findings and recommendations. Management is also responsible for identifying for us previous financial audits, attestation engagements, performance audits or other studies related to the objectives discussed in the Audit Objectives section of this letter. This responsibility includes relaying to its corrective actions taken to address significant findings and recommendations resulting from those audits, attestation engagements, performance audits. or other studies. You are also responsible for providing management's views on our current findings, conclusions, and recommendations, as well as your planned corrective actions, for the report, and for the timing and format for providing that information. With regard to the electronic dissemination of audited financial statements, including financial statements published electronically on your website, you understand that electronic sites are a means to distribute information and, therefore, we are not required to read the information contained in these sites or to consider the consistency of other information in the electronic site with the original document. Audit Procedures—General An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements; therefore, our audit will involve judgment about the number of transactions to be examined and the areas to be tested. We will plan and perform the audit to obtain reasonable rather than absolute assurance about whether the financial statements are free of material misstatement, whether from (1) errors, (2) fraudulent financial reporting, (3) misappropriation of assets, or (4) violations of laws or governmental regulations that are attributable to the entity or to acts by management or employees acting on behalf of the entity. Because the determination of abuse is subjective, Government Auditing Standards do not expect auditors to provide reasonable assurance of detecting abuse. Because an audit is designed to provide reasonable, but not absolute assurance and because we will not perform a detailed examination of all transactions, there is a risk that material misstatements or noncompliance may exist and not be detected by us. In addition, an audit is not designed to detect immaterial misstatements or violations of laws or governmental regulations that do not have a direct and material effect on the financial statements or major programs. 81AULDIN 1ENKINS However, we will inform you of any material errors and any fraudulent financial reporting or misappropriation of assets that come to our attention. We will also inform you of any violations of laws or governmental regulations that come to our attention, unless clearly inconsequential, and of any material abuse that comes to our attention. We will include such matters in the reports required for a Single Audit. Our responsibility as auditors is limited to the period covered by our audit and does not extend to later periods for which we are not engaged as auditors. Our procedures will include tests of documentary evidence supporting the transactions recorded in the accounts, and may include tests of the physical existence of inventories, and direct confirmation of receivables and certain other assets and liabilities by correspondence with selected individuals, funding sources, creditors, and financial institutions. We will request written representations from your attorneys as part of the engagement, and they may bill you for responding to this inquiry. At the conclusion of our audit, we will require certain written representations from you about the financial statements and related matters. Audit Procedures—Internal Controls Our audit will include obtaining an understanding of the entity and its environment, including internal control, sufficient to assess the risks of material misstatement of the financial statements and to design the nature, timing, and extent of further audit procedures. Tests of controls may be performed to test the effectiveness of certain controls that we consider relevant to preventing and detecting errors and fraud that are material to the financial statements and to preventing and detecting misstatements resulting from illegal acts and other noncompliance matters that have a direct and material effect on the financial statements. Our tests, if performed, will be less in scope than would be necessary to render an opinion on internal control and, accordingly, no opinion will be expressed in our report on internal control issued pursuant to Government Auditing Standards. As required by OMB Circular A-133, we will perform tests of controls over compliance to evaluate the effectiveness of the design and operation of controls that we consider relevant to preventing or detecting material noncompliance with compliance requirements applicable to each major federal award program. However, our tests will be less in scope than would be necessary to render an opinion on those controls and, accordingly, no opinion will be expressed in our report on internal control issued pursuant to OMB Circular A-133. An audit is not designed to provide assurance on internal control or to identify significant deficiencies. However, during the audit, we will communicate to management and those charged with governance internal control related matters that are required to be communicated under AICPA professional standards, Government Auditing Standards, and OMB Circular A-133. Audit Procedures—Compliance As part of obtaining reasonable assurance about whether the financial statements are free of material misstatement, we will perform tests of the City of Milton, Georgia's compliance with applicable laws and regulations and the provisions of contracts and agreements, including grant agreements. However, the objective of those procedures will not be to provide an opinion on overall compliance and we will not express such an opinion in our report on compliance issued pursuant to Government Auditing Standards. MENKIiILIHN & NS OMB Circular A-133 requires that we also plan and perform the audit to obtain reasonable assurance about whether the auditee has complied with applicable laws and regulations and the provisions of contracts and grant agreements applicable to major programs. Our procedures will consist of tests of transactions and other applicable procedures described in the OMB Circular A- 133 Compliance Supplement and related addenda for the types of compliance requirements that could have a direct and material effect on each of the City of Milton's major programs. The purpose of these procedures will be to express an opinion on the City of Milton's compliance with requirements applicable to each of its major programs in our report on compliance issued pursuant to DMB Circular A-133. Other Attestation Services Our annual examination will also be conducted to provide for attestation on certain management assertions in accordance the American Institute of Certified Public Accountant's (AICPA's) Statement on Standards for Attestation Engagements (SSAE) No. 3, Compliance Attestation, as amended. The objective of our reports will be to examine management's assertion about Milton's compliance with regards to 4-1-1 funds being expended in accordance with the expenditure requirements specified in the Official Code of Georgia Annotated (OCGA), Section 46-5-134. Our responsibility will be to express an opinion on management's assertion about Milton's compliance based on our examination. Our report will include a statement that the report is intended for the information and use of the Georgia Department of Audits and Accounts and Milton's management and is not intended to be and should not be used by anyone other than these specified parties. Audit Administration, Fees, and Other We understand that your employees will prepare all cash or other confirmations we request and will locate any documents selected by us for testing. At the conclusion of the engagement, we will complete the appropriate sections of the Data Collection Form that summarizes our audit findings. It is management's responsibility to submit the reporting package (including financial statements, schedule of expenditures of federal awards, summary schedule of prior audit findings, auditors' reports, and corrective action plan) along with the Data Collection Form to the federal audit clearinghouse. We will coordinate with you the electronic submission and certification. If applicable, we will provide copies of our report for you to include with the reporting package you will submit to pass-through entities. The Data Collection Form and the reporting package must be submitted within the earlier of 30 days after receipt of the auditors' reports or nine months after the end of the audit period, unless a longer period is agreed to in advance by the cognizant or oversight agency for audits. We will provide copies of our reports to the City of Milton, Georgia; however, management is responsible for distribution of the reports and financial statements. Unless restricted by law or regulation, or containing privileged and confidential information, copies of our reports are to be made available for public inspection. We expect to begin our audit on approximately January 17, 2011 and to issue our reports no later than March 31, 2011. Adam Fraley is the engagement partner and is responsible for supervising the engagement and signing the reports or authorizing another individual to sign them. Our fee for these services is based on the time required by the individuals assigned to the engagement, plus direct expenses. Our hourly rates vary according to the degree of responsibility involved AULDIN & ENKINS and the experience level of the personnel assigned to your audit. Our invoices for these fees will be rendered as work progresses and are payable upon presentation. Our professional standards require that we perform certain additional procedures, on current and previous years' engagements, whenever a partner or professional employee leaves the firm and is subsequently employed by or associated with a client (in this case the City of Milton, Georgia). Accordingly, the City agrees it will compensate Mauldin & Jenkins for any additional costs incurred as a result of the employment of a partner or professional employee of Mauldin & Jenkins. The audit, including other attestation examination, documentation for this engagement is the property of Mauldin & Jenkins and constitutes confidential information. However, pursuant to authority given by law or regulation, we may be requested to make certain audit documentation available to a federal agency providing direct or indirect funding, or the U.S. Government Accountability Office for purposes of a quality review of the audit, to resolve audit findings, or to carry out oversight responsibilities. We will notify you of any such request. If requested, access to such audit documentation will be provided under the supervision of Mauldin & Jenkins personnel. Furthermore, upon request, we may provide copies of selected audit documentation to the aforementioned parties. These parties may intend, or decide, to distribute the copies or information contained therein to others, including other governmental agencies. The audit documentation for this engagement will be retained for a minimum of five years after the report release date or for any additional period requested by a regulatory body. If we are aware that a federal awarding agency, pass-through entity, or auditee is contesting an audit finding, we will contact the party(ies) contesting the audit finding for guidance prior to destroying the audit documentation. In the event we are requested or authorized by the City of Milton, Georgia or are required by the City of Milton, Georgia or are required by government regulation, subpoena, or other legal process to produce our documents or our personnel as witnesses with respect to our engagements for the City, the City will, so long as we are not a party to the proceeding in which the information is sought, reimburse us for our professional time and expenses, as well as the fees and expenses of our counsel, incurred in responding to such requests. The City agrees that our report on the financial statements will not be included in an official statement or other document involved with the sale of debt instruments without our prior consent. Additionally, if the City intends to publish or otherwise reproduce the financial statements and/or make reference to us or our audit, you agree to provide us with printer's proofs or a master for our review and consent before reproduction and/or release occurs. The parties acknowledge that the City must respond to requests under the Georgia Open Records Act in compliance with that Act. You also agree to provide as with a copy of the final reproduced material for our consent before it is distributed or released. Our fees for any additional services that may be required under our quality assurance system as a result of the above will be established with you at the time such services are determined to be necessary. In the event our auditor / client relationship has been terminated when the organization seeks such consent, we will be under no obligation to grant such consent or approval. MAULDIN & ENKINS If circumstances occur related to the condition of your records, the availability of sufficient, appropriate audit evidence, or the existence of a significant risk of material misstatement of the financial statements caused by error, fraudulent financial reporting, misappropriation of assets, or noncompliance which in our professional judgment prevent us from completing the audit or forming an opinion, we retain the tulilateral right to take any course of action permitted by professional standards, including declining to express an opinion or issue a report, or withdrawal from the engagement. Government Auditing Standards require that we provide you with a copy of our most recent external peer review report and any letter of comment, and any subsequent peer review reports and letters of comment received during the period of the contract. Our 2008 peer review report accompanies this letter. We did not receive a letter of comment with the peer review report. We appreciate the opportLmity to be of service to the City of Milton, Georgia and believe this letter accurately summarizes the significant terms of our engagement. If you have any questions, please let us know. If you agree with the terms of our engagement as described in this letter, please sign the enclosed copy and return it to us. Sincerely, MAULDIN & JENKINS, LLC Adam M. Fraley RESPONSE: This letter correctly sets forth the understanding of the City of Milton, Georgia. M. Title: AULDIN &j ENKINS I;w- Uftion GundersonLLP ( e..rtlllid V71blic AM.AIRI"WIN & OWIAILI£i S August 15, 2008 To the Owners of Mauldin & Jenkins, LLC and the Center for Public Company Audit Firms Peer Review Committee We have reviewed the system of quality control for the accounting and auditing practice of Mauldin & Jenkins, LLC (the firm) applicable to non -SEC issuers in effect for the year ended May 31, 2008. The firm's accounting and auditing practice applicable to SEC issuers was not reviewed by us since the Public Company Accounting Oversight Board (PCAOB) is responsible for inspecting that portion of the firm's accounting and auditing practice in accordance with PCAOB requirements. A system of quality control encompasses the firm's organizational structure and the policies adopted and procedures established to provide it with reasonable assurance of complying with professional standards. The elements of quality control are described in the Statements on Quality Control Standards issued by the American Institute of Certified Public Accountants (the AICPA). The design of the system, and compliance with it, are the responsibilities of the firm. Our responsibility is to express an opinion on the design of the system, and the firm's compliance with that system based on our review. Our review was conducted in accordance with standards established by the Peer Review Committee of the Center for Public Company Audit Firms and included procedures to plan and perform the review that are summarized in the attached description of the peer review process. Our review would not necessarily disclose all weaknesses in the system of quality control or all instances of lack of compliance with it since it was based on selective tests. Because there are inherent limitations in the effectiveness of any system of quality control, departures from the system may occur and not be detected. Also, projection of any evaluation of a system of quality control to future periods is subject to the risk that the system of quality control may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate. In our opinion, the system of quality control for the accounting and auditing practice applicable to the non -SEC issuers of Mauldin & Jenkins, LLC in effect for the year ended May 31, 2008, has been designed to meet the requirements of the quality control standards for an accounting and auditing practice established by the AICPA, and was complied with during the year then ended to provide the firm with reasonable assurance of complying with applicable professional standards. 0fike4 in I- stato, aH41 WaShington. 1)C Attachment to the Peer Review Report or Mauldin & Jenkins, LLC Description or the Peer Review Process Overview Firms enrolled in the AICPA Center for Public Company Audit Firms (the Center) Peer Review Program have their system of quality control periodically reviewed by independent peers. These reviews are system and compliance oriented with the objectives of evaluating whether: The reviewed firm's system of quality control for its accounting and auditing practice applicable to non -SEC issuers has been designed to meet the requirements of the Quality Control Standards established by the AICPA. The reviewed firm's quality control policies and procedures applicable to non -SEC issuers were being complied with to provide the firm with reasonable assurance of complying with professional standards. A peer review is based on selective tests and directed at assessing whether the design of and compliance with the firm's system of quality control for its accounting and auditing practice applicable to non -SEC issuers provides the firm with reasonable, not absolute, assurance of complying with professional standards. Consequently a peer review on the firm's system of quality control is not intended to, and does not, provide assurance with respect to any individual engagement conducted by the firm or that none of the financial staternents audited by the firm should be restated. The Center's Peer Review Committee (PRC) establishes and maintains peer review standards. At regular meetings and through report evaluation task forces, the PRC considers each peer review, evaluates the reviewer's competence and performance, and examines every report, letter of comments, and accompanying response from the reviewed firm that states its corrective action plan before the peer review is finalized. The Center's staff plays a key role in overseeing the performance of peer reviews working closely with the peer review teams and the PRC. Once the FRC accepts the peer review reports, letters of comments, and reviewed firms' responses, these documents are maintained in a file available to the public. In some situations, the public file also includes a signed undertaking by the firm agreeing to specific follow-up action requested by the PRC. Firms that perform audits or play a substantial role in the audit of one or more SEC issuers, as defined by the Public Company Accounting Oversight Board (PCAOB), are required to be registered with and have their accounting and auditing practice applicable to SEC issuers inspected by the PCAOB. Therefore, we did not review the firm's accounting and auditing practice applicable to SEC issuers. 2 Planning the Review for the Firm's Accounting and Auditing Practice Applicable to Non - SEC Issuers To plan the review of Mauldin & Jenkins, LLC, we obtained an understanding of (1) the nature and extent of the firm's accounting and auditing practice, and (2) the design of the firm's system of quality control sufficient to assess the inherent and control risks implicit in its practice. Inherent risks were assessed by obtaining an understanding of the firm's practice, such as the industries of its clients and other factors of complexity in serving those clients, and the organization of the firm's personnel into practice units. Control risks were assessed by obtaining an understanding of the design of the firm's system of quality control, including its audit methodology, and monitoring procedures. Assessing control risk is the process of evaluating the effectiveness of the reviewed firm's system of quality control in preventing the performance of engagements that do not comply with professional standards. Performing the Review for the Firm's Accounting and Auditing Practice Applicable to Non -SEC Issuers Based on our assessment of the combined level of inherent and control risks, we identified practice units and selected engagements within those units to test for compliance with the firm's system of quality control. The engagements selected for review included engagements performed under the Government Auditing Standards, audits performed under FDICIA, multi -office audits, and audits of Employee Benefit Plans. The engagements selected for review represented a cross- section of the firm's accounting and auditing practice with emphasis on higher -risk engagements. The engagement reviews included examining working paper files and reports and interviewing engagement personnel. The scope of the peer review also included examining selected administrative and personnel files to determine compliance with the firm's policies and procedures for the elements of quality control pertaining to independence, integrity, and objectivity; personnel management; and acceptance and continuance of clients and engagements. Prior to concluding the review, we reassessed the adequacy of scope and conducted a meeting with firm management to discuss our findings and recommendations. 3 City of Milton 13000 Deerfield Parkway, Milton, Georgia 30004 1 To: Honorable Mayor and City Council Members From: Matt Marietta Date: Submitted on November 30, 2010 for First Presentation on the December 20th, 2010 Council Meeting and Adoption on the January 5, 2010 Council Meeting Agenda Item: An Ordinance to Adopt the Amended Local Emergency Operations Plan City Manager’s Office Recommendation Adopt the attached ordinance approving the amended Local Emergency Operations Plan (Plan) for the City of Milton. Background Municipal ordinance, Federal mandate and general prudence require that a professional City government plan for the possibility of a catastrophic emergency occurrence that require resources beyond standard police, fire and public works response. This may include weather disasters, flood, terrorism, large fires and even drought. The proposed Plan provides the framework to guide interdepartmental (and inter-jurisdictional) response. Discussion Police, fire and other municipal departments will manage standard emergencies based on their Standard Operating Procedures as well as routine mutual aid agreements. However, prudence demands that the City prepare for non-routine emergencies in order to best protect the life and property of the Citizens and the region. To this end, the City of Milton has developed a Local Emergency Operations Plan that mirrors the state and federal plans but allows for the unique character of our community and government. This iteration of the Plan represents the mandated review and updating of the document in the wake of organizational changes within the City of Milton and its evolving operating structure. It will serve as the outline for the planning and coordination of the various City departments as well as coordination with the Atlanta Fulton County Emergency Management Agency, GEMA and FEMA should the need arise. Funding and Fiscal Impact There is no direct fiscal impact associated with the approval of the Local Emergency Operations Plan. However, should an event occur, a properly prepared City should see a long-term savings through proper disaster mitigation and timely, coordinated response to such an event. Alternatives There is no relevant alternative to this Plan other than a redrafting of the document based on City needs and Council direction. City of Milton 13000 Deerfield Parkway, Milton, Georgia 30004 2 Concurrent Review Chris Lagerbloom, City Manager Deb Harrell, Police Chief Robert Edgar, Fire Chief Carter Lucas, Public Works Director ORDINANCE NO. STATE OF GEORGIA COUNTY OF FULTON AN ORDINANCE TO ADOPT THE AMENDED LOCAL EMERGENCY OPERATIONS PLAN BE IT ORDAINED by the City Council of the City of Milton, Georgia while in a Regular called Council meeting on the 5th day of January, 2011 at 6:00 p.m. as follows: SECTION 1. That the Ordinance relating to the approval of the Local Emergency Operations Plan for the City of Milton was initially adopted and approved on February 2, 2009; SECTION 2. That professional practice and the Local Emergency Operations Plan require periodic updates of the Plan as changes in the City’s government and characteristics require; SECTION 3. That the Local Emergency Operations Plan has been reviewed and amended to meet the City’s changing needs, and is attached hereto as if fully set forth herein; and, SECTION 2. All Ordinances, parts of ordinances, or regulations in conflict herewith are hereby repealed. SECTION 3. That this Ordinance shall become effective upon its adoption. ORDAINED the 5th day of January, 2011. _______________________________ Joe Lockwood, Mayor Attest: ___________________________ Sudie AM Gordon, City Clerk (Seal) City of Milton LOCAL EMERGENCY OPERATIONS PLAN Fall 2010 Revision - 2 - EXECUTIVE SUMMARY - 3 - Executive Summary This Emergency Operations Plan (EOP) describes the management and coordination of resources and personnel during periods of major emergency. This plan was developed in consultation with those various municipal departments having key roles during emergencies or disasters. It is incumbent upon those departments named as having key roles during emergencies to properly plan for their individual responsibilities in the event of an emergency. This plan is meant to serve as a local guide to emergency operations, but is not meant to supersede the emergency operations plan generated collectively under the auspices of the Atlanta Fulton County Emergency Management Agency (AFCEMA). In keeping with State Law, the City of Milton recognizes that Fulton County serves as the primary emergency management entity in the County and expects that the Milton public safety staff will be incorporated in the development of the County Plan. The Milton Emergency Operations Plan incorporates lessons from the Georgia Emergency Management Agency’s (GEMA) EOP. The basic outline for these documents is founded in the planning methodology developed by the Federal Emergency Management Agency. The Plan will be updated at least every four years and will be reviewed annually. The individual municipal departments represented in each Emergency Support Function (―ESF‖) (such as Public Works) have been charged with the responsibility of reviewing and implementing these changes. They are also responsible for advising the City Manager (or his/her designee) of any substantive changes in planning for the ESF. With this in mind, this plan will: • Define emergency response in compliance with the State-mandated EOP process; • Establish the need for emergency response policies that provide Departments and Agencies with guidance for the coordination and direction of municipal plans and procedures; and • Provide a basis for unified training and response exercises. The plan consists of the following components: The Base Plan; Emergency Support Function Annexes; Legislative Annex; and A COOP Pandemic Annex. - 4 - The following pages contain a summary of the Emergency Support Functions: 1. Transportation Support and assist municipal, county, private sector, and voluntary organizations requiring transportation for an actual or potential large-scale emergency or disaster. 2. Communications Ensure the provision of communications support to municipal, county, and private- sector response efforts during an actual or potential large-scale emergency or disaster. 3. Public Works and Engineering Coordinate and organize the capabilities and resources of the municipal and county governments to facilitate the delivery of services, technical assistance, engineering expertise, construction management, and other support to prevent, prepare for, respond to, and/or recover from an actual or potential large-scale emergency or disaster. 4. Firefighting Enable the detection and suppression of structural, wildland, and rural fires resulting from or occurring coincidentally with an actual or potential large-scale emergency or disaster. 5. Emergency Management Responsible for supporting overall activities of the City of Milton, its Police and Fire Departments, and functioning as a coordination entity between departments within the City and with various other municipal, county, state, and federal agencies. 6. Mass Care, Housing and Human Services Support municipal and non-governmental organization efforts to address non-medical mass care, housing, and human services needs of individuals and/or families impacted by an actual or potential large-scale emergency or disaster. 7. Resource Supports Support volunteer services and City Departments in tracking, providing, and/or requiring resource support before, during, and/or after an actual or potential large- scale emergency or disaster. 8. Public Health and Medical Services - 5 - Provide the mechanism for coordinated City response to public health and medical care needs (to include veterinary and/or animal health issues when appropriate) for actual or potential large-scale emergency or disaster, and/or during a developing potential health and medical situation. 9. Search and Rescue Rapidly deploy components of the City’s Search and Rescue function (and those of surrounding municipal partners) to provide specialized life-saving activities. 10. Hazardous Materials Coordinate the City response to an actual or potential discharge and/or uncontrolled release of oil or hazardous materials during an actual or potential large-scale emergency or disaster. 11. Food and Water Support City authorities and other agency efforts to address provision of nutrition assistance, control and eradication of an outbreak of a highly contagious or economically devastating animal/zoonotic disease, assurance of food safety and food defense, and protection of natural/cultural resources and historic properties. 12. Energy Restore damaged energy systems and components during a potential or actual large- scale emergency or disaster. 13. Public Safety and Security Provide primary law enforcement services and any needed security-related support to other ESFs during potential or actual large-scale emergencies or disasters. 14. Long-Term Recovery and Mitigation Establishes a framework for government to take a primary role through the Building Department and Community Development Department to plan for and guide the long- term recovery process through employing zoning regulations, infrastructure improvement, code implementation, and economic development activities to create a more hazard-resilient community. This ESF will also support nongovernmental organizations and the private sector in order to enable community recovery from the long-term consequences of a large-scale emergency or disaster. 15. External Affairs Ensure that sufficient assets are deployed to the field during a potential or actual large-scale emergency or disaster, to provide accurate, coordinated, and timely - 6 - information to affected audiences including governments, media, the private sector, and the populace. - 7 - BASIC PLAN - 8 - Table of Contents The City of Milton Emergency Operations Plan (‖EOP‖) is based on the model of the Georgia Emergency Operations Plan and is drafted in consideration of its outline and requirements to provide operational continuity between the various levels of government. It is premised on the authority of the City Executive and Municipal government and contains Emergency Support Functions (ESFs). However, the development of Standard Operating Procedures in mitigation, preparedness, response, and recovery from and emergency within each ESF are the responsibility of each of the detailed City Departments. These should be developed in conjunction with each other with the goal of developing an integrated plan under the auspices of this EOP in the interest of a comprehensive emergency management system in the City of Milton. The following document outlines the Plan and is organized into three main sections, including: The Basic Plan—which outlines the legal basis for the Plan and the municipal recognition thereof, situations and assumptions, responsibilities, concepts of operations, direction, and coordination of emergency operations; The Emergency Support Function Annexes—establishes specific assistance roles, describes each primary Department’s responsibility and authority, each support organization’s responsibilities, and indicates the direction and coordination of each function; The Plan also includes a Legislative Annex, which covers the Municipal establishment and arrangement of the program; and Any hazard-specific annexes developed by the City. Given the limited nature of the City of Milton EOP, additional procedural guidelines shall also be addressed in the policies and procedures of the individual agencies delineated in the ESF Annexes. - 9 - I. Introduction II. Purpose III. Situations and Assumptions A. Situations 1. Vulnerability Analysis (Demographics) 2. Risk Assessment B. Assumptions IV. Concept of Operations A. Phases of Emergency Management 1. Mitigation 2. Preparedness 3. Response 4. Recovery B. Responsibilities of the City of Milton C. Responsibilities of the Atlanta Fulton County Emergency Management Agency D. Responsibilities of the Government of the State of Georgia E. Responsibilities of the Federal Government V. Direction and Coordination of the Emergency Management Function A. Director of Emergency Management B. Emergency Management Planning C. Emergency Support Functions D. Training E. Emergency Communications F. Incident Command Post G. Emergency Operations Center H. Mutual Aid in Expanding Incidents I. Records Management J. Return to Normal Operations K. Internal Audit VI. Responsibilities of the Emergency Manager VII. Responsibilities of the Public Safety Command Staff VIII. Responsibilities of City Department Heads IX. Funding and Accountability A. Expenditure of City Funds 1. During Normal Business Hours 2. After Normal Business Hours (or When Conditions Warrant) B. Expenditure of State Funds C. Expenditure of Federal Funds - 10 - X. Development and Maintenance of the Plan Emergency Support Function Annex Table of Contents Emergency Support Functions Primary Department Support Department Transportation ESF 1 Public Works Police/Fire Communications ESF 2 Alpharetta E- 911 AFCEMA Public Works ESF 3 Public Works Police/Fire Firefighting ESF 4 Milton Fire Milton Police Emergency Management ESF 5 Emergency Manager AFCEMA Mass Care, Housing and Human Services ESF 6 Emergency Manager Community Development Resource Support ESF 7 Finance Emergency Manager Health and Medical ESF 8 Milton Fire Rural Metro Ambulance Search and Rescue ESF 9 Milton Fire Milton Police Hazardous Materials ESF 10 Milton Fire Milton Police Food / Water ESF 11 Community Development Human Resources Energy ESF 12 Milton Fire Public Works Public Safety and Security ESF 13 Milton Police Milton Fire Long Term Recovery and Mitigation ESF 14 Community Development Building Department External Affairs ESF 15 Communications Manager Police and Fire PIO - 11 - Acronyms AFCEMA Atlanta Fulton County Emergency Management Agency EMAG Emergency Management Assistance Group EOC Emergency Operations Center EOP Emergency Operations Plan FCO Federal Coordinating Officer FEMA Federal Emergency Management Agency GAR Governor’s Authorized Representative GCO Grant Coordinating Officer GEMA Georgia Emergency Management Agency HSPD Homeland Security Presidential Directive LEOP Local Emergency Operations Plan NIMS National Incident Management System NRF National Response Framework OCGA Official Code of Georgia, Annotated SBA Small Business Administration USDA US Department of Agriculture - 12 - I. Introduction This plan establishes guidelines for emergency management preparedness and response within the City of Milton to: Prevent emergency situations; Reduce vulnerability; Establish capabilities to protect residents from effects of crisis; Respond effectivel y and efficiently to emergencies; and Provide for rapid recovery from an emergency or disaster. Emergency Support Functions (ESFs) and accompanying services will be maintained to save lives, protect health, prevent or minimize property damage, and to provide assistance to people and communities threatened by an emergency or disaster. When emergency or disaster response and recovery operations exceed local government capabilities, assistance will be sought and coordinated with other local governments, private agencies/organizations, other states, and the federal government as needed and coordinated by the Emergency Manager under the auspices of the Office of the City Manager. The City Manager—in consultation with the Mayor and the Emergency Manager—will determine the level and duration of resource commitment. The Mayor will declare a State of Emergency and request a gubernatorial declaration when appropriate. II. Purpose The purpose of this plan is to prevent or minimize injury to people and damage to property resulting from emergencies, disasters, or catastrophes of natural, technological, or human origin. This plan is intended to detail responses to non-routine emergencies, including but not limited to: Natural disasters; Incidents of terrorism/weapons of mass destruction; Violence at educational facilities; Civil disturbances; and Any other disasters or non-routine emergencies that require extended deployment of Milton Police, Fire and other City resources, and extended use of mutual aid resources (local-AFCEMA, state-GEMA, or federal-FEMA). - 13 - III. Situations and Assumptions A. Situations—the City of Milton identifies hazards that have the potential to disrupt day-to-day activities and/or cause extensive property damage, personal injury, and/or casualties. Priority for emergency management planning is based on the Hazard Profile developed in concert with the various City Departments. 1. Vulnerability Analysis (Demographics) The City of Milton’s Emergency Manager shall, in conjunction with all relevant City Departments, conduct an annual Vulnerability Analysis of the City, to include the identification and assessment of the vulnerability of any high-risk targets within the jurisdiction. (State Standard 5.33.a) The Police Department shall then develop and document special security procedures for any identified high-risk targets in coordination with any other relevant stakeholders or authorities (for example, with the Fulton County School Police regarding school facilities). These plans shall be reviewed concurrently with the annual threat assessment described above. (State Standard 5.33.b) According to the current GIS-based estimates, Milton’s population is estimated at approximately 27,000 residents. This number reflects an estimate of the population since the City was not incorporated at the time of the last census and current figures incorporate more than the City’s jurisdictional boundaries (this number should be confirmed following the 2010 Census). The following statistics provide a baseline from which to consider the primary hazards facing the City of Milton’s population. Due to the lack of specific census data, demographic percentages are based on Zip 30004 (which encompasses Milton as well as a portion of Alpharetta, southwest Forsyth County and southeast Cherokee County): - 14 - Demographics for Zip 30004 (Milton and portions of north Alpharetta, southeast Cherokee County, and southwest Forsyth County) General Characteristics 30004 National Male 49.9 49.1 Female 50.1 50.9 Median Age 34.9 35.3 Under 5 YOA 8.3 6.8 18 and Over 73.2 74.3 65 and Over 7.2 12.4 Average Household Size 2.62 2.59 Average Family Size 3.11 3.14 Owner Occupied Homes 75.1 66.2 Renter Occupied 24.9 33.8 Social Characteristics 30004 National High School Graduate 90.9 80.4 Bachelor's Degree or Higher 48.1 24.4 Civilian Veterans 10.1 12.7 Disability Status 13.4 19.3 Foreign Born 9.8 11.1 Male, Married 67 56.7 Female, Married 63.5 52.1 Speak a Language Other than English 11.8 17.9 Economic Characteristics 30004 National Commute Time 30.3 25.3 In Labor Force 72.4 63.9 Median Household Income (1999 Dollars) 72,951 41,994 Median Family Income (1999 Dollars) 87,251 50,046 Per-Capita Income (1999 Dollars) 38,125 21,587 Families Below Poverty Level 3.2 9.2 Individuals Below Poverty Level 5.5 12.4 Housing Characteristics 30004 National Single Family Owner Occupied Homes Median Value 203000.0 119600.0 - 15 - The above data yields important information for the vulnerability of the citizenry in the City of Milton. High median household income (nearly twice the national average) demonstrates that we have a generally less economically vulnerable population. Additionally, the number of families below the poverty level is one third the national average. The percentage of disabled residents and elderly residents are also significantly below the national average. As a result of this demographic information, citizens that would be either economically or physically dependent upon government resources for evacuation and other types of direct assistance (beyond traditional public safety and municipal infrastructure lines) will be lower than the national average. 2. Risk Assessment The City of Milton has no regionally critical infrastructure. As a consequence, emergency planning needs to focus on ensuring the safety of its citizens, visitors, and personnel. Essential services such as water, electricity, and gas are routed through surrounding jurisdictions. The hazards faced by the City primarily involve more routine emergencies such as a fire in a multi-family dwelling or multi-story office complexes. These are primarily concentrated in and around the Deerfield Parkway area and, to a lesser extent, in the Crabapple character area. The largest concentration of vulnerable population in the City is in the several schools within our borders. Most of these fall under the auspices of the Fulton County School System. The system has its own EOP and emergency management function. As a consequence, the City will serve in a support role for any activity that takes place within the schools in accordance with any Memorandums of Understanding or other such agreements between the City and the Fulton County School System. The areas of high-density population additionally may face the ubiquitous threat of terrorism, but not to the extent of a jurisdiction with critical infrastructure within its borders. Finally, the City faces the threat of weather emergencies, including tornados, ice storms, severe thunderstorms, and flooding. One of these events may easily stretch our response capacity beyond its limits and represent the most likely large-scale emergency we will face. It is therefore important that potential weather emergencies be discussed and the responses planned as far ahead of the event as possible. Current statistics prove that a weather emergenc y is the most likely to occur of all potential risks faced by a community and should therefore be given attention in the planning process. - 16 - B. Assumptions-- City Departments (or private contractors serving in the function or under the auspices of City Departments) and/or support organizations assume responsibility for emergency management operations within their professional bailiwick. These Departments (or contract units) are to commit available resources to save lives and to minimize personal injury and property damage. Assistance from other local and state jurisdictions as well as the federal government may be available when emergency or disaster response and recovery operations exceed local government capabilities. IV. Concept of Operations The plan encompasses three levels of government: local, state, and federal. The private sector is also a part of this planning process. The private sector shall include local business and community interests and shall not necessarily be limited to those organizations serving as direct contractors for the routine provision of Municipal services (such as Public Works field contractors). For the purposes of this Plan, all references to private sector involvement shall be construed to mean those entities or commercial enterprises that are extra-municipal. As such, private entities fulfilling daily municipal operations that are normally reserved to the public sector are considered ―public‖ for the purposes of this Plan. All local and state operations will be in compliance with the National Response Framework (NRF) and National Incident Management System (NIMS) legislation promulgated through Homeland Security Presidential Directive 5 (HSPD 5), the Stafford Act, and all other Federal and State homeland security mandates. Emergency operations are initiated at the local jurisdiction and, as a routine matter, will be handled at the local level. However, should local resources be exhausted (or threaten to be exhausted by the scope of the emergency), then AFCEMA is recognized by the State as the emergency management entity for all of Fulton County, including the City of Milton. Therefore, any emergency that exceeds the routine abilities of the Fire, Police or Public Works Departments (or their routine mutual aid partners) will be handled through AFCEMA. At this point, Milton shall fall under the County EOP. At the request of AFCEMA (with the advice and consent of the City of Milton) GEMA will process all requests for state assistance. GEMA will also serve to request assistance from the Federal Emergency Management Agency (FEMA) for disasters resulting in a Presidential Declaration. A. Phases of Emergency Management 1. Mitigation Activities that may prevent an emergency or disaster, reduce a community’s vulnerability, and/or minimize the adverse impact of disasters and emergencies. This may include fire sprinkler ordinances or other building codes that reduce the likelihood of the occurrence of an emergency. - 17 - 2. Preparedness Activities that occur prior to an emergency or disaster to support and enhance response; planning, training, exercises, community awareness, and education are among such activities. 3. Response Activities that address the immediate and short-term effects of an emergency or disaster that has already occurred. These activities help to reduce casualties and damage and to speed recovery. Response includes coordination and direction, communications and warning, evacuation, and the application of specific ESF responsibilities. In terms of the City operations, this will be founded in police and fire activities, as well as public works, information technology, and other City departments upon the occurrence of a large-scale incident. 4. Recovery Activities that involve restoring the community to a day-to-day operational state. Short-term recovery activities include damage assessment and the return of vital functions to minimum operating standards. This may include restoration of power to residential areas, the reopening of City Hall, and the return of police and fire functions to relatively normal operating capacity. Long-term recovery activities may continue for years. This may include reconstruction and relocation of heavily damaged areas of the City (such as impacted apartment residents), restoration of pre- event commercial activity, and even re-evaluation of municipal planning priorities. B. Responsibilities of the City of Milton 1. The City of Milton is responsible for all emergency management functions necessary to save lives and protect property. The Milton Department of Public Safety (to include the Milton Fire Department and the Milton Police Department), in accordance with City Ordinance Chapter 15, Section 3.3 and 3.4, assumes responsibility for the development and implementation of the Local Emergency Operations Plan (LEOP). The Ordinance also requires that the City Manager designate an Emergency Manager as the primary emergency management official in the City due to the need to coordinate all City Departments during a catastrophic incident. The Emergency Manager shall consult with the City Manager in all aspects of the management of an emergency. Refer to Section V. ―Direction and Coordination of the Emergency Management Function‖ for further explanation of the relationship between the City’s emergency management capacity and that of the Atlanta Fulton County Emergency Management Agency (AFCEMA). - 18 - 2. The various City Departments are encouraged to establish mutual aid agreements (within their area of operation) with other agencies and activate bi-jurisdictional agreements with bordering jurisdictions for emergencies and disasters. 3. The Milton Police and Fire Departments and the other applicable City Departments will utilize all available resources from within the jurisdiction, including voluntary and private assets, before requesting county/state assistance during any natural disaster, incidents of terrorism, school or workplace violence, civil disturbances, and other unusual disturbances that exceed normal emergency response parameters. Under the auspices of the Chiefs of the Police and Fire Departments, and/or the City Finance Department (depending upon the size of the event), documentation of personnel, equipment and resources will be maintained in time of an emergency or disaster for local, state, and/or federal purposes. The City of Milton shall endeavor to manage its relative responsibility by acquiring the necessary equipment to efficiently carry out any potential emergency response, including the pre-event procurement of: A Mobile Command Post (or some manner of portable Incident Command Post); Basic command post accoutrements (including vests, command boards, rehabilitation supplies, etc); and Current lists typing all department resources, including personnel, vehicles, and machinery/tools. The respective City departments shall maintain all resources required by their respective disciplines and required by the emergency operations plan prepared by each ESF. This shall be maintained by the Emergency Manager as a part of the general resource/equipment list for the City. (State Standard 5.17.l) 4. For ease of communication and structure all incidents involving multiple City Departments or any activation of this plan will utilize the Incident Command System (ICS) that follows the National Incident Management System (NIMS) model. It shall also be employed on all multi-jurisdictional incidents All directors or managers of the designated City Departments (ESFs) shall ensure that all potential emergency management personnel are familiar with this system in accordance with current State and FEMA guidelines. (State Standard 5.17.d) 5. When a catastrophic incident exceeds the City of Milton’s capacity to respond, and routine mutual aid partners are unavailable or unable to offer sufficient support—and upon official request from the Mayor for - 19 - regional/state assistance—the City Manager (or designee) shall appoint a municipal official to represent the City’s interests in any extra-municipal Emergency Operations Center or similar emergency operations coordination point. 6. When necessary, the Mayor may make request for military support in any incident of a natural disaster, incident of terrorism, school-place violence, or civil disturbance. This shall be done upon consultation with the City Manager and the City’s Emergency Manager, the Director of Emergency Management for AFCEMA, and all other relevant officials. (State Standard 5.17.i) C. Responsibilities of the Atlanta Fulton County Emergency Management Agency (NIMS 25) 1. Any event that requires mutual aid beyond regular agreements with surrounding jurisdictions shall be processed by the Emergency Manager (or his/her designee) through the AFCEMA. 2. AFCEMA shall prepare and maintain an Emergency Operations Plan, a Local Mitigation Plan, and any other necessary and prudent documents required by GEMA and FEMA. The City of Milton shall be included in the development of these plans, and a copy of any pertinent planning on the part of the City shall be provided to AFCEMA. 3. Per state law and current accepted practice, AFCEMA shall serve as the coordinating entity for the request and disbursement of all disaster related federal monies. It is therefore essential that Milton personnel maintain records during any large-scale event and involve AFCEMA in any catastrophic emergency that may require state or federal assistance. D. Responsibilities of the Government of the State of Georgia 1. When mutual aid partners are overwhelmed with either their own emergency response or are incapable of providing sufficient resources, the City, though AFCEMA, may request assistance from GEMA. The Governor may declare a State of Emergency to activate necessary state resources. If the emergency or disaster exceeds the state’s capacity, assistance may be requested from surrounding states through the Emergency Management Assistance Group (EMAG). In this instance, the Governor may also request assistance from the President of the United States. Upon a Presidential Declaration, assistance as requested by the state will be provided through federal ESFs. This may include military support in the event of a declaration of martial law in the most extreme of circumstances. - 20 - 2. State services and resources are supplements to local governments and follow matching ESFs. State agencies and organizations serve as support agencies/organizations for functional responsibilities primarily assumed by the affected jurisdiction. E. Responsibilities of the Federal Government 1. Federal assistance will supplement state and local governments’ response capabilities and shall be provided under governing authorities. Examples of agencies providing assistance are FEMA, Small Business Administration (SBA) and the United States Department of Agriculture (USDA). Assistance from federal agencies is provided through public laws and regulations. 2. Federal assistance made available to relieve the effects of an emergency or disaster will be coordinated by the Governor’s designated representative(s). 3. Upon a Presidential Declaration, federal regulations require the appointment of the following representatives: a. Governor’s Authorized Representative (GAR) The GEMA Director or designee will serve in this capacity and execute on behalf of the state necessary documents for federal assistance following a disaster. b. Federal Coordinating Officer (FCO) FEMA will appoint an FCO to serve as a liaison to the state working in coordination with the GAR. c. Grant Coordinating Officer (GCO) The Human Resources Department—Division of Family and Children Services Disaster Coordinator will assume this responsibility and administer the Individual and Family Grant (IFG) Program made available through FEMA. All reports and documents will be submitted through the GAR. V. Direction and Coordination of the Emergency Management Function A. Emergency Manager In accordance with City Code, Chapter 15, Section 3, the City Manager shall designate a primary coordinator of emergency management services in the City of Milton. This is to vest the authority necessary to command all City departments in a time of emergency in an optimal manner. This allows proper coordination through all phases of emergency management. For instance, the Police or Fire Chief may be the most knowledgeable asset - 21 - during the emergency response phase, but the Director of Community Development may be the most important official during the recovery phase as that individual would understand the long-term impact of zoning decisions. It is therefore appropriate to establish a single coordinator over all disaster operations as the proper person to direct all phases of emergency management, as different departments may move to the forefront during mitigation, preparedness, response, and recovery. In the interest of a concerted municipal vision and effort in combating the emergency, the Emergency Manager shall include the City Manager and other public officials in the emergency management process and shall work in conjunction with the Mayor and City Manager in managing the event to the optimal benefit of the citizens of Milton. This shall not preclude, however, the ability of the Emergency Manager or the respective chiefs to make an immediate decision should the emergency dictate to ensure the safet y and well-being of City employees, the City’s future, and its citizens. However, the City of Milton also recognizes the authority of AFCEMA according to OCGA 38-3-27. The City shall defer to AFCEMA in any large-scale emergency that requires sustained deployment of personnel, resources from sources other than routine mutual aid partners, and potential federal and state funding. In this situation, the Emergency Manager or his/her designee may serve as a municipal representative in all deliberations and actions taken on behalf of the City during the duration of the emergency. B. Emergency Management Planning The City Code establishes the appointed Emergency Manager as the primary catalyst for emergency planning and preparation. Though this position does not encompass all aspects of emergency planning and preparation, the Emergency Manager has the capacity and resources to coordinate the planning process by bringing together all municipal partners. C. Emergency Support Functions Emergency Support Functions (ESFs) are matched with the Georgia Response Plan and the National Response Framework (NRF) to assure efficient and effective response. Additional ESFs may be included to meet the City’s needs. City departments with primary ESF responsibilities shall develop and maintain, in coordination with support agencies and organizations, a Standard Operating Procedure (SOP). D. Training Disaster preparedness information, training, and exercises will be coordinated by the Emergency Manager and the training officers of the police and fire departments as needed. Such training can be arranged through AFCEMA, the Georgia Public Safety Training Center, or any other training forum meeting the professional standards of current public safety practice. - 22 - E. Emergency Communications The Emergency Manager shall ensure the proper function of all disaster communications within the City in the event of a large-scale emergency. In accordance with routine operations procedures, the primary means of emergency communications will be Alpharetta 911 Dispatch. Dispatch will also provide GIS-based situation maps through their dispatch/AVL public safety resource management system. This will provide current mapping for planning, operations, and logistical purposes during the duration of the response to any natural disaster, incident of terrorism/weapons of mass destruction, violence at educational facilities, civil disturbances, or other unusual disturbances. (State Standard 5.17.b) Public information briefings, news releases and all other emergency information generated by City departments and organizations associated with the emergency/disaster response will be coordinated and/or released through the designated department’s PIO. Should a broader event occur that incorporates AFCEMA, the Emergency Manager (or designee) shall appoint an individual to coordinate communications with the Joint Information Center established by AFCEMA. F. Incident Command Post In any exercise or actual emergency that involves extended emergency response and recovery operations in accordance with this policy, or in any incident which requires multi-jurisdictional coordination on an extended basis, the incident commander shall establish an Incident Command Post (or Field Command Post). Circumstances that will demand the establishment of a Command Post include, but are not limited to, natural disasters, incidents of terrorism/weapons of mass destruction, violence at educational facilities, civil disturbances and other unusual occurrences. This command post shall be established in a location accessible to the scene and capable of supporting the required coordination activities. The Incident Command Post should be clearly established so that responding units can identify where they should report for operational assignment and should be the center of operations for the Incident Commander and General Staff positions. It shall be clearly marked by a flag, activated emergency lights, or a flashing/revolving green light if available. The Incident Command Post shall be established close enough to properly manage the incident, but far enough from the incident scene that operational security and the safety of staging personnel and Command Staff is maintained. For example, at a hazardous materials incident, the Incident Command Post shall be staged (at a minimum) uphill and upwind from the incident location. (State Standard 5.17.c) - 23 - G. Emergency Operations Center Upon escalation of an emergency or disaster beyond routine emergenc y services delivery, the Emergency Manager may require partial or full activation of an Emergency Operations Center (EOC) with representation of primary and/or support agencies and organizations. The Emergency Manager or his/her designee will perform EOC functional responsibilities. A primary EOC may be established in the Executive Conference Room at the City Hall with a potential alternate location in the squad room of the Fire Station located on Hickory Flat Hwy in the City of Milton. Briefings on the situation will be provided in the EOC. Situation reports will be provided to all pertinent departmental officials. H. Mutual Aid in Expanding Incidents As a standard practice, if the City needs additional assistance with a natural disaster, incident of terrorism/weapons of mass destruction, violence at educational facilities, civil disturbance or other unusual occurrence, then the Emergency Manager may seek additional assistance from other jurisdictions through mutual aid agreements. However, as the event expands beyond routine emergency management, the City shall seek management and coordination assistance from AFCEMA. The Emergency Manager will work with AFCEMA to coordinate the response. If the situation appears to be approaching disaster status, AFCEMA will be requested to send a liaison to the EOC (or the City will have a representative sent to the AFCEMA EOC if it is activated). AFCEMA then request assistance from GEMA and/or FEMA. Upon a Presidential Declaration, federal assistance will be provided as requested by the State. An FCO will be assigned to work with the state upon Presidential Declaration. (State Standard 5.17.h) I. Records Management Expenditure reports that include personnel, travel, supplies and equipment must be in accordance with local, state and federal laws and regulations. Strict financial record keeping is essential in a disaster response for both planning purposes and for application for financial relief when the expenditures exceed the City’s financial resources. Any reports generated by the individual departments involved in the emergency response shall be kept in accordance with the current professional practices of the organization. All emergency planning and response forms prepared in accordance with NIMS and FEMA standards (that is, those forms that are prepared which are beyond the standard practice of the individual departments/agencies) shall be retained as well. Officers and firefighters shall keep strict track of time, tasks performed (when and where) and what equipment was used for potential reimbursement purposes. It is the - 24 - responsibility of field supervisors to ensure that these documents are accurate and complete. For audit and financial purposes, all officer/firefighter activity logs and other pertinent paperwork (including, but not limited to, receipts, activity logs, equipment requisitions, NIMS forms, financial accounting statements, police and run reports etc.) shall be retained for a minimum of three years (or in accordance with the individual report’s legally mandated retention schedule, whichever is greater). This retention is for audit purposes as well as for after-incident reviews. Where appropriate, Milton employees shall use the NIMS Forms (e.g. 201 Incident Briefing Forms). This will ease coordination with State and federal resources for any reimbursement, mutual aid, and other coordination issues that may arise during the operational period. Otherwise, if there is not an appropriate form available, then the routinely used City form may be used (e.g. a purchase order). J. Return to Normal Operations The Emergency Manager, in coordination with the AFCEMA personnel, will determine the proper time to reduce the Operating Conditions (OPCON) Level and close the EOC, as appropriate. Emergency operations will cease when the situation has decreased to a departmental level within the City. K. Internal Audit The City shall conduct an internal audit of the emergency response individually and/or in conjunction with the AFCEMA after the City has returned to normal operations. This audit shall encompass all aspects of the incident management operations, including—but not necessarily limited to—Command, Operations, Logistics, Planning and Finance. VI. Responsibilities of the Emergency Manager A. Coordinate execution of all aspects of any emergency or disaster that requires extended deployment of personnel, extensive use of mutual aid partners, or official activation of an EOC. Coordination may be among intercity departments, local and state governments, and private agencies/organizations; B. Ensure the preparation and dissemination of all emergency operations plans generated both by the City and AFCEMA; C. Initiate and/or encourage emergency management agreements with intercity departments, private agencies/organizations, local and state governments; D. Initiate and participate in periodic exercises to evaluate emergency plans in order to maintain a high standard of preparedness; and - 25 - E. Advise the Mayor, City Manager, City departments, private agencies/organizations, local governments and state agencies of the severity and magnitude of an emergency situation as necessary. VII. Responsibilities of the Public Safety Command Staff A. Maintain surveillance of potentially threatening conditions and direct appropriate communications, warning, and preparedness actions; B. Provide training, technical assistance, and planning guidance to City departments; C. Conduct and participate in periodic exercises to evaluate emergency plans in order to maintain a high standard of preparedness; D. Advise the Emergency Manager in the event of a disaster and in any areas of emergency management planning or execution in order to ensure the safety of the community and City employees; and E. Coordinate (or appoint a designated coordinator) of all routine emergency situations that do not require extended deployment of personnel, extensive use of mutual aid partners, or official activation of an EOC. The Command Staff shall notify the Emergency Manager and the City Manager when a routine emergency exceeds the capacity of the standard operating capabilities of the police and fire departments and the various municipal support agencies. VIII. Responsibilities of City Department Heads A. Appoint a primary and alternate Emergency Coordinator with the authority to commit department personnel and resources to expedite the provision of services in emergencies and disasters; B. Assume responsibility for preparing and maintaining ESF planning and operational responsibilities as designated by the Emergency Manager (with the advice and consent of the City Manager); C. Prepare and maintain a SOP for ESF responsibilities; D. Assign personnel to augment the EOC, in accordance with emergency and disaster requirements, upon request by the Emergency Manager; E. Mobilize and utilize department personnel and resources to meet emergency and disaster requirements as necessary; - 26 - F. Support and/or conduct training and exercises for department personnel assigned to execute respective ESF responsibilities and participate with other City Departments in all training exercises as directed by the Emergency Manager; G. Maintain a 24-hour response team and internal notification system for emergency management; H. Collaborate with state agency representatives on respective ESF responsibilities and assist during a disaster; and I. Review and update respective ESF responsibilities and SOPs on an annual basis or as directed by the Emergency Manager. IX. Funding and Accountability A. Expenditure of City Funds In order to ensure proper stewardship of public monies, document expense for any potential reimbursement, and to adequately allocate available financial resources in the areas of most critical need during an emergency, careful financial accounting practices shall be followed in any disaster or significant emergency declared under the auspices of this EOP. 1. During Normal Business Hours If an emergency occurs during normal business hours, the Budget Coordinator is to be contacted regarding an emergency purchase order. 2. After Normal Business Hours (or when Conditions Warrant) According to City purchasing policy, the below listed procedures should be followed: In the event of an emergency where immediate actions is required, the Purchasing Agent (City Manager) has the authority to ―purchase commodities or services where there exists an emergency constitution a threat to public health, safety or welfare or to the soundness and integrity of public property or to the delivery of essential services and where the adverse effect of such emergency may worsen materially with the passage of time.‖ (City of Milton Financial Management Program: Purchasing Polices, V. E.) In keeping with this policy, the public safety official making an emergency purchasing request regarding a disaster response shall attempt to fulfill all of the requirements enumerated by the City’s purchasing policy. However, this does not prevent the City Manager from making - 27 - emergency purchases for the immediate protection of the life and safety of the Milton community when all of these requirements have not been met. To this end, the following provisions shall be kept in mind in the emergency procurement of commodities or services: o Complete description and specifications of the items/services to be purchased; o Quantity/Duration of the items/services to be purchased; o Date needed for the items/services; o Estimated cost of the item/service; o Associated freight/shipping requirements; o Complete budget account number; o Previous purchase information or quotation; o Suggested vendors; o Approval of department head and/or division director with budgetary authority; and o Approval from the Finance Department. As a consequence, the City Manager (or designee) may make an emergency purchase in the event of an emergency. However, it is incumbent upon the Incident Commander, with the assistance of the Finance, Logistics, Planning, and Operations section to properly use, document, and track the purchase in the most efficient and fiscally responsible manner possible. If the situation is evolving and the City Manager (or designee) is not yet on scene, prior approval of emergency purchases should be obtained if at all possible. This may be done through a City-issued purchase card or other means in the most extreme circumstances. B. Expenditure of State Funds Expenditures of state funds will be in accordance with state laws and regulations and subject to state and federal audits. Utilizing emergency powers, the Governor may mobilize all available state resources as necessary to cope with an emergency or disaster. State agencies, local governments and private agencies/organizations are responsible for collecting, reporting and maintaining records of expenditures, including costs for - 28 - personnel, incurred as a result of an emergency or disaster. These records shall serve as supporting data in order to determine the need for and preparation of requests for federal assistance. C. Expenditure of Federal Funds Federal funds provided to the state as a result of a Presidential Declaration will be coordinated through the Governor or his designee. Use of federal funds is subject to verification and state and federal audit. State agencies, local governments and private agencies/organizations are responsible for establishing reporting and accounting systems for emergency and disaster purposes. Federal law prohibits the duplication of benefits. Individuals, businesses or other entities shall not receive federal disaster assistance when compensation for the loss has been received from insurance or other sources. Discrimination against persons on the basis of age, color, economic status, nationality, race, religion, sex or handicap in the administration of emergency services or disaster relief is prohibited. X. Development and Maintenance of the Plan This plan is the principal source of documentation for the City of Milton’s emergency management responsibilities. Each primary City department has the responsibility for developing and maintaining the respective ESF(s) for this plan. Overall coordination of the planning process resides with the Emergency Manager. This responsibility extends to timely plan updates and revisions. For the plan to be effective, those who will implement it must understand its contents. Thus, the Emergency Manager or designee will brief the appropriate officials on their roles in emergency management. He or she (or designee) will also brief newly employed/elected officials as they assume their duties. The Emergency Manager (or designee) will conduct an annual review of this plan by all agencies. Officials and Department Heads can recommend changes or provide information at any time. However, the Emergency Manager must approve any changes, and in compliance with City Ordinance, the revision shall be approved by the Mayor and Council. This plan or any portions thereof will be activated by the order of the Mayor through the City Manager. For training purposes and exercises, the Emergency Manager may activate this plan to ensure a continuous readiness posture. - 29 - This plan will be undated as required based on deficiencies identified through drills and exercises, changes in local government structure, technological changes, etc. It will also undergo an annual review to ensure that it is still in compliance with current law, professional practice and corresponds with the current capabilities of the City of Milton and its public safety partners. This plan will become effective upon the date it is approved and signed by the Mayor and Council of the City of Milton. - 30 - EMERGENCY SUPPORT FUNCTION ANNEXES - 31 - Emergency Support Function 1 Transportation I. Introduction This Emergency Support Function (ESF) supports State/Federal response plan ESF 1 (Transportation). It is also subordinate to the AFCEMA ESF if the City activates the county emergency management function. The Department of Public Works (and its routine subcontractors) is responsible for coordination of transportation resources, assisting with evacuation and mobilizing transport of personnel, supplies, and equipment. II. Purpose The purpose of ESF 1 is to provide coordination of department resources in order to assist with evacuation and transport of personnel, supplies and equipment during a natural disaster, incident of terrorism/weapons of mass destruction, violence at educational facilities, civil disturbances and other unusual occurrences (State Standard 5.17.p). III. Responsibility A. Primary- Public Works B. Support AGENCY RESOURCE Police and Fire Department Personnel, Vehicles IV. Concept of Operations A. The Department of Public Works will coordinate with appropriate City departments to ensure operational readiness. They will develop and maintain a Standard Operating Plan (SOP) in preparation for the activation of this ESF. B. Transportation will be coordinated with the Milton Department of Public Works will ensure the transportation infrastructure is adequate to meet transport needs. C. The Department of Public Works will designate a primary and alternate emergency support function coordinator for this ESF and will coordinate with the other ESFs to ensure that their task is safely and efficiently carried out. D. Emergency operations necessary for the performance of this ESF include, but are not limited to: - 32 - 1. Mitigation/Preparedness a. Develop a coordinated approach among and between designated City departments and organizations and identify available resources; b. Locate areas likely to contain citizens with special needs; c. Establish a system to respond to requests for transportation assistance; and d. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Respond to assistance requests from the Milton Police and Fire Departments requiring transportation support; b. Assist other City departments in determining the most viable available transportation networks to, from, and within the emergency or disaster area; c. Obtain volunteer transportation services to meet additional transportation needs; d. Coordinate public information with and provide updates for ESF-15, External Affairs; e. Continue to render transportation support as long as the situation exists; f. Maintain financial records on personnel, supplies and other resources utilized and report expenditures to ESF 7 and MDPS upon request; and g. Resume day-to-day operations. V. Succession of Authority The Department of Public Works shall provide an Emergency Coordinator and Alternate to meet the responsibilities of the department. The designee(s) shall represent the department during an emergency or disaster and provide for operational support in the Emergency Operations Center when requested by the Emergency Manager. VI. AFCEMA Response In the instance that the Emergency Manager and the City Manager decide that an emergency/disaster is beyond the routine capabilities of the City resources, the City may contact AFCEMA for assistance. In this instance, the Milton Public Works Emergency - 33 - Coordinator or Alternate shall be directed to serve as a liaison with AFCEMA in the performance of this ESF. VII. State Response A. The Georgia Department of Transportation (GA DOT) can coordinate emergency or disaster response as authorized through a State Declaration to assist local governments with personnel, equipment, operations, and maintenance. B. GA DOT can provide financial assistance to local departments for transportation services and issue necessary rules and regulations. - 34 - Emergency Support Function 2 Communications I. Introduction This Emergency Support Function (ESF) supports State/Federal response plan ESF 2 (Communications). This ESF includes: information and reporting; surveillance of threatening conditions; 24-hour radio, teletype and telephonic capability; and activation of the Emergency Alert System (EAS). The City of Milton and/or AFCEMA provides assistance for this ESF including the utilization of equipment and personnel to coordinate and disseminate information before, during and after an emergency or disaster. If Communications become overburdened or destroyed, other resources shall be used to: augment City communication and warning systems and to disseminate instructions and operational guidance. In the City of Milton, Communications is coordinated by the Alpharetta E-911 Dispatch Center, and thus provides 24 hour radio, teletype and telephonic capability; and activation of the Emergency Alert System (EAS). II. Purpose To provide communications, surveillance and warning coordination among City, state and other local agencies and organizations to save lives and protect property. III. Responsibility A. Primary – Alpharetta E-911 Dispatch B. Support AGENCY RESOURCE AFCEMA Communications, Vehicles, Equipment IV. Concept of Operations A. Per the current Inter-Governmental Agreement designation the standards of performance for the communications contract service, the City of Alpharetta E- 911 Dispatch will be responsible to coordinate with appropriate agencies and organizations to ensure operational readiness before, during and after an emergency, natural disaster, incidents of terrorism/weapons of mass destruction, violence at educational facilities, civil disturbances and other unusual occurrences. Communications will develop and maintain a Standard Operating Plan (SOP) (State Standard 5.17.a). - 35 - B. Communications will initiate actions appropriate to the functions of communications before, during and after an emergency or disaster. Every effort will be made to support City equipment and personnel needs. C. Dispatch communications and warning network will be maintained to provide City-wide emergency alert communications. Advisories will be made through local communication networks to alert the City to conditions. These advisories will be received from the National Weather Service (NWS). As the imminent threat of a disaster warrants, warning systems will be employed until stable conditions return. D. Communications will be maintained between the City of Milton public safety personnel and Alpharetta Dispatch, the Atlanta Fulton County Emergency Management Agency (AFCEMA), Georgia Emergency Management Agency (GEMA) and other local Emergency Management Agencies to coordinate and provide guidance and assistance. E. Agreements and contracts will be maintained to ensure equipment and system maintenance on a 24-hour-a-day basis. Alternate communications systems shall be maintained and tested for back up capability. F. Emergency operations necessary for the performance of this function include, but are not limited to: 1. Mitigation/Preparedness a. Recruit, train, and designate radio operators to operate equipment in the Communications Center; b. Develop a plan for the use of alternate or backup systems; c. Provide reliable communication links for federal, state, and local emergency and disaster warning systems to ensure an integrated communication network; d. Monitor operating conditions; and e. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Maintain constant two-way communication with City departments and appropriate state agency emergency operation systems; - 36 - b. Provide communication systems assistance in order for officials to receive emergency information and communicate decisions; c. Operate Emergency Alert System (EAS); d. Arrange for alternate communication system to replace systems that become inoperable in order to maintain contact with Emergency Operations Centers (e.g., Georgia Emergency Management Center, and other local jurisdiction’s emergency management agencies), as capabilities allow; e. Coordinate public information with and provide updates for ESF 15, External Affairs; f. Maintain financial records on personnel, supplies, and other resources utilized and report expenditures upon request; and g. Resume day-to-day operations. V. SUCCESSION OF AUTHORITY Alpharetta Department of Public Safety shall provide an Emergency Coordinator and an Alternate to meet responsibilities of the department. Designees shall represent the department in an emergency or disaster and provide for operational support in the Emergency Operations Center when requested. VI. REFERENCES The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93- 288, as amended. - 37 - Emergency Support Function 3 Public Works I. Introduction This Emergency Support Function (ESF) supports State/Federal response plan ESF 3 (Public Works and Engineering). ―Public Works‖ refers to water and sewer services, including temporary restoration of water systems and provision of water for fire fighting. Engineering activities include: supporting ice, snow, and debris removal; determining structural safety of damaged buildings, bridges, and highways; and coordinating repairs to public facilities and appropriate construction service (i.e. electrical, plumbing and soils). The Department of Public Works assumes this responsibility. An emergency or disaster may cause unprecedented property damage. Homes, public buildings, bridges, and other facilities may have to be reinforced or demolished to ensure safety. Debris may make streets and highways impassable. Public utilities may be damaged and become partially or fully inoperable. Such a disaster may affect the lives of response personnel, preventing restoration of essential services. Equipment may also be damaged or inaccessible. State assistance may be required to identify and deploy resources from outside the affected area to ensure a timely, efficient, and effective response. If alternate power supplies are not adequate, a critical water shortage may develop which can be met through transporting water into affected areas in tanker trucks or by using portable water treatment facilities with local surface supply. II. Purpose To establish priorities for the control of water resources and use of sewer facilities and provide for coordination of engineering resources and expertise in an emergency or disaster. To ensure that critical City-maintained infrastructure (such as roads and bridges) are kept operational and passable for all emergency vehicles, for public/evacuation access, and for general municipal operations. III. Responsibility A. Primary – Public Works B. Support AGENCY RESOURCE Police and Fire Department Vehicles, Equipment, Personnel - 38 - IV. Concept of Operations Public Works (Water/Sewer) A. The Department of Public Works will coordinate with appropriate agencies and organizations to ensure operational readiness. Public Works will develop and maintain a Standard Operating Plan (SOP). B. Public Works will provide overall guidance concerning water supply matters, sewage treatment and disposal to the City of Milton. They will be the primary coordinating point with the Fulton County Department of Public Works and other surrounding jurisdictions. Protection of health will be an overriding consideration in water conservation and treatment/disposal of sewage. C. Essential water needs will be identified, along with measures for conservation, distribution and use of water. Regulatory standards for the treatment and disposal of waste will be maintained by the Fulton County Department of Public Works, but the City Department of Public Works shall coordinate with them in the event of an emergency and on a regular basis (as needed for normal City Operations). D. Milton Public Works will provide personnel, supplies, equipment and facilities at the request of the Public Works Emergency Coordinator. E. Emergency Operations necessary for the performance of this function may be tasks primarily assigned to Milton Public Works or to Fulton County Public Works. In the case of the latter, Milton Public Works shall coordinate these functions with the County to ensure preparedness and response/recovery operations. These tasks include, but are not limited to: 1. Mitigation/Preparedness a. Develop policies for conservation, distribution and use of water and other duties routinely maintained by the Milton Department of Public Works; b. Identify, locate and maintain a list of chemicals and/or stockpile chemicals for portability of water supply; c. Establish and ensure the enforcement sewage treatment and disposal standards; and d. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Establish priorities to repair damaged water/sewer systems and - 39 - coordinate provision of temporary, alternate or interim sources of water/sewer; b. Identify supporting products and services such as casing, pipes, pumps, valves, generators, cables, staff and transportation to facilitate industry response; c. Implement requirements for water priorities and allocations; d. Assist water suppliers with obtaining specialized personnel, equipment and transportation to repair or restore water systems; e. Provide technical assistance on water and sewer systems; f. Monitor repair and restoration of water/sewer systems; g. Establish and maintain coordination with support agencies and organizations for emergency priorities, repair and restoration; h. Monitor restoration operations until services are restored; i. Coordinate public information with and provide updates for ESF 15 External Affairs; j. Maintain financial records on personnel, supplies and other resources utilized and report expenditures to ESF 7 and upon request to the Emergency Manager; and k. Resume day-to-day operations. - 40 - Engineering (Roads/Bridges/Facilities) A. The Department of Public Works will coordinate with appropriate agencies and organizations to ensure operational readiness of engineering services. Public Works will develop and maintain Standard Operating Procedures (SOPs). B. Assistance includes: provision of personnel and equipment to save lives; protect health and safety throughout response; emergency clearance of debris in damaged areas; temporary designation/construction of access routes (roads, streets, bridges, waterways and facilities) necessary for rescue personnel; technical assistance and evaluation for demolition of unsafe structures; engineering services, construction management and inspection; and emergency contracting. C. Emergency Operations necessary for the performance of this function include, but are not limited to: 1. Mitigation/Preparedness a. Develop SOPs; b. Establish liaison with support agencies and organizations; c. Maintain an inventory of equipment and supplies required to sustain emergency operations and respective suppliers; d. Establish operational priorities for restoration of services and resources; and e. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Participate in rapid damage assessment to determine potential workload; b. Maintain liaison with support agencies and organizations regarding repair and restoration priorities; c. Obtain necessary response resources and arrange for engineering and construction resources; d. Provide engineering, contracting and procurement assistance for emergency debris clearance, demolition, public works repair and water supply; e. Monitor restoration operations; - 41 - f. Coordinate public information with and provide updates for ESF 15, External Affairs; and g. Maintain financial records on personnel, supplies and other resources utilized and report expenditures to ESF 7 and upon request to Emergency Manager. V. Succession of Authority The Department of Public Works shall provide an Emergency Coordinator and an Alternate to meet emergency responsibilities of the City. The designees shall represent the department in an emergency or disaster and provide for operational support in the Emergency Operations Center when requested by Emergency Manager. VI. References A. Georgia Water Quality Control Act, Official Code of Georgia Annotated (O.C.G.A.) § 12-5-20 et seq. B. Georgia Comprehensive Solid Waste Management Act, O.C.G.A. § 12-8-20 et seq. - 42 - Emergency Support Function 4 Firefighting I. Introduction This Emergency Support Function (ESF) supports State/Federal response plan ESF 4 (Firefighting). Assistance under this function shall include actions taken through the application of equipment, staffing and technical expertise to suppress fires. The Milton Fire Department is responsible for administering this function and suppression of all fires, including those involved in a declared disaster. Milton Fire suppresses fires through a network of City stations and automatic/mutual aid agreements with other local jurisdictions. In the instance that an EOC is activated due to the severity of an emergency, assistance is coordinated through the Department representative assigned to the EOC. II. Purpose To provide comprehensive fire suppression services in an effort to control rural and wild land/urban interface fires. III. Responsibility A. Primary – Milton Fire Department B. Support AGENCY RESOURCE Police Department Personnel/Administrative Support IV. Concept of Operations A. The Milton Fire Department will coordinate with appropriate agencies and organizations to ensure operational readiness. The Milton Fire Department will develop and maintain a Standard Operating Plan (SOP) that will cover routine and extraordinary incident management procedures. B. City wide responses to fires approaching a State of Emergency will be coordinated by the Emergency Manager in the City EOC through the deployment of the Incident Command System. The Fire Chief or his/her designee will maintain operational control of the incident. - 43 - C. Fire situation reports for the affected area(s) will be directed to the Battalion Chief (or the on-scene incident commander) who will then: 1. Inform the Fire Chief, the Emergency Manager, and the City Manager of imminent fire emergency/disaster situations; 2. Implement mutual aid agreements as the situation dictates; 3. Monitor fire suppression activities in the affected area(s); 4. Provide fire forecasts; and 5. Coordinate deployment of available fire control resources. D. The Emergency Manager is responsible for requesting state support in accordance with current emergency management protocols when a fire exceeds local capabilities. E. The Fire Chief is responsible for the development, implementation, and administration of all fire programs as well as mutual aid agreements. F. The emergency operations necessary for the performance of this function include, but are not limited to: 1. Mitigation/Preparedness a. Keep fully informed on weather and fire danger; b. Keep personnel and equipment in a state of readiness; c. Perform fire prevention activities; and d. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Fight fires with all available resources; b. Monitor and ―mop-up‖ all fire until completely suppressed; c. Coordinate public information with and provide updates for ESF 15, External Affairs; d. Maintain financial records on personnel, supplies, and other resources utilized and report expenditures to ESF 7; and - 44 - e. Provide damage assessment in burned area(s). 3. De-Escalation Procedures The Milton Fire Department in conjunction with the other relevant ESFs, shall, at the direction of the Emergency Manager, initiate and manage de- escalation procedures when the situation has returned to a normal operational level. Primarily, de-escalation may begin when it appears that the initializing event has ended and there is no longer a serious threat to public safety and the effects of the emergency no longer pose a danger to the Milton community. The de-escalation process may include, but is not necessarily limited to: o The return of personnel to their normal operating schedules and activities; o The closing of the EOC and/or Incident Command Post; and o Completion of all necessary reports (including operational debriefings, incident reports and so on). The de-escalation procedures need not wait until all recovery activities are completed, but rather, shall begin when the primary operation of City departments drops back to their routine levels. At this point, municipal departments may focus on short-term recovery goals such as helping to return citizens to their residences and reopening businesses. The Milton Fire Department may also be called on to assist in long-term recovery and mitigation activities V. Succession of Authority The Milton Fire Department shall provide an Emergency Coordinator and Alternate to meet the responsibilities of the department and to support the Emergency Manager and the City Manager in emergency operations and planning. During an emergency, the Battalion Chief of the Fire Department shall act as the emergency coordinator for on- scene activity. The designee shall represent the department in an emergency or disaster and provide for operational support in the EOC when requested by the City Manager. - 45 - Emergency Support Function 5 Emergency Management I. Introduction This Emergency Support Function (ESF) supports State/Federal response plan ESF 5 (Emergency Management). ESF 5 provides the core management and administrative functions in support of all primary City departments with Emergency Support Functions. ESF 5 will also incorporate the information, planning, and homeland security functions during an emergency. Information and Planning involves collection and dissemination of information by the Emergency Manager, the Police, and the Fire Department. All primary City departments with Emergency Support Functions will provide information to assist with this function during an emergency or disaster. During activation of the Emergency Operations Center (EOC) this function is considered Intelligence (Intel). The Emergency Manager, at the direction of the City Manager, assumes responsibility for crisis management and consequence management. Crisis Management includes measures to identify, acquire, and plan for the use of resources in anticipation, prevention, and/or resolution of a threat, a terrorist act, or a natural disaster. Technical operations and consequence management may support crisis management response concurrently. Consequence Management includes measures to protect public health and safety, restore essential services, and provide emergency assistance to the private sector and individuals affected by the consequences of terrorism or a natural disaster. II. Purpose Emergency Support Function (ESF) 5 – Emergency Management is responsible for supporting overall activities of the City Government for domestic incident management. ESF 5 provides the core management and administrative functions in support of an Emergency Operations Center (EOC), Incident Command Post, Area Command Posts, and Joint Field Office (JFO) operations. ESF 5 serves as the support ESF for all City of Milton departments and agencies across the spectrum of domestic incident management from prevention to response/recovery. ESF 5 facilitates information flow in the pre- incident prevention phase in order to place assets on alert or to preposition assets for quick response. During the post-incident response phase, ESF 5 transitions and is responsible for support and planning functions. ESF 5 activities include those functions that are critical to support and facilitate multi-agency planning and coordination for operations involving potential and actual incidents of significance. This includes alert and notification, coordination of the deployment and staffing of the City emergency response - 46 - teams, incident action planning, coordination of operations, logistics and material, direction and control, information management, facilitation of requests for mutual aid assistance, resource acquisition and management (to include allocation and tracking), worker safety and health, facilities management, financial management, and other support as required. III. Responsibility A. Primary – Emergency Manager B. Support - Multiple AGENCY RESOURCE Milton Fire and Police Departments Operations/Support Services Finance Department Coordinator and/or Alternate Public Works Coordinator and/or Alternate Community Development Coordinator and/or Alternate Human Resources Coordinator and/or Alternate Information Technology Coordinator and/or Alternate IV. Concept of Operations A. ESF 5 provides a trained and experienced staff to fill management positions in the Command, Operations, Planning, Logistics, and Finance/Administration Sections of the Emergency Operations Center and/or to represent the City of Milton in the event that the AFCEMA EOC is opened. B. The EOC staffed by ESF 5 and other ESFs when activated, monitors potential or developing incidents, and supports the efforts of regional and field operations C. The Incident Command Post, staffed by ESF 5 and/or qualified field personnel of other ESFs as required, coordinates operations, and situational reporting until the EOC is operational. V. Organizational Structure A. Command Support ESF 5 supports the command function by providing incident action planning capabilities, information, administrative, logistics, and finical support functions. When appropriate, ESF 5 activates the Safety Officer to provide appropriate staff to coordinate and implement the safety functions required by the command staff. - 47 - The Safety Officer will be a representative of Fire Services assigned to the Emergency Management Team which comprises ESF 5. B. Operations The Milton Police or/and Fire Departments provides staff for the Operations Section Chief and Operations Branch Director positions to coordinate the Human Services, Infrastructure Support, Emergency Services, and Mitigation and Community Recovery Branches (various ESF’s also provide key staff for these areas), processes requests for assistance, and initiates and manages the mission assignment. Members of the City’s Finance Department assigned to the Emergency Management Team which comprises ESF 5 will be responsible for all reimbursement agreements. C. Planning ESF #5 provides the Planning Section Chief and Planning Branch Director positions. ESF #5 provides for the collection, evaluation, dissemination, and use of information regarding incident prevention and response actions and the status of resources during any natural disaster, incident of weapons of mass destruction/terrorism, violence at educational facilities, civil disturbances, and any other unusual incident that exceed the normal emergency response parameters of Milton Police, Fire and Public Works. The Planning Section is responsible for the City of Milton incident action planning process. This includes preparing and documenting incident priorities, establishing the operational period and tempo, and developing contingency, long-term, demobilization, and other plans related to the incident as needed. The Planning Section also coordinates with Homeland Security representatives and technology services agencies with special technical capabilities to request support for geospatial intelligence, modeling, and forecasting. The Planning function may include collection of any and all casualty, damage- loss and resource usage reports that may be generated as a part of the emergency operation and shall be made available to the ESF 15/JIC (External Affairs) as needed (State Standard 5.17.e). Additionally, under the auspices of the Planning function of ESF #5, after normal operations are resumed (though not necessarily after all long-term recovery activities are completed), the Emergency Manager shall ensure a full after-action review of the operation. This process shall be used to identify any deficiencies as well as best-practices in the Milton response to the incident. A report detailing the operation shall be complied and made available to City Staff and the public in accordance with current open records laws (State Standard 5.17.o). - 48 - D. Logistics ESF 5 provides staff for the Logistics Section Chief to manage the control and accountability of City supplies and equipment, resource ordering, delivery of equipment, supplies, and services, resource tracking, facility location and operations, transportation coordination, information technology systems services, and other administrative services. The Logistics Section coordinates closely with ESF 7 – Resource Support. E. Finance / Administration ESF 5 provides staff for the Finance and Administration Section Chief to monitor funding requirements and incident costs. Two members of the City’s finance department are assigned to the Emergency Management Team which comprises ESF 5. VI. Succession of Authority The City Manager shall designate an Emergency Manager and Alternate to meet emergency responsibilities of the City. The designee(s) shall represent the City during an emergency or disaster and provide for operational support in the EOC when activated. The Emergency Manager and his / her alternate must be certified Emergency Managers as outlined by GEMA (or any recognized similar credentialing system). VII. State Response A. In a State Declaration, GEMA and FEMA will provide support for ESF 5 functions. - 49 - Emergency Support Function 6 Mass Care, Housing and Human Services I. Introduction This Emergency Support Function (ESF) supports State/Federal response plan ESF 6 (Mass Care, Emergency Assistance, Housing and Human Services). This ESF encompasses: sheltering, feeding, first aid at mass care facilities and designated sites, and Disaster Welfare Inquiry (DWI) to reunite families or inform family members outside the disaster area. The Emergency Manager has primary responsibility for ensuring this function is fulfilled, but the primary planning for Mass Care falls under the auspices of AFCEMA. II. Purpose To ensure coordination of efforts to provide mass care (e.g., sheltering and feeding), operate the DWI System and provide emergency first aid in mass care facilities. III. Responsibility A. Primary – Emergency Manager B. Support AGENCY RESOURCES Community Development Vehicles, Personnel, Facilities IV. Concept of Operations A. The Emergency Manager will coordinate with appropriate agencies and organizations to ensure operational readiness and will develop and maintain a Standard Operating Plan (SOP) and will coordinate with community groups and support agencies to fulfill this function. B. Emergency shelter, mass shelter, or other shelters are provided during and after an emergency or disaster where individuals are housed as a result of evacuation or— on a limited scale—pending repair of owner dwellings. An emergency shelter is not intended for prolonged periods of occupancy. The provision of emergency shelter for victims includes: the use of pre-disaster designated shelter sites in existing structures, creation of temporary facilities and use of similar facilities outside the affected area. C. The provision for feeding disaster victims and emergency workers via fixed sites, mobile feeding units and bulk food distribution can be accomplished in coordination with the American Red Cross and other volunteer organizations. - 50 - Operations will be based on nutritional standards and include special dietary requirements of persons with special needs. D. Emergency first aid services will be provided to disaster victims and workers at all mass care facilities and designated sites within the disaster area. First aid will be available to supplement emergency health and medical services established to meet victims' needs. E. ESF 6 will aid in reunification of family members within the affected area who are separated at the time of emergency or disaster. F. Requests for emergency clothing, bedding and other items lost, damaged or destroyed as a result of an emergency or disaster can be forwarded to volunteer organizations. G. Mass care shelter facilities will receive priority consideration for logistical and accessibility support requirements and structural inspections to ensure health and safety of victims. H. The emergency operations necessary for the performance of this ESF may include, but are not limited to: 1. Mitigation/Preparedness a. Develop memorandums of understanding with volunteer organizations and the American Red Cross; b. Identify and survey shelters to ensure sufficient space and services for victims and essential workers; c. Maintain a list of shelter managers and train personnel in all phases of shelter management; d. Prepare shelter management kits (e.g., registration forms and logs); e. Develop Memorandums Of Understanding (MOUs) with vendors and public information materials to support shelter operations; and f. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Manage and operate shelters through the use of an outside organization and in coordination with the City’s Emergency Management function; - 51 - b. Provide mobile feeding and meals at fixed feeding locations; c. Distribute donated goods and potable water; d. Provide DWI services; e. Secure personnel and operate shelters, feeding units, emergency first aid services, and DWI; f. Secure transportation; g. Establish communications between shelters, feeding units, emergency first aid services, and volunteer location(s); h. Close and restore shelters to pre-emergency conditions; i. Coordinate public information with and provide updates for ESF 5, Information and Planning; j. Maintain financial records on personnel, supplies, and other resources utilized and report to ESF 7; and k. Resume day-to-day operations. V. Succession of Authority The Emergency Manager shall coordinate with AFCEMA to meet emergency responsibilities of the agency and organization. The designee shall represent the department in an emergency or disaster and provide for operational support in the Emergency Operations Center. VI. State Response A. The American Red Cross (ARC) Operations, at their State Headquarters, can direct the activities of the State Mass Care housing and human services (ESF #6) and represent ARC on the Catastrophic Disaster Response Group (CDRG) at GEMA. B. The Governor may request federal Individual and Family Grant Program funding to assist individuals and families who, as a result of a major disaster, are unable to meet necessary or serious needs. VII. References - 52 - A. The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as amended B. ARC Board of Governors’ Disaster Services Policy Statement of July 1977. - 53 - Emergency Support Function 7 Resource Support I. Introduction This Emergency Support Function (ESF) supports and corresponds to ESF 7 (Logistics Management and Resource Support) in the State and Federal Response Plans. There may be shortages of supplies and equipment necessary for responding to an emergency or disaster. This ESF addresses the necessity to evaluate, locate, procure, and provide essential materials and resources. This ESF is the responsibility of the City’s Finance Department. II. Purpose The purpose of ESF 7 is to provide for an expedient approval and purchase of supplies and equipment essential to emergency or disaster operations, but not available through normal purchasing and ordering processes. III. Responsibility A. Primary – Finance Department B. Support AGENCY RESOURCES Emergency Manager Personnel IV. Concept of Operations A. Finance will coordinate with appropriate agencies and organizations to ensure operational readiness. Finance will develop and maintain a Standard Operating Plan (SOP). B. Emergency assistance will consist of a cooperative effort between Finance and each City department with primary and support ESF responsibilities in order to facilitate borrowing, renting, leasing, and purchasing emergency items. C. Finance is responsible for the implementation and administration of procurement activities necessary to support emergency operations of City departments. D. All other City departments will be responsible for requirements to maintain emergency operations and inventory. - 54 - E. The Emergency Coordinator for each department will provide information on purchase request needs and will assume responsibility for reimbursement of items utilized by the department in an emergency or disaster. The cost will be absorbed by the department through budget approval or reimbursement arrangements. All requested logistical resource support will be provided for immediate emergency operations. F. Reasonable efforts will be made to borrow, rent, or lease equipment. Purchases will be made only with the joint approval of the appropriate Emergency Coordinator and Finance Emergency Coordinator and at the discretion of the City Manager or his/her designee. G. Each City department will prepare Standard Operating Procedures (SOPs) for implementation utilizing available personnel, equipment, and resources. H. Emergency operations necessary for the performance of this function include, but are not limited to: 1. Mitigation/Preparedness a. Develop procedures for recording expenditures for personnel and resources; b. Enter agreements to ensure prompt resource support where necessary; and c. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Provide procurement support for logistical requirements of departments responding; b. Alert departments whose personnel, equipment, or other resources may be available; c. Locate, procure, and issue necessary resources to City departments; d. Coordinate public information with and provide updates for ESF 5, Emergency Management; - 55 - e. Maintain financial records on personnel, supplies, and other resources utilized and report expenditures to the Emergency Manager upon request; f. Continue to conduct procurement activities as long as necessary; and g. Resume day-to-day operations. V. Succession of Authority The Finance Department shall provide an Emergency Coordinator and Alternate to meet the emergency responsibilities of the department. The Finance designee(s) shall represent the department in an emergency or disaster and provide for operational support in the Emergency Operations Center when requested by the City Manager or the Emergency Manager. VI. State Response A. The Georgia Emergency Management Agency (GEMA) will provide State government support for procurement activities. Procurement will be made in accordance with state and federal laws and regulations. B. State and Federal laws and regulations authorize emergency purchasing under any ―situation of unusual and compelling urgency.‖ All procurement actions made at the request of state agencies in support of the plan will be in accordance with GEMA statutory and administrative requirements and accomplished using appropriate fund citation/reimbursement procedures. - 56 - Emergency Support Function 8 Health and Medical Services I. Introduction This Emergency Support Function (ESF) supports the State/Federal response plan ESF 8 (Public Health and Medical Services). This function consists of health and medical services and resources. The Milton Fire Department will assume primary responsibility for this function. This ESF involves coordination and/or service delivery in three areas: A. Medical Care - Emergency Medical Services (EMS), specialized medical care, pharmaceutical, as well as doctors, nurses, technicians, supplies, equipment, hospitals, clinics, first aid stations, facilities, immunization, and other medically related services; B. Environmental Health - staffing, supplies and equipment essential to: (1) prevent communicable diseases and contamination of food and water, and (2) develop and monitor health information, inspection and control of sanitation measures, inspection of individual water supplies, disease vector and epidemic control, laboratory testing, facility and shelter inspections; and C. Crisis counseling, grief assistance, and rehabilitation services - professional personnel, services, and facilities to relieve mental health problems of victims caused or aggravated by an emergency or disaster or the aftermath, and rehabilitation services, including accessibility determinations of shelter facilities. II. Purpose To coordinate and/or deliver medical, environmental health, rehabilitation, and mental health services; to facilitate and/or seek private resources; and to supplement disrupted or overburdened service delivery personnel and resources to relieve suffering and/or trauma of victims. III. Responsibility A. Primary – Milton Fire Department (via Fulton County) B. Support AGENCY RESOURCE Human Resources Personnel, Employee health programs - 57 - IV. Concept of Operations A. Milton Fire Department will coordinate with appropriate county departments and organizations to ensure operational readiness. B. Milton Fire Department will facilitate and coordinate medical care, public health, environmental services, and accessibility C. Milton Fire Department can manage crisis counseling and mental health assistance in coordination with the American Red Cross (ARC), local religious organizations and private agencies/organizations. In the case of an airline accident, federal law designates the American Red Cross as the coordinator of crisis counseling and mental health services. In this case, Milton Fire Department will coordinate with the ARC and render assistance as requested. D. Emergency operations necessary for the performance of this function include, but are not limited to: 1. Mitigation/Preparedness Expand relationships with professional associations and private agencies/organizations that may be of assistance in medical, environmental health, mental health, and rehabilitation services; Identify, train, and provide technical assistance to professional staff and volunteers of emergency medical, environmental health, mental health, and rehabilitation services; and Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Support emergency or disaster medical, environmental health, mental health, and rehabilitation needs with available personnel and resources; b. Coordinate, deliver, and/or manage emergency medical, environmental health, mental health, and rehabilitation services for victims including medical services for people with special needs; c. Manage crisis counseling and mental health assistance; - 58 - d. Provide representation to designated shelters and other facilities for the provision of health and medical services to disaster victims; e. Coordinate public information with ESF 15 and provide updates for ESF 5, Emergency Management; f. Maintain financial records on personnel, supplies, and other resources utilized and report expenditures to ESF 7; and g. Resume day-to-day operations. V. Succession of Authority The Milton Fire Department shall provide an Emergency Coordinator and Alternate to meet the emergency responsibilities of the department. The Fire Chief’s designee(s) shall represent the department in an emergency or disaster and provide for operational support in the EOC when requested by the City Manager and/or the Emergency Manager. VI. State Response In a State Declaration, state agencies are authorized to provide local governments with emergency personnel, equipment, facilities, and supplies essential to save lives and to preserve or protect public health and safety. VII. References Georgia Emergency Management Act of 1981, as amended, Official Code of Georgia Annotated § 38-3-22(b) (6) - 59 - Emergency Support Function 9 Search and Rescue I. Introduction This Emergency Support Function (ESF) supports the State/Federal response plan’s ESF 9 (Search and Rescue). Search and Rescue includes air, ground, and water searches for lost or missing persons and rescue of endangered, sick, or injured persons. The Milton Fire Department will assume primary responsibility for this function. II. Purpose The purpose of ESF 9 is to provide coordination of City resources for search and rescue operations during an emergency or disaster. III. Responsibility A. Primary – Milton Fire Department B. Support AGENCY RESOURCES Milton Police Department Personnel, Equipment, Dogs IV. Concept of Operations A. The Milton Fire Department will coordinate with appropriate departments and organizations to ensure operational readiness. Milton Fire Department will develop and maintain a Standard Operating Plan (SOP). B. The Milton Fire Department is responsible for the coordination of search and rescue activities. The Department will integrate personnel and resources available from other departments, local jurisdictions, and organizations. C. If there is an emergency or disaster, the Milton Fire Department is responsible for the activation of plans and appropriate use of personnel and equipment for search and rescue before requesting state assistance. D. Emergency operations necessary for the performance of this function include, but are not limited to: - 60 - 1. Mitigation/Preparedness a. Establish and maintain Search, Rescue, and Recovery standards; b. Recruit, train personnel to serve in a search and rescue capacity; c. Develop record reporting procedures to reflect local and state assistance; d. Establish and maintain search and rescue support and reporting procedures; e. Promote a survival education program for the public; and f. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Modify aspects of this ESF that prove impractical; b. Coordinate public information with ESF 15 and provide updates for ESF 5, Emergency Management; c. Maintain financial records on personnel, supplies and other resources utilized and report expenditures to ESF 7; and d. Resume day-to-day operations. V. Succession of Authority The Milton Fire Department shall provide an Emergency Coordinator and Alternate to meet the emergency responsibility of the department. The Fire Chief’s designee(s) shall represent the agency in an emergency or disaster and provide for operational support in the Emergency Operations Center when requested. VI. State Response The Georgia Emergency Management Agency (GEMA) is authorized to provide state assistance as emergency protective measures. The GEMA Director will consult with the FEMA Regional Director on federal assistance requests. Upon federal approval, assistance will be coordinated through GEMA. - 61 - VII. References The Robert T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as amended. - 62 - Emergency Support Function 10 Hazardous Materials I. Introduction This Emergency Support Function (ESF) supports State/Federal response plan ESF 10 (Oil and Hazardous Materials Response). An emergency or disaster could result from hazardous materials including radiological materials being released into the environment. Fixed facilities (e.g., chemical plants, laboratories, operating hazardous waste sites) which produce, generate, use, store, or dispose of hazardous materials, including radioactive materials, could be damaged so that spill control apparatus and containment measures are not effective. Hazardous materials that are transported may be involved in rail accidents, highway collisions, and waterway and airline mishaps. The Milton Fire Department assumes responsibility for this function and will either cover the responsibilities themselves or ensure that this ESF is managed through a mutual/automatic aid partner. If an emergency or other disaster does not cause an actual hazardous material release, there may be concern about facilities located in or near the affected area. These facilities will need to be assessed and monitored. Information submitted in compliance with Title III of the Superfund Amendments and Reauthorization Act (SARA Title III), Clean Air Act Amendments of 1990, Oil Pollution Act (OPA) of 1990 and Hazardous Materials Transportation Uniform Safety Act of 1990 will be useful in identifying such facilities. II. Purpose The purpose of ESF 10 is to provide for a response by City departments to minimize adverse effects on the population and environment resulting from the release of or exposure to hazardous materials. III. Responsibility A. Primary – Milton Fire Department B. Support AGENCY RESOURCE Milton Police Department Communications, Personnel Public Works Equipment, Personnel - 63 - IV. Concept of Operations A. Milton Fire Department will coordinate with appropriate agencies and organizations to ensure operational readiness. They will develop and maintain a Standard Operating Plan (SOP). B. Milton Fire Department will coordinate, integrate, and manage overall the City’s efforts to detect, identify, contain, clean up, dispose of, or minimize releases of oil or hazardous substances and prevent, mitigate, or minimize the threat of potential releases. Milton Fire Department can provide expertise on environmental effects of oil discharges, releases of hazardous substances, pollutants, contaminants, and environmental pollution control techniques through the assistance of outside agencies. In order to ensure efficient response, damage information must be gathered quickly, analyzed and response priorities established as soon as possible. C. Milton Fire Department is responsible for coordination of City departments and responding agencies in response to an incident involving a hazardous materials incident. D. Milton Fire Department is also responsible for training first responders in dealing with a hazardous materials incident as appropriate or deemed necessary by mutual/automatic aid. E. Private industries with hazardous materials must comply with SARA Title III and advise DNR of spills, accidents and other situations that cannot be controlled effectively. F. Milton Fire Department assumes responsibility for the protection and well-being of City residents. However, owners, shippers, and utility companies are responsible for clean up and containment. The Milton Fire Department will respond to hazardous materials incidents of all types and sizes make initial assessments as to severity/magnitude of the situation and take appropriate first responder protection measures to prevent or minimize injuries and property damage. G. The emergency operations necessary for the performance of this function include, but are not limited to: 1. Mitigation/Preparedness a. Prepare an inventory of existing threats and facilities list; b. Plan for responses to hazardous materials incidents; - 64 - c. Develop detailed procedures for identification, control, and cleanup of hazardous materials through their own resources or via mutual/automatic aid partners; d. Identify training for response personnel through GEMA, the Georgia Fire Academy, and manufacturers/transporters of hazardous materials; e. Provide for or obtain training in radiological monitoring for hospital and emergency personnel in self-protection; f. Maintain a listing of private contractors capable of performing emergency and/or remedial actions associated with a hazardous materials incident; g. Develop mutual aid agreements with other local jurisdictions, state agencies, federal agencies, and private agencies/organizations; h. Collect and utilize licensing, monitoring, and/or transportation information from the local, state, or federal agencies and/or private organizations to facilitate emergency response; and i. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Assess the situation to protect life, health, and the environment; b. Review initial reports of an incident and maintain surveillance over reported incidents that may require department personnel and resources; c. Request additional information necessary to evaluate a hazardous materials or radiological incident; d. Provide 24-hour response team capability and dispatch personnel to the incident scene through their own resources or via mutual/automatic aid partners; e. Consult with support departments to determine assistance necessary and/or available to mitigate health and environmental effects; - 65 - f. Recommend evacuation or other protective measures; g. Determine the extent of the contaminated area and consult with support departments/organizations to provide access and egress control to contaminated areas through their own resources or via mutual/automatic aid partners; h. Consult with local, state or federal agencies, and/or private agencies/organizations about the need for decontamination; i. Coordinate decontamination activities with local, state, and federal agencies; j. Coordinate with local, state and federal agencies to ensure proper disposal of wastes associated with hazardous materials and assist in monitoring of such shipments to disposal facilities; k. Seek cooperation of response teams, owner/shipper, and federal environmental personnel during clean up operations; l. Provide area security and prohibit all unauthorized personnel from entering area; m. Determine, in coordination with appropriate agencies/organizations, guidelines for reentry of emergency personnel and residents; n. Conclude clean up operations when all danger is past and the area has been declared safe by responsible personnel and restored to the best condition possible through their own resources or via mutual/automatic aid partners; o. Coordinate public information with ESF 15, External Affairs, and provide updates for ESF 5, Emergency Management; p. Maintain financial records on personnel, supplies, and other resources utilized and report expenditures to ESF 7; and q. Resume day-to-day operations. - 66 - V. Succession of Authority The Milton Fire Department shall provide an Emergency Coordinator and Alternate to meet the emergency responsibilities of the department. The designee shall represent the respective department and provide for operational support in the Emergency Operations Center when requested. VI. State Response Upon a State Declaration, the Mayor will consult with the State Director of the Georgia Emergency Management Agency (GEMA) concerning assistance. Assistance related to hazardous materials incidents is available from, but not limited to, the following state agencies: A. Environmental Protection Agency (EPA); B. Georgia Emergency Management Agency (GEMA) VII. References A. Georgia Air Quality Control Act B. Hazardous Materials Transportation Uniform Safety Act of 1990 C. Official Code of Georgia Annotated (O.C.G.A.) §12-8 D. The Clean Air Act Amendments of 1990 E. The Oil Pollution Act (OPA) of 1990 F. Title III of the Superfund Amendments and Reauthorization Act (SARA) G. Water Quality Control Act - 67 - Emergency Support Function 11 Food and Water I. Introduction This Emergency Support Function (ESF) supports ESF 11 (Agriculture and Natural Resources) in the State/Federal response plan (NRF). A disaster may partially or totally destroy food products stored in the affected area. There may be a disruption of energy sources (e.g., electricity and gas). Oil for generators and propane tanks may be essential. Commercial cold storage and freezer facilities may be inoperable. Bordering areas affected, schools, and other facilities may have food and supplies sufficient to feed victims. Obtaining food, drinking water, and supplies, in addition to arranging for transportation and authorizing assistance may be required. Food and water must be suitable for household distribution or congregate meal service. Transportation and distribution of food, drinking water, and supplies can be arranged through a secondary party, (i.e. state or volunteer agencies). Community Development (via the Emergency Manager) assumes overall coordination for this function with the appropriate agency should an emergency occur. II. Purpose The purpose of ESF 11 is to identify, secure and distribute food and supplies and to support the provision for sanitary food storage, distribution and preparation during an emergency or disaster. III. Responsibility Primary – Community Development Support AGENCY RESOURCE Human Resources Personnel IV. Concept of Operations A. Community Development will assist the Emergency Manager in coordinating with appropriate agencies and organizations to ensure operational readiness. The Community Development Department will develop and maintain a Standard Operating Plan (SOP). - 68 - B. Food and supplies will be transported to designated staging areas. C. Community Development will provide personnel, supplies, equipment, and facilities at the request of the Emergency Manager. D. Emergency operations necessary for the performance of this function include, but are not limited to: 1. Mitigation/Preparedness a. Develop an operational plan that will ensure timely distribution of food and drinking water; b. Assess the availability of food supplies and storage facilities capable of storing dry, chilled, or frozen food; c. Assess the availability of handling equipment and personnel for support; d. Determine the availability of support personnel and equipment; e. Develop notification procedures for mobilizing food services, personnel, and resources; and f. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Determine needs of the affected population, location, and food preparation facilities for congregate feeding; b. Secure food, transportation, equipment, storage, and distribution facilities; c. Evaluate available resources relative to need and location; d. Initiate procurement of essential food and supplies not available from existing inventories; e. Establish linkages with private agencies/organizations involved in congregate meal services; f. Replace products transferred from existing inventories; g. Phase down feeding operations as victims return home; - 69 - h. Refer victims needing additional food to private agencies/organizations; i. Coordinate public information with ESF 15, External Affairs, and provide updates for ESF 5, Emergency Management; j. Maintain financial records on personnel, supplies, and resources utilized and report expenditures to ESF 7 and ESF 5 upon request; and k. Resume day-to-day operations. V. Succession of Authority Community Development shall provide an Emergency Coordinator and Alternate to meet the emergency responsibilities of the agency. The designee(s) shall represent the department in time of emergency or disaster and provide operational support in the EOC when requested by the City Manager or the Emergency Manager. - 70 - Emergency Support Function 12 Energy I. Introduction This Emergency Support Function (ESF) supports ESF 12 (Energy) in the State/Federal response plan (NRF). Generally, energy includes producing, refining, transporting, generating, transmitting, conserving, building, and maintaining energy systems and system components. While the City of Milton’s control over the function of such state/corporate interests is limited, this ESF should plan for the coordination of the City’s response to a large-scale disaster that impacts energy-related functions. An emergency or disaster can jeopardize energy lifelines, constrain supply in impacted areas or in areas with supply links to impacted areas and affect transportation, communication, and other lifelines necessary for health and safety. There may be widespread and prolonged electrical power failure. Without electrical power, communications will be interrupted, traffic signals will not operate, and surface movement may gridlock. Such outages will impact emergency health and safety, access to petroleum products, and emergency power. There may be pollution from leaking oil. Fires may ignite on floating oil. Natural gas lines may break and fire may erupt. Energy services include actions required for the allocation and distribution of bulk fuels stored or purchased by state agencies in an emergency or disaster. Energy services address the acquisition and restoration of natural gas and electric power services and arrangements for temporary sources of electrical power following an emergency or disaster. The Department of Public Works assumes coordination for this function. II. Purpose To coordinate the provision of emergency power and fuel for support of immediate response operations and restoration of electric and fuel supply to normal after an emergency or disaster. III. Responsibility A. Primary – Public Works B. Support - 71 - AGENCY RESOURCE Fire Department Emergency Response Police Department Security IV. Concept of Operations Electric Power/Natural Gas A. Public Works will coordinate with appropriate agencies and organizations to ensure operational readiness. Public Works will develop and maintain a Standard Operating Plan (SOP). B. Public Works is responsible for implementation and administration of the electric power and natural gas function. C. Owners and operators of private and public utilities systems shall be responsible for activation of plans, allocation of resources, personnel, equipment, and services to maintain or restore utility service. D. Emergency operations necessary for the performance of this function include, but are not limited to: 1. Mitigation/Preparedness a. Develop and maintain listings of suppliers, services, products, and locations; b. Establish liaison with support agencies and organizations; c. Determine priorities to repair damaged energy systems and coordinate sources of temporary, alternate or interim sources of emergency fuel and power; and d. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Assess fuel, electric power damage, and energy supply then identify requirements to repair energy systems; b. Convey requirements for repair/restoration of services to the utility industry; c. Prioritize (e.g., nursing homes, medical centers, shelters) in the restoration of emergency utility service and coordinate with affected private and public utility companies; - 72 - d. Maintain coordination with support agencies and organizations on operational priorities and emergency repair/restoration; e. Secure and/or procure resources for products and service delivery such as casing, pipe, pumps, valves, generators, transformer cables, power lines, personnel, and transportation to facilitate energy industry’s response; f. Administer statutory authorities for energy priorities and allocations; g. Assist energy suppliers with obtaining equipment, specialized assistance, and transportation to repair or restore energy systems; h. Conduct/Coordinate restoration operations until all services are restored; i. Coordinate public information with ESF 15, External Affairs, and provide updates for ESF 5, Emergency Management; j. Maintain financial records on personnel, supplies, and other resources utilized and report expenditures to ESF 7 and ESF 5 upon request; and k. Resume day-to-day operations. Petroleum/Liquefied Petroleum Gas A. Public Works will coordinate with appropriate agencies and organizations to ensure operational readiness. Public Works will develop and maintain any necessary Standard Operating Procedures (SOPs). B. Public Works may seek assistance through the State of Georgia in the location of alternative fuel sources and establishment of distribution priorities. - 73 - State program assistance includes state-controlled resources of petroleum, liquefied petroleum gas (LPG), and solid fuel to minimize disruption of normal activities in an affected area. This ESF will be implemented when an emergency or disaster is severe enough to prevent normal replenishment of petroleum or when LPG and solid fuel supplies require redistribution. Emergency operations necessary for the performance of this function include, but are not limited to: 1. Mitigation/ Preparedness a. Maintain directories of commercial and industrial petroleum, LPG, and solid fuel storage handling and distribution facilities within the state; b. Establish contacts based on location, distribution territory, and operating capacity; c. Establish fuel distribution priorities based on established directories of fuel storage, handling, and distribution; d. Develop mutual aid agreements with the private petroleum, LPG, and solid fuel industries; and e. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Analyze affected areas to determine operational priorities and emergency repair needed; b. Assist in acquisition of specialized personnel from areas not affected by the emergency or disaster to alleviate problems; c. Coordinate rebuilding processes to restore petroleum/LPG services to affected individuals; d. Maintain coordination with support agencies and organizations to ensure response and recovery priorities; e. Allocate personnel and resources in accordance with established priorities; - 74 - f. Assist energy suppliers in obtaining product, equipment, specialized personnel, and transportation to repair or restore energy systems; g. Assist agencies and organizations in obtaining fuel for transportation, communications, and disaster operations; h. Obtain security as required; i. Coordinate public information with ESF 15, External Affairs, and provide updates for ESF 5, Emergency Management; j. Maintain financial records on personnel, supplies, and other resources utilized and report expenditures to ESF 7 and Emergency Management upon request; and k. Resume day-to-day operations. V. Succession of Authority Public Works shall provide an Emergency Coordinator and Alternate to meet the emergency responsibilities of the department. The designees shall represent the department in time of emergency or disaster and provide for operational support in the Emergency Operations Center when requested by the Office of the City Manager and/or the Emergency Manager. - 75 - Emergency Support Function 13 Public Safety and Security I. Introduction This Emergency Support Function (ESF) supports ESF 13 (Public Safety and Security) in the State Response Plan. ESF 13 capabilities support incident management requirements including force and critical infrastructure protection, security planning, technical assistance, technology support, and public safety in both pre-incident and post-incident situations. ESF 13 generally is activated in situations requiring extensive assistance to provide public safety and security. II. Purpose ESF 13 – Public Safety and Security integrates City of Milton public safety and security capabilities and resources to support the full range of incident management activities associated with potential or actual Incidents of significance. To provide law and order functions, traffic control, crowd control, protection of Very Important Persons (VIPs), and other functions of law enforcement during an emergency or disaster. III. Responsibility A. Primary – Milton Police Department B. Support AGENCY RESOURCE Emergency Management External Resources IV. CONCEPT OF OPERATIONS A. The Police Department will coordinate with appropriate departments, agencies, and organizations to ensure operational readiness. All functionally related ESFs will provide support as necessary. B. The Police Department, through coordination with appropriate City departments, state agencies, and private organizations will ensure consequence management readiness. - 76 - C. All departments with Emergency Support Functions (ESFs) will provide personnel, supplies, equipment, and facilities at the request of the Police Department. D. Emergency operations during any natural disaster, incident of terrorism/weapons of mass destruction, violence at educational facilities, civil disturbances, and other unusual occurrences, necessary for the performance of ESF 13 (Public Safety and Security) include, but are not limited to: 1. Mitigation/Preparedness a. Supporting incident management planning activities and pre-incident actions required to assist in the prevention or mitigation of threats and hazards. This includes the development of operational and tactical public safety and security plans to address potential or actual incidents of significance; b. The conducting of technical security and/or vulnerability assessments as requested by the community; c. The deployment of public safety and security resources in response to specific threats; d. Develop mutual aid agreements; e. Train first responders and emergency management personnel; and f. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Follow protocols for notification; b. Share emergency information with support departments, agencies and organizations; c. Coordinate with AFCEMA, GEMA, FBI, DHS, FEMA, Georgia Mutual Aid Group, and other local Emergency Management Agency Directors; d. Coordinate technical assistance and consequence and crisis management activities with support departments; - 77 - e. Coordinate public information with ESF 15, External Affairs, and provide updates for ESF 5, Emergency Management; f. Provide security for all public services and facilities (State Standard 5.17.j); g. Provide direction and control of all vehicular traffic within the corporate limits of Milton in consultation with the other ESFs and with adjacent jurisdictions (State Standard 5.17.k); h. Maintain financial records on personnel, supplies, and other resources utilized and report expenditures to ESF 7; and i. Resume day-to-day operations. 3. Investigative and post-incident activities for all incidents of terrorism, use of weapons of mass destruction, school or workplace violence, and civil disturbances where a criminal action may have precipitated the invocation of this LEOP: a. ESF 13 (specifically, the Criminal Investigations Division) shall assume primary responsibility for ensuring that any investigations (including any and all evidence collection and maintenance) are initiated in a timely fashion and that they are properly managed/documented and carried through to the relevant court of jurisdiction. CID will request resources as needed from standard mutual aid partners and will liaise with state and federal agencies as well as the relevant court through the incident, investigation, and any subsequent prosecution (State Standard 5.17.g). b. ESF 13 shall be a primary participant in the post-incident debrief and the production of after-action reports. Careful records of all ESF 13 activities shall be kept for this purpose. Other post-incident duties include preparation of all incident reports, collection of evidence, support of any necessary prosecutions, and active participation in all short and long-term recovery efforts (State Standard 5.17.n). c. The Milton Police Department, in conjunction with the other relevant ESFs, shall, at the direction of the Emergency Manager, initiate and manage de-escalation procedures when the situation has returned to a normal operational level. Primarily, de-escalation may begin when - 78 - it appears that the initializing event has ended and there is no longer a serious threat to public safety and the effects of the emergency no longer pose a danger to the Milton community. The de-escalation process may include, but is not necessarily limited to: The return of personnel to their normal operating schedules and activities; The closing of the EOC and/or Incident Command Post; and Completion of all necessary reports (including operational debriefings, incident reports and so on). The de-escalation procedures need not wait until all recovery activities are completed, but shall begin when the primary operation of City departments drops back to their routine levels. At this point, municipal departments may focus on short-term recovery goals such as helping to return citizens to their residences and reopening businesses. The Milton Police Department may also be called on to assist in long-term recovery and mitigation activities (State Standard 5.17.m). V. Succession of Authority The Milton Police Department shall provide an Emergency Coordinator and Alternate to meet the responsibilities of the department and to support the Emergency Manager and the City Manager in emergency operations and planning. During an emergency, the Shift Commander shall act as the emergency coordinator for on-scene activity. The designee shall represent the department in an emergency or disaster and provide for operational support in the EOC when requested by the City Manager. VI. References A. Federal Bureau of Investigation (FBI) Crisis Management B. Federal Emergency Management Agency (FEMA) Guide for All-Hazard Emergency Operations Planning - State and Local Guide (SLG) 101 - 79 - C. Presidential Decision Directives - Numbers 39, 62 and 63 D. National Response Framework 2006 ESF 13 - 80 - Emergency Support Function 14 Long-Term Recovery and Mitigation I. Introduction This Emergency Support Function (ESF) supports ESF 14 (Long-Term Community Recovery) in the National Response Framework and State Emergency Operations Plan. Community Development is responsible for this function. II. Purpose Long term recovery encompasses assistance to City departments and eligible non- profit organizations to repair or replace damaged public facilities after a state emergency or major disaster declaration. It also provides for emergency work including debris removal and protective measures to protect public health, safety and improved property. III. Responsibility A. Primary – Community Development B. Support AGENCY RESOURCE Building Department Equipment, Personnel IV. Concept of Operations A. Community Development will coordinate with appropriate departments, agencies, and organizations to ensure operational readiness. Community Development will develop and maintain a Standard Operating Procedure (SOP) to include, but not limited to, damage assessments (windshield surveys), debris removal, hazard reduction, and elimination as it pertains to building codes, land development and use, and debris mitigation. B. Community development will coordinate with GEMA and FEMA representatives to facilitate the efficient distribution of public assistance. C. Emergency operations necessary for the performance of this function include, but are not limited to: 1. Mitigation/Preparedness - 81 - a. Develop mutual aid agreements with professional associations and private agencies/organizations; b. Identify key staff positions for emergency assistance; c. Identify agencies, organizations, and individuals to support public assistance recovery operations; d. Coordinate hazard mitigation projects. These may be federally funded under certain types of public assistance and specific types of hazard mitigation assistance. e. Conduct training sessions and workshops to assist local communities and support agencies/organizations; and f. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Support the disaster response and recovery with all available resources; b. Coordinate local emergency response with the Emergency Manager and AFCEMA, this will ensure that reimbursements are available if the event is labeled as a state or federal disaster; c. Coordinate and conduct preliminary damage assessments (PDA’s) (windshield surveys); d. Requisition personnel and equipment to assist with PDA’s; e. Secure supplies, equipment, personnel, and technical assistance from support agencies/organizations and other resources; f. Restore equipment and supplies to normal state of operational readiness; g. Coordinate public information with ESF 15, External Affairs, and provide updates for ESF 5, Emergency Management; h. Maintain financial records on personnel, supplies, and other resources utilized and report to ESF 7 and the ESF 5 upon request; and - 82 - i. Resume day-to-day operations. V. Succession of Authority Community Development shall provide an Emergency Coordinator and Alternate to meet the emergency responsibilities of the department. The designee(s) shall represent the department in time of an emergency or disaster, provide for operational support in the Emergency Operations Center, when requested by the City Manager or the Emergency Manager. VI. State Response A. All requests for state assistance shall be routed through Georgia’s State Operations Center using the 1-800-TRY-GEMA telephone number. B. All requests for federal assistance will be coordinated by GEMA. C. In a disaster, state agencies are authorized to provide local governments with equipment, facilities, personnel, and supplies essential for emergency assistance to disaster victims. VII. Reference Georgia Emergency Operations Plan 2006 ESF 14 National Response Framework ESF 14 - 83 - Emergency Support Function 15 External Affairs I. Introduction This Emergency Support Function (ESF) supports ESF 15 (External Affairs) in the State Response Plan and the National Response Framework (NRF). This ESF involves the collection and dissemination of information by the City of Milton’s Public Information Officer (PIO). All City departments with an ESF will assist by providing information to ESF 15 during an emergency or disaster. Before, during, and after an emergency or disaster, the public will be apprised through reports to the news media and the Emergency Alert System (EAS). The function includes provision of information in a clear, concise, and accurate manner, actions taken by local and state governments, and actions to be taken by the public. Every effort shall be made to prevent and counter rumors and inaccurate information. II. Purpose The purpose of this ESF is to provide communications and inform news media of emergency preparedness and response for conveyance to the public, to assure appropriate agency/organization preparedness and response for protection of life and property, and to convey additional information. This may include restrictions and limitations to normal daily business in Milton due to any natural disaster, incident of terrorism or weapons of mass destruction, school-place violence, civil disturbances, or any other event that is beyond Milton’s normal operating parameters. ESF 15 will also ensure the appropriate elected officials will be notified on the status of response and recovery activities and assisted with constituent inquiries directed to their offices. The Communication’s Manager assumes primary responsibility for these functions, however, the City PIO shall work in close coordination with the Fire and Police PIOs (State Standard 5.17.f). (NIMS 26) III. Responsibility Primary – Communications Manager Support AGENCY RESOURCE Police and Fire PIO Personnel - 84 - IV. Concept of Operations A. The Milton Communications Manager will coordinate with appropriate departments and organizations to ensure emergency operational readiness. The police and fire departments will develop and maintain their respective Standard Operating Plans (SOP). B. The Communications Manager is responsible for informing the public of emergency and disaster information in the City. Assistance can be provided by public information offices from other local jurisdictions or organizations. C. Milton can request qualified personnel from other jurisdictions to assist as media representative escorts either at the emergency site or at the EOC. State agencies and organizations can provide public information personnel and equipment resources when requested. D. The Georgia Emergency Alert System will be utilized in cooperation with the relevant state and federal agencies via the Joint Information Center (JIC) or AFCEMA, as appropriate. 1. Mitigation/Preparedness a. Develop a briefing and reporting system to include an EOC briefing, situation report, and public information operations; b. Update the information and planning system as required; c. Identify agencies, organizations, and individuals capable of providing support services; d. Train regular and support personnel in emergency duties; and e. Participate in and/or conduct exercises and tests. 2. Response/Recovery a. Promote the welfare of residents by disseminating emergency information to news media that will foster efficient and positive actions, help prevent public unrest, and build morale; b. Provide a representative to the regional JIC; - 85 - c. Continue dissemination of accurate/timely information to counteract misinformation and public unrest; d. Maintain financial records on personnel, supplies, and other resources utilized and report expenditures to ESF 7; and e. Resume day-to-day operations. V. Succession of Authority The Milton police and fire departments shall provide a Public Information Officer (Emergency Coordinator) to meet the emergency responsibilities of the ESF, including offering support/coordination to the Communications Manager. The designee(s) shall represent the department in time of emergency or disaster and provide for operational support in the Emergency Operations Center (EOC) when requested by the City Manager or the Emergency Manager. VI. State Response All requests for state assistance shall be routed through Georgia’s State Operations Center using the 1-800-TRY-GEMA telephone number. GEMA personnel will notify the primary agencies. The primary agencies will notify support agencies as needed. - 86 - LEGISLATIVE ANNEX - 87 - I. Initial Enabling Legislation Pending Passage II. Supporting Legislation Milton City Code specifically addresses the Emergency Management function in Chapter 15, Article Two and Article Three. These articles detail the authority in municipal emergency management and the roles and responsibilities of the different municipal employees. In addition to Emergency Management, the Chapter also addresses the routine operations of the Milton Police Department and the Milton Fire Department. These sections are not contained in this annex, but may be available if the need to review routine operations arises. The following pages detail Chapter 15 as it addresses Emergency Management: Article 2: Departments and Public Safety Functions The City of Milton shall offer public safety services through the Milton Police Department and the Milton Fire Department. The City Manager shall have the power to appoint a Chief of Police and a Chief of Fire to serve as the executive officer for each of these Departments. The City Manager shall also designate an individual to serve as the Emergency Management Director for the City to coordinate the City’s Emergency Management Services function. a. The Chief of Fire shall have the authority to appoint the Fire Marshal and any other authorized subordinate chief officers as necessary for the proper function of the department. Any appointment shall be in accordance with the City’s approved Personnel Handbook and based in fiscal approval from the City Manager’s office. b. The Chief of Police shall have the authority to appoint any authorized ranking assistant(s) required for the proper operation of the department. Any appointment shall be in accordance with the City’s approved Personnel Handbook and based in fiscal approval from the City Manager’s office. c. The Emergency Management Director shall be appointed to coordinate preparedness, mitigation, response and recovery services in conjunction with the various City Departments. This responsibility may be assigned as an ancillary duty of the Chief of Police/Fire or in any other individual possessing the qualifications and vested with the proper authority to carry out this function. Article 3: Emergency Management Services - 88 - Section 1: Purpose The purposes of this section are to: a. Reduce vulnerability of people and the community to damage, injury and loss of life and property resulting from natural or manmade catastrophes, riots or hostile military or paramilitary action, b. Prepare for prompt and efficient rescue, care and treatment of persons victimized or threatened by disaster, c. Provide a setting conducive to the rapid and orderly start of restoration and rehabilitation of persons and property affected by disasters, d. Clarify and strengthen the roles of the mayor, city council, City Manager and city departments in prevention of, preparation for, response to and recovery from disasters, e. Authorize and provide for cooperation of activities relating to disaster mitigation, preparedness, response and recovery, f. Authorize and provide for coordination of activities relating to disaster mitigation, preparedness, response and recovery by departments and officers of the City, agencies of the private sector and similar activities in which the federal government, the state and its political subdivisions may participate, and g. Provide a disaster management system embodying all aspects of pre-disaster preparedness and post-disaster response. Section 2: Emergency Defined. As used in this Article, ― emergency‖ shall mean the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within the City caused by such conditions as air pollution, disease, fire, flood, storm, epidemic, riot, or earthquake, or other conditions, including conditions resulting from war or the imminent threat of war. Such term shall not include conditions resulting from a labor controversy, which conditions are, or are likely to be, beyond the control of the services, personnel, equipment, and facilities of the City, requiring the combined forces of other political subdivisions to combat. Section 3: Emergency Management Services. In accordance with Article 2 of this Chapter, the City Manage r shall appoint an individual to serve as the Emergency Management Director of the City. This individual shall assume Emergency Management duties as the needs of the City require. The duties of the Emergency Management Director shall be as follows: a. To represent the City of Milton on all matters pertaining to emergency management; b. To coordinate the development of community-wide emergency preparedness; c. To develop an emergency and disaster operations plan for effective mobilization of all the resources of the City, both private and public; - 89 - d. To prepare and recommend for approval by the city council mutual aid programs and agreements between other local governments and the City; e. To prepare and effectuate legal action for continuity of government in the event of emergency; f. To coordinate and advise government departments in development and implementation of the emergency and disaster operations plan and other required agencies or groups; g. During periods of emergency, to obtain vital supplies and equipment lacking, needed for the protection of life and property of people and bind the City for the value thereof and if required immediately, requisition same; h. To procure federal and state assistance through emergency management channels and through federal assistance programs in such areas as law enforcement, highway safety, ambulance procurement, or emergency medical services and others; and i. In the absence of the City Manager, to represent his/her office in the direction of municipal services as they pertain to the emergency response in consultation with the City Manager, the mayor and the Atlanta Fulton County Emergency Management Agency. In addition to the above duties, the Emergency Management Director shall be responsible during an emergency to advise the City Manager in operational situations, public information and privileged information implementation of the emergency plan, to direct and coordinate the activities of the emergency ope ration center staff, and to assist the mayor in assuring the execution of operations plans and procedures required by the emergency. Section 4: Disaster Plan. The Emergency Management Director shall prepare a comprehensive disaster basic plan which shall be adopted and maintained by resolution of the council. Incorporated into such plan and expressly made a part thereof, shall be a crisis communications plan. In the preparation of this plan as it pertains to city organization, it is the intent that the services, equipment, facilities and personnel of all existing departments and agencies be used to the fullest extent. The disaster plan shall be considered supplementary to this ordinance and have the effect of law whenever emergencies have been proclaimed. Section 5: Emergency; Special Powers. In the event of man-made or natural disaster, mass electrical failure, rioting, actual enemy attack upon the United States or any other emergency which may affect the lives and property, the mayor may declare that a state of emergency exists by written proclamation setting out the circumstances of the emergency, and thereupon, the City Manager (or the Emergency Management Director in the absence of the City Manager as delineated in Section 3) shall have and may exercise for any period as this state of emergency exists or continues, the following emergency powers: a. to enforce all rules, laws and regulations relating to emergency management and to assume direct operational control over all emergency management resources; - 90 - b. to seize, take for temporary use, or condemn any property for the protection of the public; c. to sell, lend, give or distribute all or any property or supplies among the inhabitants of the City; to maintain a strict accounting of property or supplies distributed and for funds received for the property or supplies; d. to declare a limited or general curfew as may be needed to restore public order; e. ordering the closing of any business; f. closing to public access any public building, street or other public place; g. to prohibit or regulate the possession, sale or use of explosives, gasoline or other flammable liquids, or dangerous weapons of any kind, excluding firearms or components of firearms; and h. to perform and exercise any other functions and duties and take any emergency actions as may be necessary to promote and secure the safety, protection and well being of the inhabitants of the City. Section 6: Mutual Aid. In periods of local emergency, the City is granted full power to provide mutual aid to any affected area in accordance with local laws, ordinances, resolutions, emergency plans or agreements therefore. The City may request from state agencies mutual aid, including personnel, equipment and other available resources to assist the city during the local emergency plans or at the directions of the governor. Section 7: Civil Liabilities. (a) The City shall not be liable for any claim based upon the exercise or performance, or the failure to exercise or perform, a discretionary function or duty on the part of the city or any employee of the city excepting willful misconduct, gross negligence or bad faith of any such employee, in carrying out emergency services as defined in Article 2 above. (b) The immunities from liability, exemptions from laws, ordinances and rules, all pensions, relief, disability workers’ compensation and other benefits which apply to the activity of officers, agents or employees of the City when performing their respective functions within the territorial limits of the City s hall apply to them to the same degree and extent while engaged in the performance of any of their functions and duties extra territorially under the provisions of this chapter, excepting willful misconduct, gross negligence, or bad faith. (c) Volunteers duly enrolled or registered with the City in a local emergency, a state of emergency, or a war emergency, or unregistered persons placed into service during a state of war emergency, in carrying out, complying with, or attempting to comply with any order or regulation issued pursuant to the provisions of this chapter or performing any of their authorized functions or duties or training for the performance of their authorized functions or duties, shall have the same degree of responsibility for their actions and enjoy the same immunities as officers and employees of the City performing similar work. Section 8: Adoption of the National Incident Management System - 91 - It is the policy of the City to adopt the National Incident Management System as promulgated by the Federal Emergency Management Agency under the auspices of the Department of Homeland Security. It is the policy of this City to use the National Incident Management System to organize all emergency management activities and to encourage its use by community partners though training and mutual aid exercises that employ this system. - 92 - City of Milton COOP PANDEMIC PLAN Fall 2010 Revision - 93 - TABLE OF CONTENTS I. Introduction II. Purpose III. Concept of Operations IV. General Pandemic Planning Assumptions A. World Health Organization Phases B. FEMA’s General Assumptions Regarding Pandemics C. Milton Specific Assumptions V. Elements of the Pandemic COOP Plan A. Basic Procedures B. Essential Functions C. Delegations of Authority D. Alternate Operating Facilities E. Security of Operating Facilities F. Vital Records and Databases G. Human Resources H. Return to Normal Operating Status VI. Conclusion - 94 - I. Introduction For the Citizens of Milton, the City government represents the first and most important link in the management of any local or regional disaster—whether natural or human-caused. While we are clearly not equipped with all potential necessary resources for responding to any conceivable disaster, the federal government has recognized that the primary responsibility for management of the disaster lies with the most local of jurisdictions because these organizations best understand the needs of their citizens. Resources such as FEMA and GEMA are therefore support organizations that will (for example) supplement what resources we can field in the response phase, and—potentially—reimburse for expenses incurred during the response. This first-line responsibilities of the Milton government (including all of our essential functions and services) that may be adversely impacted in the event of a natural or man-made disaster should have plans to continue to operate their core missions. Maintaining these essential functions and services is a vital element in an organization’s ability to continue operations. Indentifying those essential functions and then establishing a plan to ensure their continued provision during times of emergency is known as Continuity of Operations plan (COOP, hereinafter). Continuity of operations for various agencies, businesses, and governmental jurisdictions may be disrupted during a pandemic; therefore, it is important for these entities, in this case, the City of Milton, to ensure it can execute its essential missions in the event of a threat to its normal continuity of operations. Additionally, the nature of the response and the associated COOP issues will vary with a pandemic and therefore require special consideration during the planning process. The basic assumptions will therefore vary in this instance from a natural disaster COOP plan and should be specifically addressed. II. Purpose The purpose of this annex is to establish a COOP plan for the core government operations, which have been identified as: o Administration City Manager Emergency Management Communications Human Resources o Police o Fire - 95 - o Public Works o Finance o Information Technology Each sub-department is responsible for maintaining its own internal COOP as necessary (for example, fire department succession and call-out procedures will be addressed by MFD policy and not this or any City-Wide COOP plan). This annex neither replaces nor supersedes the General COOP plan; rather it supplements it, bridging the gap between the traditional, all-hazards COOP planning and the specialized COOP planning required for a pandemic by addressing those considerations, challenges, and elements specific to the dynamic nature of a pandemic. The Annex emphasizes that maintaining essential functions in a pandemic environment may not entail an official ―COOP‖ declaration, that maintaining essential functions may be accomplished through contact intervention (social distancing) strategies, and may not require the relocation of the entire City Hall organization (as would a tornado touch-down on City Hall, for example). The annex recognizes that relocation may be necessary due to a separate or concurrent event, but that there may be alternative responses (such as teleworking) that provide the same level of continuity. III. Concept of Operations This Annex is built upon the assumption that the Pandemic Influenza Federal Response Stages will serve as the Pandemic COOP Plan activation criteria or ―triggers‖ for Milton’s actions. In accordance with state law and the Local Emergency Operations Plan (LEOP), Fulton County shall serve as the primary coordinator for any Emergency Management program. However, in the case of a pandemic or other similar emergency, the Fulton County Department of Health and Wellness has been identified (by the CDC and the County) as the local coordinator for public health emergencies. The COOP plan shall establish general guidelines regarding each of the following areas: o Basic Procedures; o Establishing Essential Functions; o Creating Delegations of Authority; o Identifying Potential Alternate Operating Facilities; o Ensuring Communications Continuity; o Vital Records and Databases; o Human Capital; o Test, Training and Exercises; o Devolution of Control and Direction; and - 96 - o Reconstitution. IV. General Pandemic Planning Assumptions The Assumptions section should address the overarching planning assumptions that were used for development of the Pandemic Influenza COOP Plan Annex i.e. those provided in the National Strategy for Pandemic Influenza Implementation Plan. A. World Health Organization (WHO) Pandemic Phases The World Health Organization (WHO) has developed a global influenza preparedness plan, which defines the stages of a pandemic, outlines the role of WHO, and makes recommendations for national measures before and during a pandemic. The phases are: a. Inter-pandemic period Phase 1 : No new influenza virus subtypes have been detected in humans. An influenza virus subtype that has caused human infection may be present in animals. If present in animals, the risk of human infection or disease is considered to be low. Phase 2: No new influenza virus subtypes have been detected in humans. However, a circulating animal influenza virus subtype poses a substantial risk of human disease. b. Pandemic alert period Phase 3: Human infection(s) with a new subtype but no human-to- human spread, or at most rare instances of spread to a close contact. Phase 4: Small cluster(s) with limited human-to-human transmission but spread is highly localized, suggesting that the virus is not well adapted to humans. Phase 5: Larger cluster(s) but human-to-human spread still localized, suggesting that the virus is becoming increasingly better adapted to humans but may not yet be fully transmissible (substantial pandemic risk). c. Pandemic period Phase 6: Pandemic: increased and sustained transmission in general population. - 97 - B. FEMA’s General Assumptions Regarding Pandemics a. Susceptibility to the pandemic influenza virus will be universal. b. Efficient and sustained person-to-person transmission signals an imminent pandemic. c. The clinical disease attack rate will likely be 30 percent or higher in the overall population during the pandemic. Illness rates will be highest among school-aged children (about 40 percent) and decline with age. Among working adults, an average of 20 percent will become ill during a community outbreak. Some persons will become infected but not develop clinically significant symptoms. Asymptomatic or minimally symptomatic individuals can transmit infection and develop immunity to subsequent infection. d. Of those who become ill with influenza, 50 percent will seek outpatient medical care. With the availability of effective antiviral drugs for treatment, this proportion may be higher in the next pandemic. e. The number of hospitalizations and deaths will depend on the virulence of the pandemic virus. Estimates differ about 10-fold between more and less severe scenarios. Two scenarios are presented based on extrapolation of past pandemic experience (Table 1). Planning should include the more severe scenario. Risk groups for severe and fatal infection cannot be predicted with certainty but are likely to include infants, the elderly, pregnant women, and persons with chronic medical conditions. f. Rates of absenteeism will depend on the severity of the pandemic. In a severe pandemic, absenteeism attributable to illness, the need to care for ill family members, and fear of infection may reach 40 percent during the peak weeks of a community outbreak, with lower rates of absenteeism during the weeks before and after the peak. Certain public health measures (closing schools, quarantining household contacts of infected individuals, ―snow days‖) are likely to increase rates of absenteeism. g. The typical incubation period (interval between infection and onset of symptoms) for influenza is approximately two days. h. Persons who become ill may shed virus and can transmit infection for up to one day before the onset of symptoms. Viral shedding and the risk of transmission will be greatest during the first two days of illness. Children usually shed the greatest amount of virus and therefore are likely to post the greatest risk for transmission. - 98 - i. On average, infected persons will transmit infection to approximately two other people. j. A pandemic outbreak in any given community will last about six to eight weeks for each wave of the pandemic. k. Multiple waves (periods during which community outbreaks occur across the country) of illness could occur with each wave lasting two-three months. Historically, the largest waves have occurred in the fall and winter, but the seasonality of a pandemic cannot be predicted with certainty. l. The stages of the pandemic should occur sequentially, though they may overlap or occur so rapidly as to appear to be occurring simultaneously or being skipped. Table 1 Characteristic Moderate Pandemic Severe Pandemic (e.g. 1958/1968 outbreak) (e.g. 1918 outbreak) Illness 90 Million (30%) 90 Million (30%) Outpatient Care 45 Million (50%) 45 Million (50%) Hospitalization 865,000 9,900,000 ICU Care 128,750 1,485,000 Mechanical Ventilation 64,875 745,500 Death 209,000 1,903,000 *Estimates based on extrapolation from past pandemics in the United States. Note that these estimates do not include the potential impact of interventions not available during the 20th century pandemics. C. Milton Specific Assumptions The City of Milton government will be operational during a pandemic influenza outbreak. This document outlines the pandemic-related COOP plans and capabilities essential government services. Alternate facilities may be activated for use during a pandemic. For example, Fire and Police operations may be moved in entirety to the Birmingham location. Milton may make its alternate facilities, along with other locations, available to be used as a precaution to separate staff i.e., implement social distancing protocols. It should be noted that pandemic influenza event does not necessarily require the use of alternate facilities, and because of the - 99 - limited nature of Milton’s available space, at-work distancing may not be as important as other precautions (including teleworking). Some essential functions in Milton will continue to be people-dependent, requiring human interactions to be carried out. However, many interactions may not require face-to-face contact or can be conducted with precautionary measures (e.g. through personal protective equipment). Travel restrictions, such as limitations on mass transit, implemented at Federal, State, and local may affect the ability of staff to get to work. V. Elements of the Pandemic COOP Plan A. Basic Procedures 1. COOP Coordinator The Emergency Manager for the City of Milton shall serve as the pandemic coordinator as well as the general COOP coordinator. Should the Emergency Manager be unavailable, the Fire Chief will serve as the Alternate Pandemic Coordinator. This individual will coordinate the maintenance of the plan amongst the City departments and ensure its annual review and update. The COOP coordinator may call a meeting of identified critical staff to conduct periodic training, plan review and, in the event of a true emergency, the regular planning of daily operations in accordance with NIMS guidelines. 2. Sustaining Operations The COOP pandemic plan is intended to sustain essential services to the Citizens of Milton during the duration of operational interruption caused by the pandemic. These ―sustaining operations‖ will be performed until normal business activity can be reconstituted. It should be noted that in the case of a pandemic, this may take longer than 30 days. The principal reason determining the length of this type of operation will be the minimization of the effects of a pandemic on staff and operations. The City Manager’s Office will emphasize and implement procedures - 100 - such as social distancing techniques, infection control and personal hygiene, cross-training, and telework to sustain operations. 3. Risk Communications The Communications Manager shall develop a Risk Communications Plan for communicating with the Public. This shall be conducted in concert with the Public Information Officers (PIO) for the Milton Police Department and the Milton Fire Department and the Emergency Manager as well as any established Joint Information Center (JIC) established at the County or Regional level. Internal Communications (to the various departments) shall be conducted by the Emergency Manager (or designee) to coordinate the smooth implementation and sustenance of a COOP plan. 4. Response Phases As outlined in the LEOP, Milton’s response phases will generally coincide with the Fulton County Department of Health and Wellness as well as the Atlanta Fulton County Emergency Management Agency. However, if the Mayor and Council (and/or City Manager in an emergency) determines that it is in the immediate interest of the City of Milton and its operations, this plan or any portion of it may be implemented irrespective of the Fulton County/AFCEMA indicated phase. 5. Record Keeping Careful track of personnel assignments, expenses and operations conducted during the COOP period should be kept. The City Hall working group should make use of the NIMS forms at the beginning of each operational period (e.g. weekdays when City Hall is open) and when needed throughout the day. Department heads/essential personnel should briefly journal their contacts and activities throughout the operational period. Fire and police shifts shall make full use of the NIMS operational paperwork during the COOP phase. B. Essential Functions During a pandemic, essential City functions must be maintained in order to facilitate emergency management and overall recovery. Given the expected duration and potential multiple waves of a pandemic, the City of Milton must - 101 - review its essential functions and services to take into account the need to perform essential functions beyond the traditional 30-day COOP requirement. 1. Essential Functions The City must identify of essential functions and services needed to sustain operations for several months. For pandemic planning purposes, essential services and functions are likely to be different than the traditional COOP essential functions. For example, in a pandemic, social distancing is used to prevent the spread of disease. In this case, employees may be capable of working, but the City chooses to tell them to stay home to prevent excessive public contact. In this case, teleworking and other alternative methods may be employed. Such options may not be available in other types of emergencies. As part of the general City Hall plan, Table 2 is the list of the essential functions of the City and indentifies key personnel, vital records and databases, and mission critical systems and equipment required to perform each of the essential functions. In order to minimize the effects of a pandemic on staff and operations and continue essential functions and services, the City will emphasize and implement procedures such as social distancing techniques, infection control and personal hygiene, cross-training, and telework. Table 2 Essential Functions Personnel Vital Records and Databases Mission Critical Systems and Equipment Finance Finance Director Database Access Computer w/ Internet Access and local printer Public Works Public Works Director Database Computer with Internet Access & Domain Access Fire Fire Chief Firehouse & OSSI Computer with Internet Access & Domain Access Police Police Chief OSSI Computer with Internet Access & Domain Access IT IT Director Firehouse, OSSI , Computer with - 102 - Optiview Internet Access & Domain Access Human Resources HR Director Optiview DB Computer with Internet Access & Domain Access 2. Identification of Essential Positions and Skills Each department shall identify positions, skills, and personnel needed to continue essential functions and services. Components will also identify back-up personnel by position, and ensure that all personnel needed to perform those essential functions shall also receive COOP training. 3. Alternative Work Arrangements Each department shall assess which essential functions and services can be conducted through the use of alternative work arrangements (e.g., home, staggered work hours, flex time, etc.). This shall be done with an eye on minimizing the person-to-person contact required to carry out the specific function while still fulfilling the department’s mission. This assessment should be conducted in conjunction with IT. 4. Essential Contract and Support Services and Other Interdependencies Contractual Staff- the City of Milton shall initiate pre-solicited, signed and standing agreements with contractors and other third parties to ensure fulfillment of mission requirements. 5. Impact Analysis on Operations Milton shall conduct an impact analysis of an influenza outbreak on all operations, using multiple scenarios, including: • Workforce reductions (up to 40 percent absenteeism for 1 month, 2 months, 3 months); • Limited access to facilities; and • Impact of telework and social distancing policies. C. Delegations of Authority At the height of a pandemic wave, absenteeism may reach a peak of 40 percent. As such, delegations of authority are critical. Each Department shall therefore ensure that personnel are adequately cross-trained to serve in their stead should it become necessary. - 103 - The Department should bear in mind that not all functions must be conducted on- site and look for off-site options if possible. 1. Three Deep per Responsibility Where possible, Milton shall plan for delegations of authority that are at least three deep per responsibility to take into account the expected rate of absenteeism to help assure continuity of operations over an extended time period. Remember that this planning should look toward potential COOP Plan activation for periods of 30 to 90 days. This list shall be maintained in accordance with changes in staff and as the City changes in structure and composition. Additionally, given the relatively small size of the City of Milton, personnel may be tasked to fill roles outside of their traditional departments in the event of an emergency. This is taken into consideration in this delegation of authority. 2. Delegation List City Manager’s Office: 1) City Manager 2) Assistant City Manager 3) Emergency Manager Finance Department: 1) Finance Director 2) Purchasing Coordinator 3) Accountant Public Works Department: 1) Public Works Director 2) Public Works Manager 3) Public Works Superintendent Information Technology 1) IT Director 2) IT Manager 3) GIS Manager Communication 1) City Communication Manager - 104 - 2) Police PIO 3) Fire PIO Police Department 1) Police Chief 2) Police Operations Captain 3) Police Administrative Captain Fire Department 1) Fire Chief 2) Battalion Chief 3) Administrative Captain Human Resources 1) Human Resource Director 2) Human Resource Manager 3) Assistant City Manager Personnel from: Parks; Community Development; and The City Clerk’s Office; should be used to fill in positions in these departments or their own department as determined by the needs of the City and their availability. D. Alternate Operating Facilities The traditional use of alternate operating facilities to maintain essential functions and services may not be a viable option during a pandemic and are fairly difficult given Milton’s limited space availability. Instead, for those who must come to work for continuity of operations purposes, safe work practices, which include contact interventions and transmission interventions, reduce the likelihood of contacts with other people that could lead to disease transmission. Strategies for maintaining essential functions and services will largely rely on social distancing and dispersion of the workforce including telework, preventative health practices, and other efforts to reduce the chance of infection. Social distancing may involve the operation of public safety field services out of the Birmingham facility (Police and Fire) and limiting interaction between field personnel and command and control City Hall functions to telephone and computer communications. E. Security of Operating Facilities - 105 - Personnel in all City facilities that continue to operate during a pandemic should attempt to keep as sanitary and secure a work environment as possible. To this end, broad public access to facilities may be restricted. For example, citizens should be treated in the lobby or the bay at fire stations and not in the common room or dormitory so that more specific decontamination/cleaning processes can be followed. Additionally, City Hall access should be restricted to one public entrance. Such restrictions are meant to try to isolate the living/working environment of critical personnel from potential contaminates so that operations may continue without interruption for the duration of the event. F. Vital Records and Databases All vital records and databases will be addressed in the Information Technology Department’s Disaster Recovery Plan. The IT Disaster Recovery Plan will also address remote access to databases necessary for the distancing policies discussed in this document. G. Human Resources The Human Resources Manager shall be responsible for the coordination of pandemic-related sick-leave, disability and FMLA benefits issues during the COOP period. This shall include: Specific records of personnel absenteeism; Teleworking costs (salary-overtime-benefit related); On-site personnel condition and associated costs; Control of overtime/abuse prevention); and Health benefit administration. H. Return to Normal Operating Status The City shall demobilize from the COOP period at the direction of the City Manager in consultation with the Fulton County Department of Health and with the Advice and Consent of the Mayor and Council. During this phase, care should be taken to ensure the safe habitability of all City buildings. The Communications Manager shall widely publicize the return to normal operations among the citizens and Department heads are responsible for re- organizing and coordinating their staffs’ return to duty. - 106 - All employees returning to work after illness should also meet the physician’s note requirement delineated in the City Personnel Policy. The Finance Department and the Emergency Manager shall conduct a thorough review of expenses incurred due to the event. This shall be included in an-after action report and be made available as needed for reimbursement in the wake of an official disaster declaration. The Emergency Manager shall conduct a thorough review of all forms and documentation complied during the event. A complete report of the COOP operation shall be assembled as soon as practicable. VI. Conclusion Maintaining essential functions and services in the event of a pandemic requires additional considerations beyond traditional COOP planning. Unlike other hazards that necessitate the relocation of staff performing essential functions to an organization’s alternate operating facility, an influenza pandemic will not directly affect the physical infrastructure of an organization. As such, a traditional ―COOP activation‖ may not be required under a pandemic influenza scenario. However, a pandemic threatens an organization’s human resources by removing essential personnel from the workplace for extended periods of time. Accordingly, COOP plans should be modified or supplemented to achieve a pandemic influenza capability. An annual review of the Pandemic COOP plan should be conducted to ensure that the outline still fits the organization and needs of the City. Protecting the health and safety of employees must be the focus of planning in order to ensure the continuity of essential functions and continuity of government. City of Milton 13000 Deerfield Parkway, Milton, Georgia 30004 To: Honorable Mayor and City Council Members From: Sam Trager, Director of Human Resources Date: Submitted on December 7, 2010 for First Presentation on the December 20th, 2010 Council Meeting and Unfinished Business on the January 5, 2010 Council Meeting. Agenda Item: An Ordinance to Adopt the Job Classification Listing for Current Approved Positions. City Manager’s Office Recommendation Adopt the attached document approving the amended job classification listing. Background As part of the annual budget, a listing of approved classifications is included for council approval. This year, two departments were inadvertently left off the list. Discussion All positions were funded in the FY 2010/11 budget, this request simply updates the list of positions to more accurately reflect our current structure. Funding and Fiscal Impact There is no direct fiscal or budget impact to this item. Alternatives Other Council directed action. Concurrent Review Chris Lagerbloom, City Manager 1 STATE OF GEORGIA COUNTY OF FULTON ORDINANCE NO. AN ORDINANCE TO ADOPT THE AMENDED JOB CLASSIFICATION LIST BE IT ORDAINED by the City Council of the City of Milton, Georgia while in a Regular called Council meeting on the 5th day of January, 2011 at 6:00 p.m. as follows: SECTION 1. That the annual city budget contains a listing of Job Classifications that are approved by city council; SECTION 2. That in the 2011 budget, two departments were inadvertently left off the listing of positions; SECTION 3. That no additional costs for salaries are to be incurred as amended in this list; SECTION 4. That the Job Classification listing has been reviewed and amended to meet the City’s changing needs, and is attached hereto as if fully set forth herein; and, SECTION 5. That this Ordinance shall become effective upon its adoption. ORDAINED the 5th day of January, 2011. _______________________________ Joe Lockwood, Mayor Attest: ___________________________ Sudie AM Gordon, City Clerk (Seal) Department Job Title Mayor City Council Member District 1 City Council Member District 2 City Council Member District 3 City Council Member District 4 City Council Member District 5 City Council Member District 6 Department Job Title City Clerk Records Clerk Receptionist Deputy City Clerk Department Job Title City Manager Executive Aide Deputy City Manager Department Job Title Finance Director Budget & Procurement Manager Accounting Manager Revenue Coordinator Payroll & Disbursement Coordinator Department Job Title Director of Information Technology IT Manager IT Tech GIS Manager Department Job Title HR Director HR Manager HR Generalist Department Job Title Communications Manager Human Resources Department Public Information & Marketing Department Information Technology Department City Positions for FY 2011 (Full and Part Time) Elected Officials City Clerk's Office City Manager's Office Finance Department City Positions for FY 2011 (Full and Part Time) Department Job Title Court Clerk Court Administrative Assistant Judge (PT) Associate Judge (PT) Court Solicitor (PT) Bailiff (PT) (2) Department Job Title Parks & Recreation Director Recreation Program Coordinator Summer Camp - (9) (Part-time) Department Job Title Police Chief Public Safety Administrative Assistant Records Clerk Captain (2) Lieutenant (2) Sergeant (5) Police Officers/FTO (4) Investigator (3) Community Outreach Officer Police Officer (11) Crossing Guard (PT) Department Job Title Fire Chief Battalion Chief (4) Fire Marshal Fire Lieutenant (12) Fire Apparatus Operator (12) Fire Fighter (21) Fire Fighter - SAFER Grant (3) Municipal Court Department Parks & Recreation Department Police Department Fire Department City Positions for FY 2011 (Full and Part Time) Department Job Title Public Works Director Public Works Superintendent Public Works Manager Customer Service Representative Equipment Operator (1 Part-time) Department Job Title Community Development Director Planner (3) Plans Review Enginner Arborist/Code Enforcement Officer Code Enforcement Officer Land Development Inspector Sustainability Coordinator - PT position Permit Technician Public Works Department Community Development STATE OF GEORGIA RESOLUTION NO. COUNTY OF FULTON A RESOLUTION ESTABLISHING THE FIVE ETHICS PRINCIPLES FOR THE CONDUCT OF CITY OFFICIALS OF THE CITY OF MILTON, GEORGIA WHEREAS, the Board of Directors of the Georgia Municipal Association have established a Certified City of Ethics Program; and WHEREAS, the City of Milton, Georgia, wishes to be certified as a Certified City of Ethics under the GMAC program; and WHEREAS, part of the certification process requires the Mayor and Council to subscribe to the ethics principles approved by the GMA Board; BE IT RESOLVED by the City Council of the City of Milton, GA while in a regular called meeting on January 5, 2011 at 6:00p.m. that SECTION 1. As a group as individuals, the governing authority subscribes to the following ethics principles and pledges to conduct its affairs accordingly: Serve Others, Not Ourselves; Use Resources With Efficiency and Economy; Treat All People Fairly; Use The Power of Our Position For The Well Being of Our Constituents; and Create An Environment Of Honesty, Openness And Integrity. SECTION 2. That this Resolution shall become effective upon its adoption; SECTION 3. That resolutions in conflict with this resolution are hereby repealed. RESOLVED, this the 5th day of January, 2011. Approved: _______________________________ Joe Lockwood, Mayor Attest: ___________________________ Sudie Gordon, City Clerk (Seal) ___________________________ Karen Thurman, City Council District 1 ___________________________ Julie Zahner Bailey, City Council District 2 ___________________________ William Lusk, City Council District 3 ___________________________ Burt Hewitt, City Council District 4 ___________________________ Joe Longoria, City Council District 5 ___________________________ Alan Tart, City Council District 6 STATE OF GEORGIA COUNTY OF FULTON RESOLUTION NO. A RESOLUTION AMENDING RESOLUTION NO. 10-12-165 APPOINTING A MEMBER TO THE HISTORIC PRESERVATION COMMISSION FOR THE CITY OF MILTON BY APPOINTING A MEMBER FOR DISTRICT 4. BE IT RESOLVED by the City Council of the City of Milton, GA while in regular session on the 5th day of January 2011 at 6:00 pm. as follows: SECTION 1. That (_________ __________) (District 4) is hereby appointed for a term commencing __________, 2011 and ending December 31, 2012; and SECTION 2. That this Resolution shall become effective upon its adoption; RESOLVED this 5th day of January, 2011. Approved: __________________________ Attest: Joe Lockwood, Mayor ____________________________________ Sudie AM Gordon, City Clerk (Seal)