SANJUANCOLNI. COLORADO BOARD OE COMMISSONLRS MEETINGAGENDA Nen ember 12, 2021 Duetothe continuing COVID-19 emergeney. the Commissiner'st meetings will be conductedin ahybrid virtualin-person format. M Staffandithose with aprointments scheduled ontheagenda may mestinperson orvia zoom. Duetothe recent COVID Outbreak itis suggested that bothhe.vaceinared and unvaccinated wear a mask. We encourage community membersto paricinatewiazom. Theinformation: necessary toconnect - CALL TO ORDER: 8:30 A.M. OLD BUSINESS: Consider Bills and Authorize Warrants BOCC Regular Meeting Minutes for October 27, 2021 APPOINTMENTS: 8:40 A.M. - Becky Joy ce, Public Health Director 9:00 A.M - Martha Johnson, Social Services 9:30 A.M. - Jeremy Fox, San Miguel Power Association 11:00 A.M. - 2021 Budget Work Session CORRESPONDENCE: NEW BUSINESS: Resolution 2021-08 To Reauthorize the Courty Emergency Operations Plan Treasurer's Report Sales Tax 2020 Audit Public Comment Commissioner and Staff Reports OTHER: ADJOURN: Next Regular Meeting = 6:30 PM, Wednesday November 24, 2021 Join Zoom Meeting https lzoom. Us//92136473203 Meeting ID: 921 3647 3203 One tap mobile +16699006833, 92136473203# US (San Jose) +12532158782, 92136473203# US (Tacoma) Dial by your location +1 669 900 6833 US (San Jose) + 1 Z US (Tacoma) +1 4 4 48 7799 US (Houston) +1 646 376 9923 US (New York) +1 301 1 5 8592 US (Germantown) +1 799 US (Chicago) SAN JUAN COUNTY BOARD OF COMMISSIONERS MET NOVEMBER 10, 2021 AND THE FOLLOWING BILLS WERE APPROVED FOR PAYMENT. 23205 CITIZENS STATE BANK 3RD QTR UNEMPLOYMENT 550.29 23206 MAISEL EXCAVATION HOSPITAL COAL 892.08 23207 AMAZON CAPITAL SERVICES COMPUTERDEPUTY AD-AS-TR) 1125.00 DD ABIGAIL H. ARMISTEAD SHERIFF DEPUTY WAGES 3539.18 DD AMIE R. BICOCCHI NURSE ASSISTANT WAGES 2729.08 DD ANTHONY D. EDWARDS COMMUNICATIONS WAGES 2289.14 DD ARTHUR J. DONOVAN EPD WAGES 4450.57 DD AUSTIN P. LASHLEY COMMISSIONERS WAGES 1477.04 DD BRANDI BLAKLEY NURSE ASSISTANT WAGES 3050.60 DD BRUCE T. CONRAD SHERIFFS WAGES 3892.37 DD DEANNA M. JARAMILLO TREASURERS WAGES 3289.16 DD ELIZABETH KREMER RETAC TAC WAGES 4209.98 DD ERNEST F. KUHLMAN COMMISSIONERS WAGES 1986.91 DD HEATHER A. MACDOUGAOO DEPUTY AD-AS-TR WAGES 2255.02 DD JOHN A. JACOBS SHERIFF DEPUTY WAGES 2147.04 DD JON L. GULLION SHERIFF DEPUTY WAGES 722.67 DD KERI METZLER CORONER WAGES 899.32 DD KIMBERLY A. BUCK ASSESSORS WAGES 3316.84 DD KRISTINA L. RHOADES SOCIAL SERVICE WAGES 2229.22 DD LADONNA L. JARAMILLO COUNTY CLERK WAGES 3305.71 DD LOIS MACKENZIE NURSE ASSISTANT WAGES 996.25 DD REBECCA B. JOYCE COUNTY NURSE WAGES 3362.56 DD REBECCA J. RHOADES CUSTODIAN WAGES 1085.52 DD STEPHEN W. LOWRANCE UNDERSHERIFF WAGES 3885.73 23208 VOID 23209 EVELYN V. ARCHULETA CO CLERK DEPUTY WAGES 2091.97 23210 SCOTT L. FETCHENHIER COMMISSIONERS WAGES 2029.91 20211 TOMMY WIPF VETS OFFICER WAGES 354.40 20212 CITIZENS STATE BANK FEDERAL TAXES WITHHELD 20724.72 20213 CITIZENS STATE BANK STATE TAXES WITHHELD 3367.00 23214 GREAT-WEST LIFE GROUP RETIREMENT 6896.62 23215 SANJUAN COUNTY HS A SAVINGS 1550.00 23216 ROCKY MOUNTAIN HEALTH MEDICAL INSURANCE 17742.04 23217 KANSAS CITY LIFE DENTAL LIFE NSURANCE 1063.50 23218 AMWINS GROUP BENEFITS VISION INSURANCE 161.75 23219 AFLAC INDIVIDUAL INSURANCE 177.10 23220 WILLIAM A. TOOKEY ADMINISTRATOR WAGES 4546.00 23221 BANK OF THE SAN JUANS FIRE DEPARTMENT PAYMENT 12838.70 23222 CITIZENS STATE BANK APPARTMENTS PAYMENT 5558.98 23223 AMERICAN CAPITAL CUSTODIAN SUPPLIES 296.08 23224 KRISTINA L. RHOADES ELECTION JUDGE PAY 125.00 23225 SUSAN TOMS ELECTION JUDGE PAY 125.00 23226 BARBARA RENOWDEN ELECTION JUDGE PAY 125.00 23227 FORETHOUGHT.NET PHONE BILLS IN FULL 754.87 23228 STATE OF COLORADO DPA RENEW-TITLE-REG 34.94 23229 DR. JOEL, INC TREASURERS TAX NOTICES 95.00 23230 CENTURA HEALTH SHERIFFS BILL 300.00 23231 SILVERTON HARDWARE SEARCH & RESCUE BILL 5.98 23232 WEX BANK SHERIFFS FUEL 1172.10 23233 DEANNE GALLEGOS INFO OFFICER PAY 2656.96 23234 SILVERTON STANDARD LEGALS 125.40 23235 VISA BILLS 6499.86 23236 TOWN OF SILVERTON W/S THRU 10-31-21 1137.06 23237 SAN MIGUEL POWER BILLS 2766.24 23238 ERNEST F. KUHLMAN REIMB SUPPLEMENTAL 192.50 23239 VERIZON SHERIFFS BILL 185.17 23240 SILVERTON HANDYWORX CLEAN HOSPITAL WINDOWS 100.00 23241 COLIN TROWER OCT 21 DEEP CLEANING 90.00 23242 CO BUSINESS PRODUCTS NURSE BILL 67.30 23243 4 CORNERS POWER GENER PM SERVICE NEW BATTERY 1134.47 23244 SILVERTON GROCERY CUST-NURSE SUPPLIES 465.92 23245 SILVERTON AMBULANCE SALES TAX MONTHLY PYMT 38333.33 23246 CAMERON CROWELL OCT COVID HELP PAY 68.75 23247 FRANCIE LEE OCT COVID HELP PAY 672.00 23248 ROB GARDINER OCT ADMIN PAY 276.00 23249 LA PLATA CO DETENTION OCT JAIL BILL 260.00 23250 SILVERTON LP GAS TANK FILL UP 5089.06 23251 LA PLATA TREASURER 7-1-21 THRU 9-30-21 6017.00 23252 SILVERTON AMBULANCE OCT 21 PAYMENT 7200.00 23253 SILVERTON FIRE AUTHORITY 4TH QTR PAYMENT 9393.00 23254 DEANNE GALLEGOS OCT INFO OFFICER PAY 1588.40 23255 CENTURY LINK SHERIFFS BILL 150.72 23256 ROCK/ROCK ENVIRONMENT FIELD SUPPORT SPECIALIST 3000.00 23257 DEANNE GALLEGOS OCT EPT BILL 202.16 23258 DENNIS R. GOLBRICHT OCT 21 SERVICES RENDERED 1540.50 22359 PEI CERTIFICATE FEE 50.00 22360 VISA COMMUNICATIONS BILL 19.95 22361 SILVERTON STANDARD BILLS-ELECTION BILL 325.12 22362 ADAMS COUNTY SHERIFFS BMW MOTORCYCLE 1500.00 TOTAL GENERAL 230930.81 ROAD 6701 CITIZENS STATE BANK 3RD QTR UNEMPLOYMENT 141.91 DD DAVID L. ANDREWS ROAD FOREMAN WAGES 3594.48 DD LOUIS K. GIRODO ROAD OVERSEER WAGES 4413.32 DD MICHAEL C. MAXFIELD ROAD OPERATOR WAGES 3467.81 6702 CITIZENS STATE BANK FEDERAL TAXES WITHHELD 4231.06 6703 CITIZENS STATE BANK STATE TAXES WITHHELD 654.00 6704 GREAT WEST LIFE GROUP RETIREMENT 946.08 6705 SAN JUAN COUNTY HS A SAVINGS 200.00 6706 ROCKY MOUNTAIN HEALTH MEDICAL INSURANCE 2294.96 6707 KANSAS CITY LIFE DENTAL & LIFE INSURANCE 244.30 6708 AMWINS GROUP BENEFITS VISION INSURANCE 38.03 6709 AFLAC INDIVIDUAL INSURANCE 62.01 6710 FOUR CORNERS WELDING KOX-MAC 45.00 6711 JOHN DEERE FINANCIAL BILL 270.00 6712 TOWN OF SILVERTON W/S THRU 10-31-21 616.01 6713 SAN MIGUEL POWER BILLS 226.70 6714 LAWSON PRODUCTS SUPPLIES 305.88 6715 SILVERTON LP GAS TANK FILL UP 511.98 6716 HONNEN EQUIPMENT STROBE LIGHT 382.58 6717 ALSCO BILL 103.50 6718 WAGNER EQUIPMENT PARTS 2307.56 TOTAL ROAD 25057.17 GENERAL 230930.81 ROAD 25057.17 TOTAL ALL FUNDS 255987.98 SCOTT L. FETCHENHIER, CHAIRMAN ERNEST F. KUHLMAN. COMMISSIONER AUSTIN LASHLEY, COMMISSIONER LADONNA L. JARAMILLO, CLERK SAN JUAN COUNTY BOARD OF COMMISSIONERS REGULAR MEETING WEDNESDAY, OCTOBER 27, 2021 AT 6:30 P.M. Call to Order: The regular meeting was called to order at 6:30 P.M. by Chairman Scott Fetchenhier. Present were Commissioners Ernest Kuhlman and Austin Lashley, and Administrator William Tookey. The general public attended via Zoom. Commissioner Kuhlman moved to approve the minutes of September 22, 2021. Commissioner Lashley seconded the motion. The motion passed unanimous. Commissioner Kuhlman moved to approve the minutes ofOctober 13, 2021. Commissioner Lashley seconded the motion. The motion passed unanimous. Acting Field Manager Jon Kiminski was present to discuss several items with the Commissioners including the proposed Minnie Gulch Single Track and BLM obtaining County Land Use Permits before starting reclamation projects. Helen Katish, Senator Hickenlooper', S staff manger for the southwest was present to hear what the Commissioner's: concerns were and to report on what the Senator has been doing. Klem and Lisa Branner were present representing the Silverton Single Track Society. They provided the Commissioners with an update on their progress and requested that the County provide cash or in-kind assistance for their grant applications. Emergency Manager Jim Donovan and PIO DeAnne Gallegos were present to provide the Commissioners with a COVID update and to discuss best practices recommendations for indoor events. The criteria for indoor events will be recommended and not mandatory. The Colorado Opioids Settlement MOU was presented to the Commissioners for their consideration. Commissioner Kuhlman moved to approve the MOU as presented. Commissioner Lashley seconded the motion. The motion passed unanimous. A Liquor License renewal application for the Columbine Roadhouse LLC was presented to the Commissioners for their consideration. Commissioner Lashley moved to approve the liquor license application for the Columbine Roadhouse as submitted. Commissioner Kuhlman seconded the motion. The motion passed unanimous. A 2021 Budget Work Session was scheduled for November 12, 2021. The regular Commissioners meeting scheduled for November 10, 2021, was rescheduled for November 12, 2021. Having no further business, the meeting was adjourned at 9:17 P.M. Scott Fetchenhier, Chairman Ladonna L. Jaramillo, County Clerk 11 9/21, 2:30 PM San Juan County Mail SJCPH sees spike in Covid cases 10 positives m the last / days Gmail Willy Tookey <admin@s anjuancolorado.us> SJCPH sees spike in Covid cases - 10 positives in the last 7 days 1 message SJC CO Office of Emergency Managment po@sanuancoloraco.us" Tue, Nov 9, 2021 at 12:55 PM Reply-To: po@sanpuancolorado.us To: administrator@san)uancolorado.us November 9, 2021 THES SWISS CHEESE MODEL OF COVID- 19P PREVENTION A144 COVID 19 VACCINATION SAN JUAN COUNTY OuMrers Vinsr Hspital PUBLIC HEALTH Siverlor, 1316 Snowdons CO St. SEEING COVID-19 : San Coiorsdot Juan Dep County artment Public Heaith, Public Siverions Healh. and Scho Enviroment ol and thc SPIKE WITH 10 se: lei camed ag lays uF to rev vite acr inaiond linics the Sa-an Wecnesdar Avater Novemser Maara , 1621 POSITIVE CASES IN THE PAST 7 DAYS Tuesday, November 10, 2021 Modama 1op pm AvaisbleFicer an! kohnsans abEskue khnscn Silverton, CO: COVID-19 cases are on the rise. Tuoscay, is eilable Decembr Ph 7E1, 2021 e Mode ral Jolinson a In the State of Colorado, 1 in 48 persons is pe ay considered to be infectious. In the past 7 days, CMID- Vacd a a anto lons o0 - there have been 10 positive COVID-19 cases in San Juan County. The increase in cases can be attributed to people who have remained unvaccinated, indoor gatherings, and travel. The highest incident rate of COVID-19 during this pandemic has been during and after the holidays last December and January. With the recent rise in cases, residents are encouraged to follow the best COVID-19 mitigation practices possible. It is recommended to receive the COVID-19 booster vaccine, stay home from work or social gatherings if feeling sick and wear a mask indoors in public spaces. The best defense is vaccination. THE VACCINATION BUS IS COMING TO TOWN! CDPHE is partnering with SJCPH and Silverton Public Schools to bring the Colorado Vaccine Bus up to Silverton on Tuesday, November 16th and Tuesday, December 7th from 1-6pm in front of htps/mail.googe.com/alwonA-asaebalswewrypiseachaarch-alspemmno-heaanP.3A17598518032589979785smpl-mapn19981802.. 1/3 11/9/21. 2:30 PM San Juan County Mail - SJCPH sees spike in Covid cases 10 positives in the last 7 days the Miner's Hospital. Available vaccines: Pfizer (ages 5 and up), J&J, and Moderna. No appointment necessary but pre-registration is available at: .shetw.lIe.anemasiypurantotme VACCINATION CLINIC THIS WEDNESDAY: Moderna Booster Walk-In Clinics will be Wednesday, Nov 10th from 9am-4pm at 1315 Snowden BRING YOUR VACCINATION CARD. No appointment necessary. Future COVID-19 Clinics schedule: November 16th and December 7th, 1-6pm. YOU ARE ELIGIBLE for a booster 6 MONTHS AFTER FULL VACCINATION (or 2 months after the J&J) 18 years and older are eligible for a vaccine. Pfizer vaccine is available upon request by appointment. Call SJCPH at 970 387-0242 with any questions or to make an appointment COVID-19 BEST PRACTICES SJCPH urges the public to take extra precautions during the Holiday season coming up: Get vaccinated. Children and adults aged 5 and up should get a COVID-19 vaccine. Wear a mask. Wear a cloth or surgical face mask over your mouth and nose when grocery shopping or in other public indoor settings, or when serving food. Wash your hands before eating or serving food. Outdoors is safer than indoors. Have your meal outside if weather permits or enjoy other outdoor activities. Communicate in advance with guests about your COVID-19 ground rules and the precautions you're taking. Cancel plans if you're sick and stay at home. Safe travels. If possible, delay travel if you are not vaccinated or feeling sick. If traveling with unvaccinated family members, avoid crowds, wear a mask, and get tested. ### Please direct all media inquiries to San Juan County Public Information Officer DeAnne Gallegos at (970) 403-9951 or o@sanuancooracous To sign up for the updates from the Office of Emergency Management and San Juan County Public Health, email pio@sapluanoloradous to get on the email list. Make sure to sign up for emergency alerts through Nixle for San Juan County. hitps.lmail.google.com/malluonk-laseaeb2leivieweplksearch-alspermhid-head-P3A17159818092583979768simpl-msg-A3A3A17159818032.. 2/3 SAN JUAN COUNTY DEPARTMENT OF SOCIAL SERVICES Department of Social Services Phone 970-387-5631 * Fax 970-387-5326 Martha Johnson, Director 8/31/2021 Date 9/21/2021 Transmittal No. 8 Vendor Date Num Amount Lal Plata County 08/31/2021 11579 $ 3,188.17 San Juan Cty 08/31/2021 11580 $ 4,151.15 TOTAL $ 7,339.32 L MARTHA. JOHNSON, Director of Social Services of San Juan County of Colorado, hereby certify that the payments listed above are available for inspection and have been paid to the payees listed. Mauke 9-37-a0a1 MARTHA JOHNSON I, Scott Fetchenhier, Chairman of the San Juan County Board of Commissioners, hereby certify that the payments as set forth above have this date been approved and warrants in payment thereof issued upon the Social Services Fund. Scott Fetchenhier Post Office Box 376 Silverton, CO 81433-0376 (970)387-5631 of San Juan county CDHS Allocation and Expenditures For State Fiscal Year 2021 August 2021 % of Fiscal % Year Program Allocation Expenditures Remaining Remaining Remaining APS Admin 2,315 909 1,407 61% 83% APS Client 2,000 U 2,000 100% 83% CDHS County Admin 81,954 3,605 78,349 96% 83% Child Care 8,088 434 7,654 95% 8% Child Welfare 100% 2,150 3 2,146 100% 83% Child Welfare 80/20 25,666 2,936 22,730 89% 83% Child Welfare PRTF 1,071 1,071 100% 83% Colorado Works 44,697 736 43,961 98% 83% CORE 100% 16,276 4,000 12,276 75% 83% CORE 80/20 8,724 0 8,724 100% 83% HCPF Enhanced 39,174 1,347 37,827 97% 83% HCPF Regular 21,279 1,183 20,095 94% 8% LEAP Outreach 737 615 122 17% 8% SEAP 374 a 374 100% 8% SNAP Incentive 97 97 0 0% 8% Grand Total 254,601 15,865 238,736 SAN JUAN COUNTY DEPARTMENT OF SOCIAL SERVICES Department of Social Services Phone 970-387-5631 * Fax 970-387-5326 Martha Johnson, Director 9/30/2021 Date 11/1/2021 Transmittal No. 9 Vendor Date Num Amount Lal Plata County 09/30/2021 11581 $ 3,075.24 San Juan Cty 09/30/2021 11582 $ 4,004.26 TOTAL $ 7,079.50 1, MARTHA. JOHNSON, Director of Social Services of San Juan County of Colorado, hereby certify that the payments listed above are available for inspection and have been paid to the payees listed. Warko - 1-1-20a) MARTHAJOHNSON 1, Scott Fetchenhier, Chairman of the San Juan County Board of Commissioners, hereby certify that the payments as set forth above have this date been approved and warrants in payment thereof issued upon the Social Serviçes Fund. Scott Fetchenhier Post Office Box 376 Silverton, CO 81433-0376 (970)387-5631 of San Juan County CDHS Allocation and Expenditures report For State Fiscal Vear 2022 9/30/2021 BIPS 6 of scal Vear Program Allocations Expenditures Remaining Remaining à Remaining, APS Admin 2,315 1,254 1,062 46% 75% APS Client 2,000 2,000 100% 75% CDHS County Admin 81,954 5,073 76,880 94% 75% Child Care 8,088 716 7,372 91% 75% Child Welfare 100% 2,150 9 2,141 100% 75% Child Welfare 80/20 25,666 4,948 20,718 81% 75% Child Welfare PRTF 1,071 1,071 100% 75% Colorado Works 43,050 947 42,103 98% 75% CORE 100% 16,276 6,000 10,276 63% 75% CORE 80/20 8,724 8,724 100% 75% HCPF Enhanced 39,174 1,474 37,700 96% 75% HCPF Regular 21,279 1,786 19,492 92% 75% LEAP Outreach 737 615 122 17% 75% SEAP 374 374 100% 75% SNAP Incentive 97 97 0% 75% Grand Total 252,954 22,9197 230,035 RESOLUTION NO. 2021-08 A RESOLUTION OF THE BOARD OF COUNTY COMMISSIONERS OF SAN JUAN COUNTY. COLORADO. APPROVING AND ADOPTING THE SAN JUAN COUNTY EMERGENCY OPERATIONS PLAN WHEREAS, the County established a "local disaster agency" with the formation of the San Juan County Office of Emergency Management on March 23, 2011; WHEREAS, C.R.S. 24-33.5-707 (4) The minimum composition of a disaster agency is a director or coordinator appointed and governed by the chief executive officer or governing body ofthe appointing jurisdiction. The director or coordinator is responsible for the planning and coordination of the local disaster services. WHEREAS, C.R.S. 24-33.5-707 (8) provides that the director must "prepare and keep current a local disaster emergency plan for its area". WHEREAS, the Board finds that the proper coordination and expeditious delivery of support and assistance during emergency and disaster events is necessary to preserve life, property and the environment; WHEREAS, the Board desires to reaffirm San Juan County's commitment to use the National Incident Management System; WHEREAS, the San Juan County Office of Emergency Management has prepared the revised San Juan County Emergency Operations Plan and supporting documents (the "Plan") attached hereto; and WHEREAS, no plan can completely prevent death and destruction, the Board finds that the Plan comports with the requirements of state law and incorporates and coordinates the best possible approaches to the mitigation and response to disasters and emergencies described therein. NOW THEREFORE, BE IT RESOLVED BY THE SAN JUAN COUNTY BOARD OF COUNTY COMMISSIONERS: 1. The Revised Plan attached hereto is hereby adopted as the San Juan County Emergency Operations Plan effective as ofthis date. 2. The Board directs the San Juan County Office of Emergency Management to distribute the Plan to those parties described in the Plan Distribution List. Such parties are hereby directed to accept the responsibilities as assigned and to conduct organizational planning and training as necessary to implement the Plan to the extent required. Iti is the responsibility of all agencies and departments with roles identified in the Plan to advise the San Juan County Office of] Emergency Management of any changes which might result in its improvement or increase its effectiveness. 3. The Board reaffirms the commitment to the National Incident Management System. 4. The Plan shall be an extension to the State of Colorado's Emergency Operations Plan and shall be reviewed and exercised periodically and revised as necessary to meet changing conditions. 5. The San Juan County Office of Emergency Management is authorized and responsible for direction and control of county resources as set forth in the Plan. READ, PASSED AND ADOPTED this 12th day of November 2021 by the Board of Commissioners of San Juan County, Colorado. Scott Fetchenhier, Chairman Austin Lashley Ernest F. Kuhlman Attest: Ladonna L. Jaramillo Clerk and Recorder Emergency Operations Plan SanJuan County, Colorado JUAN COUNT 3 CETON, aue Base Plan, October 2021 TABLE OF CONTENTS Base Plan, October 2021 0 Record of Changes 3 Record of Distribution 4 Promulgation 5 Mission 11 Vision 11 Priorities 11 Principles 11 Purpose and Scope 12 Purpose 12 Scope 13 Approval and implementation 13 Authorities and Foundational Documents 14 Situation Overview 15 Hazard Vulnerability Analysis 16 Planning Assumptions 21 Concept of Operations 22 Plan Activation 23 Incident Types 25 Disaster Declaration 26 Organization and Responsibilities 29 Multi Agency Group and Local Emergency Planning Committee (MAC/LEPC) 29 Organizational Structures 29 Direction, Control, and Coordination 31 Pre-Event 32 During An Emergency 32 Post Emergency 33 Roles and Responsibilities 33 The Board of County Commissioners 33 San Juan County Emergency Operations Base Plan, 11/1/2021 1 The Board of the Town of Silverton 33 The Office of Emergency Management 33 Chair of Board of County Commissioners 34 County Administrator 35 Finance Director 35 Human Resources Director 35 County Attorney 36 Sheriff 36 The County Road and Bridge Department 37 Town Administrator 37 Silverton Public Works Department 38 The County Clerk 38 The County Coroner 38 The County Assessor 39 GIS Department 39 Information Technology Department 40 The County Treasurer 40 Town/County Planner 40 Town/County Code Enforcement Officer 40 Silverton-San Juan Fire and Rescue Authority 40 Silverton Medical Rescue 41 San Juan County Search and Rescue 41 The Silverton School District Superintendent 41 San Juan County Public Health Department 42 County Social Services 42 Other Agencies and Partners 42 Emergency Support Functions 43 Information Collection, Analysis, and Dissemination 44 Analyze Information 44 Media Monitoring and Rumor Control 44 Dissemination 44 Internal Messaging 45 Public Messaging 45 Communications 45 Tactical communication 46 Strategic communication 46 San Juan County Emergency Operations Base Plan, 11/1/2021 2 Administration, Finance, and Logistics 46 Mutual Aid Agreements 46 Local Agreements 47 Plan Maintenance, Training and Exercises 47 PART I: Functional and Support Annexes 48 Functional Annex Plans 48 Support Annex Plans 49 Record of Changes Date Author Distribution Remarks 1/2013 Kristina Version 1.0 Plan creation Maxfield 6/2015 Jim Donovan Electronic-Shared Multiple revisions of content, Drive name change and logo change. 6/2015 Jim Donovan Electronic-Shared Multiple revisions Drive 3/2017 Jim Donovan Electronic-Shared Multiple revisions Drive 6/2019 Jim Donovan Electronic-Shared Total re-write and adoption by Drive the County Commissioners. Version 5.0 12/2020 Jim Donovan Version 2.0 Update for 2020 1/26/2021 Jim Donovan v2.5 Update 2021 11/1/2021 Jim Donovan Version 3 Updated to comply with DHSEM EOP Checklist. Added more elements of Town of Silverton involvement. San Juan County Emergency Operations Base Plan, 11/1/2021 3 Record of Distribution The record of distribution demonstrates that tasked individuals and organizations listed in this plan have acknowledged the receipt, review, and/or acceptance of the plan. A digital copy of the Base Plan is placed on the San Juan County website. Digital access is available at the San Juan County Courthouse, Silverton Town Hall and Silverton Public Library. Name Title Agency Delivery Date Signed San Juan County Emergency Operations Base Plan, 11/1/2021 4 Promulgation RESOI UTION NO). 2021-02 AI RESOLLT TION OF THE BOARD OF COUNTY COMMISSIONERSON SAN UANCOUNTY. COLORADO. APPROVINGAND ADOPTING IHE SA JUAN COL NIYEMERGENCYOPERATIONS PLAN WHEREAS, the Counly established a "local disaster agency" with the formation ofthe San Juan County Office of Emergency Management on March 23. 2011: WHEREAS, C. R.S. 24-33.5-707 (4) The minimum composition of a disasler agency is a director or coordinator appointed and governed by the chief executive officer or governing body ofthe appointing jurisdiction. The director or coordinator is responsible for the planning and coordination of the local disaster services, WHEREAS, C.R.S. 24-33.5-707 (8) provides that the director must "prepare and kecp current a local disaster emergency plan for its arca". WHEREAS, the Board finds that the proper coordination and expeditious delivery of support and assistance during emergency and disaster events is necessary to preserve life, property and the environment: WHEREAS, the Board desires to reaftirm San Juan C ounty" S commitment to use the National Incident Management System: WHEREAS, the San Juan County Oflice of Emergency Management has prepared the revised San Juan County Emeryency Operations Plan and supporting documents (the "Plan") attached hercto: and WHEREAS, no plan can completely prevent death and destruction, the Board finds that the Plan comports with the requirements of state law and incorporates and coordinates the best possible approaches lo the mitigation and response to disasters and emergencies described therein. NOW THEREFORE, BE IT RESOLVED BYTHE. SAN. JUAN COUNTY BOARD OF COUNTY COMMISSIONERS: 1, The Revised Plan attached hereto is hereby adopted as the San Juan County Emergency Operations Plan effective as ofthis date. 2. The Board directs the San Juan County Office of Emergency Management to distribute the Plan to those parties described in the Plan Distribution List. Such parties are hereby directed to accept the responsibilities as assigned and to conduct organizational planning and training as necessary to implement the Plan to the extent required. It is the responsibility ofall agencies and departments with roles identified San Juan County Emergency Operations Base Plan, 11/1/2021 5 intie Plaato advise the San Juan County Ollice afLmergency Management of any changes which might resull in its impruvement ur increase its elactiveness. 3. The Board reaflirms the commitment 10 the National Incident Management System. +. fhe Plan shali be an extension tn the State ofColorado's 5 Emergency Operations Plan and shal! be revicwed and exercised periodically and revised as necessary to meet changing conditions. 5. The San Juan County Office of Emergency Management is authorivzed and responsible for direction and control ofcounty resources as set forth m the Plan. APPROVED AND ADOPTED IN IIVERTON.SANJTAN COUNTY, COLORADO THTS 10th day of February, 2021 Alik V 12 1 SOLL L. Fetchenhier, C'hairman ATTEST: Saders LA7L4 Li Lmest Kuhlmah Ladonna Jaramillo U Clerk and Recorder - 5: Austin Lashles San Juan County Emergency Operations Base Plan, 11/1/2021 6 INTERGOVERNMENTAL AGREEMENT FOR THE REA AFFIRMATION OF THE L'NIFIED EMERGENCY MANAGEMENT BETWEEN: SAN JCAN COLNTY AND THE TOWN OF SILVERTON 4 THIS AGREEMENT is made and entered into this day OFSEPTEMBER. 2021. by and between San Juan C'ounty, a political subdivision Mithe: State of Coloradu (hereinalter called the "County" ) and the Town ofSilverton, a municipal corporation of the Stale o'Colorado, (hereinafter called the "Town"). WHEREAS, the partics arc empowered to enter into this agreement pursuant to C. R.S. $ 29-1-203: and WHEREAS, the Counly established a "local disaster agency" with the formation of the San Juan County Office ofl Emergency Management on March 23, 20113 and WHEREAS, the Town of Silverton and San Juan County entered into an Intergoveromental Agreement to manage local disasters through a unified local emergency management organization on March 23, 2011: and WHEREAS, pursuant to C.R.S. S 24-33.5-707/4). the minimum composition ofa disaster agency is a director or coordinator appointed and governed by the chicfexccutive officer or governing body of the appointing jurisdiction and the director or coordinator is responsible for the planning and coordination ofthe local disaster services; and WHEREAS, C.R.S. $ 24-33.5-707(8) provides that the director must "preparc and kecp current a local disaster emergency plan for its arca": and WHEREAS, this agreement reaffirms the commitment to utilize the San Juan County Office of Emergency Management and the San Juan County Emergency Operations Plan to manage a human or natural disaster that impacts the Town and County; and WHEREAS, the parties find that the proper coordination and expeditious delivery of support and assistance during emergency and disaster events is necessary to preserve life. property, and the environment; and WHEREAS, the Town desires to reaffirm the commitment to use the National Incident Management System for all resources under its jurisdiction and work in close partnership with the County; and WHEREAS, the County has the capability to manage a unified emergency management organization: and WHEREAS, the Town has representation in the stakeholder group known as the Local Emergency Planning Committec and Multi Agency Coordination Committee managed by the San Juan County Office of Emergency Management; and WHEREAS, the San Juan County Office of Emergency Management has prepared the revised San. Juan County Emergency Operations Plan ands supporting documents (the "Plan") attached hereto and incorporated herein by reference; and San Juan County Emergency Operations Base Plan, 11/1/2021 7 WHEREAS, no plan can completely prevent death and destruction in the event ofa human or natural disaster. the Board finds that the Plan comports with the requirements of federal and stale law and incorporates and coordinates the best possible approaches to the mitigation and response to disasters and emergencies described therein. NOW THEREFORE, BE IT RESOLVED BY THE: SILVERTON TOWN BOARD: 1. The Olfice of Emergency Management will provide the following services: a. Provide technical assistance to the Town staff and clected officials in the management of a disaster. b. Include Town staff in incident operations and the Plan. C. Train Town staff on the Plan and on the implementation of the National Incident Management System (NIMS). 2. The Revised Plan attached hereto is hereby adopted as the San Juan County Emergency Operations Plan effective as oft this date. 3. The County and Town agree to utilize one cmergency manager for the purpose of preparing plans for the preservation and safety oflife and property and making provisions for the execution of these plans in the event of a human caused or natural disaster within the County or Town. 4. The Town will provide an updated resource list of equipment that may be used in a disaster. 5. The Plan shall be an extension to the State of Colorado' s Emergency Operations Plan and shall be reviewed and exercised periodically and revised as necessary to meet changing conditions. 6. The San Juan County Office of Emergency Management is authorized and responsible for direction and control of lown and County resources as set forth in the Plan. Iti is hereby mutually agreed: 1. The San Juan County Office of Emergency Management will include representation of all signatory partics. 2. The San Juan County Office of Emergency Management shall be comprised of a County Emergency Manager appointed by the San Juan County Board of County Commissioners. 3. The term of this agrcement shall run from the date of mutual execution and shall automatically renew on an annual basis as needed to further the mutual objcctives of the parties expressed herein. unless terminated by either party. The parties agree and acknowledge that this Agreement does not constitute a multiple fiscal year debt or San Juan County Emergency Operations Base Plan, 11/1/2021 8 financial obligation of the Town pursuant to Section 20(4)(b) of Article X of the Constitution of Colorado. 4. In the event of major revisions or changes to the plan or a change in personnel the agreement may be revised and updated.: 5. The parties may terminate this agreement with ten (10) days written notice at any time without penalties or further obligations. APPROVED AND ADOPTED IN SILVERTON, SAN JUAN COUNTY, COLORADO THIS / 3 day of 4A KIN 4.2021 BOARD OF COUNTY COMMISSIONERS OF SAN. JUAN COUNTY, COLORADO ATTESTED S ardmu Le Clerk to the Board Scott Fetchenhier. Chairman TOWN OF SILVERTON amunicipal corporation of the State of COLORADO ATTESPED C1 Town Clerk Shane Fuhrman, Town Mayor APPROVED/AS TO FORM: Town of Silverton, Attorney, Is/ Lane P. Thomasson #-9094 Lane P. Thomasson Associate Attorney Hockersmith & Whitmore, LLC San Juan County Emergency Operations Base Plan, 11/1/2021 9 "Everyone has a plan until they get punched in the mouth" -Mike Tyson San Juan County Emergency Operations Base Plan, 11/1/2021 10 Mission "The Mission of the San Juan County Office of Emergency Management is to serve the citizens of San Juan County by building a more resilient community through cooperation and competence in response to disasters. The Office takes a "Whole Community Approach", by engaging all elements of the community in Sanjuan County. Vision "Building a ready, responsive, and resilient San Juan County when encountering disasters." Priorities In the event of a disaster, these are our priorities: 1. Life, Safety, Health 2. Property Conservation 3. Restoration of Essential Government Services 4. Restoration of Essential Utilities 5. Environmental Protection 6. communication and Coordination among stakeholders in the San Juan County community Principles A Whole Community Approach: Take into account all hazards, all phases, all stakeholders and all impacts relevant to disasters. Proactive: Learn from the past to prevent future disasters and take preparatory measures to build a disaster resistant and resilient community. Risk Management: Use sound risk management principles (hazard identification, risk analysis, and consequence analysis) in assigning priorities and resources. Integrated: Ensure unity of effort among all levels of government and all elements of the community. Collaborative: Create and sustain broad and sincere relationships among individuals and organizations to encourage trust, advocate a team atmosphere, build consensus, and facilitate communication. Coordinated: Synchronize the activities of all relevant stakeholders to achieve a common purpose. Flexible: use creative and innovative approaches in solving disaster challenges. Professional: Value a science and knowledge-based approach based on education, training, experience, ethical practice, public stewardship, sound fiscal management and continuous improvement. San Juan County Emergency Operations Base Plan, 11/1/2021 11 Purpose and Scope Purpose The San Juan County Emergency Operations Plan (EOP) is designed to reduce the risk of disasters by making San Juan County safer and more resilient for our citizens, visitors, county staff and emergency services personnel. This is accomplished by developing a plan which provides a flexible blueprint for the overall coordination of major emergencies and disasters. This EOP unifies County and Town departments and community partners in a common goal to mitigate against, prepare for, respond to, and recover from the threats and hazards that pose a risk to San Juan County. This includes incorporated areas of San Juan County, which have agreements with and/or rely on San Juan County for the provision of emergency management assistance. As with all plans of this type, this emergency plan is a tool, and should be used as a guide. It is not possible to cover every possible situation that may arise. It is not the purpose of this plan to replace or countermand existing policies and procedures of emergency service agencies, other governmental entities or state or federal laws. Policies are set by the San Juan County Commissioners, plans are the implementation of the policy and protocols or guidelines are implemented at the agency level (Figure 1.0). This EOP is intended to provide a broad framework for all entities involved in disaster response and preparedness in San Juan County. This plan does not dictate tactical or operational activities of departments or agencies responding to an incident, as those activities will be directed by the agency having authority. Each jurisdiction and public safety agency within San Juan County is expected to understand this plan and how it aligns with their guidelines and protocols. It is the responsibility of San Juan County and its partner agencies/entities to ensure that their respective emergency plans are compatible with and do not contradict each other. This EOP and the program of the Office of Emergency Management aligns with the Colorado Disaster Emergency Act. All jurisdictions, organizations, agencies and special districts in San Juan County are encouraged to develop and maintain a specific Continuity of Operations Plans (COOP) as defined in the National Incident Management System (NIMS) and the National Response Framework (NRF). The Emergency Operations Plan is broken into 2 sections for readability. 1. The "Base Plan" covers the essentials of the EOP. The base plan is essential reading for policy makers. 2. The Functional and Supporting Annexes cover specific plans and elements and can be considered stand-alone plans. The annexes address more agency specific operational concepts. San Juan County Emergency Operations Base Plan, 11/1/2021 12 Figure 1.0 The Emergency Operations Plan in relation tc policies, protocols and job aids. Policy Plans Protocols Procedures and Job Aids Scope 1. The San Juan County EOP is part of a larger system of connected plans at the local, state and federal levels. They are founded upon the National Response Framework (NRF), National Disaster Recovery Framework (NDRF), and the principles of the National Incident Management System (NIMS). The interrelated nature of the plans and incident management are designed to allow maximum coordination and cooperation between responders from all levels of government. 2. San Juan County shall cooperate with municipalities situated within its borders. This plan is applicable to all of San Juan County, but it does not supersede or replace Town or agency specific emergency operations or recovery plans. 3. This plan covers San Juan County and the Town of Silverton. 4. San Juan County applies the "Whole Community" approach to emergency management. This includes: understanding and meeting the actual needs of the whole community; engaging and empowering all parts of the community; and strengthening what works well in the community on a daily basis. Approval and Implementation This document shall be known as the San Juan County Emergency Operations Plan. The San Juan County Emergency Operations Plan was established, adopted and signed by the Board of County Commissioners via Resolution in 2011. An Intergovernmental Agreement was signed by the Town of Silverton and San Juan County in 2011 and updated in 2021. The agreement creates a unified approach to managing disasters between the Town and County governments. All San Juan County departments and offices as well as Town and San Juan County Emergency Operations Base Plan, 11/1/2021 13 County personnel are directed to accept their respective responsibilities and roles in coordinating preparedness, mitigation, response and recovery activities prior to and during emergencies as outlined in this plan. This includes the organizational planning and training necessary to implement the plan when required. Nothing in this plan is intended to interfere with the delivery of a departments' primary services, although during an emergency, resources may be temporarily redirected in order to effectively address the emergency. As necessary, a local disaster declaration will be issued to address those issues. This Emergency Operations Plan will be updated regularly, to ensure that it remains an effective and accurate tool for managing emergencies. Updates may be conducted to the plan as necessary and after significant incidents with improvements captured in After Action Reports and debriefs. The updates are considered policy implementations only after approval by the Board of County Commissioners. Updates are conducted by the Emergency Manager or designee. Authorities and Foundational Documents The San Juan County EOP recognizes and incorporates the various jurisdictional and functional authorities of local agencies, private-sector organizations and non-governmental organizations. This plan is applicable to all agencies and organizations that may be requested to provide assistance or conduct operations in the context of actual or potential incidents within the county. This plan addresses the full spectrum of activities related to incident management. The San Juan County EOP focuses on those activities that are directly related to an evolving incident or potential incident. Relevant authorities and foundational documents are listed below, ranging from the federal to the local level. Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288. as amended, 42 U.S.C. 5121-5207) Title 44 of the Code of Federal Regulations, Emergency Management and Assistance Homeland Security Act (Public Law 107-296, as amended, 6 U.S.C. 55 101 et seq.) Homeland Security Presidential Directive 5, 2003 Post-Katrina Emergency Management Reform Act of 2006 (Public Law 109-295), October 4, 2006 National Response Framework, October, 2019 National Disaster Recovery Framework, June 2016 National Incident Management System, 3rd Edition October 2017 Comprehensive Preparedness Guide 101-Developing and Maintaining Emergency Operations Plans version 3.0 2021 Presidential Policy Directive 8: National Preparedness, March 2011 National Preparedness Goal 2nd Edition, September 2015 FEMA Incident Management Handbook (FEMA B-761)2017 San Juan County Emergency Operations Base Plan, 11/1/2021 14 The Plain Writing Act of 2010 Emergency Planning and Community Right-to-Know Act (EPCRA) of 1986 The Americans with Disabilities Act of 1990 The Pets Evacuation and Transportation Standards Act of 2006 Colorado Revised Statutes, Colorado Disaster Emergency Act, part 7. CRS 24-33.5-701 (amended 2018). State of Colorado Emergency Operations Plan 2019 Resolution 2021-02. A Resolution of the Board Of County Commissioners, San Juan County Colorado Approving and Adopting the San Juan County Emergency Operations Plan and Local Emergency Management Resolution. The Public Health Emergency Operations Plan 2020 establishes the framework and authority for public health emergencies by San Juan County Public Health. The Director of Public Health has statutory authority to act upon public health disasters such as pandemics. 2021 Intergovernmental Agreement between the Town of Silverton and San Juan County, authorizing the Office of Emergency Management to manage all disasters impacting jurisdictions in San Juan County. Situation Overview The San Juan County Emergency Operations Plan covers emergency and disaster response for the citizens and government of San Juan County. San Juan County is one of the 64 counties of the State of Colorado. As of the 2010 census, the population was 699, making it the least populous county in Colorado. With a mean elevation of 11,240 feet, San Juan County is the highest county by elevation in the United States. The County has a total area of 388 square miles which covers mountains and valleys. It is the fifth smallest county in Colorado by area. The County is located in the heart of the San Juan Mountains of Colorado. The Animas River, South Mineral Creek and Cement Creek are the three principal waterways in the County. The Plan covers the Town Of Silverton through an Intergovernmental Agreement. San Juan County Emergency Operations Base Plan, 11/1/2021 15 Figure 2.0. Tne geographic location of San Juan County within the State of Colorado. Hazard Vulnerability Analysis San Juan County is vulnerable to and may be impacted by a variety of hazards and events with implications for disaster management, public health and environmental emergencies. Such emergencies or events could occur at any time and may include: Natural and manmade disasters as well as public health and medical emergencies: Terrorist threats or incidents using chemical, biological, nuclear/radiologica, or large explosive devices; Infectious disease outbreaks and pandemics; Other circumstances that create actual or potential emergencies, natural disasters, public health or environmental emergencies. The San Juan County Office of Emergency Management uses four sources for the analysis of hazards that can impact the county. 1. A comprehensive Regional Hazard Vulnerability Analysis (HVA) was conducted in November 2018 to identify and prioritize the likely risks for the Southwest region of Colorado by the Southwest Health Care Coalition (SWHCC). The analysis took into account that each community is unique and may have specific population elements, geography, and other needs to consider. These will often overlap with the hazards confronted by the Coalition member organizations and are identified using historical and current data from San Juan County Emergency Operations Base Plan, 11/1/2021 16 multiple sources. The HVA process is iterative and is reviewed on an annual basis or after major incidents. Regional impacts can have a significant impact on San Juan County. 2. An Annual Threats and Hazards Survey is conducted by the Local Emergency Planning Committee that is available as a separate Annex. 3. A regional Threats and Hazards Analysis (THIRA) that covers Southwest Colorado and is conducted by the Southwest Region All dazards Committee. This is treated as an Annex. 4. A historical analysis of disasters that have impacted San Juan County and are addressed as an Annex. Table 1.0: Hazards and Impacts to Regional Capabilities as a Hazards and Vulnerability Analysis (HVA) conducted in 2018. Hazard Impact to Regional Capabilities Critical Personnel Shortage 1. Ability to serve the general public and the access and Our county has limited routes and functional needs population small roads. Any incident impacting 2. Lack of personnel to staff ESF and IMT positions one of the primary routes will impact 3. Lack of response personnel personnel's ability to respond. 4. Ability to effectively coordinate throughout the Southwest Region 5. Internal and external communications 6. Transportation Cyber Attack 1. Internal and external communications Almost all internet traffic is 2. nformation sharing dedicated to one fiber line into our 3. Emergency communications counties. Severe Weather and Natural 1. Ability to serve the general public and the access and Hazards functional needs population San Juan County is at risk from 2. Staffing shortage severe snowstorms and blizzards, 3. Internal and external communications intense cold, high winds, and heavy 4. Information sharing rain, rockfall, flooding, mine spills and avalanches. 5. Situational awareness 6. Transportation and response times 7. Supply shortage 8. Sheltering capabilities San Juan County Emergency Operations Base Plan, 11/1/2021 17 Communication Failure 1. Ability to serve the general public and the access and Our mountain top antennas and functional needs population broadcast systems are physically at 2. Internal and external communications risk from fires, heavy snow and 3. Information sharing lightning. Our network is at risk from 4. Situational awareness numerous single points of failure from a multitude of threats. 5. Transportation and response times 6. Public information warning platforms 7. Transportation Power Utility Outages 1. Ability to serve the general public and the access Our region depends on a power and functional needs population supply that travels great distances to 2. Internal and external communications reach this area and is primarily fed by a single line. If the primary line is 3. Information sharing damaged, it could take days or weeks 4. Situational awareness for power to be restored. 5. Transportation and response times 6. Public information warning platforms Table 2.0 Detailed Hazard Analysis Hazard/Threat Descrpton/frequensy Impact on Life/Property 1. Flood The Animas River and Cement Buildings are located in the Creek both flow south through Animas floodplain; they have Silverton and across open space been and may again be beyond the town limits. Flooding impacted by high water. has occurred both in the spring Tourists, campers, and from snowmelt runoff and in the others using the backcountry fall from severe rainstorms. areas are at risk from flash flooding. The Animas River is also a highly utilized recreational waterway, rafters and kayakers are at risk during high water times. 2. Severe Winter Storm A: severe winter storm (one with Motorists on Highway 550 heavy snowfall and wind are in danger of becoming sufficient to cause white-out stranded or driving offt the conditions with blowing and roadway. CDOT has the drifting snow) is a regular primary responsibility for the occurrence. safety of motorists and will verify that there are no motorists on the highway before they close the road. Silverton residents are in no immediate danger from a severe winter storm but a prolonged storm would disrupt the normal food and San Juan County Emergency Operations Base Plan, 11/1/2021 18 fuel supplies from arriving in town. Any person using the backcountry is in danger. 3. Avalanche Danger from avalanches IS Loss of life from avalanches increasing due to the increase in is increasing throughout the use of backcountry areas during state each year due to the winter/spring months. increased use of backcountry Avalanches and/or heavy snow areas. Zoning to prevent may close roads cutting off development in avalanche ingress and egress to the town zones is protecting lives and of Silverton for extended periods property. People may of time. become trapped on roadways by avalanches or deep snow. Loss of electricity and/or communications for extended periods of time can occur after avalanches caused by a severe winter storm. 4. Mass Transportation Accident a. Roadways The county is highly dependent A mass casualty accident on HWY 550 and the 4x4 roads would pose a heavy burden that move well over 300,000 to the local response motorized vehicles over these facilities and have a roads during the summer devastating impact on life months, and this county is and safety issues. There is seeing a rise every year in no doctor/hospital in motorized traffic due to the Silverton and only a small increase in tourism. During the number of EMT's and two winter months HWY 550 is the ambulances. Any accident only ingress and egress for the involving multiple casualties Town of Silverton. Should HWY may require mutual aid from 550 be closed due to a surrounding communities. transportation accident movement of traffic and the ability to get emergency vehicles in and out of Silverton could become compromised. b. Rail Road The Durango & Silverton Narrow Each train can have 300+ Gauge Railroad (DSNGRR is a passengers aboard. The train world renowned attraction travels at a very low speed, traveling from downtown but a major derailment could Durango to downtown Silverton. have a large impact on life Depending on the time of year, and safety, particularly in the there may be 1-4 trains daily. remote areas of the route. The route is 45.4 miles long, 27.6 miles of the route are San Juan County Emergency Operations Base Plan, 11/1/2021 19 located in the veryr remote Animas River Canyon and 22.5 miles of the railway is located in San Juan County. Access to an accident in San Juan County would be complicated by the fact that the response would need to be by rail or aircraft, and the same would hold true for the evacuation of train passengers. The train has the potential for starting fires during dry conditions that can threaten private property. 5. Hazardous Materials CDOT explosive storage area, Silverton LP Gas bulk propane a. Fixed Facility Storage of plant, Silverton Mountain Hazardous Materials explosive storage area, and possible new mining operations b. Hazardous Material Although there is no designated Any spill on a county road or Transportation HAZMAT route through the HWY 550 would have severe Accidents county, flammables, pesticides, consequences in either loss explosives and many other of life and/or river hazardous substances have contamination. The water been transported over county ways being Cement Creek, roads and HWY 550 on their way The Animas River or South to destinations in San Juan Mineral Creek. County or other delivery points. The steep winding roads compound the possibility of an accident on any of these roadways. 6. Drought Water is vital to the county; Drought would have impact Silverton's water supply is from on life as well as significantly the tributaries to the Animas increase the likelihood of River. wildfire danger. 7. Wildfire Wildfires are a yearly occurrence; There is danger to life and they may be started by natural property throughout the causes such as lightning or by county when a fire breaks careless use of fire by man. out due to the remoteness of the area. 8. Earthquake Little risk. San Juan County is not An earth quake could trigger in an earthquake prone area. a landslide or avalanche and could cause rocks or snow to fall. Road, electric power lines, and communication abilities may be damaged or destroyed. San Juan County Emergency Operations Base Plan, 11/1/2021 20 9. Landslide / Mudflow / Mudslides may occur on the 20 - Impact tends to be isolated Falling Rocks 60 % slopes. Road/railroad in regard to loss of life, closure is rare but occasionally occurring mostly with happens. Falling rocks are a climbers. Rocks falls cause constant hazard due to the steep road damage and slopes. occasionally cause injury/death when they impact automobiles. 10. Attack, Other Than Terrorist attack is considered None to date. Nuclear (Chemical, unlikely in this county, but civil Biological, Conventional, disturbance by activist groups is Terrorist) on the rise in the area and any large gathering of people presents a potential target. The seasonal train also presents a nationally recognized and high visibility target. 11. Nuclear Attack This county is low risk for Fallout effects would be nuclear attack. Additionally, the minimal on people, livestock distance of the county from high and agriculture. However, risk target areas, and prevailing the county must plan to be a wind patterns make it low risk reception area in the event for the effects of radioactive of evacuation from higher fallout. risk counties. Planning Assumptions 1. An emergency or disaster can occur at any time and any location in San juan County. It may create significant degrees of human suffering, property damage and economic hardship to individuals, governments, the environment, and the business community. 2. The premise of the National Response Framework (NRF), National Disaster Recovery Framework (NDRF), National Incident Management System (NIMS), the Incident Command System (ICS) and the San Juan County EOP is that all levels of government share responsibility for working together in preparing for, responding to and recovering from the effects of an emergency or disaster. Partnerships also include non-profit organizations and the private sector. 3. Incidents are typically managed at the local government level. State and federal support may not arrive until after 24 hours or more. 4. When threatened by any hazard, citizens expect elected and appointed officials to take immediate action to help them resolve the problem. Citizens expect the government to marshal its resources, channel the efforts of the whole community including voluntary organizations and the private sector and, if necessary, solicit assistance from outside the jurisdiction. San Juan County Emergency Operations Base Plan, 11/1/2021 21 5. The greater the complexity, impact, and geographic scope of a disaster or emergency, the more multi-agency coordination may be required. 6. Depending on various factors, including the scope and magnitude of the incident, San Juan County may not be able to meet all of the responsibilities indicated in this plan. 7. Participating agencies, county departments will respond to an incident to the extent of available resources. Once these resources have been exhausted, mutual aid may be requested. If these efforts are determined to be insufficient, requests may be made from the county to the region and to the state; and the state to the federal government. 8. When requested, the state and federal government may provide emergency assistance to San Juan County in accordance with NIMS, NRF, NDRF, and the Stafford Act. 9. The principles found in NIMS/ICS will be utilized in the implementation of this plan. Concept of Operations San Juan County is responsible for emergency response operations in the entirety of the county. The San Juan County Emergency Operations Plan was developed using the "Whole Community" concept of community preparedness planning. San Juan County supports emergency response operations, and coordinates with the Town of Silverton, the only municipality in the County. In the event of an emergency, County and Town resources may be redirected to manage the situation. County and Town staff will need to adjust to an emergency mindset and operate under different organizational conditions. San Juan County has adopted the National Incident Management System (NIMS) to manage emergencies, which includes: 1. The Incident Command System (ICS) is implemented for managing all incidents. a. The Multi-Agency Coordination (MAC) System to support complex incidents. b. The Joint Information System (JIS) to coordinate incident information. C. Incidents will be managed using the ICS structure, utilizing either a single Incident Commander or a Unified Command, depending on the scope and type of incident. d. The Emergency Support Functions (ESF) model provides a framework for this plan. See the NIMS/ICS Annex for further details on the organizational models that will be implemented in the event of an emergency. e. Every County and Town department or office may be required to assist in supporting an emergency. If a department does not have a specific response role in a given emergency, that department may still be relied upon to fill support roles. San Juan County Emergency Operations Base Plan, 11/1/2021 22 f. Each County and Town Department and Office is responsible for ensuring that staff have been trained to the appropriate level of incident command and ncident management. g. All County and Town staff are expected to have been oriented and trained on roles and responsibilities in their departmental Continuity of Operations Plans (COOP) and departmental emergency procedures. h. For disasters impacting the county, a formal declaration of a disaster by the San Juan County Board of Commissioners may be required as a precondition of some form of State or Federal assistance or to expedite State assistance. 2. Upon notification of a disaster, the Emergency Manager, Chairperson, Board of San Juan County Commissioners, or the next senior member of the board, or a pre-authorized representative will activate the EOP and declare a specific emergency response phase of operations to be in effect. Those persons may also activate the Emergency Operations Center (EOC) and take other actions as appropriate. 3. San Juan County's emergency management program covers four mission areas; a. Protection: The capabilities necessary to secure the county against acts ofterrorism and manmade or natural disasters. b. Mitigation: The capabilities necessary to reduce the loss of life and property by lessening the impact of disasters. C. Response: The capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred. d. Recovery: The capabilities necessary to assist communities affected by an incident to recover effectively. Plan Activation Activation of the EOP is dependent on an occurrence or threat of a Level 2 emergency listed in Table 2.0. The Emergency Activation Level indicates the operational tempo of the County emergency management system. Emergency activation of a Level 2 or 1 initiates the activation of the Emergency Operations Plan, the activation of the EOC or the implementation of an Incident Management Team (IMT). San Juan County Emergency Operations Base Plan, 11/1/2021 23 Table 2.0 County emergency system activation level. Level Activation Level Description Normal Operations/ Activities that are normal for the system, when no major Steady-State incident or specific risk or hazard has been identified or are underway. This includes routine watch, warning, readiness and planning activities. Enhanced Steady Certain EOCAIMT members and organizations are 2 State/ Partial activated to monitor a credible threat, risk or hazard Activation and/or to support the response to a new and potentially evolving incident. Full Activation EOC/MT team is activated, including personnel from all 1 assisting agencies for a major incident or credible threat. The Office of Emergency Management will be notified according to the following process: 1. Incident Occurs and dispatch is notified. 2. Initial Response: Appropriate response emergency resources mobilize (e.g., law enforcement, fire, sar, public health, public works). 3. Complexity Assessment: The on scene incident command will make an assessment on the complexity of the incident and contact the Emergency Manager if the incident is expanding beyond local resource capabilities. If the incident is expanding, the Emergency Manager conducts a reassessment of the incident complexity assessment. 4. Activation: If an incident is expanding from a Type 4 to a Type 3 then the EOP and Functional annexes are activated in accordance with their plans. A team and an Incident Action Plan (IAP) or elements of an IAP may be assembled or requested. San Juan County Emergency Operations Base Plan, 11/1/2021 24 Figure 3.0 The EOP activation process. incident Occurs Initial Response and Scene Size Up Incident Expands Incident Stabilizes Notify OEM Activate EOP Incident Types NIMS, ICS, and the NRF describe emergency incident complexity on a spectrum of Type 5 to Type 1 with Type 1 being the most complex. Incident typing enables emergency management personnel to organize an appropriate response by matching resources and capabilities to the complexity of the incident (i.e., Type 1 IMT for a Type 1 incident). San Juan County has been impacted by all incident types. Type 1- Most complex, requiring national resources for safe and effective management and operation. A Type 1 response may continue for many weeks or months. Type 2 - Incident extends beyond the capabilities for local control and is expected to go into multiple operational periods. Often requires the activation of response resources from outside the local area. The incident is occurring across jurisdictions and requires significant resources. Type 3 - Incident needs exceed onsite capabilities and additional resources from the local area may be brought in to support the response. The response will last longer than one or two operational periods or 2 to 3 days. Multiple agencies and stakeholders are involved. Type 4 - Minor incident that can usually be resolved within a day with onsite resources and support from other personnel. More than 1 agency responds. San Juan County Emergency Operations Base Plan, 11/1/2021 25 Type 5 - Small incident that can usually be resolved within a few hours with onsite resources. A single agency responds. Figure 4.0 A visual depiction of the Incident Types, displaying the amount of personnel and time per type. mmmmntt mt 00000 TYPE 1 FE ililil mtt muttt F ihlitsti F trtsti 0000 TYPE 2 F litsti tisitt TYPE3 Khtitliy 000 The vast majority of all incidents TYPE 4 daty 00 VO TYPE 5 Disaster Declaration Upon activation of the Emergency Operations Plan, the Emergency Manager shall communicate with the County Administrator on declaring a disaster. The Town of Silverton Administrator will also be briefed on the situation. The main purpose of declaring a disaster is to request resources beyond the capability of San Juan County. A disaster declaration is a formal policy process. By doing SO, the County gains access to policies, procedures, and agreements that are not necessarily available on a day-to-day basis. If a disaster is occuring, the County Administrator, Emergency Manager, County Attorney and the Board of County Commissioners and the Town Board of Silverton must convene a special meeting and determine if the Disaster Declaration is warranted. The County Sheriff, subject matter experts and information from situation reports may help in the decision. The Colorado Disaster Emergency Act (C.R.S. 24-33.5-701) provides the legal and procedural framework for preventing, preparing, mitigating, responding, and recovering from disasters in the state of Colorado. 1. The principal executive officer of a political subdivision has the sole authority to declare a local disaster. It shall not be continued or renewed for a period in excess of seven days, except by or with consent of the governing board of the political subdivision. This action will be conducted by the County Administrator and Town Administrator. San Juan County Emergency Operations Base Plan, 11/1/2021 26 2. A disaster declaration shall activate the response and recovery aspects of any and all applicable local emergency plans and to authorize the furnishing of aid and assistance under such plans. 3. A disaster declaration shall be given prompt and general publicity, and shall be filed promptly with the County Clerk and Recorder and the Colorado Division of Homeland Security and Emergency Management (CDHSEM). 4. All disasters are local, meaning they originate within some county or municipal jurisdiction. Elected authorities are ultimately responsible for ensuring the safety and security of their citizens, and thus responding to disasters within their jurisdiction. When the disaster exceeds the capabilities of the local jurisdiction, they may call upon assistance from neighboring jurisdictions through a pre-arranged Mutual Aid Agreement (MAA). A local disaster declaration is necessary before a jurisdiction may qualify for state emergency aid. If recognized by the Governor, then the combined resources of the state, including the National Guard, may be drawn upon to respond to the disaster. The Governor, in turn, may request additional resources from other states through the Emergency Management Assistance Compact (EMAC). If together these are still insufficient to deal with the disaster, then the Governor may issue a state emergency or disaster declaration requesting federal aid. Once the disaster is contained and external resources are no longer necessary, a second declaration must be issued terminating the disaster and cancelling any further outside aid. If the disaster requires federal assistance, the State makes a request, via the Governor's directive for a Presidential Disaster Declaration. This process will function as the primary coordination mechanism for requesting federal assistance. 5. Under a Stafford Act major disaster declaration, the local authority having jurisdiction (AHJ) is responsible for all initial payments, and then may submit reimbursement requests for the cost shared amount for eligible expenses. Typically, the federal government takes 75% of eligible expenses, leaving local governments with a cost share of 25% of eligible expenses plus 100% of the ineligible expenses. The state, at the Governor's discretion, may share in the costs as well. 6. To be eligible for assistance under the Stafford Act, local governments must first perform an initial damage assessment to assess the impact of the disaster. This assessment should provide a rough estimate ofthe extent and location of damages. When the information has been collected, it is provided to the EOC and then San Juan County Emergency Operations Base Plan, 11/1/2021 27 forwarded to the Colorado Division of Homeland Sec' Jrity and Emergency Managernent (CDHSEM). If warranted, state and federal officials then conduct a joint preliminary damage assessment (PDA) with local officials to further estimate the extent of the disaster and its impact on the community. The Federal Emergency Management Agency (FEMA) uses this information to supplement the Governor's request for federal assistance. Agreements Jurisdictions often enter into agreements with other public and private agencies to share resources. Typically, either a Mutual Aid Agreement or other agreement is used to establish terms and conditions related to the resource sharing. Agreements may provide liability protection, establish fiscal provisions, and identify clear processes for assistance during an incident. 1. A Mutual Aid Agreement is a written understanding between emergency management organizations to provide reciprocal emergency management aid and assistance. In an emergency, each signatory is responsible for providing assistance as they are able and in accordance with the signed agreement. 2. The Wildfire Mobilization Plan establishes a process to quickly notify, assemble, and deploy fire and equipment. This plan is outlined in the Annual Operating Plan for Wildfires and is managed by the Colorado Division of Fire Prevention and Control and the Durango Interagency Dispatch Center. Delegation of Authority Delegation of Authority is a statement provided to an Incident Commander of an Incident Management Team by the Agency Administrator or designee delegating authority and assigning responsibilities to managing a disaster. The Delegation of Authority should include objectives, priorities, expectations, constraints, cost share arrangements, turn back goals, and other considerations or guidelines as needed. Many agencies or established incident management teams require a written Delegation of Authority to be given to the Incident Commander and Incident Management Team prior to assuming command on larger incidents. In Southwest Colorado, a Type III Incident Management Team is available to manage "all hazards" incidents. Type 1 and 2 are regional and national based Incident Management Teams that handle the most complex disasters. The Jurisdiction Having Authority (HA) still maintains all legal and political responsibility for the incident. An Agency Administrator is the point of contact to implement the delegation of authority. San Juan County Emergency Operations Base Plan, 11/1/2021 28 Organization and Responsibilities Each Town of Silverton and San Juan County department has roles and responsibilities in emergency planning and emergency operations. Based on State and Federal standards, these roles and responsibilities are identified as Emergency Support Functions (ESF). Shown in Table 3.0 below are each Emergency Support Function, the lead County department and supporting epartmentsyagences Some ESF lead agencies and ESF support may be non-county organizations. The organizational structure can vary depending on the incident and available staffing. San Juan County Departments and Offices are listed below, with their lead ESF, and ESF's the department or office may support (Table 3.0). Also listed are the department's primary roles and responsibilities in emergency operations. In most instances, every County department supports every ESF at some level. In addition, the emergengy/disaster may dictate adjustments to ESF Lead and Support. The Emergency Support Functions may be organized in different models based on the incident. Multi Agency Group and Local Emergency Planning Committee (MAC/LEPC) Representatives from respective departments and the community participate in the Local Emergency Planning Committee/Multi Agency Coordination System (MAC/LEPC) and serves as a pool of trained personnel that can assist in an emergency. The committee is comprised of stakeholders that provides coordinated input and guidance for the program of the Office of Emergency Management. The following program elements are covered by the LEPC: Emergency planning, development and review Community Outreach prioritization, activity and review Training and Exercise prioritization Program review and oversight Hazardous Materials program review The advisory committee shall meet with a frequency determined by the Emergency Manager to provide regular input. Organizational Structures Normal operating organizational roles for San Juan County are listed in Figure 5.0. Organizational roles may get shifted and reassigned during an emergency. The following examples show how organizational roles may be organized. In some cases an EOC team and an Incident Management Team may operate on the same incident. San Juan County Emergency Operations Base Plan, 11/1/2021 29 Figure 5.0 The normal operating organizational structure of the San Juan County government. CITIZENS OF SAN JUAN COUNTY o RGINC AA SCPALDN SS SAANITR ANOUNE MAICA 00 SUREOR CATOOIA IES APMTMENT MENGE E * sn NG OXH AN ATAN Figure 6.0 Shows an example of an Emergency Operations Center organizational structure. A combination of emergency services personnel, town and county employees and volunteers may fill in the different roles after they have received training. This model is commonly used in conjunction with a stand alone Incident Management Team. Specific duties for positions are described in the ICS Annex. EOC Manager Officers, Liaisons, Advisors Situational Planning Resource EOCSupport Awareness Emergency Support Function (15) Figure 8.0 shows an example of an Incident Management Team organizational structure. A combination of emergency services personnel, town and county employees and volunteers may fill in the different roles after they have received training. This may also be filled by trained personnel from other jurisdictions through a mutual aid request. This may also be a self contained team (Type III to Type IIncident Management Team) that is requested to manage an incident. In the event that it is an outside team a "Delegation of Authority" must be San Juan County Emergency Operations Base Plan, 11/1/2021 30 provided to the incoming team. Specific duties for positions are described in the ICS annex. Incident Command Public Safety Officer Information Officer Operations Logistics Plans Finance Figure 9.0 shows the organizational relationship between Agency Administrators, Cooperators and the IMT. The IMT gets a delegation of authority to manage the incident and ensures that the Administrators and Cooperators are kept informed and also can provide input on outcomes of thei incident actions. The Liaison Officer Manages this process which takes place as a daily meeting with Agency Administrators and Cooperators. Agency Administrator Cooperators Andidert Comand COMMAND STAT fucti Ntanturtan sir Balaly Olle i ofsar desnohe le ay Caet S4stonctiw Lugsis - ledton Ciet atian SENEVAL! STAF Direction, Control, and Coordination This section gives a general overview on staff roles and responsibilities with regard to direction, control and coordination and jurisdictional notes. San Juan County Emergency Operations Base Plan, 11/1/2021 31 Many of these roles and responsibilities pertain to Continuity of Operations for particular offices and elected officials. It should be noted that a small well trained but "ad hoc" team will be assembled to manage and coordinate the response and recovery to a disaster. In the event that an Incident Management Team is brought in to manage a disaster, the Emergency Manager functions in the role of liaison with the team and the Town/County Government. Certain terminology and definitions are used, especially in the wild land fire context and these are listed below. The Town and County have a unified approach to emergency management and utilize one Emergency Operations Plan. This is defined in the 2021 Intergovernmental Agreement between the Town of Silverton and San Juan County, authorizing the Office of Emergency Management to manage all disasters impactingjurisdictions in San Juan County. Agency Administrator - The official responsible for administering policy on an area of public, private or tribal land and having full authority for making decisions and providing direction to the incident management organization. The Emergency Manager or designee may play this role. (Figure 9.0) Cooperating Agency - An agency providing assistance, other than direct tactical support, to support incident management objectives; e.g. American Red Cross, local law enforcement, utilities, supporting federal agencies. If an incident does not have direct impact on the Town/County, then the EM may play the role of"Cooperator" in an incident. All Town/County Staff are expected to: Pre-Event 1. Train to appropriate level of the ICS. 2. Understand your Emergency Support Function (ESF) and how it fits with a state or federal counterpart. 3. Understand their organizationaljurisdictional role in a disaster. 4. Maintain a level of situational awareness regarding weather and hazard conditions. 5. Understand the County Continuity of Operations Plans (COOP). 6. Review the San Juan County EOP on an annual basis. 7. Know which office staff member(s) who shall be required to participate in EOC trainings, exercises and activations. During An Emergency 1. Understand the severity of the situation. San Juan County Emergency Operations Base Plan, 11/1/2021 32 2. Provide assistance beyond normal operating procedures. This may involve participating in the EOC. Post Emergency 1. Participate in an After. Action Review. 2. Participate in recovery planning efforts. Roles and Responsibilities The following town and county positions are described with their responsibilities in disaster situations. This list is not comprehensive of all staff that may need to be involved in a disaster situation. The list of duties is an overview and is not meant to be comprehensive of all the duties that may be assigned during a disaster. The Board of County Commissioners a. The Chair of the Board of County Commissioners is the Chief Elected Official. b. Upon recommendation by the Emergency Manager and County Administrator, sign a resolution declaring, continuing or terminating a disaster or emergency. C. Follow the communication protocol delineated by the Public Information Officer. d. Participate in situation briefings and media conferences, as needed. e. Perform community outreach measures. f. Communicate to constituents. g. Inform emergency fiscal decisions. h. Be available for emergency commissioner meetings either in person or via a communication tool. The Board of the Town of Silverton a. Upon recommendation by the Emergency Manager and Town Administrator, sign a resolution declaring, continuing or terminating a disaster or emergency. b. Follow the communication protocol delineated by the Public Information Officer. C. Participate in situation briefings and media conferences, as needed. d. Perform community outreach measures. e. Communicate to constituents on the situation. f. Inform emergency fiscal decisions. g. Be available for emergency town board meetings either in person or via a communication tool. The Office of Emergency Management a. Coordinate the County's disaster operations with all pertinent entities including the Town of Silverton. San Juan County Emergency Operations Base Plan, 11/1/2021 33 b. Provide initial and continuing assessments and reports on the status of the situation (including aamage assessments if applicable) to the Sheriff, County Administrator, BOCC and Town Board. C. Act as principal advisor to the County Administrator and Board of Commissioners, Town Board before, during and after potential or actual emergency/disaster situations. d. Recommend and coordinate a disaster declaration with the County Administrator; BOCC and the Town Board and appropriate local, state or federal agencies. e. Negotiate on behalf of San Juan County for the establishment of mutual aid agreements as may be deemed necessary by the Board of County Commissioners and other governmental agencies. f. May function as the Incident Command in complex local multi-agency disasters. g. May function as the Agency Administrator in coordination with an Incident Management Team. h. May function as the role of Cooperator in multijurisdictional incidents. i. Activate the EOC and direct its operation. J. Coordinate and organize information relevant to the emergency or disaster for the public and media through a designated Public Information Officer. k. Resolve policy decisions on matters not addressed by the LEOP. I. Maintain an ongoing dialog with the Colorado Department of Homeland Security, Division of Emergency Management (CDHSEM), including situation and damage assessment reports. m. Report weather-related damage to the National Weather Service. n. Initiate formal requests for outside assistance from other jurisdictions. O. Monitor and control expenditures and allocate resources within the structure of the EOC or MT. Chair of Board of County Commissioners a. Is the Chief elected official for the County. b. Authorizes the County Administrator and the Office of Emergency Management to coordinate the response to the disaster. C. Acts as the point of communication with the Board of County Commissioners. d. Is responsible for the coordination, commitment, and direction of San Juan County government activities in support of emergency or disaster relief efforts. e. Issue directives to County departments and personnel regarding changes in normal duties/work schedules, temporary reassignments, and employment of temporary workers as needed. f. Act as intergovernmental liaison, thereby ensuring cooperation with outside agencies and jurisdictions. g. Engage legal services, or establish a legal team, to address legal concerns or issues. h. Provide information to the public and to the media through the Public Information Officer. . Provide support for, and direct other department heads to support the Office of Emergency Management. San Juan County Emergency Operations Base Plan, 11/1/2021 34 Authorize the procurement of vital supplies, equipment, and services needed for the protection of life and property. County Administrator a. Initiate declaration of disaster or emergency. b. Be responsible for the coordination, commitment, and direction of San Juan County government activities in support of emergency or disaster relief efforts. C. Participates on the Local Incident Management Team in the Policy Group. d. Issue directives to County departments and personnel regarding changes in normal duties/work schedules, temporary reassignments, and employment of temporary workers as needed. e. Act as intergovernmental liaison, thereby ensuring cooperation with outside agencies and jurisdictions. f. Engage legal services, or establish a legal team, to address legal concerns or issues. g. Provide information to the public and to the media through the Public Information Officer. h. Provide support for, and direct other department heads to support the Office of Emergency Management. i, Authorize the procurement of vital supplies, equipment, and services needed for the protection of life and property. J. Functions as the Human Resources Director for the County. k. Functions as the Finance Director for the County. Finance Director a. The County Administrator is the designated Finance Director. b. The Town Administrator works with the County Administrator on the Finance Function. C. The Finance Director is responsible for all financial management functions during a disaster. d. Track costs, analyze cost data, make estimates, and recommend cost-saving measures. They ensure that equipment and personnel for which payment is expected are properly. e. Identify, obtain and record cost data, and analyze and prepare estimates of incident costs. f. Manages all financial matters pertaining to leases and vendor contracts. g. Manages the daily recording of incident personnel and equipment time in accordance with the policies of the County and the Town. Human Resources Director a. The County Administrator functions as the Human Resources Director. San Juan County Emergency Operations Base Plan, 11/1/2021 35 b. The Town Administrator works in conjunction with the County Administrator on this role. C. Ensure adequate timesheets are kept and recorded for all Volunteers from the start of the incident; d. Ensure adequate timesheets are kept and recorded for all County Employees from the start of the incident; e. Prepare medical care compensation information for injured County employees through Worker's Compensation Plans; f. Assist the County in returning to its normal productivity, while also ensuring that the reputation of the organization is kept intact; g. Assist in developing, maintaining, updating, and implementing the Continuity of Operations Plan (COOP); h. In the case of displacement from the San Juan County Courthouse, the San Juan County Human Recourses will work from the San Juan County EOC (or other location as directed) and will need computers, telecommunications and internet access County Attorney a. Function as principal legal advisor to county officials before, during and after disaster/emergency incidents, and on policy and documentation matters associated with the emergeny/disaster. b. Draft and/or review emergency contracts, resolutions, proclamations memoranda of understanding, intergovernmental agreements, and other legal documents to provide effective authority in the county for timely emergency response. C. Provide interpretation of laws and regulations issued by Federal and State governments. d. Provide legal support for the County Commissioners, County Administrator and the Emergency Manager. Sheriff a. Establish and maintain law and order within the County. b. Work with the Emergency Manager providing direction and resources to respond to disasters/emergences: C. Coordinate communications and oversee communications staff to support emergency operations. d. Initiate and be primarily responsible for evacuations of persons who are or may be threatened by an imminent disaster, and reporting such evacuations to the Office of Emergency Management for coordination of support functions. e. Establish and implement, when appropriate, traffic control plans (including evacuation routes) as required by each type of recognized hazard threat. f. Provide security for emergency centers (i.e. EOC, temporary morgues), evacuated areas, shelters accommodating evacuees, and disaster-impacted areas. San Juan County Emergency Operations Base Plan, 11/1/2021 36 g. Recommend to the Board of County Commissioners the imposition of a fire ban. The sheriff will be responsible for enforcing this ban. h. The Sheriff functions as Designated Emergency Response Authority (DERA) for nazardous materials incidents with San Juan County. The County Road and Bridge Department a, Conduct regularly assigned duties, maintaining routes, facilities in operational mode. b. Provide materials, equipment, and/or personnel for the emergency maintenance and/or restoration of basic services to the public. C. Restore damaged roads, bridges, and other related infrastructure. d. Report infrastructure damage to the EOC. e. Provide for transportation services in support of emergency response and recovery efforts (i.e., movement of county personnel, equipment and supplies to designated staging areas). f. Conduct debris removal, clearance of public right-of-ways, and planning for road/route recovery operations, with priority assigned to critical emergency service corridors, including snow removal. g. Provide initial damage assessment information to the EOC; relevant to road damage, county equipment, and hazardous conditions. h. Assist in evaluating County road conditions and damage during large-scale emergencies, including prioritization for restoration. . Participate with representatives of other County departments on the damage assessment team and on local and/or state damage survey field teams as needed. - Develop plans, policies and procedures for the central control and repair of all transportation assets for maximum emergency utilization of all county vehicles, heavy equipment, supplies and assigned county personnel. Privately owned resources and facilities may be included as authorized by the Board of County commissioners in accordance with the state of emergency. k. Provide support to first responders by conducting traffic control measures such as barricades and flares, including establishment of emergency traffic routes and identification and marking of dangerous areas in coordination with the Sheriff's Department. If road closures are necessary, communicate them to the EOC. Town Administrator a. Initiate declaration of disaster or emergency for the Town of Silverton, based on guidance from the Office of Emergency Management. b. Functions as the main contact for the Office of Emergency Management. C. Participates on the Local Incident Management Team in the Policy Group. d. Function as the main contact for the Town Board. e. Coordinates Town legal resources. f. Be responsible for the coordination, commitment, and direction of Town of Silverton government activities in support of emergency or disaster relief efforts. San Juan County Emergency Operations Base Plan, 11/1/2021 37 g. Issue directives to Town departments and personnel regarding changes in normal duties/work schedules, temporary reassignments, and employment of temporary workers as needed. h. Act as intergovernmenta. liaison, thereby ensuring cooperation with outside agencies and jurisdictions. i. Engage legal services, or establish a legal team, to address legal concerns or issues. j. Provide information to the public and to the media through the Public Information Officer. k. Provide support for, and direct other department heads to support the Office of Emergency Management. . Authorize the procurement of vital supplies, equipment, and services needed for the protection of life and property. m. Manages financial expenditures that impact the town. n. Works in conjunction with the County Administrator on Finance, HR and Administration. Silverton Public Works Department a. Maintains normal operation of water and sewer systems. b. Communicate the status of the water and sewer systems to the OEM. C. Assists in facilities protection and emergency repairs to town public buildings, roads, utilities, and other essential facilities. d. Report damages(s) to public property, water and sewer operations to the OEM. e. Assist in emergency traffic control by providing barricades, cones and marking of traffic routes and dangerous areas in cooperation with the Sheriff's Department. f. Supervises and/or coordinates infrastructure repairs in Silverton. g. Removes debris from public streets and other public property. On a priority basis, maintains all town streets and alleys in a manner such that they are open and passable for all emergency vehicles. The County Clerk a. Maintain copies of official documents (i.e., proclamations, emergengy/disaster declarations) generated through the EOC or other sources. b. Provide for the preservation and safeguard of the vital records maintained by the Clerk's Office. These records include: loan transactions on vehicles, documents affecting real property, Board of County Commissioners records, marriage licenses, and election and voter records. C. May assist in determining household occupancy through voter or motor vehicle registration records. d. Will provide deputized staff to witness and record the EOC or BOCC meetings. e. County Clerk may swear in other elected officials by conducting an oath of office. The County Coroner a. Establish and maintain a system for body identification and disposition and initiate action to acquire expanded mortuary services as required. San Juan County Emergency Operations Base Plan, 11/1/2021 38 b. Establish a procedure for releasing the names of verified deaths during a disaster emergency situation. C. Respond to the scene when required for investigation, documentation and consolation and whenever possible for multi-fatality incidents or requested by the Sheriff's Department. d. Communicate situational status with the Emergency Manager and the EOC. e. Maintain and implement the San Juan County Coroner's Office Mass Fatality Incident Plan. f. Develop and maintain relevant Standard Operating Procedures (SOPs) related to Mass Fatality Plan. g. In conjunction with other health officials, develop and implement procedures for the safe handling of those persons who have or may have died of an infectious or contagious disease. The County Assessor a. Act as the lead department in the assessment of damage to private property resulting from the disaster, including working with Town and County officials. b. Provide for training and staffing damage assessment teams. C. Lead on Geographic Information Systems (GIS) to map affected areas. d. Functions as IT Lead and support and Liaison with IT Contractor. e. Coordinate with GIS to use aerial photography and mapping capabilities to locate and assess affected properties. f. Adjust property values based on damage assessment and update records accordingly. g. In the case of displacement from the Assessor's Office, the Assessor's Office personnel will operate from the Road and Bridge facility and will need computers, internettelecommunications, scanners, and access to their servers. h. State law permits a temporary facility to be established within the city of Dove Creek (the county seat) for the San Juan County GIS Department a. The County Assessor acts as the lead on the Geographic Information Systems. b. Provide situational and incident maps to the IC or Emergency Management or response workers as needed; C. These maps may include, but are not limited to, available data showing approximate property boundaries, approximate structure locations, property ownership, other pertinent property data maintained by the San Juan County Assessor's Office, d. geographic features, USGS topography or other utilized data or data collected by operations personnel; e. Assist with Emergency Operations as needed; f. Development and maintenance of standard operating procedures (SOP's); San Juan County Emergency Operations Base Plan, 11/1/2021 39 g. Maintain ability to manage response and recovery support operations using command and management principals as outlined in the National Incident Management System. Information Technology Department h. The County Assessor acts as the lead on the Information Technology Systems. i. Assist with Emergency Operations as needed; j. Provides support on hardware and software systems used by the County. k. Maintains data back ups and archiving data systems. The County Treasurer a. Establish and maintain a financial record keeping system to accurately track expenses involving manpower, equipment, supplies, and other miscellaneous items while a declared disaster or emergency is in progress. b. Select, or appoint a suitable person to be the Finance Section Chief. The responsibility of the Finance Section Chief will be to document and keep accurate records of expenditures, and commitments to spend, while the event is taking place. C. Keep the BOCC informed as to amounts expended and anticipated expenditures. d. Prepare a final report of all expenditures for presentation to the BOCC. e. San Juan County maintains an unassigned fund balance of 25% in its General Fund, and maintains an emergency reserve in an amount equal to at least 3% of fiscal year spending in accordance with Article X, Section 20 of the Colorado Constitution. Town/County Planner a. Provide staffing to be assigned by the Emergency Manager to assist in emergency response or by the County Administrator to assist in maintaining continuity of Town and County governmental services during a disaster or emergency. b. Record significant population concentrations within the county. C. Provide staffing to the Damage Assessment team, if requested. d. Support in GIS. Town/County Code Enforcement Officer e. Provide staffing to be assigned by the Emergency Manager to assist in emergency response or by the County Administrator to assist in maintaining continuity of Town and County governmental services during a disaster or emergency. f. Monitor code violations g. Provide staffing to the Damage Assessment team, if requested. Silverton-San Juan Fire and Rescue Authority a. The Fire Chief is the principle contact for the SSJFRA. San Juan County Emergency Operations Base Plan, 11/1/2021 40 b. Conduct regularly assigned functions regarding fire protection and control activities within San Juan County. Perform assistance/support roles as outlined in established mutual aid agreements. Assist emergency management and law enforcement in warning the public of impending danger and, as necessary, assist in the evacuation of potential danger areas. C. Extricate trapped victims. d. Identify requirements for debris clearance, if required. e. Provide security in evacuated areas, as requested by law enforcement. f. Assist in rescue operations. g. Be prepared to receive and utilize additional resources for outside the County, as the situation and support needs dictate, as determined by the Incident Commander (IC) and EOC. h. Work with law enforcement to conduct evacuations as needed. Silverton Medical Rescue a. Conduct regularly assigned functions regarding delivery of pre-hospital emergency medical services. b. Coordinate ambulance service to areas where such medical assistance is required. Be prepared to receive and utilize additional resources from outside the County, as the situation and support needs dictate, as determined by the IMT or EOC. C. Will advise or consult with the San Juan County Public Health Department when multiple cases of illness exhibit similar symptoms or when patients exhibit symptoms suspected of being related to an infectious disease. d. Coordinate on-scene mass casualty treatment and transport to medical treatment facilities. San Juan County Search and Rescue a. Conduct regularly assigned functions regarding search and rescue functions. b. Coordinate and perform search and rescue missions as directed by the sheriff. C. Provide personnel to assist with disaster management operations. d. Be prepared to receive and utilize additional resources from outside the County, as the situation and support needs dictate, as determined by the IMT or EOC. e. Assist other responders to safely access and exit a scene. The Silverton School District Superintendent a. Provide for the safety of students and staff. b. Provide school bus support for evacuation and other lifesaving purposes, as requested. C. Coordinate with designated shelter management personnel when use of the schools is directed for emergency care requirements (i.e., feeding and/or sheltering). d. Maintain an up-to-date Memorandum of Understanding (MOU) for use of school district facilities by emergency personnel. San Juan County Emergency Operations Base Plan, 11/1/2021 41 San Juan County Public Health Department a. Advise the County Administrator and Emergency Manager on potential, pending and imminent public health disaster situations. b. Cross reference the Public Health Emergency Operations Plan (PHEOP). C. Provide 24/7 environmental health services such as: inspection of food supplies and restaurants, water testing, zoonotic investigations, and identification of any other unsanitary conditions that present health hazards to the general public. d. Provide guidance on disposal of contaminated or spoiled foods and animal carcasses, protection of food supplies or drinking water, and other potentially hazardous conditions. e. Provide epidemiologic services such as disease surveillance, patient tracking and public information. f. Provide technical support, to include prophylaxes or vaccination for the prevention of disease. g. Develop and maintain a Strategic National Stockpile plan, including receipt, storage and distribution of medical supplies form this federal asset. County Social Services a. Establish and manage emergency shelters and/or feeding facilities with the assistance ofthe Social Services Director and other agencies. b. Coordinate Volunteer Organizations, (i.e. the American Red Cross, Salvation Army) C. Provide temporary and immediate housing for displaced disaster victims. d. Assist incident victims with immediate emergency needs (i.e., food, water, shelter, clothing, personal articles, physical and mental health counseling, and referrals). e. Provide food, beverages, and other assistance to emergency response personnel and emergency relief workers. f. Assist with the management of donated goods, including cash, food, cleaning supplies, blankets, building materials, tools, work gloves, toiletries, and personal items, etc. g. Maintain database of volunteers within their organizations. Other Agencies and Partners a. Mental health agencies will provide services to support mental health with responder, affected populations, and the community at large. b. Religious and counseling activities as suitable to displaced persons and others impacted by the disaster/emergency situation. Religious organizations may also provide services under volunteer organizations. C. Public utilities, in time of emergency or disaster, shall expedite restoration of public facilities and utilities with priorities dictated by the EOC. d. Hospital Partners: Mercy Medical Center in Durango CO and Montrose Memorial Hospital in Montrose CO are the 2 closest out of county hospital facilities used by the San Juan County community. The hospital partners maintain situational awareness with regards to medical surges and the potential increased use of San Juan County Emergency Operations Base Plan, 11/1/2021 42 hospital facilities by San Juan County. The EMS Director manages the contact in coordination with the Public Health Director. e. Amateur Radio Operators may provide emergency communications support. f. Animal Control will establish measures for animal control including: the coordination of animal relief measures, animal care, animal evacuations, and animal identification and tracking. Also will assist in care for animals of displaced persons in shelter facilities. Coordinating activities with any animal response teams. Emergency Support Functions The concept that each agency has an Emergency Support Function is defined in the National Response Framework. The following is a summary of the Emergency Support Functions (ESF) for San Juan County. Each "ESF" has an analog at the local, state and federal jurisdictional level. Below is a chart of ESF Primary Agency ESF Support Agency for San Juan County. SAN JUAN COUNTY EMERGENCY SUPPORT FUNCTION MATRIX Emergency Support 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Function Administrator (+Finance) S S S S S S S S S S S S S S S Assessor (GIS, IT support) $ S S S Attorney S S S S S S S S S S S S S S S Board Commissioners of County S S S S S S S S S S S S S S S Clerk and Recorder S S S S Coroner S S S S S S S Dispatch S P S S S S S S Emergency Management S P S S P S P S S S S S S S P Information' Technology S S S S S S S S S S S S S S S Human Resources S S S S S S S S S S S S S S S Public Health S S S P S S P S S S Road and Bridge (Public Works) P P S S S S S S S P S S Code Enforcement S Sheriff (DE.R.A, Wildland) S S S P S S S P P S S P S S Social Services S P S S S Treasurer S S S S S S S S S S S S S S S Non-County Department/Agencies: Upon Request of County Lead Fire Districts S S S P S S S S S S S S S S S Emergency) Medical Services S S S S S S S S S S S S S S Silverton. Medical Clinic S S S S S S S 5 S S S S San Juan County School District S S S S S S Public Utilities S S S S S Private Business Sector S State and Federal Agencies S S S S S S S S S Refer to the NationalResponse Framework for detailed descriptions of ESF's s. This table is intended to point San Juan County agencies to the correct ESF responsibility. S= SUPPORTING DEPARIMENTAGENCY P= ESF LEAD DEPARIMENTAGENCY, San Juan County Emergency Operations Base Plan, 11/1/2021 43 Information Collection, Analysis, and Dissemination During a disaster situational Information is very important to the public, staff and policy makers. As a disaster evolves, information will be collected from a variety of sources. As an incident expands a dedicated Section or Unit will be charged with collecting and reporting incident situational awareness data. Public messaging will go through the designated Public Information Officer (PIO). The PIO will ensure that all information about an incident is verified prior to release. The following lists a few examples of potential sources of operational information: On-scene responders Incident Command System form 214- Activity Logs Situation status reports Incident briefings Department briefings Public agencies and non-governmental organization partners Radio, and print media, social media Victims of the emergency or the general public Subject matter experts Analyze Information After information has been collected, it must be analyzed to determine its operational relevance. Incident personnel will analyze information that is received and prepare situation status reports for staff and policy makers. Media Monitoring and Rumor Control During an emergency, the potential for dissemination of false or misleading information is high. This can lead to operational difficulties for responders and confusion among the public. Misleading information can be produced from several sources including television, radio, print, and especially social media. Accordingly, emergency management will establish a media monitoring and rumor control team. Media monitoring will be coordinated by the Public Information Officer. Dissemination Message dissemination is categorized into internal messaging and public messaging. Internal messaging refers to messages crafted for responders and partners, while public messaging refers to messages crafted for public dissemination. San Juan County Emergency Operations Base Plan, 11/1/2021 44 Internal Messaging The Public Information team will assist in conveying information as necessary to the Policy Group. Additionally, the Planning Section will maintain and update a situation status report which will contain critical information and intelligence updates for responders and partners. This will occur at the Emergency Operations Center. Other methods of internal information dissemination include written messages via ICS General Message Form 213, emails and text messaging. All efforts will be made to capture incident communication for documentation purposes. Public Messaging Various methods of public information dissemination are available. The decision to use a particular medium will be based on the urgency of information and the intended audience. Some methods of distribution include: Press releases Press conferences Website updates Print, radio, or televised announcements Social media updates To ensure a centralized, consistent and accurate voice representing the county, all public information releases will be coordinated through the Public Information Officer. If the incident expands a Joint Information System (JIS) may be created where multiple public information officers develop a coordinated information clearinghouse. Communications Procedures and protocols for communicating during an emergency will follow the guidelines set forth in NIMS and ICS. All communication pathways will be resilient, interoperable, and redundant. Communication is divided into two categories: tactical or 'on-scene" communication and strategic communication. In tactical communication, responders communicate within a particular command element on activities necessary for carrying out operational objectives. Strategic communication reaches across ICS organizational elements and conveys situational awareness, resources requests, and other response-related information. San Juan County Emergency Operations Base Plan, 11/1/2021 45 Tactical communication Tactical communication modalities will be assigned by each agency/department involved in an incident. Personnel will receive pre-event or just-in-time training on the use of communication equipment and proper communication protocols. Strategic communication Strategic communication will use landline and cellular phone as the primary method of communication. Radio, email, and other web-based communications will be used in the event that primary methods of communication are unusable. All communicative devices used in emergency operations will be identified in an Incident Action Plan. Administration, Finance, and Logistics Administration and Finance operations will be established when the EOP is activated. Time and resource requests will be logged using the appropriate ICS forms. Volunteers and temporary hires will follow County personnel policies. The following information will be tracked: the acquisition of resources, personnel time, vendor contracts, and costs associated with used, borrowed, or damaged equipment. Resources are inclusive of personnel teams, facilities, equipment, and supplies. Resources can be supplemented by procurement, mutual aid, volunteer and donation management, and personnel reassignment. Administration and Finance operations are critical to ensure costs are reconciled with funding sources. This is accomplished by tracking four main categories of expenses: 1. compensation/Claims financial concerns resulting from damage to property, injuries, or fatalities at the incident. 2. Cost: tracking and analyzing cost data, making estimates, and recommending cost saving measures. 3. Procurement: financial matters concerning vendors contracts. 4. Time: recording time for incident personnel and hired equipment. Mutual Aid Agreements San Juan County utilizes various partnerships and agreements to provide the required resource in the most efficient manner possible. Mutual aid agreements are in the form of both verbal and written agreements with local and regional jurisdictions. San Juan County Emergency Operations Base Plan, 11/1/2021 46 Local Agreements 1. Hazardous Material Response. Agreements with Colorado State Patrol to provide hazardous material response capability to San Juan County and municipalities within San Juan County. 2. Wildland Fire Suppression with Fire Protection Districts. Agreement between San Juan County and Durango Fire Protection Districts (DFPD) to provide suppression on wildfires that occur within San Juan County up to Coalbank Pass, This includes outside DFPD's boundaries, with specified costs that are reimbursable by the county. 3. Colorado Emergency Fire Fund (EFF). Wildland fire suppression capability provided by the State of Colorado. 4. Wildland Fire Operating Plan (OP). Specifies how different agencies, to include county, state, and federal departments, will conduct wildland fire suppression operations within San Juan County. 5. Southwest Area Mutual Aid. Currently mutual aid agreement between fire chiefs in the region to provide fire suppression as needed. 6. Emergency Shelters. Agreements (pending) between facilities capable of providing shelters and Red Cross, coordinated by San Juan County OEM. 7. Mutual aid between bordering Counties. Emergency Managers bordering San Juan County have a general verbal agreement to provide support for up to 48 hours between Ouray, La Plata, San Miguel, Hinsdale, Dolores Counties. Plan Maintenance, Training and Exercises Authority for maintenance and regular updates of this plan rests with the Emergency Manager and the San Juan County Office of Emergency Management. The Office of Emergency Management may conduct exercises and training sessions to ensure that all departments and offices with assigned responsibilities understand provisions of the plan. Departments, offices and other organizations with authorities identified in the plan are encouraged to conduct their own exercises and training sessions. Staff participation in periodic exercises provides the best opportunities for refining plans and procedures in preparation for actual disaster and emergency events. The Emergency Manager will coordinate multi-agency and muit-jurisdictional exercises. San Juan County Emergency Operations Base Plan, 11/1/2021 47 CHECKLIST FOR PLAN MAINTENANCE, TRAINING AND EXERCISES Ensure that ICS policies and procedures are communicated to all agencies that may become involved in emergency response operations. Provide ICS and EOC training and exercise opportunities to all agencies and offices with emergency management responsibilities. Encourage all agencies with emergency responsibilities to develop and maintain current internal procedures for carrying out assigned functions, where appropriate. Conduct multi agency and multi jurisdictional exercises to improve coordination and reduce overall training costs. Establish procedures for distributing plan revisions to all agencies with assigned responsibilities. PART I: Functional and Support Annexes The Base Plan provides a broad, overarching framework relevant to emergency planning as a whole for San Juan County. Annexes are covered under the Base Plan. The annexes focus on specific responsibilities, tasks, and operational actions that pertain to the performance of a particular emergency operations function. These annexes also establish preparedness targets (e.g., training, exercises, equipment checks and maintenance) that facilitate achieving function-related goals and objectives during emergencies and disasters. Certain annexes may be retired or expired when deemed appropriate. Annexes can have their own adoption, review and promulgation schedules. A crosswalk is conducted on any new annex plan development in order to eliminate redundancy between 'Annex Plans" and other relevant plans in the County. Functional Annex Plans ICS and EOC Operations with list of ESF's Emergency Alert and Warning Mass care and Evacuation Resource management Training and Exercise Hazards and Hazards Vulnerability Analysis Wildfire Hazards Analysis Damage Assessment San Juan County Emergency Operations Base Plan, 11/1/2021 48 Debris Management Mutual Aid Agreement List (in progress) Support Annex Plans Public Health Emergency Operations Plan (and associated Public Health Plan Annexes) Avalanche Safety Plan Event Plans (HR 100, IHBC, 4th ofJuly) Continuity of Operations/Continuiy of Government Plan Animas River Alert And Notification Plan DSNGRR Passenger Train Emergency Preparedness Plan EPA Emergency Action Plan SW RETAC Mass Casualty Plan Community Wildfire Protection Plan Storm Ready Plan (with National Weather Service) Wildland Fire County Operating Plan (OP) Historical Disasters of San Juan County Local Government Guide to Recovery 2017 San Juan County Emergency Operations Base Plan, 11/1/2021 49 11/8/21, 10:02 AM San Juan County Mail New Gunnison Field Manager Jon Kaminsky Gmail Willy Tookey <admin@sanjuancolorado.us> New Gunnison Field Manager - Jon Kaminsky 1 message Dawson, Elizabeth A cedawson@uim.goy> Mon, Nov 8, 2021 at 8:30 AM To: 'Dawson, Elizabeth A" <edawson@bim.gov, "Chadwick, Kara -FS" saachadwa@usdago-, "Stewart, Chad -FS" chadstewar@usdagow. "Greco, Deanna" <Deanna_ Greco@nps.govo, ouc@pumconcounyog houck@gunnisonisoncounty.orga, eksmth@gunnisoncounty.org asmim@umaonounyoy. mason@gunnisoncounty.org <rmason@gunnisoncounty.org> administrator@san)uancolorado.us" adminstrator@san.uancolorado.us), conychick@sate.ous conychck@stale.cous Cc: Kaminsky, Jon F" kaminsky@bim.gov> Good Morning! I am excited to announce that Jon Kaminsky has been selected for the Gunnison Field Office Field Manager position and started November 7, 2021. Jon has been acting in the role since July 2021 where he has shown measured leadership and creative approaches to solving issues. Jon comes to us from the White River Field Office, where he was the Assistant Field Manager for Energy, Lands and Minerals. Jon has also worked as an Assistant Field Manager in Range and Wildlife in the Challis Field Office in idaho. Jon calls Gunnison home he has opened a business there and worked with Western Colorado State University to revamp and teach a geography course and as a substitute teacher for the Gunnison Watershed Schools. Jon's ties to Gunnison and passion for public lands will make him a great partner and an advocate for the benefits BLM provides to local communities and the greater visiting public. Please join me in congratulating Jon on his new position! Lisa Elizabeth A. Dawson District Manager (acting) DOI Region 7 - Upper Colorado Basin BLM Colorado Southwest District (970) 240-5430 (720) 607-7316 edawson@bim.gov htpslimalgooge.com/alwonk-aSenet.sb2eive-plsearchachwalspemihd-bneadnA7/58/4472108471586sampl-map.ns9-A3A1715874472. 1/2 11/8/21, 10:02 AM San Juan County Mail New Gunnison Field Manager Jon Kaminsky htps./Imail.google.comimalluonk-laseaeb2leivewepisearch-alapermhd-lhvead-3A1715874472210647158asimpl-msg.A3A3A17158744722.. 2/2 Townof Silverton SANJUAN COUNTY PO Box 250 PO) Box +66 Silverton, CO 81433 Silverton, CO81433 970-387-5522 970-387-5766 Date: November 9, 2021. For: November 12 Board of County Commissioners Meeting. From: Town/ County Planning Director. Regarding: Some ofthe Planning Department Work During the Past Four Weeks. Update on Recent Town and County Planning Meetings and Projects The Town/County Planning Director worked part time for two weeks October 15-29 due to an accumulation ofe excessive PTO (vacation) hours. Planning Director worked approximately 20 hours instead of 80. No Staff Report was prepared for the last County Commissioners meeting. Therefore, this is an update on the last four weeks of Planning Department ongoings. The Planning Commission met on October 19. In their official capacity as the Town Historic Review Board, they conditionally approved an application for a proposed residence, at 17th/Greene, in the newly-created Town Architectural Review Overlay District (AROD). They also had a work session on affordable housing. The Planning Commission has a combined November/December meeting on December 14. The Town Board approved two Planning Applications during two Public Hearings on October 11: a proposed duplex in the ED zone at 7th/ Cement, and the first step towards a Proposed Subdivision for new townhomes under construction at Sth/Reese. The Planning Director attended a meeting with the non-profit agency Community Builders, and the Compass Project stakeholders group oflocals, on October 13, to discuss the 2010 and 2022 Town/County Master Plan. Another meeting with Community Builders will occur today, November 9, regarding the Master Plan and upcoming Town code updates. The Town Administrator obtained a grant from CHFA to design proposed housing on several vacant Anvil Mountain Subdivision Lots. A site visit will be held at Anvil Mountain Subdivision on November 16. The Town/County staff has been discussing annexation. The Town Staff meets each Thursday morning; followed by the Planning Department staff, Building Inspector, and Town Administrator meeting to work on affordable housing solutions. The Planning Director met with the County Administrator and the owner of approximately 70 claims located adjacent to the Town Boundary, to discuss developmenthousing. on October 15. The Planning Commission, Town Board, Public Works Director, and Planning Department has been working on proposed parking signage, and an upcoming grant-funded traffic study, around the school, to improve school/pedestrian safety, and reduce pedestrian/vehicle conflicts. I have been working with/training the new Town Planning Assistant, Clark Thornhill, and together we are processing several Town Planning applications. The two closest to completion are: a proposed AT&T generator/propane tank at the Town-owned cell phone tower site (in potential avalanche zone), and a Preliminary-Final Subdivision Plat, Townhomes at Sth/Reese. Clark Thornhill and I put together two packets for two Oct. 11 Town Board Public Hearings, a Town Board school safety work session, and the packet for the October 19 Planning Page 1 of 2, Staff Report for BOCC, L. Adair, November 9, 2021. Commission meeting. The County Administrator also prepared a report. and presented an update on affordable housing, at that October 19 Planning Commission meeting. The Town Planning Dept. staffis writing the Subdivision Improvements & Lien Agreement (SIA), reviewing the Preliminary-Final Plat/Application, and calculating the land dedication fee- in-lieu, for the Proposed Brown Townhome Resubdivision, at the corner of 5th/ Reese. Approval letter with conditions for the Proposed Deming-Stewart Residence, in the new AROD District, 17th/Greene, approved by the Planning Commission/Town Historic Review Board. I am processing partially-complete County applications on these sites: Old 100 & the Gary Owen Mines, Cole Ranch, Blanche Placer, Know Your Neighbor, Tiger Mill Site. Currently I am seeing more real estate-related contact/activity in the County, than in the Town. Recent calls/emails were received, about due diligence questions, and/or upcoming proposals, on the following County sites: Emma/Venus Lodes near Corkscrew Gulch, proposed septic systems on claims between Arrastra/Swansea Gulches, MaxwellLowville Mill Sites at the Arrastra Bridge, Essex Street Mill Site in Arrastra Gulch, Log Cabin Lode near Red Mountain Pass, Black Hawk Lode in Minnehaha, Grey Rock Village at Purgatory, Gold Finch Lode at Chattanooga, Idaho No. 3 and 4 Mill Sites near the Train Depot, Portion of the Ophir Placer at Highway 550/Shrine Road, Wyman Tract Clemmons Placer on 15th Street/Shrine Road, Powerhouse Building at the Powerhouse Subdivision, Forest Queen No. 9 and Carbonate King Lodes at Maggie Gulch, CB Cobb Lode at Howardsville, Carolina Mill Site near Deer Park. There are two septic systems currently being constructed: one on the Moonbeam Lode along Eureka Gulch Road, one on the Genoa Lode on CR 2 across from the Mayflower Mill. Clark Thornhill and I are reviewing applications to see which ones are complete enough to be included on the December 14 Planning Commission agenda. We expect that could be a "full" agenda, with several County applications, and several Town applications. An application is incoming for the Town to consider abandonment of Town Street Rights-of- Way near Silverton Lakes RV Resort. The Town vacated Streets north of Campground Road last year, most ofwhich is wetlands. I met onsite recently with an adjacent land owner. A proposed like-for-like window replacement project was approved for the Golden Block Brewery. Applications for the Town Historic Board, to change downtown building façades, are incoming, for the TNT Building, and the former Brown Bear/future Citizens State Bank. There are two proposals for multi-family housing structures, at 10th/Greene, and Oth/Reese. The Town received a DOLA grant, for a consultant to review Staff's upcoming proposed Town zoning regulation revisions. Planning Director will be redlining the Town code over the holidays, then the consultant (Gabe Preston of RPI in Durango) will assist with the revisions. The vacant land along both sides of 5th Street, between Reese Street and the Anvil Mountain Subdivision, appears to be the next big hot spot for major development. Rezoning applications will probably be required since the zoning in that area is BA (Business Auto). The Town and County may need to come up with a plan prior to May, for the Truck Bypass Road (CR 10) where it passes in/out of the Town Boundary, below the cemetery/water tank, regarding whether/not OHVS will be allowed, to connect Gladstone/Animas Forks/Alpine Loop. Planning Director spent some time by phone with Mr. Branner discussing the County permitting/proposed parking concepts/sight distancelemergency services access/trailer/OHV considerations, for the Proposed Bakers Park/BLM mountain bike area, on Boulder Mountain. Town/County Planning/Building Department staff Clark Thornhill and Bill MacDougall are currently both working part time from out of State. Town is advertising for an Attorney; Town/County staff has been working on the 2022 Budgets. Building/Planning Dept. staff has been working closely with SJBH on several existing septic systems, under the new S.JBH Transfer of Title process, whereby "old septics" get inspected (and often require repair/updates) whenever property ownership changes. Please contact me with any questions at work cell 946-9408 or work email adair@silverton.co.ls Page 2 of 2, Staff Report for BOCC, L. Adair, November 9, 2021. County Sales Tax 2016 2017 2018 2019 2020 2021 % Change 5yr. Average January 5,959.36 6,799.02 4,970.71 7,799.87 6,854.79 16,723.50 143.97% 8,629.58 February 14,491.56 15,080.08 13,859.09 12,885.86 22,860.78 19,987.28 -12.57% 16,934.62 March 8,627.43 10,000.08 11,861.72 11,246.33 14,595.18 16,402.87 12.39% 12,821.24 April 9,804.86 11,323.27 10,399.61 8,857.05 15,280.29 15,820.09 3.53% 12,336.06 May 13,024.22 13,990.92 16,321.32 19,708.91 12,778.47 24,773.54 93.87% 17,514.63 June 5,819.62 7,552.19 4,601.13 5,827.74 9,946.40 17,549.36 76.44% 9,095.36 July 22,946.78 7,682.30 5,985.49 6,206.92 17,737.22 13,668.65 -22.94% 10,256.12 August 11,781.46 13,949.50 6,568.03 13,486.95 10,921.79 32,028.49 193.25% 15,390.95 September 15,042.34 21,634.93 9,579.78 22,429.05 21,745.79 30,048.75 38.18% 21,087.66 October 12,955.34 16,769.39 11,057.45 13,774.16 18,726.14 29,953.36 59.95% 18,056.10 November 13,548.66 -4,182.80 11,187.78 15,070.58 17,785.19 29,182.27 04.08% 13,808.60 December 6,497.13 4,750.60 5,273.24 7,547.72 17,476.46 -5.00% 5,888.17 Total 140,498.76 125,349.48 111,665.35 144,841.14 186,708.50 246,138.16 28.91% 128,151.67 Year to Date 134,001.63 120,598.88 106,392.11 137,293.42 169,232.04 246,138.16 45.44% Emergency Services Sales Tax 2016 2017 2018 2019 2020 2021 % Change 5-Year Ave, January 5,343.03 5,622.78 5,693.58 22,652.17 22,081.29 35,673.96 61.56% 18,344.76 February 9,368.55 10,692.95 9,500.78 20,193.73 38,888.47 40,698.37 4.65% 23,994.86 March 7,022.72 7,037.70 8,924.66 28,148.22 30,899.33 39,142.28 26.68% 22,830.44 April 8,989.30 8,265.99 22,040.87 52,719.27 32,992.58 39,017.29 18.26% 31,007.20 May 11,187.66 11,429.96 23,915.42 32,415.46 28,328.62 53,200.16 87.80% 29,857.92 June 7,002.03 6,362.70 13,364.73 17,201.80 20,323.77 38,209.24 88.00% 19,092.45 July 16,350.76 12,960.82 36,977.68 35,279.36 29,408.23 54,965.11 86.90% 33,918.24 August 28,294.88 29,968.07 54,297.30 74,723.11 62,795.11 139,369.81 121.94% 72,230.68 September 42,058.55 45,477.85 100,795.88 126,269.99 120,650.92 164,773.79 36.57% 111,593.69 October 31,447.71 33,384.56 82,850.46 103,635.85 108,852.60 139,222.51 27.90% 93,589.20 November 33,410.55 39,818.53 88,859.04 101,380.60 107,416.93 136,598.38 27.17% 94,814.70 December 21,352.56 14,380.35 34,697.06 45.399.97 63.130.77 39.05% 25,661.42 Total 221,828.31 225,402.27 481,917.46 660,019.53 665,768.62 880,870.90 0.87% 194,457.80 Year to Date 200,475.75 211,021.92 447,220.40 614,619.56 602,637.85 880,870.90 46.17% Town Sales Tax 2016 2017 2018 2019 2020 2021 % Change 5-YearAve January 15,412.76 15,692.10 17,803.62 17,777.51 28,417.92 40,358.55 42.02% 24,009.9- February 22,982.62 27,691.72 24,144.03 26,379.98 39,259.76 45,122.36 14.93% 32,519.57 March 19,463.45 18,150.71 23,836.90 33,717.73 34,763.49 46,228.85 32.98% 31,339,54 April 26,152.34 21,740.67 24,868.07 75,356.86 37,422.14 46,611.62 24.56% 41 199,87 May 31,726.42 31,728.94 21,945.84 32,071.64 24,839.85 60,352.89 142.97% 34.187,8 June 22,188.51 17,898.60 17,527.63 21,650.46 22,518.84 43,589.40 93.57% 4.636,99 July 42,456.28 44,161.00 53,182.66 50,243.72 29,239.56 74,281.24 154.04% 50.221.6-1 August 101,398.06 105,922.79 80,166.62 105,875.94 90,106.11 190,977.70 111.95% 114.609.8: September 153,191.88 160,276.49 151,431.83 179,274.96 170,982.30 233,606.46 36.63% 1/9 114-1 October 112,835.51 116,768.86 121,288.07 151,774.01 155,155.28 192,817.13 24.27% 147,560.67 November 120,093.55 163,456.93 130,755.88 146,395.83 153,802.89 189,389.35 23.14% 156,760. 18 December 78,913.11 52,770.79 50,151.94 64,974.75 83,368.79 -5.00% 58,196.60 TOTAL 746,814.49 776,259.60 717,103.10 905,493.39 869,876.93 1,163,335.55 -3.93% 670.005.77 Year to Date 667,901.38 723,488.81 666,951.16 840,518.64 786,508.14 1,163,335.55 47.91% Lodging Tax 2016 2017 2018 2019 2020 2021 % Change 5yr. Average January 1,083.78 35.05 126.80 885.93 3,729.44 543.94 -85.41% 1,064.23 February 7,581.19 10,406.98 8,318.23 10,816.00 14,088.47 20,282.97 43.97% 12,782.53 March 1,544.89 786.00 3,097.25 145.07 454.00 660.00 45.37% 1,028.46 April 195.49 1,543.39 2,002.98 33.00 1,489.56 0.00% 1,013.79 May 7,263.06 13,776.57 11,375.54 17,612.98 14,069.00 30,651.70 117.87% 17,497.16 June 4,849.00 1,094.30 1,356.34 952.07 300.40 1,007.32 235.33% 942.09 July 1,394.08 309.00 2,702.84 170.21 573.00 11,854.90 1968.92% 3,121.99 August 9,590.21 10,799.07 11,477.00 14,372.43 13,978.56 57,659.81 312.49% 21,657.37 September 1,354.94 5,661.40 7,956.78 2,738.12 139.00 248.50 78.78% 3,348.76 October 3,733.58 2,632.10 666.79 2,848.73 780.48 1,346.59 72.53% 1,654.94 November 39,304.00 38,017.00 43,574.04 47,263.00 58,396.70 76,493.41 30.99% 52,748.83 December 1,011.00 2,839.96 2,029.95 1,790.37 1,918.52 7.16% 1,995.60 Total 78,905.22 87,900.82 94,684.54 99,627.91 108,427.57 202,238.70 8.83% 118,575.91 Year to Date 77,894.22 85,060.86 92,654.59 97,837.54 106,509.05 202,238.70 County Sales Tax (month collected) 2016 2017 2018 2019 2020 2021 Local Remote Total Local Remote Total Local Remote Total January 8,627.43 10,000.08 11,861.72 11,205.30 41.21 11,246.51 10,788.33 3,806.85 14,595.18 12,774.47 3,628.40 16,402.87 February 9,804.86 11,323.27 10,399.61 8,772.61 84.44 8,857.05 10,870.13 4,410.17 15,280.30 12,943.71 2,876.38 15,820.09 March 24,773.55 13,024.22 13,990.92 16,321.32 19,310.39 398.52 19,708.91 9,542.34 3,236.13 12,778.47 20,077.43 4,696.12 April 5,819.62 7,552.19 4,601.13 5,675.84 151.91 5,827.75 6,642.00 3,304.40 9,946.40 12,099.99 5,449.37 17,549.36 May 22,946.78 7,682.30 5,985.49 5,876.94 325.95 6,202.89 14,961.72 2,775.50 17,737.22 7,456.19 6,212.46 13.668.65 June 11,781.46 13,949.50 6,568.03 12,825.21 661.74 13,486.95 8,411.36 2,510.43 10,921.79 24,129.22 7,899.27 32,028.49 July 15,042.34 21,634.93 9,579.78 21,568.05 861.00 22.429.05 17,395.28 4,350.51 21,745.79 21,822.70 8,226.05 30,048.75 August 12,955.34 16,769.39 11,057.45 12,723.74 1,050.42 13,774.16 14,702.81 4,023.33 18,726.14 23,443.66 6,509.70 29,953.36 29,182.27 Septembei 13,548.66 -4,182.80 11,187.78 14,041.68 1,028.90 15,070.58 13,563.83 4,221.36 17,785.19 22,816.57 6,365.70 October 6,497.13 4,750.60 5,273.24 6,721.34 825.95 7,547.29 13,816.59 3,659.87 17,476.46 November 6,799.02 4,970.71 7,799.87 5,930.45 924.35 6,854.80 13,790.50 2,933.00 16,723.50 December 15,080.08 13,859.09 12,885.86 13,632.71 9,228.08 22.860.79 15.682.24 4,317.03 19.999.27 Total 141,926.95 122,300.18 113,521.28 138,284.26 15,582.47 153,866.73 150,167.13 43,548.58 193,715.71 157,563.94 51.863.45 209.427.39 Emergency Services Sales Tax (month collected) 2016 2017 2018 2019 2020 2021 Local Remote Total Local Remote Total Local Remote Total January 7,022.72 7,037.70 8,924.66 27,980.65 167.86 28,148.51 26,847.59 4,051.74 30,899.33 32,447.80 6,735.19 39,182.99 February 8,989.30 8,265.99 22,040.87 21,749.81 30,969.48 52,719.29 26,943.46 6,049.12 32,992.58 33,038.78 6,019.09 39,057.87 March 11,187.66 11,429.96 23,915.42 31,606.19 809.27 32,415.46 18,988.97 4,560.71 23,549.68 43.877.86 9,322.30 53,200.16 April 7,002.03 6,362.70 58,262.95 16,573.10 628.71 17,201.81 14,879.87 5,443.90 20,323.77 30,509.93 7,699.31 38,209.24 May 16,350.76 12,960.82 36,977.68 33,423.78 1,892.28 35,316.06 24,551.07 4,857.16 29,408.23 45,019.35 9,945.76 54,965.11 June 28,294.88 29,968.07 54.297.30 72,152.85 2,570.26 74,723.11 56,773.64 6,471.47 63,245.11 125,792.28 13,577.53 139,369.81 164,773.79 July 42,058.55 45,477.85 100,795.88 123,864.51 2,405.48 126,269.99 110,539.66 10,111.26 120,650.92 149,173.26 15,600.53 August 31,447.71 33,384.56 82,850.46 101,317.76 3,702.92 105,020.68 98,545.37 10,307.22 108,852.59 125,932.27 13,290.24 139,222.51 September 33,410.55 39,818.53 88,859.04 99,005.06 2,075.54 101,080.60 98.173.46 9,243.47 107,416.93 124,672.32 11,926.06 136.598.38 October 21,352.56 14,380.35 34,697.06 43,619.35 1,780.63 45,399.98 55,526.63 7,604.14 63,130.77 November 5,622.78 5,693.58 22,652.17 19,732.41 2,348.89 22,081.30 30,125.87 5,585.20 35,711.07 December 10,692.95 9,500.78 30,306.85 30.176.30 8,712.17 38,888.47 33,466.13 7,274.58 40.740.71 Total 223,432.46 224,280.90 564,580.34 621,201.77 58,063.49 679,265.26 595,361.72 81,559.97 676,921.69 710,463.85 94,116.01 804,579.86 Town Sales Tax (month collected) 2016 2017 2018 2019 2020 2021 Local Remote Total Local Remote Total Local Remote Total 19,463.45 18,150.71 23,836.90 33,491.06 226.94 33,718.00 32,098.08 2,665.41 34,763.49 39,091.44 7,137.41 46,228.85 January 21,740.67 25,970.59 49,386.28 75,356.87 32,169.42 5,252.72 37,422.14 39,866.84 6,744.78 46,611.62 February 26,152.34 24,868.07 24,839.85 50,131.71 10,221.18 60,352.89 March 31,726.42 31.728.94 21,945.84 31,177.43 894.21 32,071.64 20,790.69 4,049.16 22,188.51 17,898.60 17,527.63 20,798.07 852.39 21,650.46 17,127.14 5.391.71 22,518.85 36,719.07 6,870.33 43,589.40 April 53,182.66 47,514.29 50,211.07 24,256.22 4,983.35 29,239.57 64,579.46 9,701.78 74.281.24 May 42,456.28 44,161.00 2,696.78 June 101,398.06 105,922.79 80,166.62 102,431.94 3,444.00 105,875.94 82,279.01 7,827.11 90,106.12 177,151.51 13,826.19 190.977.70 153,191.88 160.276.49 151,431.83 176,293.44 2,981.52 179,274.96 159,181.07 11,801.24 170,982.31 216,870.04 16,736.42 233.606.46 July 178,061.07 14,756.06 192.817.13 August 112,835.51 116,768.86 121,288.07 149,121.51 2,652.50 151,774.01 142,713.83 12,441.45 155,155.28 September 120,093.55 163,456.93 130,755.88 144,109.26 2,286.57 146.395.83 143,258.72 10,544.18 153,802.90 176,672.11 12,717.24 189.389.35 October 78,913.11 52,770.79 50,151.94 62,956.32 2,018.43 64,974.75 74,881.79 8,487.00 83,368.79 November 15,692.10 17,803.62 17,777.51 25,590.15 2,827.77 28,417.92 34,363.94 5,994.61 40,358.55 December 27.691.72 24,144.03 26,379.98 34,571.00 4,688.76 39,259.76 37,811.41 7.310.95 45,122.36 887.680.21 979,143.25 98,711.39 1.077.854.64 TOTAL 751,802.93 774.823.44 719.312.94 854,025.06 74,956.15 928,981.21 800,931.32 86,748.89