Midvale City Council Meeting Agenda February 2, 2021

7505 South Holden Street Midvale, UT 84047 (801) 567-7200 www.midvalecity.org

MIDVALE CITY COUNCIL MEETING AGENDA FEBRUARY 2, 2021

PUBLIC NOTICE IS HEREBY GIVEN that the Midvale City Council will hold an electronic meeting on the 2nd day of February 2021 as follows:

Electronic City Council Meeting This meeting will be an electronic meeting, without a physical location pursuant to Utah Code 52-4-207, as amended by HB 5002, Mayor Robert Hale as Chair of Midvale City Council hereby makes the determination that conducting the meeting with an anchor location presents a substantial risk to the health and safety of those who may be present at the anchor location. This determination is based upon the fact that the City is unable to ensure compliance with the guidelines and public health protocols mandated by the state’s current risk phase.

As restrictions take place across the state for limiting public gatherings, the City wants to make sure everyone interested in participating in City Council Meetings can do so. The meeting will be broadcast on the following links:

You Tube: https://www.youtube.com/channel/UCLDszK2kMUHuc3-bV-BBslQ?view_as=subscriber

Public Comments are read into the record by City staff during the “Public Comments” and “Public Hearings” portions of the meeting. If you would like to make a public comment, please send an email to Laura Magness at [email protected].

If you would like to provide public comments, please email your comments to [email protected] prior to the completion of the public comments portion of the meeting. You may also submit comments if the Mayor and City Council open a specific agenda item to public comment. These comments will be read aloud in the meeting and will be part of the public record.

6:00 PM - WORKSHOP • Budget Discussion [Kyle Maurer, Administrative Services Director]

7:00 PM - REGULAR MEETING

I. GENERAL BUSINESS A. WELCOME AND PLEDGE OF ALLEGIANCE B. ROLL CALL C. Unified Police and Fire Reports

II. PUBLIC COMMENTS Any person wishing to comment on any item not otherwise scheduled for public hearing on the Agenda may submit their comment via email to [email protected] or on Midvale City’s Facebook page prior to the completion of this portion of the meeting. Items City Council Meeting Agenda Page 2 brought forward to the attention of the City Council will be turned over to staff to provide a response outside of the City Council Meeting.

III. COUNCIL REPORTS A. Councilmember Quinn Sperry B. Councilmember Dustin Gettel C. Councilmember Bryant Brown D. Councilmember Heidi Robinson E. Councilmember Paul Glover

IV. MAYOR ROBERT M. HALE REPORT

V. CITY MANAGER REPORT

VI. DEPARTMENT REPORTS A. Public Works Report [Glen Kennedy, Public Works Director]

VII. CONSENT AGENDA A. Consider Minutes of January 19, 2021 [Rori Andreason, H.R. Director/City Recorder]

VIII. ACTION ITEM A. Consider Resolution No. 2021-R-07 Approving the Midvale City Emergency Operations Plan [Julie Harvey, Emergency Manager]

IX. DISCUSSION ITEM A. Discussion of Midvale City Transferring Ownership of or Otherwise Disposing of Certain Real Property knows as the River Bottom Trunk Line to South Valley Water Reclamation Facility [Glen Kennedy, Public Works Director]

X. ADJOURN In accordance with the Americans with Disabilities Act, Midvale City will make reasonable accommodations for participation in the meeting. Request assistance by contacting the City Recorder at 801-567-7207, providing at least three working day notice of the meeting. TTY 711

A copy of the foregoing agenda was provided to the news media by email and/or fax. The agenda was also posted at the following locations on the date and time as posted above: City Hall Lobby, on the City’s website at www.midvalecity.org and the State Public Notice Website at http://pmn.utah.gov. Council Members may participate in the meeting via electronic communications. Council Members’ participation via electronic communication will be broadcast and amplified so other Council Members and all other persons present in the Council Chambers will be able to hear or see the communication.

DATE POSTED: JANUARY 28, 2021 RORI L. ANDREASON, MMC H.R. DIRECTOR/CITY RECORDER

MIDVALE CITY COUNCIL SUMMARY REPORT

Meeting Date: February 2, 2021

ITEM TYPE: Workshop (Discussion)

SUBJECT: Discussion of the fiscal year 2022 budget

SUBMITTED BY: Kyle Maurer, Administrative Services Director

SUMMARY: In order to provide the Mayor, City Council, and City staff an “in person” budget retreat in April, staff will be discussing informational items relating to the fiscal year 2022 budget in City Council meeting workshops and City Council meeting discussion items.

For the February 2, 2021 meeting, staff will be discussing the following:

. Fiscal year 2022 budget process overview. . Budget philosophies. . Fiscal year 2021 budget update.

PLAN COMPLIANCE: N/A

FISCAL IMPACT: None.

STAFF’S RECOMMENDATION AND MOTION: This is for information and discussion only.

Attachments: FY2022 Budget Process Overview, Budget Philosophies, and FY2021 Budget Update

FY2022 Budget ______

Budget Process Overview Budget Philosophies FY2021 Budget Update Overall Budget Process

Director meeting Finance Base budget set Budget sheets sent with CM/ACM/ASD Department Budget requests (prior year to departments projects next year prioritized (Budget requests) operating) (January) revenues (February/March) (February) (Rate studies)

CM presents Budget finalized, Retreat With City City Council determines recommended budget approved by City Council Council projects/increases to (May) (June) (April) fund (Public Hearing) (Aug-Prop Tax Increase) FY2022 Budget Timeline

January 2021 April 2021 • Budget worksheets sent to departments. • City Council budget retreat-April February 2021 15th. • CM/ACM/ASD Department Head May 2021 meetings. • City Council meeting budget discussions. • May 5th – City Council adopts • Finance projects revenues for all funds tentative budget. (excluding water/sewer-rate studies). March 2021 June 2021 • Staff prioritization of budget requests. • June 15th – Final budget and tax • City Council meeting budget discussions. rate adopted (if no increase). Revenue Definitions

Ongoing One Time “Danger” Zone

Permanent ➢Grants ➢Development Additions ➢Legislative Fees ➢Property Funds ➢Long-Term Tax ➢Sale of Land Grants ➢Sales Tax ➢Legislative ➢Utility Fees Funds

Staff, operations, Purchase of software, Need to be careful – maintenance cost of a capital projects, creation Fixed, ongoing costs software program, of a park. reliant on these fees. maintenance of infrastructure. Overall Budgeting Practices

Better Best Good Revenues > Revenues = Revenues = Expenses, Expense + Expenses Excess to CIP CIP Staff Prioritization of Budget Requests

Mandates (“Have to Fund”) • Retirement Increases; remainder of salary increases. • Software support cost increases. Increases to maintain service levels • Additional operating funds for new parks. Projects that will save money over time • Retrofitting lights to LED. Projects that support City Council priorities

Increase service levels • Additional snow plowing. Expansion Requests

▪ Increases to “keep up” current levels of service. ▪ Increasing current levels of service.

Examples: Addition of staff, personnel reclassifications, infrastructure improvements that change the level of service.

Considerations:

▪ Is there a revenue source? Is it one-time or ongoing? ▪ What is the priority of this request relative to all other requests? ▪ What is the impact on current and future resources? Reserve Levels

General Fund ▪ State law – 5% (minimum) to 25% (maximum) of revenues. ▪ Financial policy goal – 15%; amount above 15% may be used for one-time purchases.

▪ Is 15% enough? Should we go up to maximum? Should this be over a period of time? ▪ For example, increase 5% per year? ▪ Remainder transferred to capital projects. General Accounting/Budget Changes

General Fund ▪ No capital projects funded in General Fund. ▪ Moving to Capital Projects; possible creation of Capital Equipment fund. ▪ Difficult to see operating trends when operating and capital costs are intermixed. ▪ Moving Information Technology operating expenses to IT Fund. ▪ Moving debt service out of Non-departmental and into Debt Service Fund.

IT Fund ▪ Operating and capital projects combined into one fund. ▪ Include large capital assets (servers, network switches, wireless controllers, etc.) in yearly department charge. ▪ Similar to computers. ▪ Ensure funds are available for larger replacements, like Fleet Fund. Revenue Policies

One-Time Revenue ▪ One-time revenues will be used to obtain capital assets/equipment or to make other nonrecurring purchases. ▪ The City will not use these resources to provide ongoing services.

Revenue Projections ▪ Revenue estimates will be conservative (slightly understated) to reduce the probability of a revenue shortfall. ▪ Previous year trend analysis, current economic conditions, and growth will be guiding factors in these estimates. Financial Policy – Forecasting revenues will be done with a conservative approach, except when approach leads to considerations of raising taxes or cutting services. ▪ “More objective approach” will be analyzed. Midvale City FY2021 Mid-Year Report (Jul-Dec)

50% of the Fiscal Year Has Elapsed Enclosed is a mid-year report for all budgeted funds. The focus of this report is to compare mid-year budget projections with actual revenues and expenses. This is different than the “regular” budget versus actual report, which focuses on yearly budget and actual revenues and expenses. The Administrative Services Director has taken the yearly budget and split it into monthly allocations. This is especially helpful for revenue and expense streams that are not evenly received or spent (such as sales tax revenue or water purchases). While these allocations are not perfect, it gives more precise information on how the City is performing financially, and gives City staff more direction on areas to investigate. Financial performance for each fund is shown on a one-page summary. Areas meeting or exceeding budgeted expectations are represented by a green check mark. Revenue and expense items not meeting budgeted expectations have a red “X” mark . Keep in mind an item designated with an “X” may not be an immediate area for concern. For example, many “miscellaneous” revenues are under budgeted expectations due to lower interest rates than initially anticipated when the budget was created. Since these revenue streams are relatively small compared to the fund’s overall revenue composition, its importance is minor. This report does not reflect budget amendments approved by the City Council in January 2021. This has the most effect in the Water and Storm Water Funds, where bond proceeds (and associated debt service expense) were recorded in November 2020. Overall, there are no large negative revenue or expense variances to report.

At a Glance Sales tax, property tax, and Class C road funds are either meeting or exceeding expectations. Personnel and operating costs are meeting expectations.

Miscellaneous Revenues (mainly interest revenue) are below expectations. The Public Treasurer’s In- vestment Fund (PTIF) has fallen from an interest rate of 1.66% in March 2020 to 0.48% in December 2020. Actions and statements by the Federal Reserve indicate this will be a long-term issue. The Ad- ministrative Services Director is monitoring this closely and will recommend budget amendments as needed. Luckily, interest income is a small portion of the City’s revenue, and major projects do not rely on interest income for funding.

Midvale City Mid-Year Report Page 1

General Fund The General Fund is used to account for the core administrative and operational functions of the City. The General Fund is primarily supported by property and sales tax, following by other revenues including other taxes, fees, and service revenue. These resources fund public safety, development, streets, parks, and supporting administrative services. Mid Year Summary Revenues At the end of December, 38% of projected revenues have been collected. 2,868,091 Sales Tax* 2,343,777 This is above monthly budget projec- Property Tax* 1,921,625 tions (25%), mainly due to CARES Act 1,228,142 804,919 funds received in June (budget amend- Franchise Tax* 808,836 184,282 ment in January). Revenues in the Gen- Other Taxes* 211,317 370,951 eral Fund do not come in regularly Licenses & Permits 569,558

2,428,976 throughout the year. For example, the Intergovernmental 1,356,320 majority of Property Tax is received in 995,967 Charges for Services 1,133,177

November and December. 264,238 Fines & Forfeitures 241,045

18,796 Revenues Above Budgeted Miscellaneous 13,481

Expectations - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000

Monthly Actual Monthly Budget Sales Tax—22% Intergovernmental—79% (CARES Act) Expenditures Miscellaneous—39% Fines & Forfeitures—10% 2,842,076 Personnel 2,768,213 Revenues Below Budgeted

Expectations 6,667,623 Operating 5,966,511 Charges for Services—(12%) 143,690 Capital Licenses & Permits—(35%) 17,670

Other Taxes—(13%) 402,792 Transfers Out 402,793 Expenditures Below Budgeted 327,602 Debt Service Expectations 325,453

Personnel—3% - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 Operating—12% Monthly Budget Monthly Actual

At a Glance

General Fund Revenues Above YTD Budget: $1,952,192 (25%) General Fund Expenditures Below YTD Budget: $903,144 (10%)

Midvale City Mid-Year Report Page 2

Redevelopment Agency The purpose of the Redevelopment Agency funds is to attract private investment into economically de- pressed communities, revitalize older neighborhoods through rehabilitation and new development; build housing for all income levels; and eliminate blight within its project areas. The RDA currently has two project areas—Bingham Junction and Jordan Bluffs. The City is also actively pursuing a Main Street project area. Mid Year Summary Revenues The majority of RDA revenue is property tax (98% of budgeted revenues). The RDA received its first distribution in December. Miscellaneous revenues Miscellaneous primarily consist of interest income, which is less than budgeted expectations due to actions made by the Fed- eral Reserve and completed bond de- feasances in fiscal year 2020. Property Tax Revenues Below Budgeted Expectations - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 Miscellaneous—(61%) Actual Monthly Budget Expenditures Below Budget- ed Expectations Expenditures Operating—64% Capital—100% Expenditures Above Budgeted Capital Expectations Debt Service Personnel—3% Personnel costs are above budgeted Operating expectations due to insurance changes made by employees during open en- rollment. Personnel

- 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000

Actual Monthly Budget

At a Glance

RDA Revenues Above YTD Budget: $521,966 (10%) RDA Expenditures Below YTD Budget: $1,922,485 (61%)

Midvale City Mid-Year Report Page 3

Capital Projects Fund The purpose of the Capital Projects Fund is to account for financial resources to be used for the acquisition of major capital facilities (other than those financed by Enterprise or Internal Service Fund activities). Budget

YTD Amount + YTD Remaining % of Purchase Purchase % of Amount Budget Budget Budget Orders Orders Budget Revenue Interest 6,224 37,799 31,575 16.5% - 6,224 16.5% Transfers From General Fund - 115,000 115,000 0.0% - - 0.0% Sales Tax 261,067 616,378 355,311 42.4% - 261,067 42.4% Grants (CDBG) - 160,000 160,000 0.0% - - 0.0% Proceeds From Loan - 7,663,893 7,663,893 0.0% - - 0.0% Use of Fund Balance - 2,084,553 2,084,553 0.0% - - 0.0% Total Revenue $ 267,291 $ 10,677,623 $ 10,410,332 2.5% $ - $ 267,291 2.5%

Expenditures Public Works Cameras (CARES Act) 23,758 40,000 16,242 59.4% 405 24,163 60.4% Sidewalk, Curb, and Gutter Replacement - 146,220 146,220 0.0% - - 0.0% Park Improvements 10,492 385,500 375,008 2.7% - 10,492 2.7% 50/50 Sidewalk Program - 20,000 20,000 0.0% - - 0.0% City Hall Overflow Parking - 75,000 75,000 0.0% - - 0.0% Housing Trust Fund - 150,000 150,000 0.0% - - 0.0% Open Space Acquisition - 25,000 25,000 0.0% - - 0.0% Community Center/Bowery 434,618 367,521 (67,097) 118.3% 78,211 512,829 139.5% 7200 S Gateway Project - 166,000 166,000 0.0% - - 0.0% Christmas Decorations - 4,797 4,797 0.0% - - 0.0% Marquee Sign (CARES Act) 53,105 - (53,105) 0.0% - 53,105 0.0% Community Swimming Pool - 200,000 200,000 0.0% - - 0.0% CDBG Project-ADA Ramps - 210,000 210,000 0.0% - - 0.0% Developer Loan (CHG Parking Garage) - 7,663,893 7,663,893 0.0% - - 0.0% Holden Street Sidewalk Project (50%) - 100,000 100,000 0.0% - - 0.0% Pavement Management 166,578 1,085,893 919,315 15.3% 283,590 450,168 41.5% Contribution to Fund Balance - 37,799 37,799 0.0% - - 0.0% Total Expenditures $ 688,551 $ 10,677,623 $ 9,989,072 6.4% $ 362,206 $ 1,050,757 9.8%

Excess of Revenues Over (Under) Expenditures $ (421,260) $ - $ (783,466) Mid Year Summary

Revenues Above Budgeted Expectations Revenues/Expenditures Below Budgeted Expec- tations Sales Tax—47% Interest Earnings—(76%)

Community Center/Bowery—(40%)

Marquee Sign—(100%)

Budgeted interest revenues are below expectations due to actions by the Federal Reserve. Fortunately, interest revenues are budgeted to increase fund balance in fiscal year 2021 (in other words, no projects are funded by interest income). CARES Act money was used to purchase the City Hall LED sign, and a budget amendment was approved in January 2021 for the Community Center overages due to the parking lot repaving.

Midvale City Mid-Year Report Page 4

Municipal Building Authority Fund The purpose of the Municipal Building Authority Fund is to account for lease revenue and debt service payments for the MBA Lease Revenue Bonds, which were issued to construct the City Hall/Justice Court Building, park improvements, and City-wide street lighting project.

Mid Year Summary Revenues The majority of MBA fund revenue is lease revenue from the City, Boys & Girls Club, and Headstart. The City earns a nominal amount of interest on debt service funds placed with the Lease Revenue bond’s trustee. Revenues Meeting Budgeted Expectations Interest Income Lease Revenue—Meeting Revenues Below Budgeted Expectations - 25,000 50,000 75,000 100,000 125,000 150,000 Interest Income—(75%) Actual Monthly Budget Expenditures Above Budget- ed Expectations Expenditures Professional Services—(704%) The MBA Fund is currently is approximately 75% below budgeted expectations for interest income. This is mainly Professional Services due to an unexpected fall in interest rates. This appears to be a multi-year issue, and will be addressed in a future budget amendment and FY2022 budget. In addition, trustee fees (listed un- Debt Service der Professional Services) were under- budgeted for FY2021. The City will initiate a budget amendment to increase - 25,000 50,000 75,000 100,000 125,000 150,000 the contribution from the General Actual Monthly Budget Fund to cover this. At a Glance

MBA Revenues Below YTD Budget: $3,659 (2%) MBA Expenditures Below YTD Budget: $1,970 (0%)

Midvale City Mid-Year Report Page 5

Water Fund The purpose of the Water Fund is to account for the revenues and expenses relating to the City’s culinary water system. The water division is responsible for all water system maintenance and operations, responding to emergency calls and system needs 24 hours a day, 7 days a week.

Mid Year Summary The majority of revenues in the Water Revenues Fund are Charges for Services (98%). Overall revenues are 9% above budgeted expectations, largely due to in- Charges for Services creased water usage during the summer and fall months.

Revenues Above Budgeted Miscellaneous Expectations Charges for Services—14% Bond Proceeds Revenues Below Budgeted Expectations - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000

Miscellaneous—(48%) Actual Monthly Budget Expenditures Below Budgeted Expectations Personnel—2% Expenses Operating—7% Bond proceeds were recorded in No- Personnel vember 2020 to refund the 2010B Wa- ter and Sewer Revenue Bonds,. There Operating was a corresponding expense (debt Capital service) to recognize those bonds as refunded. Debt Service Miscellaneous revenues are currently under budget due to lower than ex- Transfers Out pected interest rates. There are currently other revenue sources exceed- - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 ing expectations that can cover this Jul-Dec Budget Jul-Dec Actual deficit. At a Glance (Excluding Bond Proceeds and Refunding Expense)

Water Fund Revenues Above YTD Budget: $305,681 (9%) Water Fund Expenses Below YTD Budget: $338,052 (12%)

Midvale City Mid-Year Report Page 6

Sewer Fund The purpose of the Sewer Fund is to account for the revenues and expenses relating to the City’s sewer system. The sewer division provides sewer service to approximately 1/3 of the City. The division operates three lift stations that pump wastewater under the Jordan River to the South Valley Water Reclamation Facility. Mid Year Summary

The majority of revenues in the Sewer Fund are Charges for Services (96%). Over- Revenues all revenues are 6% above budgeted expectations, largely due to charges for services being above budgeted expectations. Revenues Above Budgeted Charges for Services Expectations Charges for Services—12% Revenues Below Budgeted Expectations Miscellaneous

Miscellaneous—(88%)

Expenditures Below Budgeted - 150,000 300,000 450,000 600,000 750,000

Expectations Actual Monthly Budget Operating—11% Capital—1% Expenses Expenditures Above Budgeted Expectations Personnel Personnel—1%

Personnel costs are slightly above budget Operating due to benefit changes made by employees. Miscellaneous revenues are under budgeted expectations due to less new Capital connections than budgeted and interest income not meeting budgeted expectations. Debt Service

- 150,000 300,000 450,000 600,000 750,000 900,000

Monthly Budget Monthly Actual

At a Glance

Sewer Fund Revenues Above YTD Budget: $75,690 (6%) Sewer Fund Expenses Below YTD Budget: $98,147 (5%)

Midvale City Mid-Year Report Page 7

Storm Water Fund The purpose of the Storm Water Fund is to account for the revenues and expenses relating to the City’s storm water system. The storm water division’s goal is to ensure the storm water system is working properly during storm events to mitigate flooding and subsequent damage.

Mid Year Summary The majority of revenues in the Storm Wa- Revenues ter Fund are Charges for Services (95%). Overall revenues are 3% above budgeted expectations, largely due to charges for services being above budgeted expecta- Charges for Services tions. Revenues Above Budgeted Expectations Miscellaneous Charges for Services—4% Revenues Below Budgeted Bond Proceeds Expectations

Miscellaneous—(17%) - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000

Expenses Below Budgeted Ex- Actual Monthly Budget pectations Personnel—1% Expenses Operating—17% Capital—8% Personnel Bond proceeds were recorded in No- vember 2020 to refund the 2013 and Operating 2014 Water, Sewer, and Storm Water Revenue Bonds. There was a corre- Capital sponding expense (debt service) to recognize those bonds as refunded. A budget amendment was approved in Debt Service January to recognize this transaction. - 750,000 1,500,000 2,250,000 3,000,000 3,750,000 4,500,000

Sum of Jul-Dec Budget Sum of Jul-Dec Actual

At a Glance (Excluding Bond Proceeds and Refunding Expense)

Storm Water Revenues Above YTD Budget: $33,192 (3%) Storm Water Expenses Under YTD Budget: $67,882 (8%)

Midvale City Mid-Year Report Page 8

Sanitation Fund The purpose of the Sanitation Fund is to account for the revenues and expenses relating to the City’s solid waste programs, including curbside garbage, recycling, bulky waste pickup, and dumpster services. Public Works manages the contract between the City and its contracted hauler.

Mid Year Summary Revenues The majority of revenues in the Sanita- tion Fund are Charges for Services (98%). Overall revenues are 2% below budgeted expectations, largely due to Charges for Services charges for services being below budgeted expectations. Corresponding expenses are below budget.

Revenues Below Budgeted Expectations Miscellaneous Charges for Services—(1%)

Miscellaneous—(58%) - 100,000 200,000 300,000 400,000 500,000 600,000 700,000 Expenses Below Budgeted Expecta- Actual Monthly Budget tions Personnel—4% Expenses Operating—10% Charges for services are currently under budgeted expectations by 1%. This Personnel is mainly due to not meeting user count growth estimates. Miscellaneous revenues are 58% below expectations, mainly due to low interest rates. This will be a long-term trend, as the Feder- Operating al Reserve has indicated it will keep rates low in order to “jump start” the - 100,000 200,000 300,000 400,000 500,000 600,000 national economy. Overall, due to operating expense savings, the fund is Monthly Budget Actual projected to break even this year.

At a Glance

Sanitation Revenues Below YTD Budget: $13,052 (2%) Sanitation Expenses Below YTD Budget: $33,052 (5%)

Midvale City Mid-Year Report Page 9

Street Lighting Fund The purpose of the Street Lighting Fund is to account for the maintenance, repairs, and installation/removal of streetlights throughout the City. This work is contracted through Salt Lake County and coordinated by the Streets Division Manager and Lead.

Mid Year Summary Revenues The majority of revenues in the Street Lighting Fund are Charges for Services (99%). Overall revenues are 3% above budgeted expectations. Overall ex- Charges for Services penses are 14% under budget. This is largely due to December’s electricity bill not reflected in this financial report.

Revenues Above Budgeted Miscellaneous Expectations Charges for Services—3% - 50,000 100,000 150,000 200,000 Revenues Below Budgeted Actual Monthly Budget Expectations Miscellaneous—(17%) Expenses Expenses Below Budgeted Expectations

Personnel—6% Personnel Operating—42% Miscellaneous revenues are under ex- Operating pectations largely due to interest earnings not meeting budgeted expectations. All expense line items are meeting or are below budgeted expec- Debt Service tations. - 20,000 40,000 60,000 80,000 100,000 120,000

Monthly Budget Actual

At a Glance

Street Lighting Revenues Above YTD Budget: $5,859 (3%) Street Lighting Expenses Below YTD Budget: $26,377 (14%)

Midvale City Mid-Year Report Page 10

Telecommunications Fund The purpose of the Telecommunications Fund is to manage revenue and expenses from UTOPIA customers (revenue is remitted to UTOPIA). In addition, this fund manages the pledge payments made monthly to UTO- PIA’s bond trustee.

Mid Year Summary Revenues The majority of revenues in the Tele- communications Fund is a Transfer In from the General Fund. Additional revenue include payments received from Miscellaneous customers for UTOPIA services, which are passed through to UTOPIA. Revenues Below Budgeted Expectations Transfers In Miscellaneous—(22%) Expenses Meeting or Below Budgeted Expectations - 75,000 150,000 225,000 300,000 375,000 Debt Service—Meeting Actual Monthly Budget Operating—30%

“Operating” expenses consist of pay- Expenses ments to UTOPIA for revenues received by customers for UTOPIA services (seen above in the “Miscellaneous” revenue). Operating revenue is below Operating budgeted expectations due to the payoff of a contract.

Debt Service

- 100,000 200,000 300,000 400,000 500,000

Monthly Budget Actual

At a Glance

Telecommunications Revenues Below YTD Budget: $3,034 (1%) Telecommunications Expenses Below YTD Budget: $3,147 (1%)

Midvale City Mid-Year Report Page 11

Fleet Fund The purpose of the Fleet Fund is to account for the acquisition, maintenance, repairs, and operation of the City’s vehicles and equipment. The fleet division currently maintains 50 large and light duty vehicles, and approximately 45 small engine equipment.

Mid Year Summary Revenues The majority of revenues in the Water Fund are charges to other City departments (Charges for Services) (65%). Charges for Services Budgeted revenues also include sale of fixed assets (20%). Interdepartmental Miscellaneous charges are charged on a monthly basis. Sale of Fixed Assets Revenues Above/Meeting Budgeted Expectations Transfers In Charges for Services (Meeting)

Transfers In (Meeting) - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 Revenues Below Budgeted Actual Monthly Budget Expectations Miscellaneous—(67%) Expenses Expenses Below Budgeted Expectations Personnel—Meeting Personnel Operating—24%

Capital—Meeting Operating Revenues are below expectations mainly due to interest income not meeting budgeted expectations. Capital

- 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000

Monthly Budget Actual

At a Glance

Fleet Fund Revenues Below YTD Budget: $7,962 (2%) Fleet Fund Expenses Below YTD Budget: $46,541 (11%)

Midvale City Mid-Year Report Page 12

Information Technology Fund The purpose of the Information Technology Fund is to provide funds for maintenance and replacement of the City’s information technology hardware, software, and infrastructure. Funding primarily comes from user charges to City departments who use Information Technology services.

Mid Year Summary The majority of revenues in the Infor- Revenues mation Technology Fund are charges to other City departments (Charges for Services) (98%). Budgeted revenues Charges for Services also include sale of fixed assets and interest income. Interdepartmental charges are charged on a monthly ba- Miscellaneous sis. Revenues Below Budgeted

Expectations Sale of Fixed Assets Miscellaneous—(80%) Expenses Below or Meeting - 10,000 20,000 30,000 40,000 50,000 60,000 Budgeted Expectations Actual Monthly Budget Capital—12% Operating—Meeting Expenses Expenses Above Budgeted Expectations Personnel Personnel—1% Miscellaneous expenses are not meeting budget due to lower interest Operating rates. Personnel is exceeding budgeted expectations due to a merit increase not included in the budget, along with Capital overtime paid for the IT Technician to manage City Council meetings. The - 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 personnel overage is planned to be covered with capital savings. Monthly Budget Actual

At a Glance

Information Technology Revenues Below YTD Budget: $498 (1%) Information Technology Expenses Below YTD Budget: $37,654 (11%)

Midvale City Mid-Year Report Page 13 Questions/Comments?

COUNCIL MEETING Minutes

Tuesday January 19, 2021 Council Chambers 7505 South Holden Street Midvale, Utah 84047 ______

MAYOR: Mayor Robert M. Hale

COUNCIL MEMBERS: Council Member Quinn Sperry Council Member Dustin Gettel Council Member Bryant Brown Council Member Heidi Robinson Council Member Paul Glover

STAFF: Kane Loader, City Manager; Matt Dahl, Asst. City Manager; Rori Andreason, HR Director/City Recorder; Lisa Garner, City Attorney; Glen Kennedy, Public Works Director; Laura Magness, Communications Director; Kyle Maurer, Administrative Services Director; Nate Rockwood, Community Development Director; Alex Murphy, Planning Director; Chief Randy Thomas, UPD; Chief Brad Larson, UFA; and Jake Shepherd, Network Administrator.

WORKSHOP

Mayor Hale opened the meeting at 6:00 p.m.

• LEGISLATIVE UPDATE Matt Dahl discussed the processes for the virtual Legislative Session this year, which will be through you-tube video and zoom meetings. The number of people at the capitol will be restricted. The League has 10 pages of bills that in some way impact cities. There are three themes he has been seeing in bills that are out and bills that are in the pipeline. He discussed early legislative themes including:

• Covid precautions • Preemption of Local Government • Housing • Transportation and TOD Midvale Related Legislation • Funding for Public Safety at Homeless Resource Center o Increase funding for police officers at the shelter. • HB 151 – State Infrastructure Bank Amendments o Removes parking structures as an allowed use of funds • State Homeless Organization (AKA Gardner Policy Institute Report Bill) Proceedings of City Council Meeting January 19, 2021

CRA Legislation • SB65 Community Reinvestment Agency Amendments o Allows for CRAs to Establish Their Own Property Tax • Commission on Housing Affordability Bill o Greatly expands use of housing set aside. Possibly ties GOED funds to housing. Development fee modifications. Housing plan requirements. Bills of Interest • SB61 Outdoor Advertising Amendments o Removes or modifies local land use regulations for regarding billboards • SB98 Local Government Building Regulation o Allows developers to hire private inspectors and plan reviewers. Eliminates design standards for housing. • HB82 Single-Family Housing Modifications o Makes internal ADUs a permitted use in zones where ADUs are allowed, provided the owner lives on site. Removes most land use restrictions for the ADU (parking, inhabitants, etc.) • HB76 Firearm Preemption Amendments o Restates State’s preemption on firearm strictions. Removes governmental immunity local government violates the restrictions. • HB66 Sheriffs Amendments o Gives primary authority to a sheriff when there is a dispute with municipal law enforcement during a riot or civil disturbance. • HB128 Local Accumulated Fund Balance o Increases the fund balance of political subdivisions. • HB174 Municipal Instant Runoff Voting Amendments o Amends provisions for instant runoff voting. Resources • City Staff • Lobbyists – Dave Spatafore & Ashley Spatafore • Utah League of Cities and Towns – Meetings and Website • Utah Legislature - Website Chief Brad Larson said HB98 is concerning to the State Chiefs and Fire Marshals Association of Utah. This will affect their ability to review fire plans and could mean fire inspectors would not be reviewing the fire plans. Kane Loader said architects and engineers are not supporting this bill. There are some bills that are concerning that take away local authority.

• Discuss Emergency Operations Plan Julie Harvey discussed the Emergency Operation Plan as follows:

Discussion • Emergency Operations Plan Purpose • Plan Development • Plan Content and Organization

Proceedings of City Council Meeting January 19, 2021

Emergency Operations Plan Purpose • This plan outlines actions to be taken by Midvale in cooperation with other agencies (Salt Lake County, State of Utah, and Federal) and private organizations to respond to emergencies or disasters to enhance life safety, protect property, and stabilize the incident.

Plan Development • Review of previous Midvale EOP and other local municipality plans. • Review of current Federal guidance on emergency operations planning; Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans. • Research Midvale capabilities. • Review and utilize recently completed multijurisdictional 2019 Salt Lake County Hazard Mitigation Plan. • Review of draft plan by Midvale staff. • Present to the Midvale City Council for review prior to adoption.

Plan Contents and Organization: • This plan consists of three parts; I, the basic plan, Part II, functional annexes; and, Part III, hazard annexes. • Part I: Basic Plan o The basic plan provides an overview of Midvale’s approach to emergency operations. It identifies emergency response policies, describes the response organization, and assigns tasks within Midvale. It also identifies external organizations that have responsibilities and duties during response operations. It discusses the concept of operations; overall operational concepts, structures, and command and control processes Midvale uses to manage disaster, emergency, or crisis events. • Part II: Functional Annexes. o The functional annexes outline and highlight key functional area operations such as mass care and damage assessment. The annexes provide general oversight and guidance to perform the specific function. • Part III: Hazard Annexes. o The hazard annexes outline the primary hazards that Midvale faces such as severe weather, earthquakes, and wildfires. It provides specific hazard information that is useful to when responding a particular event. The hazard annexes also provide information on what functional annexes may be especially critical in the response.

Emergency Operations Plan Contents • The content requirements outlined in CPG 101: Developing and Maintaining Emergency Operations Plans are complied with in the basic plan. • Part 1: Basic Plan o 1.1 Introductory Material. o 1.2 Purpose, Scope, Situation Overview, and Assumptions.

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o 1.3 Concept of Operations o 1.4 Organization and Assignment of Responsibilities. o 1.5 Direction, Control, and Coordination. o 1.6 Information Collection, Analysis, and Dissemination. o 1.7 Communications. o 1.8 Administration, Finance, and Logistics. o 1.9 Plan Development and Maintenance. o 1.10 Authorities and References. • The functional annexes are individual chapters that focus on missions (e.g., communications, damage assessment). These annexes describe the actions, roles, and responsibilities of participating organizations. Functional annexes address general strategies used for any emergency. • Part II: Functional Annexes o 2.1 Direction, Control, and Coordination. o 2.2 Communications. o 2.3 Transportation. o 2.4 Public Information, Alert, and Warning. o 2.5 Mass Care. o 2.6 Evacuation. o 2.7 Damage Survey and Assessment. o 2.8 Resource Management, Mutual Aid, and Logistics. o 2.9 Debris Management. • The functional annexes are individual chapters that focus on hazards identified for Midvale in the 2019 Salt Lake County Hazard Mitigation Plan Jurisdictional Annex: Midvale. These annexes describe emergency response strategies that apply to a specific hazard. • Part III: Hazard Annexes. o 3.1 Avalanche and Landslide Annex. o 3.2 Dams Annex. o 3.3 Earthquake Annex. o 3.4 Extreme Weather Annex. o 3.5 Flood Annex. o 3.6 Hazardous Material Release and Oil or Fuel Spill Annex. o 3.7 Terrorism and Civil Disturbance Annex. o 3.8 Transportation Accident (Vehicle, Rail, Aircraft) Annex. o 3.9 Wildfire Annex. Julie Harvey asked the Council to review the plan and she will bring back to next city council meeting for adoption.

Mayor Robert Hale called the business meeting to order at 7:00 p.m.

Mayor Robert Hale said this meeting will be an electronic meeting, without a physical location pursuant to Utah Code 52-4-207, as amended by HB 5002. I, Mayor Hale, Chair of Midvale City Council, hereby make the determination that conducting the meeting with an anchor location presents a substantial risk to the health and safety of those who may be present at the anchor location. This determination is based upon the fact that the City

Proceedings of City Council Meeting January 19, 2021

is unable to ensure compliance with the guidelines and public health protocols mandated by the state’s current risk phase.

Mayor Hale said this is the portion of the agenda that allows any person to express ideas, concerns, comments, or issues. If you would like to comment on a Public Hearing item, you will be allotted time during the Public Hearings portion of the meeting.

Email your comments to Laura Magness at [email protected].

When commenting, please: • Limit your comments to 400 words (which is the equivalent of 3 minutes) • Include your first and last name • Include your city of residence (this is optional) and • Include the name of the Agenda item

City staff will only read into the record the equivalent of three minutes. So, please be concise with your statements.

I. GENERAL BUSINESS A. WELCOME AND PLEDGE OF ALLEGIANCE

B. ROLL CALL - Council Members Heidi Robinson, Dustin Gettel, Bryant Brown, and Quinn Sperry, and Paul Glover were present at roll call.

C. UNIFIED POLICE & UNIFIED FIRE DEPARTMENT REPORTS Chief Randy Thomas thanked Council Member Bryant Brown for the update on the Civil Unrest Plan. He attended a debrief Sunday evening to discuss the plan. A tribute was offered in honor of Officer Doug Barney that was killed in the line of duty on a call for a simple hit and run. With any calls received, officers don’t really know what it will entail until they arrive on scene. He reported on the congestion northbound on State Street due to I-15 construction getting carried over to State Street. He thanked Glen Kennedy for his help with replacing a pedestrian sign. He also thanked Julie Harvey for her presentation on the Emergency Operations Plan. He thanked United Fire for the work on the fire over the weekend. He said safe Cam stickers are going out to commercial and residential areas, and they are currently working on the website for the safe cam stickers to be distributed.

Council Member Dustin Gettel asked about the speed concerns on 700 West and Ivy.

Chief Thomas said he is aware of the concerns in that area and are watching the speed and traffic volume.

Chief Brad Larson thanked Unified Police for the assistance they provided to Unified Fire with the fire at Union Center over the weekend. He thanked Glen Kennedy for assisting them with water supply for the fire. The fire at 900 East 7200 South, at the Union Center was tragic. It had a big impact on the building and business owners and their family

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members. The crew had a hard time locating the fire because there was so much smoke. The heat was so intense, and the roof structure was so unstable that they had to pull the crew out of the building. The damage was due to smoke and water. The first and second floor was a total loss. They are trying to pinpoint the cause of the fire and continuing investigations. The owner of building would like to reconstruct the building. Since December 1st UFA is averaging 5.9 employees out with COVID-19 daily. They are currently receiving vaccinations and a week away from getting the second round of vaccinations. They have been doing good maintaining coverage with COVID-19 cases. They have mandatory 24 hour shifts during this time. He said they are tracking over 30 bills at the legislation. Station 125 has finished the hazmat study, and the design has moved into the schematic phase.

Council Member Dustin Gettel asked if the building with the fire is a total loss?

Chief Larson said the main building will probably be gutted and rebuilt. The south building has quite a bit of water damage.

Mayor Hale said UFA and UPD handled the incident very well and thanked the first responders. There were no injuries or deaths.

II. PUBLIC COMMENTS There was no one who desired to speak.

III. COUNCIL REPORTS A. Council Member Quinn Sperry – expressed gratitude to UFA and their response on the fire. He thanked Glen Kennedy for responding to an issue for one of the residents. He reported that a property on 900 East by Hillcrest High School has people living in RV’s and has multiple vehicles The condition of the property is very poor.

Matt Dahl said that Code Enforcement is currently looking into that. . B. Council Member Dustin Gettel – expressed gratitude for fire and police. Also thanked Kane Loader and Matt Dahl who acted quickly on a rooster that was running free range in his neighborhood. He said there have been dark days in the last year. He wanted to recognize our governing body who stands for the pledge of allegiance at every council meeting. He encouraged everyone to remember the words of the pledge of allegiance and look forward to a brighter year.

C. Council Member Bryant Brown – expressed gratitude to the police and fire. He said he appreciates Chief Thomas and the great leader he is. He is very responsive. He said the townhomes on Center Street have a lot of dog feces on the sidewalks. It needs to be cleaned up. He asked what the cones were on Center Street? They are very distractive.

D. Council Member Heidi Robinson – expressed gratitude for emergency services. She thanked Matt Dahl for talking with her about a building she had concerns

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with. She asked staff to find a better way to notify the council on items; email doesn’t seem to be the best way.

E. Council Member Paul Glover – also agreed with expressing appreciation for the police and fire.

IV. MAYOR REPORT Mayor Robert Hale – said he needs a statement of support from the Mayor and City Council to go to the Tax Commission in support of financing the homeless shelter. Station 125 update - the old station was evaluated, and the new station will eventually house two companies. The building is in the schematic stage right now. The bond was passed by the board that day with a public hearing scheduled for February 16th. They are looking to close on the bond on the last day of March. This bond will construct five new stations with Midvale’s station being the largest of the five. The City should start to see some action in April. In the USFA meeting, they had a presentation on the Main Street Area Plan by Cody Hill who did a great job. He said he received the COVID-19 vaccination that day and had no side effects. He is volunteering in Sandy to help with vaccinations. He said there may be some delays in getting the second dose. They are developing a waiting list for the vaccines. Citizens that do not have computers can contact aging services at Salt Lake County to help with appointments and transportation for the shots. Salt Lake County is looking for volunteers for April, May, and June to help get the vaccinations out.

V. CITY MANAGER REPORT Kane Loader expressed his appreciation to the police and fire who responded to the fire over the weekend. Responders did an excellent job with the incident. He also thanked Public Works for their support in assisting the first responders. He sent out a report on Utopia. Overall, we are 28% ratio of commercial subscribers and 33% ratio of residential subscribers. Midvale is nearing a 21% take rate. The City should start seeing the payoff soon.

VI. DEPARTMENT REPORTS A. COMMUNITY DEVELOPMENT/RDA REPORT Nate Rockwood said he was doing a presentation for the school board that evening. He and Cody Hill presented the Main Street CRA to the UFA this morning and the board approved. In two weeks, he will bring it back for RDA Board approval on the development agreement. The School District requires an independent consultant for the CRA Main Street Plan. They are waiting for the Salt Lake County on hearing for the CRA. They should have that meeting by the end of the month. The Sunset Garden Project on Fort Union was approved. They will begin construction this upcoming summer.

B. ADMINISTRATIVE SERIVCES REPORT Kyle Maurer reported as follows:

Justice Court • Updated Pandemic Administrative Order December 31st (Utah Judiciary).

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o Major change – Judge Vo-Duc will need approval for in-person hearings from the presiding judge. o In-person bench trials moved to video hearings. • KSL article – State Court Clerks o Transition to online hearings – Difficult for state Court Clerks – Playing part of IT Specialists.” o Jury trials remain on pause – Backlog of cases. o Increased workload due to covering employees. o Administrative Services Director working closely with Court Administrator to ensure workload in reasonable.

Lisa Garner said the court staff is doing very well and deserve a pat on the back.

Kyle Maurer said the Court Administrator is very diverse in all areas of the court and has been able to assist the court clerks.

Information Technology • New phone system – Live December 18th • Electronic signature software – Live • Plea in abeyance automation – Continued programming work by consultant. • System needs assessment – RFI’s (Request for information) have been sent. • OnBase (document management) upgrades. • GRAMA redaction software – Starting in next couple of weeks. • Public Works cameras installed.

Utility Billing • Midvale Journal article – Understanding utility bill • December 2020 Utility Billing Dashboard • Other changes: o Intermediate to long term o Policies and procedures document o Draft completed. o Examination of department workload o Meter replacement program • City Treasurer to work on program proposal o Water bill redesign o Bill payment portal investigation • Meetings with potential vendors; determining criteria for RFP and if financially feasible. Utility Billing have billed a few more bills in December due to growth.

Finance • Government Finance Officers Association – Distinguished Budget Presentation Award o Award program started in 1984. 8

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o Encourages state & local governments to prepare high-quality budget documents and encourage transparency. o Over 1,600 governments have received the award (compared to 4,300 for CAFR program). o 28 Utah awards-2019 o First award for Midvale City. • Comprehensive Annual Financial Report (CAFR) completed. o Submitted to the Government Finance Officers Association for Certificate of Achievement for Excellence in Financial Reporting program. o City has received award 4 times in the past. o Monthly budget versus actual report and quarterly report – This week. o Budget worksheets sent to departments.

Budget Retreat Possible In-Person Retreat • Dahl conference room • Limit attendees – City Council, “essential” department staff. o Additional attendees via Zoom. • Move information budget items (such as FY2021 budget update, revenue projections etc.,) to City Council workshops. • Leave retreat for items City Council needs to discuss/collaborate • ½ day retreat. • Move budget retreat to April • More data on vaccine distribution/delivery • Gauge where current COVID-19 case counts are at. • More time to discuss informational items in City Council workshop/discussion. • April 17th (Wednesday) or 8th (Thursday)?

Council Member Bryant Brown does not want to do a zoom meeting. He said he feels that an in-person retreat could be conducted safely.

Council Members Heidi Robinson and Dustin Gettel agreed with Council Member Bryant Brown. Council Member Dustin Gettel said he likes moving retreat to April on a Thursday.

Council Members Paul Glover and Quinn Sperry also agreed. Council Member Quinn Sperry said April 7th and 8th are during spring break.

MOTION: Council Member Paul Glover MOVED to open the public hearing. The motion was SECONDED by Council Member Dustin Gettel. Mayor Hale called for discussion on the motion. There being none, he called for a vote. The motion passed unanimously.

VII. PUBLIC HEARING A. CONSIDER RESOLUTION NO. 2021-R-04 APPROVING THE AMENDMENTS TO THE FY2021 GENERAL FUND AND OTHER FUNDS AS NECESSARY

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Kyle Maurer said staff proposes amendments to the fiscal year 2021 budget for the General Fund, Capital Projects Fund, Water Fund, Sewer Fund, Storm Water Fund, Street Lighting Fund, Sanitation Fund, Fleet, Fund, and Information Technology Fund.

General Fund Revenue and Expense Budget Adjustments ($159,782) – Staff is recommending approval of merit, career ladder, and hazard pay adjustments of $135,763 (funds for these adjustments was placed in budgetary fund balance during the first budget opening). In addition, $24,019 of CARES Act project adjustments are recommended for approval. The City’s first allocation of CARES Act funding was received on June 30, 2020; after consultation with the City’s external auditors, this was placed into deferred revenue and needs to be recognized as revenue in fiscal year 2021. Capital Projects Fund Revenue and Expense Budget Adjustments ($95,806) – The City is recommending approval of CARES Act project adjustments of $21,909. This includes the City Hall marquee sign ($56,451) and the Disc Golf Course project and Public Works cameras ($34,542). Fund balance of $73,897 is proposed to be used to cover additional costs related to repaving the Community Center parking lot.

Water Fund Revenue and Expense Budget Adjustments ($5,190,740) – The majority of this amendment is to recognize the sale and subsequent refunding of the 2020 Water, Sewer, and Storm Water Refunding Bonds. This will have an overall zero effect on the fund. In addition, an increase of $390,046 to water user charges is proposed to fund merit increases, position reclassification, hazard pay, and the previously approved Jordan Valley Water Conservancy District pipeline project.

Sewer Fund Revenue and Expense Budget Adjustments ($9,358) – This proposed amendment is to fund the Citywide merit increase and hazard pay.

Storm Water Fund Revenue and Expense Budget Adjustments ($3,320,671) – The majority of this proposed amendment is to recognize bond proceeds from the 2020 Water, Sewer, and Storm Water Refunding Bonds. In addition, debt service savings are proposed to be used to fund the City-wide merit increase, career ladder changes, and hazard pay.

Street Lighting Fund Revenue and Expense Budget Adjustments ($290) – A small increase in streetlight user fee revenue is proposed to cover the City-wide merit increase.

Sanitation Fund Revenue and Expense Budget Adjustments ($806) – An increase in the budget for dumpster rental fees is proposed to cover the City-wide merit increase and a position reclassification.

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Fleet Fund Revenue and Expense Budget Adjustments ($6,031) – An increase in department user charges is proposed to cover the City-wide merit and career ladder increases, along with hazard pay.

Information Technology Fund Revenue and Expense Budget Adjustments ($9,447) – An increase of $9,447 (revenue transferred from the General Fund) is proposed to fund hardware and software CARES Act projects.

PLAN COMPLIANCE: N/A FISCAL IMPACT: General Fund – Increase in budgeted revenues and expenses $159,782. Capital Projects Fund – Increase in budgeted revenues and expenses $95,806. Water Fund – Increase in budgeted revenues and expenses $5,190,740. Sewer Fund – Increase in budgeted revenues and expenses $9,358. Storm Water Fund – Increase in budgeted revenues and expenses $3,320,671. Street Lighting Fund – Increase in budgeted revenues and expenses $290. Sanitation Fund – Increase in budgeted revenues and expenses $806. Fleet Fund – Increase in budgeted revenues and expenses $6,031. Information Technology – Increase in budgeted revenues and expenses $9,447.

STAFF’S RECOMMENDATION AND MOTION: Staff recommends approval of Resolution 2021-R-04.

Mayor Hale opened the hearing to public comment. There was no one who desired to speak.

Council Member Dustin Gettel asked if the electronic signature program could be implemented with the council members.

Staff said it can and will be implemented.

MOTION: Council Member Quinn Sperry MOVED to close the public hearing. The motion was SECONDED by Council Member Paul Glover. Mayor Hale called for discussion on the motion. There being none, he called for a vote. The motion passed unanimously.

ACTION: CONSIDER RESOLUTION NO. 2021-R-04 APPROVING THE AMENDMENTS TO THE FY2021 GENERAL FUND AND OTHER FUNDS AS NECESSARY

MOTION: Council Member Dustin Gettel MOVED to approve Resolution No. 2021-R-04, a budget appropriation resolution amending the General Fund, Capital Projects Fund, Water Fund, Sewer Fund, Storm Water Fund, Street Lighting Fund, Sanitation Fund, Fleet Fund, and

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Information Technology Fund of Midvale City for the fiscal year ending June 30, 2021. The motion was SECONDED by Council Member Heidi Robinson. Mayor Hale called for discussion on the motion. There being none, he called for a roll call vote. The voting was as follows: Council Member Quinn Sperry Aye Council Member Paul Glover Aye Council Member Heidi Robinson Aye Council Member Bryant Brown Aye Council Member Dustin Gettel Aye The motion passed unanimously.

VIII. CONSENT AGENDA A. CONSIDER MINUTES OF JANUARY 5, 2021

B. CONSIDER 18-UNIT FINAL SUBDIVISION PLAT FOR JORDAN HEIGHTS AT VIEW 78 PROJECT LOCATED AT 752 WEST BINGHAM JUNCTION BOULEVARD

C. CONSIDER 10-LOT FINAL CONDO PLAT FOR PHASE 1A OF THE JORDAN HEIGHTS AT VIEW 78 PROJECT LOCATED AT 8395 SOUTH IRIS LUMI LANE

D. CONSIDER 10-UNIT FINAL CONDO PLAT FOR PHASE 1B OF THE JORDAN HEIGHTS AT VIEW 78 PROJECT LOCATED AT 741 WEST SKY MIRROR LANE

MOTION: Council Member Paul Glover MOVED to approve the Consent Agenda. The motion was SECONDED by Council Member Quinn Sperry. Mayor Hale called for discussion on the motion.

Council Member Dustin Gettel said the Council approved the View 78 project with the costs of the units to be $250,000. Their sign has changed the price to the $300,000 range. He said this is very disappointing news.

Mayor Hale called for a roll call vote. The voting was as follows: Council Member Quinn Sperry Aye Council Member Paul Glover Aye Council Member Heidi Robinson Aye Council Member Bryant Brown Aye Council Member Dustin Gettel Aye The motion passed unanimously.

IX. ACTION ITEMS A. CONSIDER RESOLUTION NO. 2021-05 APPOINTING KYLE MAURER AS FINANCE DIRECTOR

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Kane Loader said the City’s former Finance Director, Dalin Hackett, left employment with the City on January 8, 2021. Utah Code Annotated section 10-6-157(1) allows for the creation of a Director of Finance position to perform the financial duties and responsibilities assigned in state code to the City Recorder or Town Clerk. In addition, Midvale City Code section 3.20.040 states that the Mayor, with the advice and consent of the City Council, shall appoint a City Finance Director.

The Administrative Services Director would like to change the current Finance Director position within the City to an Assistant Finance Director position. The Administrative Services Director would assume the statutory responsibilities of the Finance Director, with the Assistant Finance Director and City Treasurer heavily involved in carrying out these responsibilities. This will allow the Administrative Services Director greater oversight of the Finance and Utility Billing functions, and “flatten” the organizational chart within Finance. In addition to a flatter organizational structure, personnel savings will be proposed to be reallocated to modernize the City’s budget and Comprehensive Annual Financial Report preparation with software and fund a professional services budget for the Finance division. The main use of this professional services budget would be to fund independent internal audits of City processes and functions. The Administrative Services Director presented this proposal to the Audit Committee on January 5, 2021 and received support.

The Council wanted to make sure Kyle Maurer was okay with taking on more of this workload.

Kyle Maurer said he was fine with it.

MOTION: Council Member Quinn Sperry MOVED to Suspend the Rules and Approve Resolution No. 2021-R-05 confirming the Mayor’s appointment of Kyle Maurer as the Finance Director for Midvale City. The motion was SECONDED by Council Member Paul Glover. Mayor Hale called for discussion on the motion. There being none, he called for a roll call vote. The voting was as follows: Council Member Quinn Sperry Aye Council Member Paul Glover Aye Council Member Heidi Robinson Aye Council Member Bryant Brown Aye Council Member Dustin Gettel Aye The motion passed unanimously.

B. CONSIDER RESOLUTION NO. 2021-R-06 AUTHORIZING SPECIFIC CITY EMPLOYEES TO MAKE CHANGES TO THE CITY’S PUBLIC TREASURES INVESTMENT FUND (PTIF) ACCOUNT Kyle Maurer said on June 19, 2018, the City Council passed Resolution 2018-R-33, authorizing Brandon Smith (former City Treasurer) and Dalin Hackett (former Finance Director) the ability to make changes to the City’s Public Treasurers Investment Fund (PTIF) account. Since that time, both individuals are no longer employed with the City.

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Passing the resolution will allow David Stenquist, the current City Treasurer, and Kyle Maurer, the Administrative Services Director, the ability to make changes to the City’s PTIF accounts. These authorized changes include the following: • Add or delete user access. • Make PTIF transactions. • Add or delete bank accounts tied to PTIF accounts. • Open or close PTIF accounts. • Complete any forms on behalf of the City in relation to the PTIF. The State Treasurer requires at least two individuals be authorized.

PLAN COMPLIANCE: N/A FISCAL IMPACT: None.

MOTION: Council Member Dustin Gettel MOVED to Approve Resolution No. 2021-R-06 authorizing David Stenquist, City Treasurer, and Kyle Maurer, Administrative Services Director, to make changes to the City’s Public Treasures Investment Fund (PTIF) account. The motion was SECONDED by Council Member Heidi Robinson. Mayor Hale called for discussion on the motion. There being none, he called for a roll call vote. The voting was as follows: Council Member Quinn Sperry Aye Council Member Paul Glover Aye Council Member Heidi Robinson Aye Council Member Bryant Brown Aye Council Member Dustin Gettel Aye The motion passed unanimously.

X. DISCUSSION ITEMS A. LONG-TERM RENTALS DISCUSSION Nate Rockwood said on November 19th, 2019, Midvale City (“the City”) approved the City Housing Plan that outlines several measures that the City must take in order to meet its housing goals. One of the goals is to “Maintain and improve the quality of existing housing stock in Midvale and revitalize the physical and social fabric of neighborhoods that are in decline”, this involves ensuring the proper licensing of all rental units within the City. After reviewing parcel data provided by the Salt Lake County Parcel Assessor’s Office (“the County”) it has become apparent that there are a large number of properties that qualify as rentals that are not properly licensed.

As part of Staff’s efforts to rectify this problem and to support our Housing Plan, the process for enforcing City Code on unlicensed rentals has been examined and documented as the Rental License Enforcement Process Map. The purpose of the Process Map is to aide Staff through their efforts to bring all of the non-licensed rental properties into compliance.

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The Process Map contains five main sections detailing how to track the non-compliance cases. Those sections entail what the proper warning letter process should contain, how the Code Enforcement process works in relation to these cases, where to find information if the property owner appeals the infraction, and information about possible prosecution options. The Process Map also lists all relevant City Code that can aide current or future Staff managing these cases.

The Process Map is intended to work in conjunction with the Good Landlord Program. The Good Landlord Program's goals includes educating landlords on how to provide the best quality units for renters and for other residents in the neighborhood. Enforcing the business license rental regulations on all rentals provides incentives to landlords of single- family units to participate in the program.

Given the number of properties that have been deemed suspect due to the County data, Staff deems it necessary to present the Process Map and discuss the situation with Council prior to beginning large-scale enforcement. Staff is seeking any guidance Council would like to propose prior to beginning the process of bringing the properties into compliance.

Rental License Enforcement Process Map • Tracking • Warning • Enforcement • Hearing • Prosecution

Intro This process map is designed to highlight the five phases of action that occur when a rental property is non-compliant with City Code. At any point in the process the property may come into compliance and exit the process.

Tracking When City Staff receive information that a property is being used as a rental property without following proper City regulations the first phase of action begins. The tracking phase involves adding the property to the tracking spreadsheet and compiling data on the property. When a new case is being tracked a notice should be sent to all appropriate City Staff. The data tracked in the spreadsheet should include:

- Property owner contact information.

- Source of information of noncompliance (this can include a complaint made by a neighbor, complaint made by a tenant, owner information provided by the county parcel assessor, and others.)

- A list of current and relevant previous violations (this can include zone violations, code enforcement violations, building violation, and others.)

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The tracking sheet should be regularly update throughout the process with notes on progress. This will aid in keeping the various cases organized and provide detail (if necessary) in later stages of the process.

Warning Once the property has been entered into the tracking spreadsheet the warning phase can begin. The warning phase is the first ‘official’ contact by the City Code Enforcement Officer. The warning can come in the form of an in-person conversation with the Code Enforcement Officer or a mailed Certified Letter. This letter should include all items listed in City Code 7.03.20 “Notice of Violation.”

After receiving the warning, the property owner has a ten-day grace period to contact the City and begin the process of coming into compliance.

Enforcement If there is no response after the grace period, the enforcement phase begins. The enforcement phase follows the procedures outlined in the City Code 7.3 “Administrative Abatement” with specific regard to section 7.3.100 “Civil Fees” which states:

A. If a responsible person fails to correct a violation by the correction date listed in a notice of violation or in an administrative enforcement order, civil fees shall be owed to the city as follows:

1. For any violation set forth on Table 1—Civil Fees, the civil fee shall be as shown on the table.

2. For a violation of Chapter 5.32, Tenant Application Fees, the civil fee shall be one hundred dollars for each initial violation and two hundred dollars for each additional violation.

3. For any other violation not included on Table 1—Civil Fees, the civil fee for each violation shall be thirty dollars plus an additional civil fee of thirty dollars for each and every subsequent day of violation for each separate violation until the violation is corrected. The maximum amount of civil fees accruable under subsection (A)(2) of this section for each violation listed in a notice of violation or in an administrative enforcement order shall be six hundred dollars.

B. Payment of any civil fee shall not excuse any failure to correct a violation or the reoccurrence of the violation, nor shall it bar further enforcement action by the city.

C. Civil fees shall be paid to the Midvale City treasurer.

Table 1 outlines the fees for “No business license” as: • civil fee per day/first offence - $30

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• maximum civil fee/first offence - $1,500 • civil fee per day/second offence- $60 • maximum civil fee/second offence- $3,000

Hearing If during the enforcement process the property owner wishes to appeal the violations, the hearing phase begins. The hearing phase follows the procedures outlined in City Code 7.2 “Administrative Enforcement Hearing Procedures”.

Prosecution In situations where a property is repeatedly in violation, when City Staff has exhausted all other means of enforcement, and/or if a particular case warrants prosecution prior to exhausting all other means (as determined by the Community Development Director and City Prosecutor), the Prosecution phase begins. The prosecution of noncompliant properties shall be consistent with City Code 5.02.150 “Penalties” which states:

A. The provisions of this title may, at the sole discretion of Midvale City, be enforced through the provisions of Title 7, Midvale City Administrative Code Enforcement Program.

B. Any violations of this title shall be a class B misdemeanor.

C. Where applicable, each day of noncompliance shall constitute a separate violation. (Ord. 2015-10 § 1 (Exh. A) (part): Ord. 10/28/2003O-12 (part), 2003: Ord. 12-09- 97 (part), 1997)

Applicable Code This Process Map was made by combining City Code with the best practices of the Community Development Team. For additional City Code information about rentals, business licenses, or enforcement please see the following:

Title 5 “Business Taxes, Licenses, and Regulation” • 5.02 “Business Licenses Generally” • 5.04 “Denial, Suspension, or Revocation of a License” • 5.08.020 “Business License Fee Schedule”

Title 7 “Midvale City Administrative Code Enforcement Program” • 7.01 “Administrative Enforcement Program” • 7.02 “Administrative Enforcement Hearing Procedures” • 7.03 “Administrative Abatement” • 7.05 “Administrative Citations”

Title 8 “Health and Safety” • 8.01A “Noise Control” • 8.02 “Property Maintenance”

Proceedings of City Council Meeting January 19, 2021

• 8.05 “Code Enforcement”

Title 17 “Zoning” • 17.1 “General Provisions” • 17.3 “Administration and Enforcement • 17.5 “Appeal Authority”

Council Member Dustin Gettel feels that resident landlords will be upset and get offended. He said he would like to see a report of residents who are currently participating in the good landlord program.

Council Member Paul Glover said he likes having this program and does believe that it is helping with better renters.

Council Member Quinn Sperry said a formal program is good. Council Member Bryant Brown agreed.

XI. ADJOURN

MOTION: Council Member Paul Glover MOVED to adjourn the meeting. The motion was SECONDED by Council Member Quinn Sperry. Mayor Hale called for discussion on the motion. There being none, he called for a vote. The motion passed unanimously.

The meeting adjourned at 9:04 p.m.

Rori L. Andreason, MMC H.R. DIRECTOR/CITY RECORDER

Approved this 2nd day of February 2021

MIDVALE CITY COUNCIL SUMMARY REPORT

Meeting Date: February 2, 2021

SUBJECT: Consider Resolution No. 2021-R-07 A Resolution For Adoption Of Midvale City Emergency Operations Plan (EOP)

SUBMITTED BY: Julie Harvey, Municipal Emergency Management Planner

Summary:

Propose adoption of the provided Midvale City Emergency Operations Plan as the standard for the jurisdiction's official all-hazards incident response and incident management.

The most recent adopted EOP is from 2016 and is in a format that is not beneficial to conducting emergency operations, as it uses a template that calls for services and actions that are not within Midvale’s organizational structure, capacity, or capability. The proposed EOP is completely rewritten specifically for Midvale. The EOP takes organizational structure, capacity, and capability into account. This EOP was written following the most current Federal Emergency Management Administration guidance, Comprehensive Preparedness Guide 101: Developing and Maintaining Emergency Operations Plans.

The plan consists of three parts; the basic plan, functional annexes, and hazard annexes. The basic plan provides information about Midvale and the surrounding area. The functional annexes describes actions that may be taken (functions) during an emergency or disaster. The hazard annexes address Midvale specific hazards and directs the reader to functional annexes that may be utilized in addressing emergencies or disasters created by the hazard.

PLAN COMPLIANCE: Comprehensive Preparedness Guide 101: Developing and Maintaining Emergency Operations Plans, Version 2, Nov 2010 National Incident Management System, 3rd Edition 2017 Homeland Security Presidential Directive-5, of 2003

STAFF’S RECOMMENDATION AND MOTION: Staff recommend adoption of the Midvale City Emergency Operations Plan.

RECOMMENDED MOTION: I move that we adopt Resolution No. 2021-R- 07 adopting the Midvale City Emergency Operations Plan

Attachments: Proposed Resolution Midvale City Emergency Operations Plan

MIDVALE CITY, UTAH RESOLUTION NO. 2021-R-07

A RESOLUTION FOR THE ADOPTION OF THE MIDVALE CITY EMERGENCY OPERATIONS PLAN (EOP)

WHEREAS, Midvale City recognizes it is at risk to a wide range of natural, technological, and manmade hazards and there is a need for ongoing emergency operations planning; and

WHEREAS, this Emergency Operations Plan is needed to coordinate and support Midvale City response efforts in the event of an emergency or disaster and during the aftermath thereof; and

WHEREAS, this plan will provide a framework for Midvale City to plan and perform its emergency functions during a disaster or emergency. Tasked organizations within the plan have the responsibility to prepare and maintain standard operating procedures and commit to the training and exercises required to support this plan. Under the direction of the mayor, city manager, and the emergency management planner, this plan will be revised and updated as required. All recipients are responsible to submit any changes that might result in its improvement or increase its usefulness; and

WHEREAS, this Midvale City Emergency Operations Plan supersedes any other emergency operation plans that existed prior to this date; and

WHEREAS, in accordance with the Homeland Security Presidential Directive 5, all agencies, departments, and organizations having responsibilities delineated in this Emergency Operations Plan will use the National Incident Management System. The National Incident Management System was adopted by Resolution 2020-R-18. This system will allow proper coordination between local, state and federal organizations. The Incident Command System, as a part of the National Incident Management System, will enable effective and efficient incident management by integrating a combination of facilities, equipment, personnel, procedures and communications operating with a common organizational structure. All on-scene management of incidents will be conducted using the Incident Command System. This plan is promulgated as the Midvale City Emergency Operations Plan.

NOW THEREFORE, BE IT RESOLVED by the Mayor and City Council of Midvale City, this new Emergency Operations Plan is officially approved and adopted this 2nd day of February 2021.

______Robert M. Hale, Mayor ATTEST: Voting by the City Council "Aye" "Nay" Bryant Brown ______Dustin Gettel ______Paul Glover ______Rori L. Andreason, City Recorder Heidi Robinson ______Quinn Sperry ______

MIDVALE CITY EMERGENCY OPERATIONS PLAN

January 2021

Part I: Basic Plan Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

i Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

Contents Part I: Basic Plan ...... 1 Part I: Basic Plan ...... 1 1.1. Introductory Material...... 3 1.1.1. Promulgation...... 3 1.1.2. Approval and Implementation...... 4 1.1.3. Record of Changes...... 5 1.1.4. Record of Distribution...... 5 1.2. Purpose, Scope, Situation Overview, and Assumptions...... 7 1.2.1. Purpose...... 7 1.2.2. Scope...... 7 1.2.3. Situation Overview...... 8 1.2.4. Capabilities Assessment...... 12 1.2.5. Planning Assumptions...... 13 1.3. Concept of Operations...... 15 1.3.1. Elements of a Major Emergency or Disaster...... 15 1.3.2. Emergency Declaration...... 15 1.3.3. Levels of Operation ...... 17 1.3.4. Emergency Operations Center (EOC)...... 17 1.3.5. Universal Access...... 19 1.4. Organization and Assignment of Responsibilities...... 21 1.4.1. Emergency Operations Center (EOC) Roles and Responsibilities...... 21 1.4.2. Prevention and Protection...... 22 1.4.3. Donations and Volunteer Management...... 22 1.4.4. Mutual Aid Agreements...... 22 1.5. Direction, Control, and Coordination...... 23 1.5.1. National Incident Management System (NIMS)...... 23 1.5.2. Incident Command System (ICS)...... 23 1.5.3. Continuity Operations and Continuity of Government...... 24 1.6. Information Collection, Analysis, and Dissemination...... 25 1.7. Communications...... 27 1.8. Administration, Finance, and Logistics...... 29 1.8.1. Administration...... 29 1.8.2. Finance...... 29 1.8.3. Logistics...... 30 1.8.4. Resource Management...... 30 ii Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.9. Plan Development and Maintenance...... 31 1.9.1. Plan Development...... 31 1.9.2. Plan Maintenance and Administration...... 31 1.10. Authorities, References, and Terms and Acronyms...... 33 1.10.1. Authorities...... 33 1.10.2. References...... 34 1.10.3. Terms and Acronyms...... 34 Part II: Functional Annexes ...... 37 Part II: Functional Annexes ...... 37 2.1. Direction, Control, and Coordination Annex...... 39 2.2. Communications Annex...... 41 2.3. Transportation Annex...... 45 2.4. Public Information, Alert, and Warning Annex...... 51 2.5. Mass Care Annex...... 59 2.6. Evacuation Annex...... 69 2.7. Damage Survey and Assessment Annex...... 77 2.8. Resource Management, Mutual Aid, and Logistics Annex...... 83 2.9. Debris Management Annex ...... 87 Part III: Hazard Annexes...... 91 Part III: Hazard Annexes ...... 91 3.1. Avalanche and Landslide Annex...... 93 3.2. Dams Annex...... 97 3.3. Earthquake Annex...... 101 3.4. Extreme Weather Annex...... 109 3.5. Flood Annex...... 113 3.6. Hazardous Material Release or Oil Spill Annex...... 115 3.7. Terrorism and Civil Disturbance Annex...... 117 3.8. Transportation Accident (Vehicle, Rail, Aircraft) Annex...... 119 3.9. Wildfire Annex...... 121

iii Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

Part I: Basic Plan Part I: Basic Plan

Part I: Basic Plan 1 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

Part I: Basic Plan 2 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.1. Introductory Material. 1.1.1. Promulgation. WHEREAS, Midvale City recognizes it is at risk to a wide range of natural, technological, and man-made hazards and there is a need for ongoing emergency operations planning; and WHEREAS, this Emergency Operations Plan is needed to coordinate and support Midvale City response efforts in the event of an emergency or disaster and during the aftermath thereof; and WHEREAS, this plan will provide a framework for Midvale City to plan and perform its emergency functions during a disaster or emergency. Tasked organizations within the plan have the responsibility to prepare and maintain standard operating procedures and commit to the training and exercises required to support this plan. Under the direction of the mayor, city manager, and the emergency management planner, this plan will be revised and updated as required. All recipients are responsible to submit any changes that might result in its improvement or increase its usefulness; and WHEREAS, this Midvale City Emergency Operations Plan supersedes any other emergency operation plans that existed prior to this date; and WHEREAS, in accordance with the Homeland Security Presidential Directive 5, all agencies, departments, and organizations having responsibilities delineated in this Emergency Operations Plan will use the National Incident Management System. The National Incident Management System was adopted by resolution 2020-R-18. This system will allow proper coordination between local, state and federal organizations. The Incident Command System, as a part of the National Incident Management System, will enable effective and efficient incident management by integrating a combination of facilities, equipment, personnel, procedures and communications operating with a common organizational structure. All on-scene management of incidents will be conducted using the Incident Command System. This plan is promulgated as the Midvale City Emergency Operations Plan. NOW THEREFORE, BE IT RESOLVED by the Mayor of Midvale City, this new Emergency Operations Plan is officially adopted, IN WITNESS WHEREOF;

Name / Title / Date

1.1. Introductory Material. 3 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.1.2. Approval and Implementation. This Midvale City Emergency Operations Plan identifies and assigns disaster responsibilities for City personnel. It also identifies other entities that Midvale City relies on for services, such as Salt Lake County Health Department and Unified Fire Authority. This plan provides the policies and procedures for response to emergencies, disasters, and terrorism events, and meets the requirements of the National Response Framework (NRF) and the National Incident Management System (NIMS). This plan supersedes all previous plans. The Midvale City Manager and emergency management personnel can make administrative corrections and minor modifications of the plan without promulgating again. This Midvale City Emergency Operations Plan supersedes all previous Midvale City Emergency Operations Plans. I acknowledge that I, or a representative, reviewed this plan and agree to the tasks and responsibilities assigned herein. I also agree, if necessary, to update this Emergency Operations Plan as it relates to responsibilities on a regular basis.

Name / Title / Date

1.1. Introductory Material. 4 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.1.3. Record of Changes. Proposals for amendments or additions to the text of this plan should be made in writing to: Midvale City Emergency Management 7505 S Holden St Midvale, Utah 84047 Each page of the plan will have a date in the top right corner. When any page is revised or added, a revision number will be added next to the date (e.g. R1). As changes are received, they will be documented on the log below and pertinent pages changed in the plan. Section Page # Revision Summary Date Revised By:

1.1.4. Record of Distribution. NOTE: This plan will be distributed electronically and available on Midvale City Website. The only hard copies provided by the city will be for use in the emergency operations center (EOC).

Name Title Agency Date # of Copies Delivered

1.1. Introductory Material. 5 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.1. Introductory Material. 6 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.2. Purpose, Scope, Situation Overview, and Assumptions. 1.2.1. Purpose. The Midvale City Emergency Operations Plan (EOP) establishes the emergency response organization of Midvale City. In accordance with state and federal law, Midvale is required to prepare for, respond to, and recover from, emergencies or disasters with the primary objectives being to save lives and protect health and property. This plan outlines the roles and responsibilities of Midvale City government before, during, and after a disaster. The Midvale City EOP establishes the framework for the community’s response to disasters. It is risk based and all-hazards in its approach. The EOP addresses disasters through the emergency management mission areas: prevention, protection, mitigation, response, and recovery. The EOP is based upon guidance criteria prepared by the Federal Emergency Management Agency (FEMA) and the Utah Division of Emergency Management (DEM). This EOP is divided into three sections: • The Basic Plan, Section I, of the EOP outlines in general terms how Midvale will respond to an emergency. It provides an overview of Midvale City’s approach to emergency operations. It identifies emergency response policies, describes the response organization, and assigns tasks • The Functional Annexes, Section II, outline functions that may respond to an incident or event. Midvale uses a hybrid emergency organization style (outlined in section 1.3.4.3. EOC Organization). • The Hazard Annexes, Section III, provide specific information about Midvale hazards. This plan is consistent with the Salt Lake County Emergency Operations Plan, the Utah Division of Emergency Management Emergency Operations Plan, and the National Response Framework. This plan describes how city, mutual-aid, state, and federal resources are coordinated in response to an emergency. 1.2.2. Scope. This EOP is applicable to all city and contracted municipal service agencies, local community organizations, businesses, and residents of Midvale. The EOP assigns specific functional responsibilities to appropriate city departments and identifies local agencies and organizations that may respond. The EOP addresses the various types of emergencies and disasters that are likely to occur from local emergencies, to minor, major, or catastrophic, disasters.

1.2. Purpose, Scope, Situation Overview, and Assumptions. 7 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.2.3. Situation Overview. 1.2.3.1. Location, Geography and Demographics. Midvale is a city roughly six square miles in area located in the center of the Salt Lake Valley. It is home to a population of approximately 34,000 residents, with the workweek daytime population increasing by roughly 30,000. Midvale has many large employers including corporate headquarters for Overstock.com, Savage Industries, FLSmidth and CHG Healthcare. Midvale’s slogan, “In the Middle of Everything”, is a reflection of its central location in the Salt Lake Valley, and its connections to other parts of the Valley and the Wasatch Front by a variety of modes of transportation. Midvale is located at the intersection of I-15 and I-215 and has three TRAX (Transit Express) light rail stops with direct access to Utah Transit Authority’s (UTA) north-south line and the Mid-Jordan line. This central location and ready access, along with Midvale City’s dedication to a fiber optic network, are among the reasons Midvale enjoys such a diverse economy. The hot season lasts for 3 months, from mid-June to mid-September, with an average daily high temperature above 81°F. The cold season lasts for 3 months, from mid-November to mid- February, with an average daily high temperature below 46°F.

Figure 1: Midvale Regional Context Map Figure 2: Midvale Population Growth 1.2.3.1.1. Government. Midvale operates under a six-member council form of government and is a city of the third class as determined by Utah Code §10-2-301. The city is governed by a six-member council comprised of five council members and a mayor. The mayor votes on each matter where there is a tie-vote of the council; on ordinances that enlarge or restrict the mayor’s powers, duties, or functions; and in the appointment or dismissal of a city manager. The mayor serves as the chief executive officer and the city manager serves as chief administrative officer overseeing the day-to-day administrative functions of the city. (MMC 2.08.010) 1.2.3.1.2. Transportation. Midvale is strategically located in the Salt Lake Valley and is highly accessible via state and interstate highways, light rail, bus, and the Jordan River Parkway. Two major highways—I-15 running north-south and I-215 running east-west—provide excellent vehicular connectivity. Internally, Midvale is regionally connected via light rail and bus. UTA has three light rail (TRAX) stops within Midvale City and two heavy rail (Frontrunner) stops just outside of the city limits in neighboring Murray and South Jordan cities. Multiple bus routes connect light rail stations with the rest of Midvale and to adjacent cities. The Jordan River Parkway traverses the western

1.2. Purpose, Scope, Situation Overview, and Assumptions. 8 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

border of Midvale City, providing north-south multimodal connections and a strong recreational asset. (Midvale General Plan, 2016) 1.2.3.1.3. Medical Services Midvale has three medical clinics and has access to over 300 medical care facilities in Salt Lake County. Emergency medical service (EMS) is provided by the Unified Fire Authority and supported regionally by other local city fire departments. 1.2.3.1.4. Public Utilities Midvale has a mix of private and government utility services. • Electricity Electric power is provided by Rocky Mountain Power. • Natural Gas Natural gas is provided by Dominion Energy. • Water Water is supplied to Midvale by three physically separate distribution systems. The largest of the three networks serves water to the western portion of Midvale City and includes three wells, two water storage tanks totaling 6.5 million gallons, and interagency connection with Jordan Valley Water Conservancy District (JVWCD). The second largest network of the city’s water system serves the Union Jordan area of Midvale. The Union Jordan area network is comprised of two pressure zones, which receive water via interagency connections with Sandy JVWCD and one well. The third, and smallest, water system serves a limited area along the eastern edge of the city. The Salt Lake City Public Utility Department system operates this system. Midvale City maintains physical connections to Sandy City water in the Union Jordan area for emergencies. • Sewer Service Sewer service is provided by Midvale, Sandy Suburban Improvement District, Cottonwood Improvement District, and the Midvalley Improvement District. (Midvale General Plan, 2016) • Solid Waste Public Works personnel are responsible for the collection of solid waste and all recycling activities within the city. Midvale City provides collection services for the entire community through a contractor on a weekly basis for solid waste and bi-weekly basis for recycling. Midvale also provides curbside bulk waste pickup in April and October of each year. (Midvale General Plan, 2016)

1.2. Purpose, Scope, Situation Overview, and Assumptions. 9 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.2.3.2. Hazard Information and Assessment. 1.2.3.2.1. Hazards. The development of an all hazards emergency operations plan (EOP) requires the analyses of hazards, both natural and manmade, that threaten the people, property, or environment, within the community. The hazard analysis is the foundation for mitigation strategies, planning and preparedness activities, response capabilities, and recovery and restoration. This plan uses the current 2019 Salt Lake County Hazard Mitigation Plan to identify and analyze the hazards and threats to the region. Table 1: Summary of Midvale Hazards (2019 Salt Lake County Hazard Mitigation Plan) Major Occurrence Population Property Event Economic Potential for Hazard Event Probability Exposed Exposed Property Impact Catastrophe Damages Avalanche Low No Impact No Impact No Impact No Impact Unlikely Civil Low Medium Low High Medium Medium Disturbance Cyber Attack Medium High No Impact No Impact Medium Low Dam Failure Low Low Low Low Medium Unlikely Drought Medium High No Impact No Impact Medium Medium Earthquake Medium High High High High High Flooding Medium Low Low High Low Low Hazardous Medium Medium Medium Medium High Low Materials Incident Landslide/Slop Low Low Low Low Low Unlikely e Failure Public Health Medium High No Impact No Impact High High Epidemic/ Pandemic Radon High Medium No Impact No Impact No Impact Unlikely Severe High High High Low Low Unlikely Weather Severe Winter High High High Low Medium Unlikely Weather Terrorism Low Medium Low High High High Tornado Low Low Low High Medium Unlikely Wildfire Low Low Low Low Low Low

1.2. Purpose, Scope, Situation Overview, and Assumptions. 10 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

Table 2: Hazard Index by Type

Hazard Index by Type Natural Technological Human/Societal Avalanche Air Pollution Civil Disturbance Drought Communications Failure Cyber attack Earthquake Dam Failure Terrorism Flooding Energy Emergency Weapons of Mass Destruction: Landslide and Slope Failure Hazardous Materials Chemical, Biological, Radiological, Epidemic/Pandemic Incident Nuclear, or Explosive Agents Radon Power Failure Severe Weather Radiation Release Tornado Transportation Accident Wildfire Urban Fire

1.2.3.2.2. Overview of Disaster History in Midvale City Recent disasters for Midvale have been severe weather related. There has been high winds, damaging hail, and some flooding in the last ten years but nothing that has caused wide spread damage. There was a 5.7 magnitude earthquake centered in neighboring Magna Township in March 2020, but it caused no damage in Midvale.

1.2. Purpose, Scope, Situation Overview, and Assumptions. 11 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.2.4. Capabilities Assessment. Midvale City has a full-time staff of 80 personnel. City departments are City Manager, Community Development, Administrative Services, Public Works, Redevelopment Agency, Human Resources, Communications, and City Attorney. For public safety, Midvale City contracts with Unified Police Department, Salt Lake County (SLCo) Animal Services, and Unified Fire Authority, which includes a part-time emergency manager. Midvale City does not have a health department, relying on SLCo Health Department for standards and inspections. The city contracts most “response oriented” departments therefore those capabilities will be subject to external factors beyond the control of the city. Midvale City does have a Public Works Department, which is essential for initial response and damage assessments after natural disasters.

Figure 3: Midvale City Organization Chart While the city operates its own Public Works Department, it contracts all emergency services with third parties. This arrangement gives Midvale limited organic capability when evaluating its ability to respond independently to emergencies.

1.2. Purpose, Scope, Situation Overview, and Assumptions. 12 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.2.5. Planning Assumptions. 1.2.5.1. General Planning and Policy Assumptions. • A disaster or emergency event will require prompt and effective response and recovery operations using resources from city departments, Salt Lake County, Unified Police Department, Unfired Fire Authority, disaster relief agencies, volunteer organizations, and the private sector. • Midvale City emergency operations are based on the principle of self-help. The city is responsible for using all available local resources prior to requesting assistance from other agencies and organizations. • Natural, environmental, technological, and civil disaster emergencies may be of such magnitude and severity that outside assistance is required. • When resources locally available are insufficient to respond to or recover from the disaster or emergency, Midvale City will request assistance from Salt Lake County (SLCo). SLCo may in turn request assistance from other counties or the State of Utah. • When a disaster or emergency exists, Midvale City departments will activate their respective emergency operations plans and standard operating procedures as necessary, either limited or full operation; integrating those plans and procedures with the actions described in this plan. • Disaster and emergency response often requires decisions to be made quickly under adverse conditions. Government entities complying with this plan will not be liable for injury, death, or loss of property except in cases of willful misconduct or gross negligence. • Incident situation and status reports will be made by the emergency operations center (EOC) to command and support authorities of Salt Lake County based upon severity of the disaster or emergency or an anticipated disaster or emergency. • Emergency services shall not be denied based on race, color, national origin, religion, sex, age, or disability. The needs of special populations shall be identified and planned for as directed by policy makers and according to federal regulations. • Local activities will be carried out in accordance with all applicable state and federal non-discrimination laws. Federal disaster assistance is conditional on full compliance with non-discrimination rules and policies. 1.2.5.2. Operational Planning Assumptions. Major events are complex and often do not go smoothly. The logistics requirements to move people and resources in Utah are a complex undertaking which will require cooperation and collaboration throughout the process. Midvale makes the following assumptions about the operational conditions faced during a major event with wide spread infrastructure damage: • The damage and threat to the jurisdiction’s population may greatly exceed Midvale’s capabilities necessitating inter-jurisdictional cooperation. • Normal lines of supply may be significantly disrupted. • The relief from outside the regional area may take at up to 72 hours to arrive. • Supplies, contract or volunteer services and equipment to support response operations will be limited to what is available locally for at least the first 72 hours. • Normal business operations may be seriously degraded, affecting local vendors’ ability to provide goods and services to support response operations. 1.2. Purpose, Scope, Situation Overview, and Assumptions. 13 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

• Government, private, public, and volunteer organizations will need to be self-sufficient for a minimum of three days. • There will be a shortage of emergency response personnel, sheltering management and support staff, fire fighters, police, SAR, emergency medical, transit, public works, utilities, and health support personnel. • Approximately 50% of emergency workers will be unavailable due to family needs or other non-availability factors. • The affected areas will compete for scarce resources. • A small percentage of the impacted population will be self-sufficient for a short time, but larger, more metropolitan population centers will not. • Pre-disaster homeless may lose access to support services and require shelter, feeding, and other mass care support. • Reunification will be an immediate and significant concern due to community separation at the time of the event. The impacted population will be scattered throughout the Salt Lake County area which will make reunification challenging. • Population density will affect the demand for all mass care services. • An immediate as well as sustained need for bulk distribution of relief supplies will be required. • Temporary housing will be required for response personnel. • A percentage of disaster survivors will end up in general population shelters. • In July 2013, the Salt Lake County Health Department estimated that 8.8% of the Salt Lake County population has some sort of access or functional need; some of that population will have a physical or cognitive disability that will require some level of functional care at general-population shelters. (Salt Lake County Health Department Community Health Assessment, 2013, pg. 40) • People of lower socio-economic status will use shelters first and be the last to depart. • People with independent means will seek shelter outside the affected area.

1.2. Purpose, Scope, Situation Overview, and Assumptions. 14 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.3. Concept of Operations. 1.3.1. Elements of a Major Emergency or Disaster. A major emergency or disaster exists when a situation exceeds the everyday capabilities of responding agencies or requires extensive coordination between agencies. Some elements that may be found in a major emergency or disaster include: • A significant number of casualties • Severe and widespread property damage • Non routine multi-agency response • Shortage of critical resources or supplies • Extended interruption of vital services such utilities or disruptions in the transportation system • Extended evacuation requiring sheltering • Threats to public health 1.3.2. Emergency Declaration. In Utah, only the “chief executive officer” of the involved municipality or county may declare a local emergency (Utah Code §53-2a-208). Per MMC 2.08.010, the mayor serves as the chief executive officer. The mayor acting within the role of the office may proclaim an emergency to expedite access to the local resources needed for incident response. Emergency declarations are sent to Salt Lake County emergency manager. If the required response exceeds local capabilities, the mayor may ask for Salt Lake County assistance. Salt Lake County may request state assistance and request a gubernatorial disaster declaration. The governor may request federal aid when it appears that the combined resources of local and state agencies will be inadequate. Utah Code §53-2a-208 addresses the duration and termination of a local emergency declaration. This emergency operations plan may be activated without activating the EOC or declaring an emergency. The plan can be activated by the mayor, the mayor pro tempore, the city manager or the assistant city manager.

1.3. Concept of Operations. 15 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

Midvale City 7505 South Holden Street Midvale, UT 84047 801-567-7200 www.midvalecity.org Date: ______

WHEREAS, Midvale City has suffered from a ______(Disaster or Emergency Event) that occurred on ______(Date(s) and time). WHEREAS, extensive damage was caused to public and private property, roads, bridges, homes, businesses, utilities, and other public and private facilities; and WHEREAS, emergency response operations continue throughout the city and are severely straining all responding agencies and the emergency operations plan is in effect; and WHEREAS, the cost and magnitude of responding to and recovering from the impact of this event is far in excess of the city’s available resources; WHEREAS, these conditions do create a “State of Emergency” according Utah State statute 53-2a; NOW THEREFORE, the chief executive officer available, of Midvale City, has declared a state of emergency on the behalf of Midvale City, and will execute for and on behalf of Midvale City, the expenditure of emergency funds from all available sources, the invoking of mutual aid agreements, and the requesting assistance from Salt Lake County, which may in turn request assistance from the State of Utah.

Dated this day of ______. ______Chief Executive Officer

ATTEST: ______

Figure 4: Emergency Declaration Template

1.3. Concept of Operations. 16 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.3.3. Levels of Operation Midvale adopted Salt Lake County’s operational levels as a means to communicate its alert posture. Table 3: Levels of Operation Levels of Staffing Guidelines Initiating Events Operation Due to its severity, size, location, actual or potential impact on public health, welfare, and • Full-staffing infrastructure, the incident requires an extreme • All Emergency Support Level 1 amount of direct County assistance for response Functions and interagency and recovery efforts for which the capabilities to liaisons support it do not exist at any level of government. A disaster that due to its severity, size, location, • Mid-level staffing actual or potential impact on public health, • Most but not all Level 2 welfare, and infrastructure requires a high Emergency Support amount of direct County assistance for response functions and liaisons and recovery efforts. • Moderate staff A disaster which, due to its severity, size, • Only select emergency location, actual or potential impact on public Level 3 support functions and inter- health, welfare, and infrastructure requires a agency liaisons moderate amount of direct County assistance. Information gathering begins and select members • Anticipation of county of the Salt Lake County Emergency Coordination Enhanced Watch assistance and immediate Center (ECC) activation team maintains response to disaster situational awareness. The Salt Lake County ECC is not activated. Watch Steady • Normal office staff • No event or incident anticipated State • ECC maintains situational awareness 1.3.4. Emergency Operations Center (EOC). 1.3.4.1. EOC Location and Role The EOC is established in city hall, 7505 South Holden Street, when events are such that an EOC is required. The role of the EOC is to facilitate the coordination of multiple agencies into a synchronized city strategy and to provide situational awareness for the mayor and city manager. Its role during an emergency or threat is to establish and prioritize city goals and objectives at the strategic level, allocate resources, and manage public information and warning. The EOC acts as a coordination center not a command and control center. The EOC does not dispatch emergency response resources or serve as an incident command post. The EOC’s role does not eliminate the requirement that responding agencies have for tactical level coordination of labor and resources. In the event the EOC is threatened, an alternate EOC may be activated. Alternate locations are either the Unified Fire Authority Station #126, located at 607 E 7200 S, Midvale, or the Unified Police Department Station located at 7912 South Main Street, Midvale. 1.3.4.2. EOC Activation and Staffing. The EOC is activated at the direction of the mayor or city manager or designee. The EOC will be activated to support response or recovery operations when the scope or scale of an emergency

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surpasses the capacity to be managed from the incident command post or when the city manager requests. The day-to-day organizational operations of Midvale City are changed when a crisis or disaster event is imminent or has occurred. When the EOC is activated, members from various departments staff the EOC. During a disaster or significant emergency where the EOC is activated, normal day-to-day city department operations may be suspended in order to facilitate operational coordination. Operational coordination is the effective synchronization of priorities, resources, and capabilities in order to deal with a crisis. Coordination helps ensure a unity of effort among city and county departments and supporting non-government organizations and keeps them from working at cross-purposes. 1.3.4.3. EOC Organization. The EOC is organized to provide the most effective means for coordinating a response. City employees are assigned by their respective department head to serve as EOC response team members as an additional duty. A modified ICS organizational structure is used that reflects the current organizational structure of the city’s departments. This staffing model facilitates both continuity of government operations and command, control and coordination of Midvale resources and assets during emergencies and disasters.

Figure 5: EOC Organization.

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1.3.4.4. Non-Government Agencies. During an emergency or disaster, it may be necessary for the city to request private utilities, local hospitals, and local non-profit organizations to provide individuals to serve as organizational liaisons on an EOC Response Team. This support is crucial in order to ensure life- safety for the local populace, essential services can be maintained, and critical infrastructure protected. If requested, the following may provide this support within the limits of their capabilities: Table 4: Non-Government Agencies.

NON-GOVERNMENT AGENCIES -American Red Cross -Rocky Mountain Power -United Way of Salt Lake -Dominion Energy -Deseret Industries -Ace Disposal (Residential waste and recycling) -Local/National Religious Organizations -UTOPIA Fiber -LDS Church stake centers/ward houses Sewer: -Medical Clinics - South Valley Water Reclamation Facility -Greenwood Clinic (U of U Med Center) -Midvalley Improvement District -The Road Home (Homeless Shelter) -Cottonwood Improvement District -Sandy Suburban Improvement District Culinary Water: -Jordan Valley Water Conservancy District -Sandy City Water 1.3.5. Universal Access. Each functional annex will address universal access, taking into account those who may require access and functional needs accommodations. The term "access and functional needs" means those actions, services, accommodations, and programmatic, architectural, and communication modifications that a covered entity must undertake or provide to afford individuals with disabilities a full and equal opportunity to use and enjoy programs, services, activities, goods, facilities, privileges, advantages, and accommodations in the most integrated setting, in light of the exigent circumstances of the emergency and the legal obligation to undertake advance planning and prepare to meet the disability-related needs of individuals who have disabilities as defined by the ADA Amendments Act of 2008, P.L. 110-325, and those associated with them. Universal access includes planning for persons who have limited or no: hearing, mobility, vision, and speech. This planning should also include the needs of minor children, persons experiencing different cognitive, intellectual and mental health abilities and individuals who require assistance with health maintenance. The Mass Care Annex discusses sheltering of pets. Service animals, as defined by the ADA and Utah Code §62A-5b-102, are allowed in general population shelters; companion animals and pets are not allowed in general population shelters.

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1.3. Concept of Operations. 20 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.4. Organization and Assignment of Responsibilities. 1.4.1. Emergency Operations Center (EOC) Roles and Responsibilities. 1.4.1.1. Mayor. The Mayor assumes overall responsibility for the safety and well-being of the citizenry during an emergency or disaster and may delegate emergency responsibilities to appropriate agencies and officials as allowed by law. Mayoral powers during an emergency as described Utah Code Title 53 Chapters 2a and 2b include but are not limited to: • Issuing an Emergency Proclamation. • Imposing orders and regulations necessary to protect life and property. (Utah Code §53-2a-205, 53-2a-208) o Prohibiting specific activities for the duration of the emergency. o Closing or restricting certain areas to public vehicular and pedestrian traffic. o Making use of all available resources of the city government as may be reasonably necessary to cope with an emergency. o Transferring or altering the function of city departments, agencies or personnel for the purpose performing or facilitating emergency services. o Issues other orders or regulations immediately necessary for the protection of life and property. 1.4.1.2. City Manager. The city manager serves as chief administrative officer overseeing the day-to-day administrative functions of the city. The city manager and the subordinate officers and employees constitute the executive branch of city government. (MMC 2.080.010 and 2.080.020(C)) The city manager will: • Notify the city council of any emergency existing in any department. (MMC 2.16.520(O)) • Coordinate all city departments in the event of manmade or natural emergencies. (MMC 2.16.520(P)) 1.4.1.3. Policy Board. The Policy Board is primarily an advisory body to the Mayor during an EOC activation, emergency, or disaster. The Board evaluates conditions and recommends policies for mayoral approval. The Policy Board may include but is not limited to the following key personnel: • Mayor • City Manager • Assistant City Manager • UPD Precinct Police Chief • UFA Fire Chief • City Attorney • Admin Services Director • Communications Director • Key Department Heads and other agency representatives as required 1.4.1.4. EOC Director (City Manager). The city manager acts in the capacity of EOC Director during periods in which the EOC is activated. At the city manager’s discretion, other qualified individuals may be assigned to the position of Acting EOC Director. The city manager provides direction and leadership for response 1.4. Organization and Assignment of Responsibilities. 21 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

operations in the capacity of EOC Director. The city manager evaluates conditions, establishes response priorities, and approves the allocation of resources to support response operations. 1.4.1.5. Emergency Manager. The emergency manager works for and with the city manager at the EOC. The emergency manager acts in the capacity of EOC Manager when the EOC is activated assisting the EOC Director in the performance of his or her duties and administratively managing the EOC. 1.4.2. Prevention and Protection. Unified Police Department is the contracted law enforcement agency for Midvale and therefore responsible for prevention activities designed to reduce the risk of terrorism. Additionally, UPD manages the critical infrastructure and key resource identification and protection efforts. UPD coordinates with other local law enforcement and public safety agencies and the State Wide Information and Analysis Center (Fusion Center). 1.4.3. Donations and Volunteer Management. Midvale City will coordinate and cooperate with neighboring jurisdictions and SLCo on donations and volunteer management. Midvale City has no organic resources for donation management, storage, or handling, so all activities will be turned over to SLCo, or a non-profit organization prepared to handle the task. Midvale City does not have an established volunteer management program at the writing of this EOP. There are numerous countywide initiatives in the works such as S.A.F.E. Neighborhoods (Schools Aid Families in Emergencies) and Community Emergency Response Team (CERT); at some time in the future, there may be capacity for volunteer management. Currently spontaneous volunteers are directed to local voluntary organizations active in disaster (VOAD) participants that can vet and train volunteers. 1.4.4. Mutual Aid Agreements. The following mutual aid and interlocal agreements are in place for assistance and sharing of resources during an emergency or disaster. Mutual aid agreements must be activated by the Chief Executive officer. • Mutual Aid Interlocal Agreement for Utah Public Works Emergency Management (Resolution 2014-R-36) • Interlocal Agreement with Trans-Jordan Cities Regarding Debris Management (Resolution 2017-R-01) • Statewide Mutual Aid Act (Utah Code §53-2a-3); Additional information Utah Rule R704- 2. Statewide Mutual Aid Act Activation.

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1.5. Direction, Control, and Coordination. 1.5.1. National Incident Management System (NIMS). The National Incident Management System (NIMS) is a common, interoperable approach to sharing resources, coordinating and managing incidents, and communicating information. NIMS guides all levels of government, nongovernmental organizations, and the private sector to work together to prevent, protect against, mitigate, respond to, and recover from incidents. The Incident Command System (ICS) is a component of NIMS. Midvale’s EOC operates within the parameters of NIMS. 1.5.2. Incident Command System (ICS). In accordance with the National Incident Management System, Midvale City’s response to major emergencies follows the principles of the Incident Command System (ICS). ICS is a standardized emergency management system designed to provide for the adoption of an integrated organizational structure. The system reflects the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS comprises facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. ICS is used by emergency responders in the field and within the EOC to manage the city’s overall response. Complex incidents may involve multiple agencies with legal mandates and operational objectives that conflict with one another. These factors support the need for establishing command structure at the outset of any incident regardless of its scope or scale. The command structure may be established as single command, unified command, or area command and may be changed as the incident progresses to meet evolving needs. 1.5.2.1. Single Command. A single command is generally established when an incident is contained within and affects a single jurisdiction or single agency has the legal responsibility to manage the principle incident hazard or both. The lead agency under single command can be established by determining the lead discipline based on the primary uncontrolled hazard element. 1.5.2.2. Unified Command. A unified command is generally established when either an incident has more than one agency with legal responsibility for its management or an incident is situated in more than one political jurisdiction, or both. A unified command is a team effort that allows all agencies with jurisdictional responsibility for the incident to manage an incident by establishing a common set of incident objectives and strategies without losing or abrogating authority or responsibility. 1.5.2.3. Area Command. An area command may be established to oversee the management of a very large incident that has multiple incident management teams assigned to it or multiple incidents that are each being handled by a separate ICS organization, or both. This type of command is generally used when there are a number of incidents in the same area and of the same type that may compete for the same resources, such as two or more hazardous materials spills or fires. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed. When incidents are of different types, or do not have similar resource demands, they will typically be handled as separate incidents and coordinated through the EOC. If the incidents under the authority of an area command span multiple jurisdictions, a unified area command should be established to allow each affected jurisdiction to have appropriate representation in the command.

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1.5.3. Continuity Operations and Continuity of Government. Continuity operations ensures an individual organization can continue to perform its essential functions, provide essential services, and deliver core capabilities during a disruption to normal operations. Continuity of government (COG) is a coordinated effort within each of the executive, legislative, and judicial branches to ensure that essential functions continue to be performed before, during, and after an emergency or threat. COG is an outcome of a viable continuity capability, not a program. Continuity of government is intended to preserve the statutory and constitutional authority of elected officials at all levels of government across the United States. Disasters can cause local or regional COG scenarios by threatening the ability of jurisdictions to execute their statutory authorities, perform essential functions, and deliver essential services. COG should be scalable and flexible to meet the requirements, threats, and needs of the supported organizations or jurisdictions, whether small localities, large cities, or state, territorial, or tribal governments. A large incident could result in the death or injury of key government officials, destruction of established seats of government, and damage to public records that are essential to continued operations of government. Throughout an emergency, the Municipality must continue to function as a government entity so that it may provide continuity of effective leadership, direction of emergency operations, and management of recovery operations. (FEMA Continuity Guidance Circular, February 2018) The Midvale Continuity Plan is a separate plan that outlines how Midvale City will conduct continuity operations during and emergency or disaster. The continuity plan includes the following: • Succession of powers and department authorities • Instructions for the preservation of vital records • Alternate facilities and worksites • Instructions for the continued delivery of essential services

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1.6. Information Collection, Analysis, and Dissemination. Due to the lack of capability, most of Midvale City's information collection, analysis, and dissemination will focus on providing the Policy Group and the EOC situational awareness. The city will rely on the Salt Lake County Emergency Management Emergency Coordination Center (ECC) to coordinate with the fusion center. The ECC Intelligence (Intel) Section will disseminate information to the supported jurisdictional EOCs, of which Midvale is one. Any information that is received by the EOC will be forwarded in a timely manner to the ECC Intel Section.

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1.7. Communications. Emergency response at all levels of government must have interoperable and seamless communications to manage emergencies, establish command and control, maintain situational awareness, and function under a common operating picture for a broad spectrum of incidents. Midvale will use cellular mobile communications devices (cell phones), landline telephones, and radios to communicate with staff in the field, first responders, and the County ECC. The city’s back up plan is the use of hand held radios, HAM radios, and runners (if required). Midvale City’s executive leadership and the mayor have access to Government Emergency Telecommunications Service (GETS) and the Wireless Priority Service (WPS). These services provide priority access to landline and cellular networks should those communications channels become overwhelmed with traffic. Public information, alerts, and warnings may be disseminated in at least three different ways: 1) Midvale will utilize social media and its website; 2) The Valley Emergency Communications Center (VECC) can utilize a type of reverse 9-1-1; and, 3) Activation of Integrated Public Alert and Warning System (IPAWS). In a large-scale emergency or disaster, it is probable that all avenues of communication will be used. See the functional annex 2.4. Public Information, Alert, and Warning, for more communications information.

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1.7. Communications. 28 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.8. Administration, Finance, and Logistics. 1.8.1. Administration. Midvale does not have a full time emergency manager, nor does it have a continuously ready emergency operations center. The city manager and the contract emergency management planner monitor events and are on the County ECC’s emergency communications rosters to maintain awareness of any forecast, planned, or no-notice event notification. The SLCo ECC is staffed continuously. The ECC has dedicated space for command and control operations. If Midvale’s EOC is activated, it is located in the Dahl Conference room on the first floor of City Hall, at 7505 S Holden St, Midvale, UT. The equipment for the EOC is located in the storage room next to the Dahl Conference Room. 1.8.1.1. Documentation. During an event, whether the EOC is activated or not, all emails, documents, plans, and other information should be kept for record keeping purposes. If the EOC is activated, any incident action plans (IAPs), situation reports (SitReps), or other pertinent information will be maintained in an event file. All activities of staff or volunteers working in the EOC should be documented on an ICS 214, Activity Log. Workers should turn in the original and keep a copy for themselves. Documentation creates historical records, assists in cost recovery, may help in addressing insurance needs. Additionally, documentation will help in developing mitigation strategies. After an incident is over, the Midvale City Recorder will collect and arrange all documentation in a logical order and a summary and index should be place at the front of the file, to assist in quick identification and location of information. The file may be electronic or hard copy. The preferred method would be electronic with a copy saved to a secondary location for redundancy. 1.8.1.2. After-Action Report (AAR). As immediate threats to life and property subside and the need for sustained operations diminish, the debriefing of responsible individuals and the documentation of lessons learned should begin. Review and consolidate this information and create an after-action report (AAR). Use the AAR to analyze the management and response of the incident, exercise or event by identifying strengths to be maintained and built upon, as well as identifying potential areas of improvement. Develop an improvement plan using the AAR. Forward a copy of the AAR and improvement plan to the city manager and SLCo Emergency Management. 1.8.2. Finance. Recovering costs incurred during emergency operations starts at the onset of the event by establishing a cost tracking system; expenditures for disaster and emergency response for the city will be tracked by one of three different departments, Finance or Legal or Human Resources, depending on what the expense is. Finance will track overall costs. Payroll is located under Human Resources, so that department will be involved tracking overtime costs. Legal department oversees purchasing and contracts. Emergency related costs may include, but are not limited to: − Overtime for personnel − Emergency contracts and procurements − Debris removal − Emergency protective measures − Repair, restoration or replacement of critical infrastructure Upon declaration of an emergency, state and federal reimbursement thresholds must be met to recoup losses and expenses of the disaster. The city must meet the county and state thresholds 1.8. Administration, Finance, and Logistics. 29 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

to be eligible for federal assistance. All city costs will be combined with Salt Lake County costs to meet these thresholds. For damage to property, only those costs that are not otherwise covered by insurance are eligible for federal disaster assistance. 1.8.3. Logistics. Midvale has a limited logistics capability. Fire protection and law enforcement are contracted through other entities and those entities will provide resources such as facilities, transportation, communications, supplies, equipment maintenance and fueling and food and medical services for incident personnel. Midvale’s Public Works is a considered a Midvale response organization so the EOC will assist in maintaining supplies and resources as needed. If Midvale requires supplies or other incident support, purchasing will acquire them or an ICS 213, General Message Form, will be submitted to SLCo ECC Emergency Support Function (ESF) 7, Logistics. 1.8.4. Resource Management. See Section 2.8. Resource Management, Mutual Aid, and Logistics Annex.

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1.9. Plan Development and Maintenance. 1.9.1. Plan Development. This EOP was developed to coordinate with Salt Lake County's and the State of Utah's Emergency Operations Plans. A draft plan was provided to Midvale staff members for comment. Information used for the plan was obtained from the 2019 Salt Lake County Hazard Mitigation Plan, which utilized public comment during the development process. 1.9.2. Plan Maintenance and Administration. The emergency manager will review this plan annually. The plan will be adjusted and promulgated every five years or as required. Updates will occur when areas for improvement are identified by exercises, real-world events, or changes in threats and hazards occur. Midvale City senior staff will participate in the EOP review and update process. The emergency management planner will incorporate approved changes or updates to the EOP. The final draft of the EOP is reviewed by various city staff and sent to the city attorney for legal review. The EOP is presented to the city council with a resolution to adopt after they have been provided time to review the new plan. After the plan is adopted, the mayor signs the promulgation and approval and implementation documents. This plan supersedes and rescinds all previous editions of Midvale’s Emergency Operations Plan and is effective upon promulgation. If any portion of this plan is held invalid by judicial or administrative ruling, such ruling shall not affect the validity of the remaining portions of the plan. This plan is available to the public electronically on Midvale's website.

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1.9. Plan Development and Maintenance. 32 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

1.10. Authorities, References, and Terms and Acronyms. 1.10.1. Authorities. 1.10.1.1. Legal Authorities Responsibility for responding to emergencies rests with local government. Neighboring jurisdictions, state, and federal agencies will not assume authority or responsibility for responding to any emergency incident, including a Chemical, Biological, Radiological, Nuclear, or Explosive Agents (CBRNE) event, until resources are exhausted or local jurisdictions request outside assistance. When requested, these agencies will provide support to local command and control as long as it does not impair their own response. 1.10.1.2. Federal. • Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-707 • Title III, of the Superfund Amendments and Reauthorization Act of 1986, PL 99-499 as amended • Code of Federal Regulations (CFR), Title 44. Emergency Management Assistance • EO 12656, Assignment of Emergency Preparedness Responsibilities, of November 18, 1988 • Homeland Security Act of 2002 • Homeland Security Presidential Directive (HSPD) 5: Management of Domestic Incidents • U.S. Department of Homeland Security (DHS), National Incident Management System (NIMS) • DHS, National Response Framework (NRF) 1.10.1.3. State. • Utah Code §53-2a, “Emergency Management Act” o 53-2a-203 Definitions o 53-2a-204 Authority of the Governor o 53-2a-205 Authority of the chief executive officer o 53-2a-208 Local emergency declarations • Utah Code §63G-6a-803, “Emergency procurement” • State of Utah Hazard Mitigation Plan, 2019 • State of Utah Emergency Operations Plan, 2016 • Utah Rule R704-2. Statewide Mutual Aid Act Activation. 1.10.1.4. Salt Lake County. • SLCo Code Chapter 2.86 Emergency Response and Recovery • SLCo Code Chapter 3.20.040 Emergency Procurements • 2019 Salt Lake County Hazard Mitigation Plan 1.10.1.5. Midvale • MMC 2.08.010. Adopted form of government • MMC 2.16.300. Structure of administrative branch • MMC 2.16.310. Duties and responsibilities of department heads. • MMC 2.16.410. Duties of the Mayor • MMC 2.16.520. Powers and duties of the city manager • MMC 2.16.570. Emergency interim successors to city manager 1.10. Authorities, References, and Terms and Acronyms. 33 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

• MMC 3.02.070. Emergency Expenditures • MMC 7.04. Emergency Abatement • MMC 8.11. Flood Damage Prevention • MMC Chapter 8.12. Post-disaster Debris Collection • MMC 9.16.010. Interference with public servant • MMC 13.06. Drinking Water Source Protection • Midvale City Policies and Procedures Manual 1.10.2. References. • Salt Lake County Emergency Operations Plan, 2016 • Utah Division of Emergency Management Emergency Operations Plan, 2016 • Comprehensive Preparedness Guide 101: Developing and Maintaining Emergency Operations Plans, V 2.0 • National Incident Management System, 3rd Edition 2017 • National Response Framework • FEMA Continuity Guidance Circular • Interlocal Agreement for the Salt Lake Valley Emergency Communications Center (VECC), https://www.midvalecity.org/Home/ShowDocument?id=1421 • Salt Lake County Hazardous Materials Emergency Response Plan 2017, https://2a9d622e- 6ced-4f67-913c-2cca3d1d3461.filesusr.com/ugd/22f580_c60bb17c42954639832afd4689655edd.pdf • Midvale City General Plan, 2016 https://www.midvalecity.org/departments/community- development/planning-and-zoning/general-plan-2016 • FEMA Public Assistance Program and Policy Guide Version 4 1.10.3. Terms and Acronyms. AAR- After Action Report ARES- Amateur Radio Emergency Service CBRNE- Chemical, Biological, Radiological, Nuclear, or Explosive Agents COG- Continuity of Government CPG- Comprehensive Preparedness Guide EAS- Emergency Alert System ECC- Emergency Coordination Center EM- Emergency Management EOC- Emergency Operations Center EOP- Emergency Operations Plan ESF- Emergency Support Function FC- Feeding Centers GETS- Government Emergency Telecommunications Service HR- Human Resources IAP- Incident Action Plan ICP- Incident Command Post ICS- Incident Command System IPAWS- Integrated Public Alert and Warning System 1.10. Authorities, References, and Terms and Acronyms. 34 Part I: Basic Plan Midvale City Emergency Operations Plan January 2021

IT- Information Technology MMC- Midvale Municipal Code NIMS- National Incident Management System NRF- Response Framework NTAS- National Terrorism Advisory System PDA- Preliminary Damage Assessment PIO- Public Information Officer POD- Point of Distribution SitRep- Situation Report SLCo- Salt Lake County TRAX- Transit Express UFA- Unified Fire Authority UPD- Unified Police Department UTA- Utah Transit Authority VECC- Valley Emergency Communications Center VOAD- Voluntary Organizations Active in Disaster VoIP- Voice over Internet Protocol WMD- Weapons of Mass Destruction WPS- Wireless Priority Service

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1.10. Authorities, References, and Terms and Acronyms. 36 Part II: Functional Annexes Midvale City Emergency Operations Plan January 2021

Part II: Functional Annexes Midvale City has limited organic capability to respond to emergencies and disasters. Part II: Functional Annexes

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Part II: Functional Annexes 38 Part II: Functional Annexes Midvale City Emergency Operations Plan January 2021

2.1. Direction, Control, and Coordination Annex. 2.1.1. Purpose, Scope, Situation, and Assumptions. 2.1.1.1. Purpose and Scope. This annex provides overview on how Midvale directs and controls activities that are essential to saving lives, protecting property, and restoring services during and following emergencies. This annex applies to all city departments. 2.1.1.2. Situation and Assumptions. • Midvale City has limited response capability. All external response organizations are contracted to provide services on an annual basis. The city manager can identify specific priorities to the response organization; however, the response organization will implement their operational requirements ahead of any conflicting requests from the Midvale City. • All contracted response organizations will be controlled by their department operations control center or by the ECC, depending on the complexity of the event. • Initial notification of an event will most likely come from either the SLCo Emergency Coordination Center (ECC), Midvale Unified Police Department Precinct (UPD), or Midvale Unified Fire Authority (UFA) Stations 125 and 126. • Midvale does have capability to complete limited initial damage survey, also known as a windshield survey. Depending on the disaster or emergency, if a windshield survey is an appropriate first step, one will be conducted. 2.1.2. Concept of Operations. 2.1.2.1. Initial Response Activities Control and Coordination. Midvale City will establish levels of operation in accordance with Section 1.3.3. of this plan. If required by the size or complexity of the event, Midvale City will set up the EOC to collect data and provide situational awareness. Midvale City’s EOC is not an incident command and control structure, it is strictly for situational awareness, data collection, and coordination with response service providers, the SLCo ECC, and the public. The EOC will not receive or route emergency service request calls; all of those calls should be to 9-1-1. Midvale City will control any initial damage surveys initiated by the city manager or the EOC. UPD and UFA will control any damage surveys they conduct. 2.1.2.2. Incident Command. The responding agencies are responsible for establishing incident command and an incident command post (ICP). Because Midvale has limited capability, there may be a Midvale City liaison at the ICP to relay information to the city manager or EOC; but the city will not establish an ICP. 2.1.2.3. Emergency Operations Center (EOC) See Section 1.3.4 for information on the EOC.

2.1.2.4. Universal Access. 2.1.2.4.1. Accommodations will be made for city staff who require accommodations to assist and participate in direction, control and coordination activities. 2.1.2.4.2. As initial response activities are being prioritized, Midvale City’s command staff will consider the requirements to ensure universal access.

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2.1.3. Roles and Responsibilities. • City Manager. o Coordinate and collaborate response during an emergency or disaster. o Ensures that all City departments are trained in NIMS and ICS. • City Emergency Manager. o Assume strategic long-term planning for emergency preparation, response, and recovery training. • Unified Police Department o Provide law enforcement services for Midvale City utilizing organic command and control while communicating and coordinating with Midvale City, UFA, and SLCo ECC. • Unified Fire Authority o Provide fire protection and emergency medical for Midvale City utilizing organic command and control while communicating and coordinating with Midvale City, UPD, and SLCo ECC.

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2.2. Communications Annex. 2.2.1. Purpose, Scope, Situation, and Assumptions. 2.2.1.1. Purpose. The purpose of this annex is to describe how Midvale City will maintain emergency communications during a disaster. Communications are a critical function to assist emergency response and ensure the delivery of essential services. 2.2.1.2. Scope. This annex describes communications resources that can be employed during emergencies and disasters. Midvale City has communications system to ensure expedient transmission of information, provide a common operating picture, and facilitate accessibility to emergency resources. 2.2.1.3. Situation. Midvale City response capabilities are limited to Public Works and GIS. Other emergency response organizations are contracted to provide services on an annual basis (e.g., UPD, UFA). All contracted response organizations will use their own communication equipment and protocols. Midvale City EOC may be able to monitor some responder communications by using the city’s radios. 2.2.1.4. Planning Assumptions. • Many cell phone towers providing service to Salt Lake County may be out of service making damage reporting and requests for law enforcement, fire and EMS services difficult. • Landlines may be down and critical telecommunications equipment damaged. • Responders will use plain English communications for all interagency public safety operations affecting Salt Lake County and Midvale City. • The city manager, Midvale EOC, and SLCo ECC will establish a common operating picture across agencies through communication of situation reports, damage assessments, and other information or intelligence. • Regular communication systems, such as landline telephone, text, cell phone and WebEOC, will be used as much as possible during an emergency. • When the scope of an emergency exceeds regular communications capacity, emergency response communications will be given priority use of communication resources. • Midvale City will use its hand held radios if other forms of mobile communication are disabled. • If pressed, Midvale City will use local amateur radio operators to augment emergency communications capabilities. 2.2.2. Concept of Operations. Effective response operations require interoperable communications at all levels of government and among organizations and agencies from the local level through national response managers, the public, and industry. Following an incident, normal communications may be severely impacted. Midvale City must work closely with private, county, state and federal resources to prioritize communications systems and restore communications as quickly as possible. Communications components are infrastructure and the information sharing process. 2.2.2.1. Infrastructure. Communications infrastructure within Midvale City are the physical means by which information is transmitted and received. The infrastructure consists of radios, phones, repeaters, and all other physical infrastructure required for communications within Midvale City and Salt Lake County.

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During a catastrophic emergency or disaster affecting a wide area, the county and state will prioritize communication needs and distribute assets to fulfil the most urgent requirements. Communication needs will be reassessed on an on-going basis and assets redistributed if, or as, priorities change. 2.2.2.1.1. Amateur Radio Emergency Service (ARES). ARES is a corps of trained amateur radio operator volunteers organized to assist in public service and emergency communications. It is organized and sponsored by the American Radio Relay League. ARES provides additional communications capabilities when activated as part of the ECC. Midvale has local citizens who are members of ARES and may be utilized if required and available. 2.2.2.1.2. Government Emergency Telephone Service and Wireless Priority Service (GETS/WPS) GETS and WPS supports federal, state, local, and tribal government personnel during crisis or emergencies by providing emergency access and priority processing for telecommunications. GETS provides local and long distance telephone calls on the public switched (landline) telephone network. WPS is used in an emergency or crisis when the wireless network is congested and the probability of completing a normal call is reduced. GETS/WPS may be employed by authorized City personnel during an emergency or crisis when networks are congested and the probability of completing a call over normal or other alternate telecommunication means is reduced. 2.2.2.2. Communication and Information Sharing. During an activation, the EOC establishes and maintains situational awareness by gathering and processing critical information from City workers, first responders, and the ECC. Critical information is used by key decision makers to establish priorities, allocate resources, request assistance, and keep responding agencies from working at cross-purposes. Generally, critical information can be described by the following: • Status reports on City and County facilities • Casualty and fatality numbers • Requests for assistance, specialized equipment or capabilities • Damage to facilities, critical transportation corridors, and critical infrastructure • Location of evacuated individuals, hazardous areas, or areas with a persistent threat. • Any information directly affecting life-safety of the population The information gathering and collection diagram (See Figure 6) is the information process flow to and within the County ECC. The city manager, and EOC if activated, is interested in and needs all the same information. With Midvale City’s limited resources, it is understood most emergent issues will go directly to responding agencies. All the critical information listed above acquired by Midvale City will be relayed quickly to the County ECC, if it is not already known. 2.2.2.3. Universal Access. Accommodations will be made for City staff who require accommodations to maintain emergency communications during a disaster. City staff must notify City Human Resources of the accommodations required for emergency communications. Human Resources will work with the Midvale city manager to provide those accommodations.

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Figure 6: ECC Critical Information Flow Process

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2.2.3. Roles and Responsibilities. • Salt Lake County Emergency Management / Emergency Coordination Center. o Coordinate overall County disaster response during a major emergency or disaster. o Secure additional resources through state and federal agencies as needed. o Coordinate with and support requests from field agencies during a major emergency or disaster. • Midvale City. o Coordinate and collaborate response during an emergency or disaster. o Ensure that all City departments consider emergency communications requirements when upgrading telephone and computer systems. o Maintain a cache of radios to support EOC and response operations. • IT Department. o Provides damage assessment to the city manager or EOC regarding status of city telephone and computer systems. o Coordinates with local communications utilities and other entities as directed by the EOC to restore City telephone and computer systems after a disaster. o Acts as the lead to ensure the availability of emergency communications and compliance with interoperability standards. • City Emergency Manager. o Assume strategic long-term planning for emergency communications and interoperability standards. o Maintain inventories of communications resources including equipment, frequencies, and locations of repeaters and communications towers. o Maintain cached radios. o Assists Amateur Radio Emergency Services (ARES) in its support of the emergency communications system in the EOC as able. • Unified Police Department o Provide law enforcement services for Midvale City using their organic communications system and equipment. • Unified Fire Authority o Provide fire protection and emergency medical using their organic communications system and equipment.

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2.3. Transportation Annex. 2.3.1. Purpose, Scope, Situation, and Assumptions. 2.3.1.1. Purpose. The purpose of this annex is to identify critical transportation components that may be impacted by a disaster as well as the roles and responsibilities of key agencies involved in coordinating transportation requirements during response, sustainment and recovery. Transportation may be a concern for Midvale City during a major disaster. For purposes of this Annex, transportation has three components to it: 1) The critical infrastructure nodes where relief aid and supplies will arrive; 2) The critical transportation corridors or road system over which the supplies will move; and, 3) The transportation assets that will be used to move both supplies and people. 2.3.1.2. Scope. The critical transportation hubs and corridors within the Salt Lake County consist of airports, railroads, and highway systems. Some these may be owned, operated, and maintained by county, state, federal, and Department of Defense (DOD) agencies while others are owned, maintained and operated by individual local jurisdictions. Commercial operators and private contractors also play a role in maintaining portions of the local road network and the assets that transport supplies and personnel. Close coordination is required by all agencies involved to ensure the critical transportation hubs and corridors continue to operate so relief can be received and transported to those locations within Salt Lake County where it is needed. 2.3.1.3. Situation. Midvale City has no organic capability to deal with transportation disruptions beyond what Public Works is capable of for road and street maintenance on City owned thoroughfares. Midvale City is strategically located in the Salt Lake Valley and is highly accessible via state and interstate highways, light rail, bus, and the Jordan River Parkway. Two major highways—I-15 running north-south and I-215 running east- west—provide excellent vehicular connectivity by bisecting the city. Internally, Midvale City is regionally connected via light rail and bus. UTA has three light rail (TRAX) stops within Midvale City and two heavy rail (Frontrunner) stops just outside of the city limits in neighboring Murray and South Jordan cities. Multiple bus routes connect light rail stations with the rest of Midvale City and to adjacent cities. The Jordan River Parkway traverses the western border of Midvale City, providing north-south multimodal connections and a strong recreational asset. (Midvale City General Plan, 2016) 2.3.1.4. Planning Assumptions. • All relief aid and supplies that support the citizens flow through critical infrastructure nodes and along critical transportation corridors within the State of Utah and Salt Lake County. • The loss of key transportation assets could be a significant impediment in response, resource acquisition, and movement. • Commuters may be stranded on nearly every road, highway, and interstate in Salt Lake County. • An earthquake may cause damage to bridges throughout the region with some affected by the shaking and others by liquefaction of the soil around them, or both. People may be forced to find ways around damaged areas and face the choice of attempting to go home or continue to the safety of their workplace. • Impacts to transportation systems and geography can isolate neighborhoods. • Damaged interstate infrastructure may restrict north-south or east-west transportation access. • Salt Lake County is vulnerable to disruptions in air transportation and is dependent on multi-

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modal transportation for supplies. • There are a number of locally available commercial operators and private contractors within the Salt Lake County to move resources or people during a disaster. • Debris and loss of infrastructure may require the use of altered transportation methods. • Damage to transportation systems may disrupt the flow of food and basic needs commodities to the affected region. • Disrupted transportation systems will cause delay of needed personnel and supplies. 2.3.2. Concept of Operations. 2.3.2.1. Critical Transportation Hubs. 2.3.2.1.1. Salt Lake City International Airport (SLC) SLC is owned by Salt Lake City. It is an air hub for cargo for Utah and surrounding states. SLC is the 23rd busiest airport in North America and the 85th busiest in the world. An event that degrades or closes the airport will have far-reaching implications. The loss of runway capability and capacity will also directly affect the response efforts into Salt Lake County, Midvale City, and all local jurisdictions during a disaster. Some events may temporarily degrade or halt air operations but otherwise not damage critical infrastructure. In such instances, passengers may become stranded requiring Salt Lake City or Salt Lake County support for mass care services. Likewise, public health risks may also halt or suspend air operations and impact local medical capabilities. The Airport operates three facilities – Salt Lake City International Airport, South Valley Regional Airport at West Jordan, and Tooele Valley Airport. 2.3.2.1.1.1. South Valley Regional Airport. South Valley Regional Airport currently supports business-related flying, law enforcement/fire/rescue flying services, recreational flying, flight training, and air charters. A Utah National Guard Army Aviation Support Facility is housed on the airfield. South Valley Regional Airport is located approximately 13.5 miles south of Salt Lake City International Airport (SLC) at 7365 South 4450 West, West Jordan, Utah. Interstates 15 and 215 intersect approximately four miles east of the Airport, and Bangerter Highway (S.H. 154) is located less than one mile to the east. South Valley Regional Airport is operated with one runway, oriented in a general north-south direction, along with the supporting parallel taxiway system. 2.3.2.1.1.2. Tooele Valley Airport. Tooele Valley Airport currently provides many aviation-related services, including business-related flying, sky diving, law enforcement/fire/rescue flying services, recreational flying, and flight training. TVY is located in Erda, Utah approximately five miles northwest of Tooele, near State Highway 138. It is operated with one primary runway, oriented in a general north-south direction, along with a supporting parallel taxiway system. 2.3.2.1.2. Salt Lake City Intermodal Facility. Union Pacific's Salt Lake City Intermodal Terminal is a $90 million state-of-the-art facility designed to support the growing intermodal volume in the Wasatch Front area. Covering more than 240 acres, the facility is capable of handling more than 250,000 annual container lifts. Strategically located in Salt Lake City, the facility provides convenient highway access to markets throughout Utah and surrounding states. Four loading/unloading tracks have the capacity to handle 60 intermodal double-stack rail cars. Five storage tracks allow staging of up to 90 additional intermodal double-stack rail cars. The facility has two straddle cranes to load and unload rail cars and one mobile packer to lift containers. Trucks can gain access to the rail port via a high-tech, biometric secured Automated Gate System (AGS) entrance. This technology allows a trucker to process a container through the gate in 30-90 seconds, verses the 4- minute national average.

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2.3.2.2. Critical Transportation Corridors. 2.3.2.2.1. Rail Transportation Corridor. Union Pacific is a privately owned corporation providing cargo rail transport services that connect a network of communities throughout the United States. While susceptible to damage from disaster events, rail is often easier and quicker to repair than road surfaces making rail transportation corridor a vital link for relief aid during a disaster. Union Pacific, and its affiliates, also operate rail spurs between 7200 South and 7800 South. These rail spurs are used to offload construction materials from different rail car configurations. These spurs may be useful to offload relief aid. Midvale has three TRAX (Transit Express) light rail stops with direct access to Utah Transit Authority’s (UTA) north-south line and the Mid-Jordan line. 2.3.2.2.2. Interstate, Highway, and Road Network. The Interstate, highway, and road system within the Utah, Salt Lake County and local municipalities is a complex connected web of major thoroughfares, side streets, and rural roadways that includes multiple bridges and overpasses. The network is owned and maintained by State, County, and local entities.

Figure 7: Midvale Major Transportation Routes. 2.3.2.3. Transportation Assets. 2.3.2.3.1. Salt Lake Valley Public Transportation System. The Utah Transit Authority (UTA) provides public transportation to Midvale City and the entire Salt Lake valley. The Salt Lake valley has a robust public transportation system that utilizes commuter trains, buses, and light-rail that provide access from the airport to the ski resorts. Commuter trains, called

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FrontRunner, provide transportation access from Ogden to Provo, with limited stops along the way. Light-rail lines, called TRAX, provide access to across the valley on color-coded lines. The Red Line provides service from the University of Utah, through downtown Salt Lake City, south to 6400 South and then west to the Daybreak community. The Blue line begins in downtown Salt Lake City at the transfer station and runs south through the valley to Draper. The Green line begins at the Salt Lake International Airport, runs through downtown Salt Lake and then out to West Valley City. Buses provide connecting service at many of the TRAX and FrontRunner stations. Bus routes can be found across the Salt Lake Valley, Ogden, Utah County and up to Brigham City. There is also a connecting bus route to Park City (which has its own transit system). During ski season, UTA provides ski bus access up Big and Little Cottonwood Canyons to Alta, Brighton, Snowbird, and Solitude. All of UTA's bus and rail service is accessible for passengers with disabilities. Paratransit services is a program for people with physical, cognitive or visual disabilities who are functionally unable to independently use the UTA fixed route bus service either all of the time, temporarily or only under certain circumstances. During a disaster or emergency, support for additional bus transportation may also be coordinated with the various school districts. 2.3.2.3.2. Private Trucking and Bus Transportation Companies. Private transportation companies include local commercial trucking firms, private tourist operators, and local bus companies. During a major disaster, the movement of a large portion of the relief supplies within the Salt Lake valley can be accomplished by private local trucking companies. In addition, the movement of emergency response personnel and residents will also require the use of commercial bus transportation companies. 2.3.2.3.3. Altered Transportation Methods. Coordination and adjustment of transportation types may be required by utilizing smaller vehicles, off- road capable or all-terrain type vehicles to support response operations. Since Midvale City does not maintain a stock or fleet of these type vehicles, they may have to be purchased or leased from local vendors during a disaster. 2.3.2.4. Universal Access. The Salt Lake Valley public transportation system is equipped to provide universal access for residents. This annex is for the movement of goods and the supply of services; evacuation methods and plans are addressed in Section 2.6.2.13. 2.3.3. Roles and Responsibilities. • Salt Lake County Emergency Coordination Center (ECC) o When activated, is the initial coordinating agency for Salt Lake County transportation requirements. o Secures additional resources through State and Federal agencies to support transportation operations as needed. o Coordinates with Midvale City Traffic Engineer Section for strategic long-term planning for critical roadway transportation corridors within Midvale. o Coordinates with correct ESFs for service contracts to support the movement of personnel and disaster relief supplies by local trucking and commercial transportation companies. o Coordinates with Public Works for the status of roadways within Midvale and the Salt Lake valley.

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o Coordinates with neighboring jurisdictions, private bus companies, private tour companies and military authorities to augment local mass transportation resources. o Coordinates with Canyons school district for resources to augment personnel transportation support. o Coordinates with State of Utah Department of Transportation to determine the accessibility of state-maintained roadways. o Maintains liaison with critical transportation hubs to monitor their operational status. o Coordinates with the public information officer to ensure the status of transportation routes is provided to the public. • Midvale City. o Coordinate and collaborate response during an emergency or disaster. o Engineer shall identify alternate routes to support roadway transportation requirements. • Utah Transit Authority o Provide organizational representation to the county ECC. o Provides transportation support for area-to-area movements within Midvale City and the Salt Lake valley. o Coordinates with the ECC for transportation support priorities. • Midvale City Public Works Department o Provides information for situational awareness to Midvale City’s EOC. o Provides organizational representation to the county ECC. o Coordinate with Midvale City Traffic Engineer for alternate routes to support roadway transportation requirements. • Unified Police Department (UPD) o Provides information for situational awareness to Midvale City’s EOC. o Provides organizational representation to the county ECC. o Provides basic policing functions to ensure an orderly traffic flow during an event. o Coordinates with the ECC and the UFA during transportation planning. o Oversees control access points along critical transportation corridors within the Salt Lake valley. o Identifies and coordinates removal of stalled or abandoned vehicles that may inhibit traffic flow. o Coordinates with neighboring law enforcement agencies and the State to activate mutual aid agreements and monitor conditions along critical transportation corridors.

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2.4. Public Information, Alert, and Warning Annex. 2.4.1. Purpose, Scope, Situation, and Assumptions. 2.4.1.1. Purpose. This annex outlines the process Midvale City uses to disseminate information and warn the public during a disaster or emergency. This process involves developing, coordinating, and disseminating information to the public and coordinating with officials, incident management, and responders effectively under all hazard conditions across Midvale and Salt Lake County. 2.4.1.2. Scope. This annex covers the process by which the public is provided critical information affecting life-safety during a disaster or major emergency. Public alerts and warnings inform the public of the possibility of an impending emergency or warn them of hazardous conditions and actions to be taken to protect life and property. However, many of the hazards the population may be exposed to result from conditions that emerge with little to no warning. Keeping the public informed with the timely dissemination of critical information can help minimize the impact and protect the population from hazardous conditions. 2.4.1.3. Situation. Midvale City has a full-time communications director. The Communications Director functions as the public information officer (PIO) during the implementation or activation of any part of this plan. The Midvale City Communications Director develops and maintains relationships with neighboring communications directors and PIOs, as well as Salt Lake County and State of Utah counterparts. 2.4.1.4. Planning Assumptions. • Requirements for critical information will increase during an emergency or disaster. • No-notice events where early warning is not possible will expose the population to hazardous conditions for which they may not be prepared. • Damage to the telecommunications infrastructure and architecture will hamper the collection of critical information and its dissemination to the public. • Information gaps will likely be filled with inaccurate information or rumors that may serve to shape public opinion or actions. • Multiple agencies and organizations will communicate with the public using a variety of methods during an emergency or disaster. • The non-English speaking population may have difficulty in obtaining and understanding important public safety information during an emergency or disaster. • Individuals who have functional hearing or visual disabilities will also have difficulty obtaining important public safety information and may be at increased risk. • A limited ability to target specific areas within Midvale City and Salt Lake County for warning or alert will affect the timeliness of residents receiving notice of impending hazardous conditions. • Public messaging directing survivors to support areas requires creativity due to the damage to communications infrastructure. • Continuous information flow about the incident is critical for community members in the shelter system.

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2.4.2. Concept of Operations. 2.4.2.1. Critical Public Information. Critical public information during a disaster or emergency is the vital public safety information the population needs in order to protect itself from hazardous conditions from the onset of an incident or event. For purposes of this plan, critical public information can be categorized as either specific information about the hazard (weather and air quality reports, location of hazardous spills, wildfire areas, etc.) or information and instructions about protective measures the population should take (restricted areas to avoid, shelter locations or sheltering in place, evacuation routes, etc.). 2.4.2.2. City Communications Director. On a day-to-day basis, Midvale City’s Communication Director serves as a spokesperson that provides information to the public about on-going operations and events in Midvale City. 2.4.2.3. Joint Information System (JIS). The JIS integrates incident information and public affairs into a cohesive organization to provide coordinated and complete information before, during, and after incidents. The JIS mission is to provide a structure and system for: o Developing and delivering coordinated interagency messages; o Developing, recommending, and executing public information plans and strategies on behalf of the incident commander or unified command, EOC director, or MAC Group; o Advising the incident commander or unified command, MAC Group, and EOC director concerning public affairs issues that could affect an incident management effort; and

o Addressing and managing rumors and inaccurate information that could undermine public confidence. (National Incident Management System, 3rd Edition, Oct 2017) 2.4.2.4. Joint Information Center (JIC). The JIC is a facility that may house JIS operations, where personnel with public information responsibilities perform essential information and public affairs functions. JICs may be established as standalone coordination entities at incident sites, or as components of EOCs or the ECC. Depending on the needs of the incident, an incident-specific JIC may be established at an on-scene location in coordination with local, state, and federal agencies, or at the national level if the situation warrants. A public information officer (PIO) prepares public information releases for incident commander, unified command, EOC/ECC director, or MAC Group clearance. This helps ensure consistent messages, avoid release of conflicting information, and prevent adverse impact on operations. Jurisdictions and organizations may issue releases related to their policies, procedures, programs, and capabilities; however, these should be coordinated with the incident-specific JIC(s). An incident should have a single JIC, but the system is flexible and adaptable enough to accommodate multiple physical or virtual JICs. For example, multiple JICs may be needed for a complex incident covering a wide geographic area or multiple jurisdictions. In instances when multiple JICs are activated, staff in the JICs coordinate their efforts and the information they provide. Each JIC has procedures and protocols to communicate and coordinate effectively with the others. When multiple JICs are activated, staff coordinate to determine the final release authority. JICs can be organized in many ways, depending on the nature of the incident. Activation of a JIC does not necessarily require activation of the EOC/ECC. A JIC may also operate virtually in whole or part depending on conditions and agencies involved. (National Incident Management System, 3rd Edition, Oct 2017)

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• Single Incident: For single incidents, not requiring EOC activation, public information is managed on-scene by the lead responding agency incident command or PIO. Engagement with the media is expected to occur at or near the scene. • Single Complex Incident: Complex single incidents that have multiple non-city agencies involved in response may establish a JIC as part of a unified command. Direct engagement with the media is expected to occur at or near the scene as well. If the EOC is also activated, the on-scene PIOs and JIC will engage the media directly, Midvale City’s PIO will support public information management by providing information through, social media, the city website, and an emergency conditions recorded message on the main city hall number. At the direction of the Mayor, Midvale’s PIO will also coordinate activation of the Integrated Public Alert and Warning System (IPAWS), through Salt Lake County Emergency Management.

EOC Unified Command (Jurisdiction Gov't)

JIC Jurisdiction PIO

Direct Media Engagement Website

Public Messaging/Social Media Social Media

EAS Activation

Figure 8: Public Information Single Complex Incident.

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• Wide-spread and Catastrophic events During widespread events when an area or unified command and a JIC are established, the EOC may also be activated. In these cases, the PIO works with the JIC providing critical public information to the local population. Close coordination between the JIC and Midvale City’s EOC is crucial to ensure consistency of public messaging.

Figure 9: Public Information in a Widespread Incident. 2.4.2.5. Critical Public Information Dissemination. The primary means of distributing critical information to the public during an emergency or disaster is through local broadcast media and social media. Social media use helps to reach a broad cross-section of the public. Using multiple methods of disseminating information makes it more likely the public will receive the information. Non-English speaking populations must be reached either through their community leaders or through organizations that provide interpretive services. 2.4.2.6. Universal Access. The segment of the population that are deaf and hard of hearing, or are blind or experience low vision, or experience both hearing and seeing difficulties, must be included in all information dissemination efforts. Additionally, individuals who experience access and functional needs such as non-English speaking or with low reading ability must also be included. The JIC outreach to advocacy organizations that support and provide accommodation to these populations will assist in ensuring the messaging is received and understood.

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2.4.2.7. Managing Public Perception and Trust. Public perception plays an important role in public information, notification, alert and warning. Credibility and accuracy will be crucial in the public’s perception of an event. Utilizing Crisis and Emergency Risk Communication (CERC) principles to disseminate critical information to alert the media, public, and other stakeholders to the potential hazards will help manage and nurture public trust. The six principles of effective crisis and risk communication are 1) be first, 2) be right, 3) be credible, 4) express empathy, 5) promote action, and 6) show respect. Trust plays a central role in decision-making processes and compliance rates among message recipients as individuals are more likely to follow instructions given by someone they trust. 2.4.3. Alert and Warning Systems. The primary means for warning the Salt Lake County population is IPAWS. To notify people of an event or impending hazardous conditions, the IPAWS is activated by either Salt Lake County Emergency Management, Utah Division of Emergency Management, or the National Weather Service. IPAWS provides authenticated emergency alert and information messaging from public safety officials to the public through: o Radio and television via the Emergency Alert System (EAS) o Cellular phones via Wireless Emergency Alerts (WEA) o NOAA All Hazards National Weather Radio (NWR) via IPAWS-NOAA gateway o Internet applications and websites via the IPAWS All-Hazards Information Feed 2.4.3.1. IPAWS Activation. A request for IPAWS activation requires approval of Midvale City mayor, or an elected official acting in his or her stead, per the Utah State Emergency Alert System (EAS) Plan. The request for activation is forwarded to Salt Lake County Emergency Coordination Center (ECC) for further processing and input into the system. 2.4.3.2. Sirens and other Audible Alert and Warning Measures. Midvale City does not have sirens or other wide area audible warnings to alert the population to hazardous conditions. In areas that require evacuation, residents are warned through door-to-door notification by UPD or UFA personnel. Mobile public address systems may also be employed by emergency personnel to help warn the population of impending hazardous conditions or the need to evacuate, or both. 2.4.3.3. Area Signage. Area signage may also be used to warn the population of hazardous or restricted areas, evacuation routes, shelter locations, and other important instructions. Where feasible, area signage would include important posted information in multiple languages. 2.4.3.4. National Weather Service (NWS). NWS operates a continuous radio broadcast primarily for weather forecasts and river conditions. NWS can also activate IPAWS on a statewide, regional, or jurisdiction basis in order to warn the public of impending weather-related disasters as well as other types of emergencies (e.g. chemical incidents). 2.4.3.5. KSL Newsradio 102.7 FM and 1160 AM. Since normal broadcast media programming and social media networking sites may be disrupted during an emergency or disaster, tuning to KSL Newsradio 102.7 FM and 1160 AM will provide the listener with continuous critical public information updates. 2.4.3.6. Canyons School District Skylert Text Notification System. Parents and students can sign up for text alerts from the Canyons School District.

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2.4.3.7. Midvale City E-Notify. Residents can sign up for eNotifications to receive emergency alerts via email. 2.4.3.8. Reverse 9-1-1 through Valley Emergency Communications Center (VECC). The VECC has a regional emergency notification system for the citizens of Salt Lake County. VECC, a consolidated 9-1-1/Police/ Fire Dispatch Center, along with Salt Lake City 9-1-1 (SLC911- serving Salt Lake City and Sandy City) have agreed to share the system, thus making the service available to all residents and businesses within Salt Lake County. This emergency notification system provides a means to send telephone, SMS text, and email notifications regarding emergencies or critical public safety information to residents and businesses within Salt Lake County. The notifications are directed towards those that are impacted by, or in danger of being impacted by, an emergency or disaster. This system delivers information and instructions regarding emergencies, disasters, or critical information under the authority of the responding public safety agencies, emergency management, or municipal administrations. It is used to notify homes and businesses at risk within the affected area and will provide information regarding the incident and actions to take (such as evacuation). Additional necessary instructions or information, (such as shelter locations), may also be provided. As allowed by statute, the system utilizes the region’s 9-1-1 database, provided by the local telephone company, and thus is able to contact land-line telephones whether listed or unlisted. It is TTY/TDD capable. However, because the system uses the region’s 9-1-1 database, only landline numbers are automatically added into the system. If a business or resident has an alternative telephone system provider, such as a cable network, a voice over internet protocol provider (VoIP), or a cellular telephone, and would like to be notified via that provider, they must register those telephone numbers. Similarly, if they would like to receive an email notification, they must register the email address. 2.4.4. Roles and Responsibilities. • Midvale City Communications Director. o Identify and conduct pre-disaster planning and outreach with special needs advocacy groups and community leaders of non-English speaking segments of the population to establish emergency public information networks. o Monitor information sharing networks for alerts, warnings, and other notifications of hazards affecting Midvale City. o Maintain a website and emergency conditions recorded message on the main city hall number to help keep the public informed regarding emerging hazardous conditions. • Emergency Operations Center (EOC) / Joint Information Center (JIC) o When activated, maintains and provides situational awareness of events so the public can be accurately informed. o Coordinates the collection and vetting of information from multiple sources. o Oversees the distribution of critical information to the public through the media, social networking sites, press conferences, interviews, and the EAS during multi- agency response operations. o Coordinates information sharing activities with partner agencies PIOs (e.g., Red Cross, Salvation Army, local hospitals, volunteer groups, etc.) o Develops talking points for the 2-1-1 Information Center. o Coordinates information sharing requirements with state and federal agencies during a major disaster. • United Way 2-1-1

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o Assists the JIC in providing critical information to the public by serving as an Information Center. o Forwards caller information on emergency conditions to the JIC and the EOC or ECC. 2.4.5. Specific Messaging for Hazards. • Pandemic Develop and communicate consistent messaging to the public including promoting the “Stay home if you’re sick” strategy in the private sector and ensuring understanding of “when certain red flags are present, call your healthcare provider or go to the hospital” caveat. • Civil Unrest When demonstrations or protests are predicted by intelligence encourage, the nonviolent exercise of the First Amendment right of the people peaceably to assemble, and to petition the Government for a redress of grievances. When the location is known, inform the public of travel difficulties before, during, and after the assembly; this will allow individuals who do not want to be involved an opportunity to avoid the area. If the assembly becomes violent, warn the public for their safety, as is common if there is danger from any natural or manmade event. Rumor control is paramount. If something is wrong, refute it with facts.

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2.5. Mass Care Annex. 2.5.1. Purpose, Scope, Situation, and Assumptions. 2.5.1.1. Purpose. The purpose of this annex is to describe the provisions of mass care during emergencies and disasters. Mass care is likely the most difficult operation a city, county, or state will perform during a large scale or catastrophic event. If there is a lack of infrastructure redundancy, planning, and personnel, resources will be strained. 2.5.1.2. Scope. Mass care may be three distinct operations: • Sheltering with or without feeding Sheltering is the function of providing a safe environment for survivors of an event. Sheltering can range from housing several people in a bus due to a localized event (such as an apartment fire) to catastrophic event sheltering of tens of thousands of survivors. • Pet sheltering Pet sheltering is a distinct operation due to the requirements of locations, management, and resources required. • Feeding without sheltering Feeding operations are distinct from shelter operations as survivors may be safe to shelter-in-place but lack the operational infrastructure (power or gas) to provide food and water for themselves. This may require a large feeding operation that is not directly tied to sheltering. 2.5.1.3. Situation. Midvale City has no capability to operate any sheltering, animal sheltering, or feeding operations independently. All sheltering, animal sheltering, or feeding operations needs must be met by the County and associated nongovernmental organizations such as the American Red Cross and VOAD organizations such as Latter-day Saint Charities. The EOC does not have the organic capability to organize or administer any mass care services beyond working with the ECC to provide situational awareness. 2.5.1.4. Planning Assumptions. When displaced residents within Salt Lake County require shelter facilities, ESF #6 (Salt Lake County Human Services and the American Red Cross) and ESF #11 (Salt Lake County Animal Services) will be notified by the ECC to coordinate sheltering operations. The county joint information center (JIC) will organize notifications to the public, the business community, and other entities, of sheltering developments and activities via all available communication systems. Local jurisdictional and county resources will be utilized fully before requesting mutual aid or state or federal assistance. 2.5.2. Concept of Operations. 2.5.2.1. Shelter Operations. Salt Lake County has primary responsibility to provide mass care services for local residents in the event of a disaster or emergency. Through the planning provided in the SLCo Emergency Operations Plan ESF 6 Mass Care Annex, the county is prepared to receive and care for people evacuated from an area directly impacted by a disaster or emergency. The requirements for mass care services vary depending upon the nature and phase of the disaster or emergency. Shelter planning must provide for the need to shelter residents from the local communities

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and must plan to shelter individuals who are not from the local communities but have been displaced by a disaster or emergency and transported to the area. Long-term recovery phase mass care needs may include: kitchens to prepare meals; water supply stations; first aid stations; temporary housing in rental units, tents, hotels/motels, and mobile homes; hygiene facilities (portable toilets and showers); mail service; etc. Citizens requiring emergency medical services would receive those services from designated health care providers and not at mass care shelters. During incidents, one or more mass care facilities (shelters) may be established to provide for the needs of the displaced members of the public. Shelters may be in place for several hours or several days, and may need to be moved depending on the nature of the incident. 2.5.2.1.1. Activation. When an incident occurs that displaces residents, an initial sheltering assessment is made by the on- scene commander, in conjunction with the American Red Cross and the city manager or emergency management. A shelter site will be selected based on the type of incident, the affected area, and expected number of displaced survivors. The initial assessment will also consider the need for temporary or initial reception centers based on weather conditions and requirements for pet sheltering. Sheltering for residents displaced from assisted living centers requires special consideration. Sheltering activation for minor events and for major events will be conducted by the Salt Lake County Health Department and the American Red Cross.

Figure 10: Shelter Matrix

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2.5.2.1.2. Temporary Reception Centers. Temporary reception centers are established as a life saving measure to provide immediate relief from cold or hazardous conditions and as a safe haven while other facilities are being prepared to support sheltering operations. Additionally, a temporary reception center may be used while trying to determine if longer term sheltering is needed. Public transit or a school district may provide busses for use as a temporary reception center. State run organizations may also provide facilities to be used as temporary reception centers or a shelter facility. Additional temporary reception centers or sheltering facilities may also be provided by private organizations. 2.5.2.1.3. Shelter Site Determination. The shelter site will be determined by the facility’s proximity to the affected area and potential hazards, capacity, accessibility, expected duration of use, and the facility’s condition. Damage to critical infrastructure such as natural gas supply, electrical power, water supply, and road accessibility are also key factors for shelter locations. A damage survey will be conducted before a facility is activated as a shelter following a significant seismic event or whenever there is reason to believe the structural integrity of a facility has been compromised. Pet shelter locations will be selected based on their proximity to the general population shelter. 2.5.2.1.4. Mobilization of Resources. Once sheltering requirements have been identified and the facility and location determined, the shelter management team is notified via the American Red Cross. Other key agencies that support shelter operations are also notified by County ESF #6, Mass Care, Emergency Assistance, Housing and Human Services, if activated. The shelter management team will determine if additional equipment and supplies are needed at the designated shelter site. Requests for additional resources or support will be made by the shelter management team through the County ESF #6, in the Health and Human Services Pod, if activated. Mobilization of State resources to support shelter operations is coordinated by the ECC ESF #6 with the State Emergency Operations Center. Mobilization of Federal resources to support shelter operations is coordinated by FEMA Region VIII. 2.5.2.1.6. Monitoring Sheltering Requirements Sheltering requirements are monitored throughout an incident by the American Red Cross, and ESF #6 if activated, during both minor emergencies where only a few households are displaced as well as serious incidents where area evacuations are required. The American Red Cross provides regular updates to the ECC concerning the number of current shelter occupants or the requirement for an additional increase in shelter capacity. 2.5.2.1.7. Government Facilities as Shelters. City and county recreation centers may be used to meet sheltering requirements for smaller events of short duration. During larger events where entire neighborhoods or areas of Midvale City are affected, designated public schools may be utilized in addition to recreation centers. Catastrophic events with significant levels of the population displaced may require the use of large such as arenas, convention centers, or sports venues. During large disasters, private organizations may also agree to provide sheltering within the limits of their capabilities. 2.5.2.1.8. School District Facilities as Shelters. The use of specific public schools for shelters may also be considered when conditions warrant. The Canyons School District selected schools to be designated as shelters.

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2.5.2.1.9. Shelter Management. The county has a partnership agreement with the American Red Cross to provide shelter. The American Red Cross shelter managers are primarily trained volunteers that come from the surrounding communities. 2.5.2.1.10. Shelter Supplies and Sustainment. Both the American Red Cross and the Salt Lake County Health Department maintain portable sheltering support packages. Most facilities designated as shelters will require resupply with some commodities at least every 72 hours. Resupply and sustainment of shelters is coordinated by ESF #6 and ESF #7 (Logistics Management and Resource Support) when activated. 2.5.2.1.11. Universal Access. The City and county consider equal access to emergency services for populations with functional disabilities and other access needs when designating facilities to serve as shelters. Accommodations for functional and access needs will be made to the maximum extent possible subject to available existing facility and staffing limitations. Shelter management will also strive to maintain family unit integrity within existing capabilities for special needs populations, where feasible. Individuals with care requirements that exceed shelter capabilities are referred to either a hospital or an alternate care site. Alternate care sites may be co-located inside a designated general population shelter or located off-site. See Appendix A2.5 for information on accommodating service animals. 2.5.2.1.12. Long Term Housing Needs. After a large-scale disaster, adequate housing may be limited and require longer temporary shelter operations when there is severely damaged infrastructure. Temporary and long-term housing needs are coordinated through county, state, and federal agencies for long-term recovery in county, state, or federal declared disasters. 2.5.2.1.13. Demobilization. Shelters will be demobilized when the shelter requirement no longer exists or when the requirement can be more effectively managed by consolidating into fewer or smaller shelter facilities. Shelters may also be demobilized if the facility or conditions make it no longer suitable for use as a shelter due to damage or exposure to a hazard. The American Red Cross will advise the county emergency manager or the ECC when there is no longer a requirement for the shelter to remain open or if conditions otherwise warrant closure or relocation. During widespread or major disasters where county, state, or federal aid for sheltering operations is in use, the ECC will notify the appropriate coordinating agency when shelter requirements change or are no longer needed. The shelter management team will oversee demobilization.

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2.5.2.2. Domestic Pet Sheltering. 2.5.2.2.1. Assumptions. • Approximately 50% of households will have pets or companion animals. • Many residents that must evacuate may not be able to continue to care for their pets. • Due to strong attachments to their pets, pet ownership may affect the behavior of a significant portion of the population during large-scale disasters and emergencies. • Pet sheltering requirements will be significant and far exceed local capabilities during large-scale emergencies and disasters. • Assistance from national animal care organizations may take days to mobilize and become operational. • The capabilities of local veterinary services and animal hospitals may be significantly degraded during a major emergency or disaster. • Individual volunteers and volunteer organizations will play a major role in disaster animal care. 2.5.2.2.2. Concept of Operations • Pre-disaster Planning and Emergency Preparedness for Pets. Pet owners should consider and include their household pets during emergency planning for their families’ needs. Plans for pets should include pet care supplies for sheltering-in-place, evacuation planning, pet medications and health records, and registration and ownership documentation. • Non-pet Animals and Livestock. Zoos, animal wildlife parks, humane society groups, laboratory and animal research facilities, are all responsible for developing contingency plans to support sheltering-in- place, evacuation, follow on sheltering, and care of their animal populations. • Small-Scale Emergencies. During small-scale emergencies where there is a minimum displacement of households, pet owners are primarily responsible for coordinating emergency pet sheltering for their animals. • Temporary Pet Shelters. Whenever there is a large emergency that displaces households, a significant pet sheltering requirement is also likely to emerge. Locally available pet care and boarding services may not be able to support demand. In such instances, the county may establish temporary pet shelters until displaced residents can return to their homes or a national or state level animal care organization is able to mobilize and respond. The establishment of temporary pet shelters must be closely monitored and coordinated with local veterinary service providers and volunteer groups that would operate the facility. In addition, the county would also coordinate with neighboring jurisdictions for potential additional support. However, a widespread disaster is likely to increase pet sheltering requirements in neighboring jurisdictions as well. • Large-Scale Disasters and Emergencies. Large disasters and emergencies will pose unique animal welfare and pet care requirements. When an event occurs that rises to a level where extended requirements for pet sheltering exist, the county may activate pre-existing agreements it has with national or state level disaster animal welfare organizations. While the services of these organizations will be invaluable in large-scale events, it may take several days from initial notification for them to become operational. Likewise, a lack of surviving infrastructure and facilities to support large-scale pet sheltering operations will require a robust initial footprint from organizations providing disaster animal care and pet sheltering.

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2.5.2.2.3. Pet Shelter Facilities The county may use local government facilities for pet shelters or contract suitable space through private agencies or animal care organizations. During a major disaster where there is significant widespread infrastructure damage, finding suitable facilities for sheltering both people and pets will be exceptionally challenging. While the county will endeavor to meet the needs of both, available surviving infrastructure must first be able to support the needs of the human population. 2.5.2.2.4. Transporting Pets. During an evacuation, pets and service animals may accompany their owner on transportation provided by the county as long as the animals remain under the control of the owner at all times and are not considered a threat to other vehicle occupants or their pets. 2.5.2.2.5. Disaster Veterinary Services. Local veterinary support will be crucial during both response and recovery phases of emergencies and disasters. The county will coordinate with local veterinarians to help address animal health issues associated with emergency and disaster conditions. Additionally, the county will coordinate with the

state to request a Veterinary Medical Assistance Team (VMAT) when conditions warrant.

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2.5.2.3. Food Distribution and Non-Shelter Feeding. 2.5.2.3.1. Assumptions. • Degraded infrastructure will significantly hamper feeding operations. • Feeding operations will be disproportionally larger than potential sheltering needs. • Long term feeding operations will require a complex supply system to sustain operations. 2.5.2.3.2. Concept of Operations. • Points of Distribution Food will be distributed to non-shelter residents via points of distribution (PODs) or feeding centers (FCs) as designated by the ESF 6. • Location and Operation of Food PODs POD locations will be chosen based on the conditions and anticipated duration of the requirement. The location will also consider public accessibility, traffic flow, facility type, and security. Food PODs may be located at private, municipal, county, state, federal, or school district facilities. • Congregate Feeding Centers Feeding centers may be established to help provide on-site meal service to a segment of the population where obtaining food through the food POD system is not practical. These sites will primarily be established at facilities that have a food preparation capability as well as at sites that can be serviced by mobile kitchens or meal delivery services. • Operations and Staffing PODs and FCs may be operated by private contractors, volunteer groups, government employees, school district employees, local non-profit organizations, or other designated disaster relief groups. • Food delivery to POD and FC Sites County, state or federal assistance will be required for delivery of food to both POD and FC sites. Private contractors may also be used for this purpose. Once the food is received at the site, distribution to citizens will be made by the POD or FC staff. 2.5.3. Roles and Responsibilities. See Salt Lake County Emergency Operations Plan Emergency Support Function Annexes: • ESF #6—MASS CARE, EMERGENCY ASSISTANCE, HOUSING AND HUMAN SERVICES • ESF #8—PUBLIC HEALTH AND MEDICAL SERVICES ANNEX • ESF #11—ANIMAL SERVICES, AGRICULTURE, & NATURAL RESOURCES ANNEX

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Appendix A2.5. Understanding How to Accommodate Service Animals in Healthcare Facilities. Article from Public Health Emergency (https://www.phe.gov/Preparedness/planning/abc/Pages/service-animals.aspx) Although this article specifically addresses healthcare facilities, it is relevant to how general population emergency shelters should handle service animals. Understanding How to Accommodate Service Animals in Healthcare Facilities Many people, including health care professionals and other service providers, may be unsure of statutory requirements when interacting with an individual with a disability using a service animal. This fact sheet is intended to clarify legal obligations and etiquette when interacting with an individual using a service animal, with a particular emphasis on the health care setting during an emergency or disaster. The U.S. Department of Justice has developed the following definition of Service Animals: Service animals are dogs that are individually trained to do work or perform tasks for people with disabilities. Examples of such work or tasks include guiding people who are blind, alerting people who are deaf, pulling a wheelchair, alerting and protecting a person who is having a seizure, reminding a person with mental illness to take prescribed medications, calming a person with Post Traumatic Stress Disorder (PTSD) during an anxiety attack, or performing other duties. Service animals are working animals, not pets. The work or task a dog has been trained to provide must be directly related to the person’s disability. Dogs whose sole function is to provide comfort or emotional support do not qualify as service animals under the Americans with Disabilities Act (ADA). Under the ADA and Section 504 of the Rehabilitation Act of 1973, health care facilities must permit the use of a service animal by a person with a disability, including during a public health emergency or disaster. Policy Guidance • During a public health emergency or disaster staff may not: ask about the person’s disability; require medical documentation, a special identification card, or training documentation for the dog; or ask the dog to demonstrate its ability to perform the work or task. When it’s not obvious what task is being performed by a service animal, staff may ask only two questions: o Is the dog a service animal required because of a disability, and o What work or task the dog has been trained to perform. • Service animals are to accompany the individual with a disability in all areas of the medical facility where health care personnel, visitors, and patients are normally allowed during inpatient services, unless the animal’s presence or behavior creates a fundamental alteration in the nature of a facility’s services in a particular area or a direct threat to other persons in a particular area. o A “direct threat” is defined as a significant risk to the health or safety of others that cannot be mitigated or eliminated by modifying policies, practices, or procedures. • A person with a disability cannot be asked to remove his or her service animal from the premises unless the dog is not housebroken, is out of control, or if the handler/owner does not take effective action to control the service animal.

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• It may be appropriate to exclude a service animal from limited access areas that employ general infection control measures, such as operating rooms and burn units, where the animal’s presence may compromise a sterile field environment. o Fear and allergies are not valid reasons for denying access to a service animal or refusing service to people using service animals. • People with disabilities who use service animals may not be isolated, treated less favorably, or charged with fees that are not charged to other customers without animals. • Service animals must be harnessed, leashed, or tethered, unless these devices interfere with the service animal’s work or if an individual’s disability prevents using these devices. The handler/owner must maintain control of the animal through voice, signal, or other effective controls. • When encountering an individual with a disability, it is acceptable to ask if they need assistance. If yes, ask how you can best assist them. • When encountering an individual with a service animal, do not interact with or distract the animal. References: U.S. Department of Justice, Civil Rights Division: Nondiscrimination on the Basis of Disability in State and Local Government Services, Final Rule (http://www.gpo.gov/fdsys/pkg/FR-2010-09-15/html/2010-21821.htm) and ADA 2010 Revised Requirements, http://www.ada.gov/service_animals_2010.htm;

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2.6. Evacuation Annex. 2.6.1. Purpose, Scope, Situation, and Assumptions. 2.6.1.1. Purpose. The purpose of this annex is to provide for the orderly and coordinated evacuation of any part of the population from one area of the City to another, or to another jurisdiction in Salt Lake County. This type of area-to-area evacuation is generally in response to a localized incident. A citywide evacuation would be a significant event where all or a large segment of the population is evacuated beyond City boundaries. Although unlikely, an evacuation of this size would require significant county, state or federal assistance and most likely be of national significance. Should such an event occur, Midvale City would work closely with county, state and federal agencies to develop and implement a comprehensive evacuation and mass care plans. 2.6.1.2. Scope. This annex covers how evacuations within Midvale City may be coordinated and executed during an emergency or disaster. An evacuation is an organized, phased, and supervised withdrawal, dispersal or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas. Hazards that may create conditions where an area-to-area evacuation is required include wildfire, hazardous materials release, flooding or significant seismic events. This Annex primarily addresses evacuation under three conditions: A spontaneous evacuation occurs when residents or citizens in threatened areas observe an incident or receive unofficial word of an actual or perceived threat and, without receiving instructions, elect to evacuate the area. Their movement, means, and direction of travel are unorganized and unsupervised. A voluntary evacuation order is a warning to persons within a designated area that a threat to life and property exists or is likely to exist in the immediate future. Individuals issued this type of warning are not required to evacuate; However, it is to their advantage to do so. A mandatory or directed evacuation order is a warning to persons within the designated area that an imminent threat to life and property exists and individuals must evacuate in accordance with the instructions of local officials. 2.6.1.3. Situation. Midvale City is not very susceptible to events that may cause evacuation such as wildfire or flooding. However, there are major transportation routes though the city that carry hazardous materials, if there is a transportation accident involving hazardous materials there may be need for an evacuation. The northwest corner and the southwest corner of Midvale City are identified as having threat of flooding. Additionally, there is a swath of area from 700 E and Skylark Lane traveling northwest to S State St and 6790 S that is identified as a possible inundation area if there is a dam failure of the Sandy City, Flat Iron Mesa dam. 2.6.1.4. Planning Assumptions. • Timely and accurate public information regarding the nature of the threat and evacuation procedures is critical in this type of emergency, as well as close coordination with neighboring jurisdictions. • Residents will likely self-evacuate from a known hazard area prior to city or county direction. • Some residents will not self-evacuate and will choose to stay-in-place regardless of City or county direction. • Owners with domestic animals may hesitate evacuating until pet sheltering or livestock care is available.

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• Evacuation is a time consuming and complex operational process requiring significant transportation and workforce resources. • Populations with functional and access needs will require additional and specialized resources. • Evacuees may evacuate with large vehicles or other vehicles deemed critical by the evacuee (such as boats and RV’s) that will influence the speed and efficiency of a large-scale movement of people. • The chief executive officer, which is the mayor in Midvale City, has authority to order a citywide evacuation. (Utah Code §53-2a-205) The Salt Lake County Mayor and the Salt Lake County Sheriff may also order evacuations. (SLCo MC §2.86.040; §2.86.050, and Utah Code §53-2a-205) • Citywide evacuations will require significant assistance from the county, state and federal government. A local emergency proclamation or disaster declaration will likely be in effect or in the process of being implemented. • People will evacuate without their prescription medications or their durable medical equipment. • Affected populations will require transportation to mass care response operations areas. 2.6.2. Concept of Operations 2.6.2.1. EOC Activation The EOC may activate partially or fully, depending on the scale of the event. The response to an event that requires an area-to-area evacuation has the potential to grow in size and duration depending on the type of hazard. A local emergency proclamation or state disaster declaration may or may not be in effect. The diagram illustrates the EOC evacuation coordination measures.

Phase I Phase II Phase III Phase IV Warning & Notification Displacement Mass Care Return & Recovery

• Monitor conditions • Inform public • Mass care plan • Debris clearing and removal • Inform public • Coordinate transportation • Shelter • Damage assessment • Interagency coordination support • Pet shelter • Inform public • Begin mass care planning • Establish temporary • Feeding • Coordinate assistance reception center • Inform public • Continue mass care • Interagency coordination • Request for assistance

Figure 11: EOC Evacuation Coordination Measures. 2.6.2.2. Area-to-Area Evacuations. Area-to-area evacuations are initially managed by the on-scene incident commander who will immediately notify the City and county through UPD, UFA, or VECC dispatch when the scale of the evacuation exceeds a threshold set by the department. An area-to-area evacuation requires a well- coordinated multi-agency response by UPD, UFA, SLCo EM, SLCo Health Department, the American Red Cross, neighboring jurisdictions and Midvale City. The city manager, mayor, senior law enforcement and fire service officials, or public health official at the scene of an emergency have authority to order an evacuation in response to a public safety or health threat. 2.6.2.3. Complex Incidents and Multi-Agency Response. During complex emergencies where there is a response to multiple incidents within Midvale City and neighboring jurisdictions occurring simultaneously, a Joint or Unified Command structure may be put in

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place. Close coordination is required between incident command, the county ECC, and local jurisdictions. In some instances, such as an airline crash or hazardous material incident where evacuations are required, multiple agencies may each establish an emergency operations center to coordinate their response. Exercise care to ensure each agency’s roles and responsibilities are clearly identified. The exchange of liaison personnel among agencies will facilitate effective communications. 2.6.2.3.1. Incident Command. UFA will be the primary agency to act as incident command during a response where evacuations are required. Incident command will identify the areas to be evacuated, the evacuation routes, equipment staging areas, and evacuee assembly areas. Oversight of all staging and assembly areas is coordinated by the incident command. There may be pre-identified routes and staging areas but until an incident occurs and the situation is assessed there is no way to determine what the best route for a specific incident is. 2.6.2.3.2. Security and Re-entry. UPD will coordinate security along evacuation ingress and egress routes within Midvale City, at all staging and assembly areas, and at county designated shelters. Authorization to enter an evacuated area is at the discretion of the incident commander. Individuals requesting access must present incident security personnel with government issued identification. Media entry to evacuated areas requires valid press credentials. 2.6.2.4. Implied Consent and Refusal to Evacuate. Emergency personnel will assume implied consent for evacuation of those individuals who fall into the category of minors, intellectually disabled, incapacitated, or impaired judgment due to injury. Persons who do not fall under implied consent that refuse to obey official evacuation orders can be charged with a misdemeanor under Utah Code §76-8-317. 2.6.2.5. Vehicles. Both public and private vehicles will be in use during an evacuation. This will include privately owned assets such as cars, campers, and trailers, as well as public transportation resources and transportation resources provided by county, state or federal agencies. The increase in traffic will significantly increase travel time and roadway congestion. 2.6.2.6. Traffic Routing. Emergency ingress and egress routes will be designated by the incident command. The status of road conditions, current and projected weather, estimated volume of traffic, location of evacuation assembly areas, and areas affected by the hazard will be considered in evacuation route planning. 2.6.2.7. Public Information and Warning. Midvale City Communications Director will coordinate emergency notifications for the general population and special needs populations. Public information and warnings are made through the Emergency Alert System (EAS), door-to-door notifications, open captioning, multi-lingual messages and signage, mobile loudspeakers, and other available broadcast means. . Annex 2.4 Public Information, Alert, and Warning provides guidelines for informing the public during a disaster or emergency. 2.6.2.8. Visitor Populations. A large seasonal visitor population may also become displaced during an evacuation and increase transportation and sheltering requirements. In many instances, visitor populations may consist of significant numbers of non-English speaking individuals. 2.6.2.9 Domestic Animals. Protection of human life is the immediate goal of emergency responders. During a disaster or emergency, UPD and UFA are not responsible for the rescue, evacuation, sheltering, or welfare of

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animals. The county will support movement of evacuees transporting domestic household pets or service animals on public transportation provided residents are able to evacuate their pets in a manner that does not threaten the safety or welfare of other evacuees. The care and safety of livestock is the responsibility of the owner during an emergency or disaster. 2.6.2.10. Canyons School District. The Canyons School District will exercise its plan to evacuate students to pre-designated shelters during area-to-area evacuations. 2.6.2.11. Commercial Activities. Commercial activities in areas to be evacuated may increase the requirement for transportation support or will affect traffic flow on planned evacuation routes. 2.6.2.12. Evacuee Registration and Family Reunification. During an area-to-area evacuation, the American Red Cross will be the lead agency for providing evacuee registration and family reunification services. 2.6.2.13. Universal Access. 2.6.2.13.1. Persons Experiencing Functional and Access Needs. In order to ensure equal access to emergency services, Midvale City considers the unique requirements of populations experiencing functional and access needs during an evacuation and subsequent sheltering. Midvale City, UFA, UPD, and SLCo ECC will work with local transportation and paratransit providers to ensure that persons who require assistance to evacuate from immediate danger are moved expediently with dignity and care. Additionally, translators and ASL interpreters may be used to communicate with persons needing to evacuate. 2.6.2.13.2. Persons Requiring Isolation. Isolated transport may be required for individuals who test positive or are in a quarantine-waiting period to determine if they are positive for communicable or infectious diseases. This transport will be arranged if the individual(s) cannot transport themselves from the evacuation area. 2.6.2.13.3. Adult Day Care, Child Care, and Residential Assisted Living Facilities. The State of Utah requires all adult day care, childcare, and assisted living facilities to have emergency response plans that include evacuation procedures. (R381-100-6, R501-13-17, and R432-270-26) Evacuating these types of facilities will pose unique challenges for both response personnel and caregiver staff. Residents that have mobility limitations or have special care requirements will be at the greatest risk both during the evacuation and at temporary reception centers or sheltering facilities. Adequate services for residents of assisted living facilities may not be immediately available after evacuation. The evacuation of multiple assisted care facilities will further strain specialized transportation resources and services at follow-on shelter facilities (See Figure 12).

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Figure 12: Residential Facilities Evacuation.

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2.6.3. Roles and Responsibilities. 2.6.3.1. Midvale City Emergency Manager. • Coordinates pre-disaster planning and training with lead and support agencies. • Coordinates with partner agencies for the development of plans and policies that support the evacuation planning. Maintains contact lists with these support agencies. 2.6.3.2. Salt Lake County Emergency Coordination Center (ECC). • Assumes strategic long-term planning for evacuations within the boundaries of the county. • Coordinates evacuation planning and response operations with the on-scene incident command. • Secures additional resources through county, state, and federal agencies to support evacuation operations, as needed. • Coordinates with supporting agencies to establish an evacuee database. • Coordinates with the local jurisdictions’ police and fire departments for support of evacuation planning and response operations. • Coordinates with local jurisdictions’ police and fire departments to establish re-entry procedures when conditions warrant. • Coordinates with local public and private transportation agencies to support the movement of evacuees. • Coordinates with the various Salt Lake County school districts for transportation support, as feasible. • Coordinates with State of Utah Department of Transportation to support evacuation routing and to determine the accessibility of state-maintained roadways. • Coordinates with local jurisdictions’ and Salt Lake County Public Works for the installation of traffic control signs, flashers, barricades, and management of existing traffic signals to facilitate orderly flow during an evacuation. • Coordinates with the on-scene incident command to identify and establish evacuation routes, equipment staging areas, detour routes, and road closures. • Coordinates with neighboring jurisdictions to identify and establish evacuation routes beyond the County’s jurisdictional boundaries. • Coordinates with neighboring jurisdictions, private bus companies, private tour companies and military buses to augment county mass transportation resources utilized during emergency evacuation operations. • Supports the implementation of the Mass Care Plan to include the establishment of shelters / pet shelters and alternate care sites. • Coordinates with the Public Information Officer to ensure functional and access needs populations are included in all public warnings. 2.6.3.3. Unified Police Department (UPD). • Orders evacuations whenever necessary to protect lives and property. • Provides appropriate staff representation and liaison personnel to the ECC. • Provides basic policing functions to ensure an orderly flow during an evacuation to include initial on-scene evacuations, maintaining public order, crowd control, and incident response functions as part of a Joint or Unified Command.

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• Supports the door-to-door notification process for evacuations. • Coordinates with the ECC and the UFA during evacuation planning and for reentry procedures when conditions permit. • Coordinates with the UFA for the security, management and oversight of all equipment staging areas and evacuee assembly areas. • Coordinates with the ECC to provide reconnaissance of the evacuation routes and damage assessments of the evacuated areas. • Assists with public warnings and dissemination of public information and evacuation instructions. • Oversees control access points to evacuated areas. • Identifies and coordinates removal of stalled or abandoned vehicles that may inhibit traffic flow during evacuation. • Coordinates with County, State, and neighboring law enforcement agencies to activate mutual aid agreements. • Coordinates with the UFA to develop a security patrol plan for evacuated neighborhoods. 2.6.3.4. Unified Fire Authority (UFA). • Orders evacuations whenever necessary to protect lives and property. • Provides appropriate staff representation and liaison personnel to the ECC. • Coordinates with incident command to identify evacuation areas and oversees the establishment of ingress / egress routes, equipment staging areas, and evacuee assembly areas. • Coordinates with UPD for the security, management, and oversight of all equipment staging areas and evacuee assembly areas. • Forwards hazardous conditions reports and damage assessments of the affected areas to the ECC. • Coordinates with the ECC regarding functional and access needs populations requiring evacuation assistance. • Supports public warnings and dissemination of evacuation instructions. • Coordinates with adjacent jurisdictions and other support agencies to activate mutual aid agreements. • Coordinates with the UPD to develop a security patrol plan for evacuated neighborhoods. 2.6.3.5. SLCo Health Department. • Provides appropriate staff representation and liaison personnel to the ECC. • Supports the implementation of the Mass Care Plan to include the establishment of shelters / pet shelters and alternate care sites. • Monitors air quality and issues public warnings as appropriate. • Coordinates support for functional and access needs populations in evacuation areas. 2.6.3.6. SLCo Animal Services. • Provides appropriate representation and liaison personnel to the ECC. • Acts as overall coordinator of the County Disaster Domestic Animal Care Plan and coordinates pet sheltering requirements for evacuees.

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• Coordinates with volunteer organizations for the establishment and staffing of temporary pet shelters. • Coordinates contract services to support the County’s Disaster Domestic Animal Care Plan. 2.6.3.7. Canyons School District. • Coordinates the safe evacuation of students and staff and advises the ECC regarding evacuation assembly areas and sheltering locations of students and staff. • Augments County evacuation efforts when school is not in session or after the needs of students and staff have been met.

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2.7. Damage Survey and Assessment Annex. 2.7.1. Purpose, Scope, Situation, and Assumptions. 2.7.1.1. Purpose. The purpose of this annex is to provide guidance for how Midvale City will survey and assess damage for any significant event. Damage surveys and assessments are essential for determining the scale of any emergency or disaster, for establishing response priorities, allocating resources, and for determining the structural safety of critical facilities and infrastructure. Damage surveys and assessments are also essential for determining the need for an emergency proclamation or disaster declaration. 2.7.1.2. Scope. This annex describes three types of damage information collection activities Midvale City will undertake following a significant emergency or disaster: (1) initial damage surveys, (2) damage assessments, and the (3) state preliminary damage assessment. These information collection activities vary by purpose, team membership composition, and timeframe. 2.7.1.3. Situation. Midvale City has significant organic capability to conduct initial damage surveys. Initial damage surveys will be accomplished in cooperation between Unified Fire Authority (UFA), Unified Police Department (UPD), Midvale City Public Works Department and Community Development Department. 2.7.1.4. Assumptions. • An emergency or disaster may overwhelm the capabilities of the city and county and hinder prompt and accurate damage assessments. • Communications (internal and external) may be sporadic and may be hampered by damage or destruction. • Public and private critical facilities, infrastructure, businesses, schools, and equipment may be severely damaged or destroyed. • Debris may make avenues of entry and exit impassable. The movement of emergency relief supplies and resources will be impeded or delayed. • Damage assessment and recovery operations may commence while some emergency response activities are still underway. • There will be tremendous pressure from media organizations to provide updated information regarding damage and or casualties. • Midvale City will have to meet numerous deadlines to provide information to county, state, and federal entities as well as the City's insurance provider. • A catastrophic event will require more survey and inspectors than are readily available in the City and county. • Winter weather conditions may hamper damage survey processes. • The multi-agency nature of damage survey and assessment will require significant operational coordination. • Initially, there may be a lack of qualified building inspectors to examine potential shelter sites throughout the disaster impact area. • Many pre-designated facilities secondary operational locations may suffer significant non- structural damage and must be cleaned and repaired before being utilized as continuity locations, evacuation centers, or emergency shelters.

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2.7.2. Concept of Operations. 2.7.2.1. Damage Survey and Assessment Process Midvale City damage survey and assessment process provides for a safe and expeditious collection of critical damage information during an emergency or disaster and the forwarding of this information for evaluation at the EOC and ECC. The process is also designed to decrease the reliance on first responders by designated personnel from City departments to conduct initial damage surveys. First responders perform their primary mission of life safety first in any incident or event with the collection and forwarding of damage information subsequent to that. However, in many instances emergency response personnel may be able to concurrently forward damage information while performing their primary mission. Surveys are “quick looks” and assessments are more systematic and documented.

Inital Damage City Damage County/State FEMA Region Survey Assessment Verification

•Life safety •Assess damage •Verify amounts •Review state •"How bad is it?" •Collect data to in City Damage data estimate extent Assessment •Validate of damage •Request joint assessement PDA •Pass to HQ FEMA for PDA

Figure 13: Assessment and Survey. • Initial Damage Survey. Initial Damage Survey is a rapid needs assessment. Survey teams complete rapid assessments focusing on life safety and initial size up. Questions the initial damage survey rapid assessment answers are: o How bad is it? o What areas are affected? o How many people are affected? o What are the risks to life, safety, and health? o What is the status of lifeline services? • City Damage Assessment. After the initial damage survey, City damage assessment teams document more thoroughly the magnitude of damage providing estimated dollar amounts. This information is provided to the County ECC for consolidation and assists in the determination if there should be County or State declarations. • Preliminary Damage Assessment (PDA). The PDA is conducted after the State determines that the response to the disaster exceeds the local and State resources and ability to respond to the needs of victims. The PDA is a specific process used to gather supporting information for the Governor’s request for a Presidential Disaster Declaration. A PDA may take several days or weeks to establish the official estimates of damage levels to homes, businesses, and infrastructure, and the dollar values of losses. The PDA includes the overall economic impact, demographic information, comparison of insured versus uninsured losses, and the commitment level of local and State resources. 2.7.2.2. Initial Damage Survey Teams. Initial damage survey teams may be deployed throughout the impact area to survey the scope and scale of damage during the response phase. Team members do not require specialized or technical skills to

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perform their mission. Generally, teams are comprised of employees from various City departments. The mission of the team is to expeditiously collect critical information about the impact area and forward it to the EOC. The information collected by the team is used by the EOC to establish response priorities and determine the best allocation of available resources; the EOC also passes the information on to the County ECC. Initial damage survey reporting also includes status reports from hospitals, utilities, and other critical infrastructure. 2.7.2.3. Initial Damage Survey Focus. The initial damage survey is typically conducted from a vehicle or on foot. As well as identifying immediate life safety issues the initial damage surveys collect information on the following: Essential Facilities – primarily facilities that directly support first response operations and if affected would seriously and adversely affect Midvale City’s ability to respond. Essential facilities include, but are not limited to, fire and police stations, water distribution and holding, and sewage collection system. Key Facilities – those facilities identified as potential shelters, temporary reception centers, warming centers and alternate care sites. Key facilities also include facilities that house key administrative functions of City government and key maintenance facilities. Critical Transportation Corridors – surface roadways that, if impacted, would seriously adversely affect the City’s ability to respond. These critical routes include major roadways and bridges that will provide access routes to essential and key facilities, major medical centers and critical infrastructure. Other Critical Infrastructure – includes utilities, telecommunications facilities, hospitals, and industrial or commercial activities that provide essential services or are directly related to response and recovery operations. 2.7.2.4. City Damage Assessment Teams. The City will send damage assessment teams to the impacted areas or facilities during the response and recovery phases. The mission of the damage assessment teams is to determine whether a structure or facility is safe. They also provide technical expertise for urban search and rescue operations. Damage assessment teams are primarily staffed by building safety inspectors. Damage assessment teams are responsible for placard placement following the building inspection process and are deployed independently from initial damage survey teams. For catastrophic events with widespread damage that exceeds Midvale City’s capabilities, requests for additional qualified damage assessment teams would be coordinated by the EOC with the County ECC. 2.7.2.5. City Damage Assessment Common Reporting Criteria. The damage assessment teams use the following criteria to report conditions regarding essential facilities, key City facilities, critical infrastructure and critical transportation corridors: • Destroyed - structure is a total loss or damaged to such an extent that repairs are not economically feasible. Any one of the following may constitute a status of destroyed: o Repair of structure is not economically feasible; o Structure is permanently uninhabitable; or o There is a complete failure of major structural components (collapse of walls or roof). • Major – structure has sustained structural or significant damage, is uninhabitable and requires extensive repairs. Any of the following may constitute major damage: o Substantial failures to structural elements of the residence (e.g., walls, floors, foundations); o Damage to the structure exceeds the Disaster Housing Program, Home Repair Grant maximum ($10,000);

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o General exterior property damage exceeds the Disaster Housing Program Home Repair Grant maximum (e.g., roads and bridges, wells, earth movement) and has more than 50% damage to the structure; or o Damage will take more than 30 days to repair. • Minor – structure is damaged and uninhabitable but may be made habitable in a short period with home repairs. Any of the following may constitute minor damage: o Structure can be repaired within 30 days; o Structure has more than $100 of eligible habitability items through the Disaster Housing Program, Home Repair Grant; has less than $10,000 of eligible habitability items through the Disaster Repair Program, Home Repair Grant; or o Damage repair costs are less than 50% of total value of house. • Affected – structures sustain some damage to the structure and contents but are habitable without repairs. Damage to habitability items is less than Disaster Housing Program, Home Repair Grant minimum. 2.7.2.6. Preliminary Damage Assessment Team (PDA). A Preliminary Damage Assessment is made soon after a disaster. There are two purposes. The first is to determine the economic impact to support a request for a Disaster Declaration by either the Governor or the President of the U.S. The second is to quantify the likely costs of repair and reconstruction and to determine the amounts and types of assistance that may be required of the State or the Federal Government. The PDA is a well-established process for determining the magnitude, impact, and severity of a disaster. If a disaster is large enough to warrant a federal Disaster Declaration, FEMA organizes, leads, and deploys Joint Preliminary Damage Assessment Teams consisting of representatives of FEMA, the state, and the municipality. These teams evaluate the damage and estimate the costs of repairing or reconstructing facilities. This information is used to evaluate the level of assistance that can be provided by the State and Federal governments for the response and recovery effort. Both property appraisal and building safety cooperate and assist as needed with this process. 2.7.2.7. Universal Access. City staff who require accommodations to assist with damage surveys and assessments will be provided these modifications. City staff must notify City Human Resources of the accommodations required to conduct damage surveys and assessments. Human Resources will work with the city manager to provide those accommodations. 2.7.3. Roles and Responsibilities. • Emergency Operations Center (EOC) o Coordinate the overall emergency disaster information collection process of city staff. o Determine damage information collection priorities. o Establish and maintain damage survey and assessment communications network and track damage survey and assessment reports. o Evaluate damage reports to establish response and recovery priorities and allocation of available resources. o Coordinate with the ECC. • Midvale City Community Development Department and Public Works: o Oversee the Initial Damage Survey and Assessment program

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o Develop and oversee pre-disaster training for Damage Survey and Damage Assessment team members. o Develop operating guidelines or standard operating procedures for deployment of the Disaster Damage Survey and Assessment Teams. o Cooperate with the state and federal Preliminary Damage assessment process by sharing information about damage. Provide critical damage information as part of the state and federal preliminary damage assessment process. o Coordinate with the EOC for deployment of survey and assessment teams. o Maintain a record database of trained and qualified personnel for DST and DAT assignment. o Coordinate with Public Works and IT Sections to identify communications requirements and resources for deploying DSTs and DATs. o Coordinate with the EOC for development and submission of the Preliminary Damage Assessment. o Coordinate with the EOC for the submission of input to support preparation of the preliminary damage assessment. o Cooperate and coordinate with AFD in the use of Building Safety structural engineers to support Urban Search and Rescue operations. • UFA and UPD o Support the collection damage information by providing windshield survey reports, as feasible, during the initial response phase of an emergency or disaster. o Coordinate requests for building structural engineers to support Urban Search and Rescue operations with the EOC. • Midvale City IT Department o Provide initial damage surveys on key IT infrastructure and systems to the city manager or EOC as required. o Provide established regular status reports of IT functions across all departments to the EOC when required. o Develop and coordinate service restoration priorities with the EOC/City Manager. • See Salt Lake County Emergency Operations Plan Emergency Support Function Annexes o ESF #3—PUBLIC WORKS & ENGINEERING o ESF #4—FIREFIGHTING o ESF #5—EMERGENCY MANAGEMENT ANNEX o ESF #7—LOGISTICS MANAGEMENT & RESOURCE SUPPORT ANNEX o ESF #10—OIL AND HAZARDOUS MATERIALS RESPONSE ANNEX o ESF #13—LAW ENFORCEMENT & SECURITY ANNEX o ESF #14—RECOVERY o ESF #15—EXTERNAL AFFAIRS ANNEX

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2.8. Resource Management, Mutual Aid, and Logistics Annex. 2.8.1. Purpose, Scope, Situation, and Assumptions. 2.8.1.1. Purpose. The purpose of this annex is to address resource management system procedures further address the following: (1) Mobilizing resources prior to and during an emergency; (2) Dispatching resources prior to and during an emergency; and (3) Demobilizing or recalling resources during or after an emergency. 2.8.1.2. Scope. This annex addresses Midvale City’s resource management only. This annex will point to SLCo EOP and annexes when the depth of City resources and Midvale City’s EOC are exhausted. Concepts in this annex do not require activation of the EOC to be put into use. Mutual aid and shared response jurisdictions are addressed through local agreements and do not require a local declaration of a state of emergency to enable them. Donations and volunteer management is addressed in Section 1.4.3. 2.8.1.3. Situation. Midvale City has some capability to provide or obtain resources required when responding to emergencies or disasters identified in Table 1: Summary of Midvale City Hazards. Depending on the size, nature, and complexity of the event Midvale City may be able to handle the situation with City resources. If not, the SLCo ECC will be notified and appropriate requests (e.g. ICS Form 213) processed. Local resources will be used fully before requesting mutual aid or state or federal assistance. 2.8.1.4. Planning Assumptions. • Midvale City owned and controlled resources may be insufficient to meet the demands of the emergency response and recovery elements. • Midvale City and Utah code provide for the procurement (via emergency allocations, appropriations, etc.) of essential resources in time of a declared emergency. o MMC §3.02.070 o Utah Code §63G-6a-803 • Essential supplies, personnel, material and equipment are available from other governmental resources, private business and industry, and volunteer agencies and may be accessed because of mutual aid agreements and memorandums of agreement. • The private sector has the capability, through its day-to-day economic pursuits, to provide expertise for continued handling and distribution of resources in time of emergency. • County, state and federal agencies have resources available for use by local jurisdictions; however, specific procedures have been established to access these resources. • Resources acquired or used by Midvale City during an emergency may require payment upon termination of the emergency activity. 2.8.2. Concept of Operations. Midvale City's departments and contracted response agencies, UPD and UFA, manage equipment, facilities, and supplies to accomplish their day-to-day tasks. An emergency or disaster event may require specialized resources or more resources than the responding agencies have available. There are three conditions during an emergency or disaster that affect resource management: 1) If the needed resources are within Midvale City’s or contracted agencies capabilities to provide.

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2) If the needed resources are beyond City’s or contracted agencies capabilities but can be obtained locally through either mutual aid or purchase. 3) If the needed resources are not within the City’s or contracted agencies capabilities, are not available locally, and require county, state, or federal support to obtain. The Purchasing Section of the EOC, when activated, coordinates the requisition of resources either through local sources or through the Salt Lake County Emergency Coordination Center. Acquisitions and purchases dedicated to saving life or property during an emergency are given priority. 2.8.2.1. Suspension of the competitive bid process. During an emergency, disaster or civil emergency, the mayor and or designees may enter into contracts deemed to be necessary and in the public interest, without regard to dollar amount and without following competitive bidding procedures otherwise required by law. (MMC §3.02.070; Utah Code §63G-6a-803.) 2.8.2.2. Fiscal Management. Early and accurate documentation of costs are essential to the application process for potential reimbursement of disaster assistance. The Administrative Services Departments is the city agency that will ultimately reconcile procurement costs made in support of response operations. All Midvale City departments are responsible for documentation of their emergency or disaster related costs. The departments will use existing administrative methods to keep accurate records, separating disaster operational expenditures from regular expenditures. 2.8.2.3. Mobilizing, dispatching, and demobilizing City resources prior to and during an emergency. For planned events or natural events that there is notice of, such as snowstorms, the EOC, or city manager if the EOC is not activated, will coordinate with Midvale City Public Works, UPD and UFA to ensure resources are ready and prepositioned if required. For unplanned emergency or disaster events Midvale City Public Works, UPD and UFA will respond with standard operating procedures and adjust, as the scope of the event becomes known. City resources will be dispatched by the department dispatch centers to respond to incidents in the following priorities: 1) Life safety, 2) Incident stabilization, and 3) Protection of property. Resources will be demobilized and prepared for future mobilization and deployment when no longer required to respond to the current incident or larger event. 2.8.2.4. Mobilizing, dispatching, and demobilizing mutual aid resources. If Midvale City resources are overwhelmed and become inadequate, or an event is forecast to be overwhelming, to respond to the emergency, Midvale City will request mutual aid assistance via pre- established mutual aid agreements or through the Salt Lake County ECC. SLCo is a participant in the Statewide Mutual Aid Act. If UPD or UFA resources become overwhelmed those entities will initiate their mutual aid agreements as required. Depending on the scope of the emergency, the mutual aid resources will be dispatched by the controlling IC, EOC, or ECC. Mutual aid resources will be demobilized from assisting Midvale City and returned to the ECC or the owning jurisdiction on a first-in-first-out basis for resources of the same type. 2.8.2.5. Universal Access. When planning for resource management, mutual aid, and logistics the City and county consider equal access to emergency services for populations with functional disabilities and other access needs.

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2.8.3. Roles and Responsibilities. • Emergency Operations Center (EOC) o Coordinate with the ECC. o Process assistance requests as required. • Midvale City Public Works Department. o Develop relationships and aid agreements with neighboring jurisdictions. o Prepare MOA/MOU with commercial providers that can support supplying needed equipment and operators should an emergency arise and create the need. • See Salt Lake County Emergency Operations Plan Emergency Support Function Annexes: o ESF #1—TRANSPORTATION ANNEX o ESF #3—PUBLIC WORKS & ENGINEERING o ESF #4—FIREFIGHTING o ESF #5—EMERGENCY MANAGEMENT ANNEX o ESF #7—LOGISTICS MANAGEMENT & RESOURCE SUPPORT ANNEX o ESF #14—RECOVERY

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2.9. Debris Management Annex 2.9.1. Purpose, Scope, Situation, and Assumptions. 2.9.1.1. Purpose. The purpose of this annex is to provide guidance for debris management following any event that produces unusual or significant amounts of debris within Midvale City. 2.9.1.2. Scope. During an incident, the affected jurisdiction utilizes their own resources to accomplish debris clearance and disposal. However, if the situation is of such magnitude that the jurisdiction resources are insufficient to accomplish the work, county, state and federal government assistance may be requested to supplement the efforts and resources. A comprehensive approach to debris management is essential in order to effectively deal with large volumes of disaster-generated debris. 2.9.1.3. Situation. Midvale City Public Works has capability to conduct some debris removal. Midvale City possess heavy equipment and can rent or lease other equipment on a short-term basis if required. Midvale City is able to activate mutual aid agreements if the debris management response is beyond the scope of the city’s capabilities. During an incident, Midvale City, Salt Lake County and Utah State agencies may have difficulty in locating staff, equipment, and funds to devote to debris removal, short term as well as long term. Communication between agencies and jurisdictions will be needed. 2.9.1.4. Assumptions. • Debris includes, but is not limited to, vegetative debris, construction and demolition debris, sand, mud, silt, gravel, rocks, boulders, appliances, personal property, and vehicle wreckage. • Some debris materials may contain or be comprised of hazardous substances requiring special handling and disposal. • The quantity and type of waste generated from any particular incident is dependent on the location and kind of event experienced, as well as its magnitude, duration, and intensity. These factors will determine the type of collection, recycling, and disposal methods utilized to manage the debris. • The amount of waste generated from an incident could exceed Midvale City’s ability to dispose of it within the county or through normal disposal procedures. SLCo may run their own debris management and may declare an emergency if the quantity of debris has exceeded their ability to manage and dispose of it. If needed, the county and or the governor may declare a disaster, which authorizes the use of state resources to assist in the removal and disposal of debris. In the event federal resources are needed, the governor may request federal assistance. • Temporary debris management sites and disposal locations have been determined. Midvale City has signed an MOU with Trans-Jordan Cities. • Public information operations will be critical in informing the population about debris disposal options for private property debris. 2.9.2. Concept of Operations. 2.9.2.1. Debris Management. Midvale City debris management plan for small or localized events will be developed by Midvale City Public Works. The SLCo Disaster Debris Management Plan will be overseen by SLCo Public Works. Support for the Disaster Debris Management Plan includes city and county assets as well as contracted

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services. Following a major disaster, the Public Works Department supports the Debris Management Plan by overseeing debris clearing and removal operations. The Disaster Debris Management Plan will be based on the waste management approach of prioritizing reduction, reuse, reclamation, resource recovery, incineration, and landfilling. 2.9.2.2. Debris Clearing. During a major disaster, the initial debris management focus will be on clearing debris along critical transportation corridors to ensure access for emergency vehicles and response operations. These initial clearing operations consist of moving debris to roadway shoulders or away from the entrances and exits to critical facilities, critical infrastructure, and essential government buildings. Specialized equipment may be required for cutting and clearing debris to ensure access. 2.9.2.3. Debris Removal. The second priority of debris management will be the removal of debris from areas that are critical to long-term response and recovery operations. These include areas where debris is impeding restoration and repair of critical infrastructure such as electric, gas, telecommunications and water and wastewater facilities. Debris removal and disposal sites have been identified throughout the city. 2.9.2.3.1. County, State, and Federal Assistance. When county, state, and federal agency resources are committed to support Midvale City debris clearance and disposal operations, the city will coordinate access to both public and private property for the respective supporting agencies. 2.9.2.3.2. County, State, and Federal Property. County, state, and federal agencies will handle debris clearance and disposal from installations, facilities, roads and highways that are normally the responsibility of a county, state, or federal agency. 2.9.2.3.3. Midvale City Property Midvale City has the responsibility to provide debris management and removal operations for public owned infrastructure located on city property. 2.9.2.3.4. Private Property. It is the private property owner's responsibility to remove and dispose of disaster-generated debris located on their property. Where local capabilities are exceeded and county, state, and federal assistance is requested, the demolition of private structures require condemnation by authorized local officials before removal of this type of debris may be considered for Disaster Assistance. 2.9.2.4. Debris Collection and Reduction Sites. Site selection should take into consideration the following, but is not limited to access, topography, and environmental ownership, impacts on water wells, waterways, and wetlands. All temporary debris sites will need to obtain the correct permitting and appropriate sources must process permission for site approvals. Site preparation and operations shall be determined by Midvale City Public Works and Community Development. Proper guidance can help avoid problems at closeout. Each temporary debris management site must be cleared and restored to pre-disaster conditions and uses. All contractors shall be monitored by Midvale City building inspectors or public works to follow proper procurement of Environmental Quality, Health Department policies and have a current State and Federal certifications to handle debris removal material properly. 2.9.2.5. Curbside Collection. Some incidents generate a large amount of debris, which affects local businesses and home/property owners. Debris removal from private property is generally the responsibility of the individual property owners; however, when it is in the public interest to remove debris, the affected jurisdiction may act to

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abate the threat. Debris on private property may be moved to “curbside” for pickup by Midvale City or contracted debris removal vehicles. Careful planning and monitoring is required to ensure that only eligible debris is collected. 2.9.2.6. Building Demolition Policy. Emergency demolition of a structure located on private property may be necessary when partial or complete collapse is imminent, and that collapse poses an immediate threat to the public. Emergency demolition will be determined and monitored by Midvale City engineers and inspectors. 2.9.2.7. Universal Access. When planning debris management activities the City and county consider equal access to emergency services for populations with functional disabilities and other access needs. Midvale City will ensure that all public messaging regarding debris management is accessible. Additionally, the City will work with VOADs to provide a labor pool to assist those who cannot perform debris removal activities to clear their property. 2.9.3. Roles and Responsibilities. • Emergency Operations Center (EOC) o Coordinate with the ECC. o Process assistance requests as required. • Midvale City Public Works Department. o Develop relationships and aid agreements with neighboring jurisdictions. o Prepare MOA/MOU with commercial providers that can support supplying needed equipment and operators should an emergency arise and create the need. • See Salt Lake County Emergency Operations Plan Emergency Support Function Annexes: o ESF #1—TRANSPORTATION ANNEX o ESF #3—PUBLIC WORKS & ENGINEERING o ESF #5—EMERGENCY MANAGEMENT ANNEX o ESF #7—LOGISTICS MANAGEMENT & RESOURCE SUPPORT ANNEX o ESF #14—RECOVERY

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2.9. Debris Management Annex 90 Part III: Hazard Annexes Midvale City Emergency Operations Plan January 2021

Part III: Hazard Annexes. The hazard annexes outline the primary hazards that Midvale City faces such as severe weather and earthquakes. It provides specific hazard information that is useful to understand when responding to a particular event. The hazard annexes also provide information on what functional annexes may be especially critical in the response. Part III: Hazard Annexes

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Part III: Hazard Annexes 92 Part III: Hazard Annexes Midvale City Emergency Operations Plan January 2021

3.1. Avalanche and Landslide Annex. 3.1.1. Scope. This annex describes the types of avalanches and landslides and identifies known risk areas of landslides (See Figure 14) and avalanches (See Figure 15). There are no known landslide or avalanche hazards in Midvale City, but the maps are included for reference.

Figure 14: Landslide Hazard Areas in Midvale City.

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Holladay

Cottonwood Heights

Sandy

Figure 15: Avalanche Risk Areas in Salt Lake County. 3.1.2. Situation and Assumptions. • Avalanches generally occur identified areas and should not affect Midvale City or major transportation routes for goods and services. Avalanches may affect travel to and from recreation areas, such as Brighton and Alta. • Landslides are a type of ground failure and can occur naturally or be triggered by human activities. Ground failures often occur as the result of another hazard such as an earthquake or ground saturation. 3.1.3. Operations. Response and EOC activation for an avalanche or landslide event is driven by the scope and location of the event. For each functional response area, see the corresponding functional annex within this EOP for concept of operations and roles and responsibilities of key agencies. Additionally, the SLCo EOP functional annexes discuss operational aspects that are outside the scope of Midvale’s capabilities. Some of the primary functional areas that will need to be considered during an avalanche or landslide include (but are not limited to): • Annex 2.1. Direction, Control, and Coordination. The mayor, city manager, emergency manager,

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and public works will be required to maintain situation awareness and coordinate with the ECC. • Annex 2.2. Communications. Communications processes and infrastructure are critical to operations as a means and mechanism for both the PIO functions as well as a coordinated response to an avalanche event where many different agencies will be operating. • Annex 2.4. Public Information, Alert, and Warning. Information and warning are key capabilities in this event response both in a notice and no-notice event. Public information is critical for information relating to avoidance of hazard areas by the public during times of threat as well as critical information during a response to an avalanche/landslide event. • Annex 2.5. Mass Care. An event that affects a heavily populated area can dictate a large sheltering operation. Additionally, the loss of key infrastructure, such as electricity or gas to a large area, can necessitate a large mass care operation. • Annex 2.6. Evacuation. This function may be required prior to an event if the weather or environmental conditions warrant the movement of people outside of a potential threat area. • Annex 2.7. Damage Survey and Assessment. • Annex 2.8. Resource Management, Mutual Aid, and Logistics. Public works will be a critical component to an event due to the nature of the operational capacities of the departments. The heavy equipment and machinery needed to move large volumes of material as well as the department’s functions in restoring key infrastructure play a key role in restoring function. • Annex 2.9. Debris Management. Any avalanche or landslide event that occurs in or across populated or managed infrastructure (roads, etc.) will generate enormous amounts of debris. The management of that debris during a response and the subsequent recovery will be a significant undertaking. • SLCo ESF #3—Public Works & Engineering Annex. • SLCo ESF #5—Emergency Management Annex. • SLCo ESF #6—Mass Care, Emergency Assistance, Housing And Human Services Annex. • SLCo ESF #7—Logistics Management & Resource Support Annex. • SLCo ESF #8—Public Health And Medical Services Annex. • SLCo ESF #9—Search & Rescue Annex. • SLCo ESF #11—Animal Services, Agriculture, & Natural Resources Annex. • SLCo ESF #13—Law Enforcement & Security Annex. • SLCo ESF #14—Recovery Annex. • SLCo ESF #15—External Affairs Annex.

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3.2. Dams Annex. 3.2.1. Scope. Dam failures involve the unintended release of impounded water. A dam failure can destroy property and cause injury and death downstream. A dam failure does not always involve a total collapse of the dam. Dams may fail due to structural deficiencies, poor initial design or construction, lack of maintenance or repair, weakening of the dam through aging, debris blocking the spillway, other disasters such as earthquakes, improper operation, or vandalism. The failure of a dam can be result in a major catastrophe with substantial economic impacts and loss of life. There are varying degrees of failure that can contribute to the uncontrolled release of water from the reservoir, ranging from improperly gated spillway operation to the partial or full breach of the main structural component of the dam. Lesser degrees of failure often occur in advance of a catastrophic failure.

Figure 16: Inundation areas in Midvale City.

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3.2.2. Situation and Assumptions. • Midvale City does not have any dams or debris ponds. • There are dams that present a threat Midvale City. • A dam failure can be a notice or no-notice event. • A dam failure has potential to have a catastrophic impact to areas within Midvale City. 3.2.3. Operations. Response and EOC activation for a dam failure event will be driven by the scope and location of the event. For each functional response area, see the corresponding functional annex within this EOP for concept of operations and roles and responsibilities of key agencies. Additionally, the SLCo EOP functional annexes discuss operational aspects that are outside the scope of Midvale’s capabilities. Some of the primary functional areas, that will need to be considered during a dam failure include (but are not limited to): • Annex 2.1. Direction, Control, and Coordination. The mayor, city manager, emergency manager, and public works will be required to maintain situation awareness and coordinate with the ECC. • Annex 2.4. Public Information, Alert, and Warning. Information and warning are key capabilities in this event response both in a notice and no-notice event. Public information is critical for information relating to avoidance of hazard areas by the public during times of threat as well as critical information during a response to a dam threat or failure event. • Annex 2.5. Mass Care. A dam failure event may create a condition where citizens have a loss of use or access to their residence. This may generate a mass care response that could be long term in nature. • Annex 2.6. Evacuation. A dam threat or failure event near a populated area may require an area- to-area evacuation. • Annex 2.7. Damage Survey and Assessment. It is a primary function for the EOC to gain situational awareness of the extent of damage and loss of infrastructure. Without the survey and assessment processes, the EOC will be unable to focus and prioritize response efforts with the limited or constrained resources available. • Annex 2.8. Resource Management, Mutual Aid, and Logistics. Public works will be a critical component to an event due to the nature of the operational capacities of the departments. The heavy equipment and machinery needed to move large volumes of material as well as the department’s functions in restoring key infrastructure in this event. • Annex 2.9. Debris Management. A dam failure event that occurs in or across populated or managed infrastructure (roads, etc.) will generate enormous amounts of debris. The management of that debris during a response and the subsequent recovery will be a significant and long-term operation. • SLCo ESF #1—Transportation Annex. • SLCo ESF #2—Communications Annex. • SLCo ESF #3—Public Works & Engineering Annex. • SLCo ESF #5—Emergency Management Annex. • SLCo ESF #6—Mass Care, Emergency Assistance, Housing And Human Services Annex. • SLCo ESF #7—Logistics Management & Resource Support Annex.

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• SLCo ESF #8—Public Health And Medical Services Annex. • SLCo ESF #11—Animal Services, Agriculture, & Natural Resources Annex. • SLCo ESF #13—Law Enforcement & Security Annex. • SLCo ESF #14—Recovery Annex. • SLCo ESF #15—External Affairs Annex.

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3.2. Dams Annex. 100 Part III: Hazard Annexes Midvale City Emergency Operations Plan January 2021

3.3. Earthquake Annex. 3.3.1. Scope. Utah’s earthquake hazard is greatest within the Intermountain Seismic Belt (ISB), which extends 800 miles from Montana to Nevada and Arizona, and trends from North to South through the center of Utah (The Wasatch Fault). The Wasatch Fault has a potential for earthquake with a magnitude up to 7.5. The Wasatch Fault traces along the base of the Wasatch Mountain Range. It is made up of 10 segments that act independently, meaning that a part of the fault ruptures separately as a unit during an earthquake. The Salt Lake City Segment traverses Salt Lake County from North to South, roughly along the Eastern foothills of the Wasatch Mountains. Within the Salt Lake City Segment of the Wasatch Fault are three smaller segments from North to South known as the Warm Springs Fault, the Virginia Street Fault and the East Bench Fault. Other faults within Salt Lake County include the West Valley Fault Zone and the East Great Salt Lake Fault Zone. Utah experiences approximately 700 earthquakes each year, and approximately six of those have a magnitude 3.0 or greater. On average, a moderate, potentially damaging earthquake (magnitude 5.5 to 6.5) occurs every 10 years. Large earthquakes (magnitude 6.5-‐7.5) occur on average every 50 years. The history of seismic activity in Utah and along the Wasatch Front suggests that it is not a matter of "if" an earthquake will occur, but “when.” The probability of a large earthquake occurring along the central segments of the Wasatch Front is 13% in 50 years, or 25% in 100 years. Table 5: Salt Lake County Earthquake Casualty Estimates. Salt Lake County Injury Severity Level Level 1 Level 2 Level 3 Level 4 2:00 AM 1,222 270 35 68 2:00 PM 2,512 653 104 196 5:00 PM 1,851 501 144 148 Severity Level 1: Injuries will require medical attention, but hospitalization is not needed. Severity Level 2: Injuries will require hospitalization but are not life threatening. Severity Level 3: Injuries will require hospitalization and can be life threatening if not promptly treated. Severity Level 4: Victims are killed by the earthquake. Table 6: Salt Lake County Expected Damage to Essential Facilities. # Facilities At Least With Classification Total Complete Moderate Functionality Damage > 50% Damage > 50% > 50% on day 1 Hospitals 25 4 0 14 Schools 389 36 0 284 EOCs 8 2 0 3 Police Stations 30 0 0 19 Fire Stations 60 0 0 40

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Figure 17: Salt Lake County Earthquake Fault Map.

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Figure 18: Earthquakes in Utah (1850-2016)

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Major Earthquake:

Figure 19: Salt Lake County Shake Map for M7 Event (epicenter Salt Lake City)

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Figure 20: Salt Lake County Liquefaction Potential.

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3.3.2. Situation and Assumptions. • Salt Lake County is home to nearly 36% of the entire state population. • Midvale City has approximately 34,000 residents, which is 3% of Salt Lake County’s population, however during work hours the Midvale’s population increases by up to 50%. (Population numbers: Kem C Gardner Policy Institute) • There may be extensive damage to all forms of transportation infrastructure and blockages from debris, landslides, and ground failure. • There may be outages or disruptions in all modern forms of communication. • Electricity transmission infrastructure within the disaster area may fail. • All response assets may have degraded operational abilities. • Aftershocks will cause a significant amount of additional damage during the response. • Response resources in the impacted area will have limited capability to function and some impacted areas will be isolated. • Resources outside of the impacted will have extended response times due to significant impact to transportation infrastructure. 3.3.3. Operations. Response and EOC activation for a seismic event will be driven by the scope and locations of the impacted areas. A catastrophic earthquake event will require every functional area within Midvale City and Salt Lake County. For each functional response area, see the corresponding functional annex within this EOP for concept of operations and roles and responsibilities of key agencies. Additionally, the SLCo EOP functional annexes discuss operational aspects that are outside the scope of Midvale’s capabilities. Some of the primary functional areas that will need to be considered during an earthquake include (but are not limited to): • Annex 2.1. Direction, Control, and Coordination. The mayor, city manager, emergency manager, and public works will be required to maintain situation awareness and coordinate with the ECC. • Annex 2.2. Communications. Communications processes and infrastructure are critical to operations as a means and mechanisms for both the PIO functions as well as a coordinated response to an earthquake event where many different agencies will be operating. • Annex 2.3. Transportation. An earthquake event will have significant impact to transportation routes and hubs. Combined with the debris issue, transportation can impede an effective response bringing response materials into the affected area as well as distributing those resources to those in need. • Annex 2.4. Public Information, Alert, and Warning. Public information, alert, and warning are key capabilities in this event response for this no-notice event. Public information is critical for information relating to avoidance of hazard areas, locations of shelters, status of infrastructure and expectations of first responders. • Annex 2.5. Mass Care. An event that affects a heavily populated area can dictate a large sheltering operation. Additionally, the loss of key infrastructure such as electricity or gas to a large area can necessitate a large mass care operation. The mass care impact will increase over time with the continued loss of primary infrastructure. • Annex 2.6. Evacuation. This function may be required on an area-to-area basis when conditions warrant the movement of people outside of the potential threat area.

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• Annex 2.7. Damage Survey and Assessment. It is a primary function for the EOC to gain situational awareness of the extent of damage and loss of infrastructure. Without the survey and assessment, process the EOC will be unable to focus and prioritize response efforts with the limited or constrained resources available. • Annex 2.8. Resource Management, Mutual Aid, and Logistics. Public works will be a critical component to an event due to the potential loss of the operational capabilities and capacities of key infrastructure. The heavy equipment and machinery needed to move large volumes of material as well as the department’s functions in restoring key infrastructure. • Annex 2.9. Debris Management. An earthquake event that occurs in or across populated or managed infrastructure (roads, etc.) will generate enormous amounts of debris. The management of that debris during a response and the subsequent recovery will be a significant undertaking. • SLCo ESF #1—Transportation Annex. • SLCo ESF #2—Communications Annex. • SLCo ESF #3—Public Works & Engineering Annex. • SLCo ESF #4—Firefighting Annex. • SLCo ESF #5—Emergency Management Annex. • SLCo ESF #6—Mass Care, Emergency Assistance, Housing And Human Services Annex. • SLCo ESF #7—Logistics Management & Resource Support Annex. • SLCo ESF #8—Public Health And Medical Services Annex. • SLCo ESF #9—Search & Rescue Annex. • SLCo ESF #10—Oil And Hazardous Materials Response Annex. • SLCo ESF #11—Animal Services, Agriculture, & Natural Resources Annex. • SLCo ESF #12—Energy Annex. • SLCo ESF #13—Law Enforcement & Security Annex. • SLCo ESF #14—Recovery Annex. • SLCo ESF #15—External Affairs Annex.

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3.3. Earthquake Annex. 108 Part III: Hazard Annexes Midvale City Emergency Operations Plan January 2021

3.4. Extreme Weather Annex. 3.4.1. Scope. Extreme weather is a broad category that includes winter storms, heavy snow, extreme cold, ice storms, high wind, thunder and lightning, hail and tornados. 3.4.1.1. Extreme Cold What is considered an excessively cold temperature varies according to the normal climate of a region. In areas unaccustomed to winter weather, near freezing temperatures are considered “extreme cold.” Extreme cold may accompany winter storms, occur after a storm, or can happen without storm activity. Extreme cold can bring transportation to a halt for days or weeks at a time. Aircraft may be grounded due to extreme cold and ice fog conditions. Long cold spells can cause rivers to freeze which increases the likelihood of ice jams and ice jam related flooding. If extreme cold conditions are combined with low or no snow cover, the ground’s frost depth can increase, and disturb buried utility pipes. The greatest danger from extreme cold is to people. Prolonged exposure to the cold can cause frostbite or hypothermia and become life threatening, especially for infants and the elderly. Carbon monoxide poisonings also increase as people use supplemental heating devices. 3.4.1.2. Winter storms. Ice or sleet, even small quantities, can result in hazardous driving conditions and can be a significant cause of property damage. Sleet can be easily identified as frozen raindrops. Sleet does not stick to trees and wires. The most damaging winter storms are often ice storms. Ice storms are the result of cold rain that freezes on contact with objects having a temperature below freezing. Ice storms occur when moisture-laden gulf air converges with the northern jet stream causing strong winds and heavy precipitation. This precipitation takes the form of freezing rain coating power lines, communication lines, and trees with heavy ice. The winds may then cause the overburdened limbs and cables to snap, leaving large sectors of the population without power, heat, or communication. Falling trees and limbs can also cause building damage during an ice storm. Blizzards are dangerous winter storms that are a combination of blowing snow and wind resulting in very low visibilities. While heavy snowfalls and severe cold often accompany blizzards, they are not required. Sometimes strong winds pick up snow that has already fallen, creating a ground blizzard. The strong winds during a blizzard blow about falling and already existing snow, creating poor visibility and impassable roadways. Blizzards have the potential to result in property damage. Blizzard conditions not only cause power outages and loss of communication, but also make transportation difficult. The blowing of snow can reduce visibility to less than one-quarter mile, and the resulting disorientation makes even travel by foot dangerous if not deadly. 3.4.1.3. High/Strong/Thunderstorm Winds. High winds can occur with or without the presence of a storm and are unpredictable in regards to time and place. Salt Lake County has experienced high winds in the past and can expect future events. Straight-line winds produced by thunderstorms are any winds not associated with the rotation of a tornado. Straight-line winds are responsible for the majority of thunderstorm wind damage, and speeds can exceed 125 mph. Other damaging winds that originate from thunderstorms include downbursts and microbursts. Utah has also experienced down slope wind events, which occur when wind generated as a deep layer of air is forced over a barrier. Winds accelerate down mountain slopes and generate high winds in a wave region formed at the base of the terrain. In Salt Lake County, canyon winds can bring wind gusts greater than 100 mph through the canyon mouths into the populated areas of the Wasatch Front. Winds are usually strongest near the mouths of the canyons. High winds may result in the loss of power, which can lead to the inability to heat homes

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and businesses. Winds have also damaged roofs, destroyed and knocked down large trees and fences, overturned tractor-trailers, railroad cars and downed small airplanes. 3.4.1.4. Tornado. A tornado is a narrow, violently rotating column of air that extends from the base of a cumulonimbus cloud to the ground. The visible sign of a tornado is the dust and debris that is caught in the rotating column. Tornadoes are the most violent of all atmospheric storms. The following are common ingredients for tornado formation: • Very strong winds in the mid and upper levels of the atmosphere • Clockwise turning of the wind with height (i.e., from southeast at the surface to west aloft) • Increasing wind speed in the lowest 10,000 feet of the atmosphere (i.e., 20 mph at the surface and 50 mph at 7,000 feet.) • Very warm, moist air near the ground with unusually cooler air aloft • A forcing mechanism such as a cold front or leftover weather boundary from previous shower or thunderstorm activity. Tornadoes can form from individual cells within severe thunderstorm squall lines or from an isolated super-cell thunderstorm. Weak tornadoes can sometimes occur from air that is converging and spinning upward, with little more than a rain shower occurring in the vicinity. Extreme tornadoes can attain wind speeds of more than 300 miles per hour, stretch more than two miles across, and stay on the ground for dozens of miles. Types of tornadoes include land-spouts, multiple vortex tornadoes, and waterspouts. Other tornado-like phenomena that exist in nature include dust devils, fire whirls, and steam devils; downbursts are frequently confused with tornadoes, though their action is dissimilar. 3.4.2. Situation and Assumptions. • Midvale City may experience extreme weather events multiple times a year. • Long duration weather events have the potential for cascading failures throughout Midvale City and Salt Lake County. • The impacts of extreme weather events include both people and infrastructure. • Weather events will have notice by the national weather service, the County ECC, or State DEM. 3.4.3. Operations. Response and EOC activation for a weather event will be driven by the scope and location of the event. The majority of weather events within Midvale City do not pose a major threat to large populations or infrastructure. For weather events that impact people or infrastructure, a coordinated multi-disciplinary response will be required. For each functional response area, see the corresponding functional annex within this EOP for concept of operations and roles and responsibilities of key agencies. Additionally, the SLCo EOP functional annexes discuss operational aspects that are outside the scope of Midvale’s capabilities. Some of the primary functional areas that will need to be considered during a weather event include (but are not limited to): • Annex 2.1. Direction, Control, and Coordination. The mayor, city manager, emergency manager, and public works will maintain situation awareness and coordinate with the ECC. • Annex 2.2. Communications. Communications processes and infrastructure are critical to operations as a means and mechanisms for the PIO functions as well as the coordinated

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response to weather generated impacts where many different agencies may be operating. Extreme weather has the potential to affect communications infrastructure. • Annex 2.4. Public Information, Alert, and Warning. Information and warning are key functions in a weather event response. As a prior-notice event, the PIO is able to provide public information about managing weather impacts for citizens. • Annex 2.5. Mass Care. A mass care operation can be required when the weather impacts critical infrastructure such as power and heat generation within the County. • Annex 2.7. Damage Survey and Assessment. A primary means for the EOC to gain situational awareness of the extent of damage and loss of infrastructure. Without the survey and assessment process, the EOC will be unable to focus and prioritize response efforts with the limited or constrained resources available. • Annex 2.8. Resource Management, Mutual Aid, and Logistics. Public works will be a critical component to an event due to the nature of the operational capacities of the departments. The heavy equipment and machinery needed to move large volumes of material (such as snow) as well as the department’s functions in restoring key infrastructure is key in this event. • Annex 2.9. Debris Management. A weather event that occurs in the County or Midvale City may generate enormous amounts of debris in the form of snow, felled trees and other household debris. The management of that debris during a response and the subsequent recovery may be a significant operation. • SLCo ESF #1—Transportation Annex. • SLCo ESF #2—Communications Annex. • SLCo ESF #3—Public Works & Engineering Annex. • SLCo ESF #5—Emergency Management Annex. • SLCo ESF #6—Mass Care, Emergency Assistance, Housing And Human Services Annex. • SLCo ESF #7—Logistics Management & Resource Support Annex. • SLCo ESF #8—Public Health And Medical Services Annex. • SLCo ESF #9—Search & Rescue Annex. • SLCo ESF #11—Animal Services, Agriculture, & Natural Resources Annex. • SLCo ESF #13—Law Enforcement & Security Annex. • SLCo ESF #15—External Affairs Annex.

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3.4. Extreme Weather Annex. 112 Part III: Hazard Annexes Midvale City Emergency Operations Plan January 2021

3.5. Flood Annex. 3.5.1. Scope. Flooding is a slight threat in Midvale City (See Figure 21) and can be broken into two categories including flash flooding from rainfall-runoff and snowmelt floods. These are not exclusive categories as a flood event could have elements of more than one type. The types of floods in detail are: Rainfall-Runoff Floods Typically, rainfall-runoff floods occur in mid to late summer. The rainfall intensity, duration, distribution and geomorphic characteristics of the watershed all play a role in determining the magnitude of the flood. This is the most common type of flood. Snowmelt Floods Snowmelt floods usually occur in the spring or early summer. The depth of the snowpack and spring weather patterns influences the magnitude of flooding.

Figure 21: Floodplain Areas in Midvale City. 3.5.2. Situation and Assumptions. • Flooding events are largely seasonal and have some level of predictability. • River flooding in Midvale City does not generally threaten large populations or critical infrastructure. 3.5.3. Operations. Response and EOC activation for a flooding event will be driven by the scope and locations of the event. Midvale City flooding would most likely be isolated or contained areas that do not pose a major threat to large populations or infrastructure.

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For each functional response area, see the corresponding functional annex within this EOP for concept of operations and roles and responsibilities of key agencies. Additionally, the SLCo EOP functional annexes discuss operational aspects that are outside the scope of Midvale’s capabilities. Some of the primary functional areas that will need to be considered during a flood include (but are not limited to): • Annex 2.1. Direction, Control, and Coordination. The mayor, city manager, emergency manager, and public works will be required to maintain situation awareness and coordinate with the ECC. • Annex 2.2. Communications. Communications between staff in the field and in the EOC are imperative to ensure timely and prudent decision-making. • Annex 2.3. Transportation. Depending on the scope of the flooding, transportation routes and conveyances adjustments may be required. • Annex 2.4. Public Information, Alert, and Warning. Information and warning are key capabilities in this event response both in a notice and no-notice event. Public information is critical for information relating to avoidance of hazard areas by the public during times of threat as well as critical information during a response to flood event. • Annex 2.5. Mass Care. Localized flooding can dictate a sheltering operation for those who are displaced by the flooded areas. • Annex 2.6. Evacuation. This function may be required as an area-to-area movement of people outside of the potential threat area. • Annex 2.7. Damage Survey and Assessment. A primary means for the EOC to gain situational awareness of the extent of damage and loss of infrastructure. Without survey and assessment, the EOC will be unable to focus and prioritize response efforts with the limited or constrained resources available. • Annex 2.8. Resource Management, Mutual Aid, and Logistics. Public works will be a critical component to an event due to the nature of the operational capacities of the departments. The heavy equipment and machinery needed to move large volumes of material as well as the department’s functions in restoring key infrastructure is critical in this event. • Annex 2.9. Debris Management. A flood event that occurs in or across populated or managed infrastructure (roads, etc.) will generate debris. The management of that debris during a response and the subsequent recovery will be a significant undertaking. The debris will be mixed woody and household materials. • SLCo ESF #1—Transportation Annex. • SLCo ESF #2—Communications Annex. • SLCo ESF #3—Public Works & Engineering Annex. • SLCo ESF #5—Emergency Management Annex. • SLCo ESF #6—Mass Care, Emergency Assistance, Housing And Human Services Annex. • SLCo ESF #7—Logistics Management & Resource Support Annex. • SLCo ESF #8—Public Health And Medical Services Annex. • SLCo ESF #9—Search & Rescue Annex. • SLCo ESF #10—Oil And Hazardous Materials Response Annex. • SLCo ESF #11—Animal Services, Agriculture, & Natural Resources Annex. • SLCo ESF #13—Law Enforcement & Security Annex. • SLCo ESF #15—External Affairs Annex.

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3.6. Hazardous Material Release or Oil Spill Annex. 3.6.1. Scope. The types of material that can cause a hazardous material incident are wide ranging. Examples include materials such as chlorine, sulfuric acid, gasoline, medical/biological waste, etc. Many accidents happen at fixed sites (where hazardous materials are stored or handled), but incidents may also occur during transportation (by road, rail, pipeline or waterway). Small-scale hazardous material incidents occur every year, although the exact number is unavailable. Hazardous material is located in many areas of Midvale City. As Midvale City continues to grow, it is likely that the number of facilities using hazardous material will increase and so will the likelihood of a hazardous material incident. 3.6.2. Situation and Assumptions. • Hazardous material release or an oil spill is unique not only due to the complex nature, but also due to the overlapping jurisdictional concerns and statutory mandates involved. • Significant cooperation and coordination will be required between multiple local, state, and federal public safety and environmental organizations to ensure successful operations. • The response to a release or spill must be quantitative, measured, and verifiable due to potential litigation that may come later. Accurate record keeping and maintenance is important. • Due to statutory requirements, it is important that all personnel involved in planning, response, and recovery operations be properly trained and certified by the appropriate controlling authority. • A hazardous material release or an oil spill emergency is likely to result in significant media attention, which can have second and third order effects that may influence response and recovery operations. Such media attention can bring with it a disruptive protest element, which must be mitigated to ensure successful response and recovery operations. 3.6.3. Operations. Response and EOC activation for a hazardous material event will be driven by the scope and locations of the event. The vast majority of hazardous material spills within Midvale City are small and do not pose a major threat to large populations or infrastructure. There is a potential for large spills or spills of materials that are extremely hazardous to health or a major threat to public safety. For each functional response area, see the corresponding functional annex within this EOP for concept of operations and roles and responsibilities of key agencies. Additionally, the SLCo EOP functional annexes discuss operational aspects that are outside the scope of Midvale’s capabilities. Some of the primary functional areas that will need to be considered during a hazardous material spill include (but are not limited to): • Annex 2.1. Direction, Control, and Coordination. The mayor, city manager, emergency manager, and public works will be required to maintain situation awareness and coordinate with the ECC. • Annex 2.4. Public Information, Alert, and Warning. Information and warning are key capabilities in this event response in this no-notice event. Public information is critical for information relating to avoidance of hazard areas by the public during times of threat as well as critical information during a response. • Annex 2.5. Mass Care. An event that affects a heavily populated area can dictate a large sheltering operation. A hazardous material event can necessitate a large mass care operation due to the size and distance that may be required for exclusion of non-responders. These mass

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care events are typically short duration in nature until the event is resolved and stabilized. • Annex 2.6. Evacuation. This function may be required if the spill size, weather or environmental conditions warrant the movement of people outside of a potential threat area. An area-to-area evacuation will be likely. • SLCo ESF #1—Transportation Annex. • SLCo ESF #2—Communications Annex. • SLCo ESF #3—Public Works & Engineering Annex. • SLCo ESF #4—Firefighting Annex. • SLCo ESF #5—Emergency Management Annex. • SLCo ESF #6—Mass Care, Emergency Assistance, Housing And Human Services Annex. • SLCo ESF #8—Public Health And Medical Services Annex. • SLCo ESF #11—Animal Services, Agriculture, & Natural Resources Annex. • SLCo ESF #13—Law Enforcement & Security Annex. • SLCo ESF #15—External Affairs Annex.

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3.7. Terrorism and Civil Disturbance Annex. 3.7.1. Scope. The intent of this annex is to provide guidance for planning, response, and recovery operations concerning law enforcement based events that include, terrorist activities, weapons of mass destruction and civil disturbances. 3.7.2. Situation and Assumptions. • Midvale City contracts with Unified Police Department (UPD) to provide law enforcement services. The Midvale Precinct is located at 7912 South Main Street in Midvale. The Chief of Police Services oversees the day-to-day operations. • Certain natural disasters or societal events may place greater pressure on existing law enforcement resources. • A more aggressive law enforcement posture may be required from a natural disaster, such as an earthquake, that may trigger civil unrest due to societal factors. • Significant coordination is necessary between various municipal, state, and federal law enforcement agencies, as well as public safety agencies, to ensure timely and seamless jurisdictional operations and avoid duplication of effort. • Disruption of communications may present challenges to law enforcement efforts. • Disruption of transportation corridors may result in increased response times and coverage shortfalls. • In all cases, prompt safety and security measures will be essential for the protection of life and property. 3.7.3. Operations. Response and EOC activation for a law enforcement event will be driven by the scope and locations of the event. The vast majority of law enforcement events within Midvale City are day-to-day operations that do not pose a major threat to large populations or infrastructure. Terrorism based events within Midvale City pose a higher threat of infrastructure loss and affect to populations. For each functional response area, see the corresponding functional annex within this EOP for concept of operations and roles and responsibilities of key agencies. Additionally, the SLCo EOP functional annexes discuss operational aspects that are outside the scope of Midvale’s capabilities. Some of the primary functional areas that will need to be considered during law enforcement event include (but are not limited to): • Annex 2.1. Direction, Control, and Coordination. The mayor, city manager, emergency manager, and public works will be required to maintain situation awareness and coordinate with the ECC. • Annex 2.2. Communications. Interoperable communications with back-up capabilities is critical for events involving multiple law enforcement agencies. The ability to share critical information on the tactical and operational level will require a communications plan that is flexible and adaptable to changing conditions. • Annex 2.4. Public Information, Alert, and Warning. Information and warning are key capabilities in this event response. Public information is critical to provide the public knowledge of areas to avoid due to an active threat. The Midvale City PIO coordinate with the lead agency’s PIO. • Annex 2.5. Mass Care. There is the possibility of displacement of residents and visitors depending on the scope of the terrorist event or civil disturbance. Displacement may require

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sheltering and feeding. • Annex 2.6. Evacuation. This function may be required as an area-to-area evacuation if the threat conditions warrant the movement of people outside of a potential hazard area. • SLCo ESF #1—Transportation Annex. • SLCo ESF #2—Communications Annex. • SLCo ESF #3—Public Works & Engineering Annex. • SLCo ESF #4—Firefighting Annex. • SLCo ESF #5—Emergency Management Annex. • SLCo ESF #6—Mass Care, Emergency Assistance, Housing And Human Services Annex. • SLCo ESF #8—Public Health And Medical Services Annex. • SLCo ESF #11—Animal Services, Agriculture, & Natural Resources Annex. • SLCo ESF #13—Law Enforcement & Security Annex. • SLCo ESF #15—External Affairs Annex.

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3.8. Transportation Accident (Vehicle, Rail, Aircraft) Annex. 3.8.1. Scope. The major transportation systems in Midvale City are road and rail. (See Figure 22). All of these modes have the potential for accidents that could lead to a disaster. Midvale City has: 2.25 miles of I-15 running north-south; 2.2 miles of State Route 89 running north- south; and, 1.1 miles of I-215 running east-west at the very north end of the city bordering Murray.

Figure 22: Major Transportation Routes in Midvale City.

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3.8.2. Situation and Assumptions. • Major transportation corridors traverse Midvale City. • The transportation systems in Midvale City has countywide significance. • A large-scale transportation event will exceed the resources of Midvale City and will require a multi-agency response. 3.8.3. Operations. For each functional response area, see the corresponding functional annex within this EOP for concept of operations and roles and responsibilities of key agencies. Additionally, the SLCo EOP functional annexes discuss operational aspects that are outside the scope of Midvale’s capabilities. Some of the primary functional areas that will need to be considered during a wildfire event include (but are not limited to): • Annex 2.1. Direction, Control, and Coordination. The mayor, city manager, emergency manager, and public works will be required to maintain situation awareness and coordinate with the ECC. • Annex 2.2. Communications. Communications processes and infrastructure are critical to operations as a means and mechanism for both the PIO functions as well as a coordinated response to a transportation event where many different agencies will be operating. • Annex 2.4. Public Information, Alert, and Warning. Information and warning are key capabilities in this event response for this no-notice event. Public information is critical for information relating to avoidance of hazard areas by the public during the event. • Annex 2.5. Mass Care. The mass care requirements for a large-scale transportation event will generally be a short-term operation to shelter those affect by the event or displaced by its size and scope. • Annex 2.6. Evacuation. Evacuations may be required on an area-to-area basis to remove those threatened by the transportation event. • SLCo ESF #1—Transportation Annex. • SLCo ESF #4—Firefighting Annex. • SLCo ESF #5—Emergency Management Annex. • SLCo ESF #6—Mass Care, Emergency Assistance, Housing And Human Services Annex. • SLCo ESF #8—Public Health And Medical Services Annex. • SLCo ESF #10—Oil And Hazardous Materials Response Annex. • SLCo ESF #11—Animal Services, Agriculture, & Natural Resources Annex. • SLCo ESF #13—Law Enforcement & Security Annex.

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3.9. Wildfire Annex. 3.9.1. Scope. There are few urban interface areas in Midvale City that would be susceptible to wildfires. The Jordan River corridor is the most likely area that a fire could occur.

Figure 23: Salt Lake County Fire Threat. 3.9.2. Situation and Assumptions. • The only place a wildfire will likely occur is along the Jordan River, which runs along the east side of Midvale City for approximately 2.5 miles. • Wildland fires are likely to be attributed to human caused events. 3.9.3. Operations. Response and EOC activation for a wildfire event will be driven by the scope and locations of the event. For each functional response area, see the corresponding functional annex within this EOP for concept of operations and roles and responsibilities of key agencies. Additionally, the SLCo EOP functional annexes discuss operational aspects that are outside the scope of Midvale’s capabilities. Some of the primary functional areas that will need to be considered during a wildfire event include (but are not limited to): • Annex 2.1. Direction, Control, and Coordination. The mayor, city manager, emergency manager, and public works will be required to maintain situation awareness and coordinate with the ECC. • Annex 2.2. Communications. Communications processes and infrastructure are critical to operations as a means and mechanism for both the PIO functions as well as a coordinated

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response to a wildfire event where many different agencies will be operating. • Annex 2.4. Public Information, Alert, and Warning. Information and warning are key capabilities in this event response both in a notice and no-notice event. Public information is critical for information relating to evacuation, avoidance of hazard areas by the public during times of threat as well as critical information during a response to a wildfire event. • Annex 2.5. Mass Care. An event that affects a heavily a populated area can dictate a large sheltering operation. Additionally, the loss of key infrastructure, such as electricity or gas to a large area, can necessitate a large mass care operation. • Annex 2.6. Evacuation. This function may be required if the fire or weather or environmental conditions warrant the movement of people outside of the potential threat area. Evacuations need to be coordinated carefully to avoid congestion of residents travelling out of the area and fire responders travelling into the area. • Annex 2.9. Debris Management. A fire event that occurs in populated or areas with infrastructure (roads, etc.) will generate both woody debris as well as potential household debris. The management of that debris during a response and the subsequent recovery will be a significant undertaking. • SLCo ESF #3—Public Works and Engineering Annex. • SLCo ESF #4—Firefighting Annex. • SLCo ESF #5—Emergency Management Annex. • SLCo ESF #6—Mass Care, Emergency Assistance, Housing And Human Services Annex. • SLCo ESF #7—Logistics Management & Resource Support Annex. • SLCo ESF #11—Animal Services, Agriculture, & Natural Resources Annex. • SLCo ESF #13—Law Enforcement & Security Annex.

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Wildfire Initial Attack Evacuation Org Chart

Incident Commander / Unified Command

Public Information Safety Officer Officer

OPERATIONS

Structure Left Flank Right Flank Evacuation Group Protection Group

Traffic Control Task Force

Dispatch Local Govt.

Evacuee The Local government should have pre- Collection established Evacuee Collection Points & Point Shelters

Coordinate through Dispatch

Mass Care

Event Implementation Warning & Reception & Decision Shelter in Return Notification Shelter Place/ Evacuate

Operations Mass Care

Figure 24: Wildfire Initial Attack Evacuation.

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124

MIDVALE CITY COUNCIL SUMMARY REPORT

Feb 06, 2021

SUBJECT: Discussion regarding the transfer of Midvale’s portion of ownership of the “River Bottom Trunk Line” to South Valley Water Reclamation Facility (SVWRF).

SUBMITTED BY:

Glen Kennedy, Public Works Director

SUMMARY: Through the late 1970’s, 1980’s, and as early as 1991, some 18,757 feet of sewer pipe was installed between 9000 South and SVWRF at about 7500 South. This stretch of sewer pipe includes five sections and is commonly referred to as the River Bottom Trunk Line or simply the Trunk Line.

Ownership of the five sections of the Trunk Line is shared, in varying degrees, by four entities Sandy Suburban Improvement District (SSID); South Valley Sewer District (SVSD); West Jordan City (WJC); and Midvale City (Midvale). Percentage of ownership based on the most complete agreement is as follows:

SSID – 26% SVSD – 33% WJC – 40% Midvale – 1%

Over the years there have been a number of agreements created and executed by the entities involved but the most pertinent was enacted in 1989. This Agreement involves the previously mentioned four parties and is the most relevant to the existing Trunk Line. Each of these four parties are current member Entities of SVWRF. The parties to this Agreement established that maintenance would be performed directly by each entity or through agreement with SVWRF and each party would bear their own costs respective to their individual ownership interests.

Due to the age of the agreement and the convoluted nature of ownership, the line has not been inspected or maintained adequately over the years. Last year SVSD performed a CCTV inspection of the trunk line and found the pipe to need significant repair and maintenance in a number of areas. Estimated cost of rehabbing the pipe to a satisfactory level is about $10 million.

This inspection facilitated discussions between the board members representing each owning entity on the SVWRF Board on how to move forward with the needed maintenance. The Board asked SVWRF legal counsel to look into all agreements, easements, ownership etc. and to provide options.

Four options were provided to the Board for consideration, with the Board ultimately voting and passing a resolution allowing the transfer of each Entities ownership, easements etc. to SVWRF. SVWRF facility could now be responsible for overseeing maintenance and operation of the trunk line. In addition, costs associated with the operations and maintenance could now be based off of a formula using actual usage of the line rather than ownership. Currently Midvale owns 1% and is contributing .09% to the total actual flow/load of the trunk line. This option impacts Midvale’s financial obligations very little pertaining to maintenance and operations of the line. However, by transferring ownership to SVWRF it takes the direct liability from the City in the case of pipe failure and ensures that maintenance on the trunk line will not get lost in the shuffle again, while also splitting costs equitably based on usage (more impactful to the other Entities).