Detailed Summary

Introduction and Planning

• The Montpelier Action Plan for Local Emergency (MAPLE) outlines the city's approach to emergency preparedness, response, and short-term recovery for natural and human-caused disasters.

• MAPLE incorporates a "whole community" approach – engaging government, businesses, nonprofits, and residents in planning and response.

• MAPLE covers four phases: preparedness, response, short-term recovery, and blue-sky (non-disaster) periods.

• MAPLE key objectives are to describe Montpelier's whole community approach, assign tasks, and provide a framework for emergency functions.

Emergency Operations Center (EOC)

• The EOC is activated for significant events requiring coordinated response, with three levels of activation based on incident severity.

• Key EOC positions include:

• EOC Director

• Public Information Officer

• Section Chiefs for 

• Planning

• Logistics

• Finance

• Operations

• Each position has defined roles and responsibilities, with potential staff identified.

• The EOC structure aligns with the National Incident Management System (NIMS) and the National Response Framework (NRF).

• It utilizes Emergency Support Functions (ESFs) to organize response efforts.

Financial Management

• The City's Finance Department will staff the Administration, Communications, and External Affairs Section to manage and track financial matters during an emergency.

• Best practices for documentation and finance tracking during disasters include

• timesheets

• vehicle and equipment usage

• photos and maps of infrastructure damage

• receipts

• cost of activating volunteer HUB and shelters.

Shelters

• Regional shelter: Barre Auditorium, activated by VEM.

• Local shelters: Montpelier City Hall, Montpelier Senior Activity Center, and Kellogg-Hubbard Library to potentially be used as warming and cooling centers.

Volunteer and Donations Management

• The Volunteer HUB coordinates volunteer and donation activities before, during, and after disasters.

• The City has the “backbone” responsibility of supporting the Volunteer Hub, coordinating with the EOC and community partners including Montpelier Alive and the Montpelier Disaster Recovery Network to meet community needs..

• Key responsibilities include volunteer recruitment and training, donation tracking, and public communication.

Roles and Responsibilities

• The City Emergency Management Team (EMT), led by the Emergency Management Director (EMD), oversees emergency management activities.

• Key departments include the City Manager's Office, Police, Fire, Public Works, and the Crisis Communications Response Team (CCRT).

• Each department has specific roles outlined in the plan.

• Community partners, such as Montpelier Alive and the Long-Term Recovery Group (LTRG), play vital roles in supporting businesses and residents.

• Secondary partners, including various organizations, provide additional resources and services.

Communications

• The CCRT manages internal and external communications during emergencies.

• VT-Alert is used for emergency notifications, with established thresholds for different events.

• Other communication channels include the City website, social media, press releases, partner organizations, and physical posting locations.

Partners and Resources

• The City has contracts and mutual aid agreements with various entities for emergency response.

• State resources, such as the Vermont Emergency Management (VEM) and specialized teams, can be requested through the EOC.

• Vulnerable populations are identified, and organizations serving them are listed as resources.

Community Preparedness

• Community members play an important role in emergency preparedness.

• The plan outlines steps residents and businesses can take to be prepared, including understanding their risks, making a plan, and taking action.

• Resources and guidance are provided to help individuals and families create their own emergency plans and assemble necessary supplies.

Continuous Improvement

• The plan emphasizes a commitment to continuous improvement through plan maintenance, after-action reporting, and training exercises.

• Regular reviews and updates ensure that the plan remains current and effective in addressing emerging threats and lessons learned from past events.

• Training and exercises help to build and maintain the skills and capabilities needed for a coordinated response.

Conclusion

MAPLE provides a comprehensive framework for Montpelier to prepare for, respond to, and recover from disasters effectively. By incorporating a whole community approach, emphasizing preparedness and continuous improvement, and aligning with national standards, the plan aims to enhance the community’s resilience and ensure the safety and well-being of residents and businesses. The work of preparing and planning for future emergencies is never done, and therefore this plan should be regularly reviewed, updated and practiced throughout the community.