HomeMy WebLinkAboutCOW 2020-07-13 COMPLETE AGENDA PACKETTukwila City Council Agenda
• ❖ COMMITTEE OF THE WHOLE ❖
Allan Ekberg, Mayor Counci/members: ❖ Verna Seal ❖ Kathy Hougardy
David Cline, City Administrator ❖ Kate Kruller ❖ Thomas McLeod
De'Sean Quinn, Council President ❖ Zak Idan ❖ Cynthia Delostrinos Johnson
THE MEETING WILL NOT BE CONDUCTED AT TUKWILA CITY HALL, BASED ON THE GOVERNOR'S PROCLAMATION
20-28 ADOPTED MARCH 24, 2020 WHICH SAYS IN PART:
ANY PUBLIC AGENCY, SUBJECT TO RCW 42.30, IS PROHIBITED FROM CONDUCTING ANY MEETING, SUBJECT TO
RCW 42.30 UNLESS (A) THE MEETING IS NOT CONDUCTED IN -PERSON AND INSTEAD PROVIDES AN OPTION(S)
FOR THE PUBLIC TO ATTEND THE PROCEEDINGS THROUGH, AT MINIMUM, TELEPHONIC ACCESS, ..."
THE PHONE NUMBER FOR THE PUBLIC TO LISTEN TO THE MEETING IS:
1-253-292-9750, ACCESS CODE: 670077847#.
For Technical Support during the meeting call: 1-206-431-2179.
Monday, July 13, 2020; 7:00 PM Tukwila City Hall Council Chambers
1. CALL TO ORDER / PLEDGE OF ALLEGIANCE
2. PUBLIC
Those wishing to provide public comments will have the opportunity to deliver
COMMENTS
public comments via email. All written comments received by email to
citycouncil@tukwilawa.gov prior to 5:00 PM on the date of the meeting can be read
aloud during the meeting by City staff within the normal five-minute time limit.
Please clearly indicate whether you want your e-mail read during
Public Comments at the next Tukwila City Council meeting.
3. SPECIAL ISSUES
a. COVID-19 impact report.
Pg.1
b. Weekly COVID-19 report.
Pg.15
c. An interim policy for outdoor seating and signage allowances for
Pg.21
businesses.
d. Applications for lodging tax funds:
Pg.29
(1) From Seattle Southside Chamber of Commerce for the "Southside
Pg.37
Promise" initiative in the amount of $50,000.
(2) From Seattle Southside Regional Tourism Authority for emergency
Pg.45
funding for marketing of a meetings recovery strategy. $195,000
requested; $75,000 recommended.
(3) From the City of Tukwila (Economic Development Division) for
Pg.47
"Experience Tukwila" digital development in the amount of $88,375.
e. A contract for siding repairs at the Tukwila Community Center.
Pg.81
f. A resolution regarding the Hazard Mitigation Plan.
Pg.101
g. Fourth of July After Action Report.
Pg.305
(continued...)
COMMITTEE OF THE WHOLE
July 13, 2020
Page 2
4. REPORTS
a. Mayor
b. City Council
c. Staff
d. Council Analyst
5. MISCELLANEOUS
6. ADJOURNMENT
This agenda is available at www.tukwilawa.gov, and in alternate formats with advance notice for those with disabilities.
Remote Tukwila Council meetings are audio taped (available at www.tukwilawa.gov)
COUNCIL AGENDA SYNOPSIS
---------------------------------- Initials
Meeting Date
Prepared b
Ma ors review
Council review
07/ 13120
Vick
ITEM INFORMATION
ITEM NO.
3.A.
STAFF SPONSOR: VICKY CARLSEN
ORIGINAL AGENDA DATE: 07/13/20
AGENDA ITEM TITLE May Financial Update including COVID related data
CATEGORY ® Discussion
Aftg Date 6/22/20
❑ Motion
g Date
Aft
❑ Resolution
All Date
❑ Ordinance
All Date
❑ Bid Award
Mtg Date
❑ Public Hearing
All Date
❑ Other
Alt
g Date
SPONSOR ❑Council ❑Mayor ❑HR ❑DCD ®Finance ❑Fire ❑TS ❑P&R ❑Police ❑Ply ❑Court
SPONSOR'S General fund financial update including report out on COVID specific financial impacts as
SUMMARY required in Resolution No. 1987
REVIEWED BY ❑ Trans&Infrastructure ❑ CommunitySvs/Safety ❑ Finance Comm. ❑ Planning/Economic Dev.
❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm.
DATE: COMMITTEE CHAIR:
RECOMMENDATIONS:
SPONSOR/ADMIN. Finance
COMMITTEE
COST IMPACT / FUND SOURCE
EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
Fund Source:
Comments:
MTG. DATE
RECORD OF COUNCIL ACTION
07/13/20
MTG. DATE
ATTACHMENTS
07/13/20
Informational Memorandum dated 07/13/20
2
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Finance Committee
FROM: Vicky Carlsen, Finance Director
BY: Jeff Friend, Fiscal Manager
CC: Mayor Ekberg
DATE: July 13, 2020
SUBJECT: General Fund Budget-to-Actuals and COVID-19 Impact Report
Summary
Resolution 1987 directed financial reporting on COVID-19 impacts twice a month. The City
received April sales tax data allowing for general fund revenues to be updated through the end of
April. This report reflects the following:
- General fund:
o Revenues as of April 30, 2020
o Expenditures as of May 31, 2020
- Capital projects funds:
o Revenues as of May 31, 2020
o Expenditures as of May 31, 2020
The revised budget (COVID-19) noted throughout the report is for financial analysis purposes
only. Any actual adjustments to the budget will require formal action from Council in the 4t" quarter
of 2020.
The purpose of the general fund budgets to actuals report is to summarize for the City Council
the general state of revenues and expenditures and to highlight significant items. The following
provides a high-level summary of the general fund financial performance and includes select
capital project funds.
The General Fund Report is based on financial data available as of July 1, 2020, for the period
ending April 30, 2020 for revenues and May 31, 2020 for expenditures. The allocated budget is
calculated to reflect monthly revenue patterns based on prior year activity with adjustments
specific to COVID-19. Additional details can be found within the attached financial report.
To summarize the information below, revenues exceed the revised allocated budget by
$870.7thousandand expenditures are below allocated budget by $476.7 thousand.
Revenues
Total General Fund revenue through April 30' was $19.1 million and is above the revised
allocated budget by $870.8 thousand.
The higher than expected actuals in January is mainly due to business license renewal activity.
Business license revenue was higher than projected in January and February due to a timing
difference resulting in transitioning to the State. Business license revenue that was anticipated in
December 2019 was received in the first two months of this year. March is the first month that
the City experienced revenue loss due to the pandemic. 3
INFORMATIONAL MEMO
Page 2
Sales tax revenue for the month of April was $984 thousand and reflects the first full month of
brick & mortar store closures due to COVID-19. Sales tax from the City's largest retail sales tax
generating location, (the mall and surrounding businesses) reported a decline in revenue, which
was expected. Sales tax revenue from the area shopping district was down $458 thousand,
compared to April 2019. This represents a 55% decline in revenues within this retail location.
Revenues exceeded the revised budget expectations for the month of April, and, as expected
there has been a decline in overall sales tax revenues of approximately $582 thousand, or 37%,
compared to April 2019. Sales tax from construction remained strong in April, which helped offset
the expected reduction in total sales tax revenue.
The graph below depicts sales tax revenues for the period of Jan — Apr, comparing prior year
(2019) to current year (2020). The year started off promising, with January exceeding the same
period last year by $102 thousand, or 7.4%. However, February sales tax revenue was lower
compared to the prior year. February reported a $173 thousand, reduction (13.1 %) in sales tax
revenue. March came in at $375 thousand (22.1 %) below the same period in 2019. As reported
above, April ended the month $582 thousand (37.1 %) below April 2019.
2,000,000
1,500,000
1,000,000
500,000
Jan - Apr, Prior Yr/Current Year
Jan Feb Mar April
Q,'Q4VJ
The chart on the next page, reflects general fund revenue on a monthly basis. The green bar
reflects the adopted budget as amended on December 2, 2019, the blue bar indicates the revised
budget reflecting projected reductions due to COVID-19, and the orange bar indicates actuals
each month. In this report, revenues are reflected through April 30t" and expenditures through
May 31st. May revenue will be updated after May sales tax revenue is received at the end
of July and will be included in first financial report in August.
11
INFORMATIONAL MEMO
Page 3
GENERAL FUND REVENUES
■ Adopted Budget ■ Revised Budget(Covid-19) Actual
$12
c
0
$10
$8
$6
$4 19
$2 ++
$0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
It should also be noted that the revised budget (COVID-19) is higher in June than the adopted
budget in anticipation of property owners taking advantage of the ability to delay property tax
payments by one month.
GENERAL FUND REVENUE
CITY OF TUKW I LA YTD AS OF APRI L 30. 2020
REVISED BUDGET
ADOPTED BUDGET
(COV I
D-19)
ACTUAL
SUMMARY BY REVENUE TYPE
2020 BDGT
2020
2020
2020
2020
VARIANCE -REVISED
ANNUAL
ALLOCATED
ANNUAL
ALLOCATED
2018
2019
2020
BDGT(COVID)
% REC'D
PROPERTYTAX
16,416,911
5,569,283
16,416,911
3,069,283
4,068,667
5,273,793
3,386,229
316,946
21%
SALES TAX
20,510,676
6,097,409
12,898,546
4,797,003
5,944,777
6,098,900
5,125,048
328,045
25 %
ADMISSIONS TAX
870,000
288,247
470,246
228,475
318,726
317,017
295,235
66,760
34%
UTILITYTAX
4,464,610
1,671,017
3,816,260
1,447,335
1,497,976
1,393,298
1,411,345
(35,990)
32%
INTERFUND UTILITYTAX
2,412,000
1,194,160
2,412,000
1,194,160
833,881
1,170,958
1,272,791
78,631
53%
GAMBLING & EXCISE TAX
4,426,000
2,181,474
2,064,567
1,633,225
1,969,600
1,964,258
1,153,327
(479,898)
26%
TOTAL GENERAL REVENUE
49,100,197
17,001,590
38,078,530
12,369,482
14,633,628
16,218,224
12,643,975
274,493
26%
LICENSES AND PERMITS
6,784,894
2,248,255
6,784,894
2,248,255
3,250,195
3,519,395
3,086,083
837,828
45%
INTERGOVERNMENTAL REVENUE
4,403,506
1,684,987
4,403,506
1,684,987
1,374,172
1,673,751
1,586,466
(98,521)
36%
CHARGES FOR SERVICES
2,588,707
747,597
2,107,235
672,372
482,588
1,014,896
328,374
(343,998)
13%
OTHER INCOME
14,398,189
1,316,789
3,806,470
1,221,847
1,131,410
1,200,007
1,422,806
200,959
32%
TOTAL OPERATING REVENUE
67,275,493
22,999,217
55,180,635
18,196,943
20,871,992
23,626,273
19,067,704
870,761
28%
TRANSFERS IN
200,000
-
200,000
-
-
-
-
-
0%
TOTAL REVENUE
67,475,493
22,999,217
55,380,635
18,196,943
20,871,992
23,626,273
19,067,704
870,761
281
Percent of year 33%
INFORMATIONAL MEMO
Page 4
Expenditures
General Fund expenditures totaled $24.6 million through May, which is $476.7 thousand less than
the revised allocated budget of $25.1 million adjusted for the impacts of the COVID-19 pandemic.
$14
c
0
$12
$10
$8
$6
$4
$2
$0
GENERAL FUND EXPENDITURES
Adopted Budget Revised Budget (Covid-19) Actual
JAN FEB MAR APR MAY JUN JUL AUG
Expenditure Type Variances
11
S EP
11
DEC
The chart below reflects both adopted budget, as amended on December 2, 2019 along with the
allocated budget as well as a revised budget that captures the reductions from phase I (reduce
overtime, travel and training, capital transfers, and extra labor), phase II (departmental budget
scrubs), and phase III (labor reductions). It does not currently reflect any use of contingency
funds as that will require Council action at a later date.
Lootings
Twenty-six businesses were broken into at the end of May and beginning of June. The mass
lootings required a strong police presence that resulted in overtime costs. Fire staff were also on
standby while Public Works incurred some costs related to closing streets.
MAY JUNE
BUDGETED UNBUDGETED BUDGETED I UNBUDGETED
Salaries and
Salaries and
Department
Benefits
Overtime
Benefits
Overtime
Total
Police
$ -
$ 24,357
$ -
$ 33,617
$57,974
Fire
-
435
-
1,003
1,438
Street Maintenance
-
-
1 2,064
-
2,064
Tota I
1 $ -
$ 24,792
1 $ 2,064
$ 34,620
1 $ 61, 476
0
INFORMATIONAL MEMO
Page 5
GENERALFUND
CITY OF TUKW ILA
Year -to -Date as of May 31, 2020
REVISED BUDGET
COMPARISON OF
BUDGET
(COVID-19)
ACTUAL
RESULTS
REVISED BUDGET
SALARIES AND BENEFITS
ACTUAL
OVER/(UNDLR)
2020
2020
2020
ALLOCATED
2020 ANNUAL
ALLOCATED
ANNUAL
ALLOCATED
2018
2019
2020
BDGT % EXPENDED
11 Salaries
30,064,147
12,526,728
28,423,730
12,324,458
11,262,268
11,674,707
12,047,049
(277,409)
42%
12 Extra Labor
764,697
319,708
91,386
156,602
215,980
272,693
117,378
(39,224)
128%
13 Overtime
1,354,099
569,629
354,099
269,629
550,048
770,092
416,507
146,878
118%
15 Holiday Pay
555,369
-
555,369
-
15,159
5,996
3,900
3,900
1%
21 FICA
2,100,726
875,303
1,928,893
845,927
733,564
761,159
751,080
(94,846)
39%
22 Pension-LEOFF2
913,369
380,570
870,169
367,610
342,283
363,548
516,159
148,549
59%
23 Pens ion-PERS/PSERS
1,805,556
752,315
1,525,232
704,392
687,767
731,502
732,582
28,190
48%
24 Industrial Insurance
934,878
389,533
934,878
389,533
249,896
351,339
397,995
8,463
43%
25 Medical & Dental
6,457,336
2,690,557
6,202,336
2,614,057
2,307,062
2,382,990
2,632,364
18,307
42%
26 Unemployment
-
-
200,000
15,000
18,354
10,400
27,319
12,319
14%
28 Uniform/Clothing
8,525
1,9021
8,525
1,9021
1,508
1,313
614
(1,288)
71/,
Total Salaries and Benefits
1 44,958,702
18,506,243
141,094,618
17,689,1091
16,383,890
17,325,739
17,642,947
(46,162)
43
BUDGET
REVISED
(COVID-19)
BUDGET
ACTUAL
COMPARISON
RESULTS
OF
SUPPLIES, SERVICES, AND
REVISED BUDGET
CAPITAL
ACTUAL
OVER/(UNDER)
2020
2020
2020
ALLOCATED
2020 ANNUAL
ALLOCATED
ANNUAL
ALLOCATED
2018
2019
2020
BDGT %EXPENDED
0 Transfers
7,319,140
1,226,518
6,119,140
726,518
3,003,709
2,460,097
984,298
257,780
16%
31 Supplies
1,066,112
472,690
936,890
433,924
394,874
571,191
299,102
(134,822)
32%
34 Items Purchased for resale
22,000
7,184
22,000
7,184
5,799
5,810
235
(6,948)
1 %
35 Small Tools
133,569
39,617
86,569
25,517
34,683
45,195
41,538
16,021
48%
41 Professional Services
5,908,964
2,298,476
5,546,983
2,189,882
2,510,344
2,243,112
1,781,186
(408,696)
32%
42 Communication
434,600
181,083
429,600
179,583
155,203
149,055
166,627
(12,957)
39%
43 Travel
159,630
73,843
18,496
16,270
67,938
94,124
31,014
14,745
168%
44 Advertising
47,550
19,608
31,550
14,808
9,041
8,259
4,408
(10,400)
14%
45 Rentals and Leases
2,422,514
1,009,381
1,400,579
583,575
890,730
1,174,759
546,056
(37,519)
39%
46 Insurance
1,047,762
1,047,762
1,007,762
1,035,762
974,066
889,957
987,671
(48,091)
98%
47 Public Utilities
2,069,101
1,415,918
2,053,101
1,411,118
902,560
1,345,070
1,367,977
(43,141)
67%
48 Repairs and Maintenance
587,912
284,526
512,912
262,026
173,676
327,261
337,885
75,859
66 %
49 Miscellaneous
1,273,723
518,640
1,040,875
448,786
615,644
497,267
437,779
(11,006)
42%
64 Machinery & Equipment
270,000
95,833
240,000
86,833
46,590
-
5,495
(81,339)
2%
Total Supplies, Services, and Capital
22,762,577
8,691,078
19,446,457
7,421,7831
9,784,858
9,811,156
6,991,270
(430,513)
36 %
Total Expenditures
1 67,721,279
27,197,321
1 60,541,075
25,110,892
1 26,168,748
27,136,894
24,634,217
(476,675)
41
Percent of year completed 42
COVID Expenditures
General Fund expenditures related to the COVID-19 pandemic began to be incurred in March.
These expenditures totaled $390,102 through May 31 st and are reported by department in the
schedule below. COVID related expenditures in salaries and benefits include time dedicated to
the emergency operations center (EOC) as well as time spent analyzing the financial impacts of
the pandemic. Overtime and supplies are for time outside of normal operations spent in the EOC
as well as time responding directly to COVID-19 related activities. Supplies are for additional
PPE and disinfectant supplies.
Unbudgeted costs can be applied against CARES Act funding or FEMA funding and will not affect
ending fund balance. Budgeted salaries and benefits for time that has been redirected to
responding to the pandemic could qualify for reimbursement from CARES Act funding. Any
reimbursement for budgeted salaries and benefits would reduce the need for contingency funds
because the City had not received confirmation that CARES Act funding would be available.
Reimbursement of these costs were not included in the proposal to close the $12 million revenue
gap.
VA
INFORMATIONAL MEMO
Page 6
BUDGETED UNBUDGETED
Department
Salaries and
Benefits
Overtime Supplies
and Benefits
Department
Total
Council
$ 1,784
$ - $ 275
$ 2,059
Mayor
61,146
- 245
61,391
Admin Services
31,764
- 393
32,157
Finance
37,285
386 357
38,028
Recreation
138,686
- 16,061
154,748
DCD
3,712
- 1,277
4,988
Court
114
137 3,276
3,526
Police
18,600
4,379 7,741
30,721
Fire
16,269
8,015 9,577
33,861
TIS
390
- 45
435
Public Works
6,673
318 12,779
19,770
Park Maintenance
8,418
- -
8,418
Total
$ 324,8421
$ 13,236 $ 52,025
$ 390,102
COVID-19 Related Grants Available to the City
There are several grant opportunities now available to the City to offset some of the costs incurred
related to the pandemic. Below is a chart listing grant opportunities as well as what the funds
may be used for. It should be noted that all of the grants are reimbursement and cannot be used
to offset loss of revenue.
The chart will be updated as new information becomes available. Staff will return in the near
future with a plan to maximize the use of all known, available funding.
Grant
Amount
Eligible Uses
Status
CARES Act
$627,900
- Expenditures incurred
Contract has been
through Dept. of
directly related to
signed and returned to
Commerce
responding to COVID-19
Department of
(supplies, overtime,
Commerce for full
regular time that has
execution
substantially shifted focus
to the pandemic,
unemployment, etc.)
- Providing economic support
to those suffering from
employment
- Providing economic support
to business interruptions
FEMA
No cap, reimburses
Unbudgeted expenditures incurred
Contract completed.
75% of expenditures
directly related to responding to
Can submit for
not covered with
COVID-19
reimbursement at any
other resources
time
FEMA -
To be determined
Assistance to food pantry
In process
CARES
King County
Approximately
Assistance to small businesses
On June 191h, the City
$33,000
was notified that we
are eligible to receive
$31,965. Additional
information to come at
a later date
S
INFORMATIONAL MEMO
Page 7
CESF — Dept.
$49,000
Expenditures incurred directly
Grant has been
of Justice
related to responding to COVID-
awarded. Contract is
Assistance
19
being processed
EFSP
City of Tukwila does
Supplement existing emergency
Forwarded to TCS
Emergency
not qualify for this
food & shelter program
and Tukwila Pantry
Food & Shelter
grant
Prog
HungerCorps
Four VISTA
HungerCorps will assist
Contract awarded
VISTA
AmeriCorps
Recreation staff to distribute food
AmeriCorps
HungerCorps
as part of the mobile recreation
students. Value:
program
35,500
Port of Seattle
$20,930 total grant
Application included residential
In process
application
component within digital media
program to grow tourism,
development attraction, etc.
Suggestion has been made to
revise application to focus more
on business recovery and direct
$7,000 of the total $20,930
application to business recovery.
Additional information can be
found in item 1a on the July 6,
2020 Planning & Economic
Development Committee meeting
INFORMATIONAL MEMO
Page 8
Selected Capital Projects Funds
Financial analysis regarding the impacts of the COVID-19 pandemic include ongoing review of
certain capital projects funds including: residential streets (fund 103), arterial streets (fund 104),
and general government improvements (fund 303). The narrative below highlights planned capital
projects along with decisions that have already been made and decision points for future
meetings. The narrative is followed by financial statements reflecting activity through April 30,
2020 as well as projected activity through the end of the year.
Residential Streets
The most impactful issue in this fund relates to the 42nd Ave S and 53rd Ave S roadway projects.
Both projects are completed and are awaiting final closeout and payments to contractors. The
project budgets reflects in the financial statements are estimates at this time. Staff is working to
determine full final costs and will update budgets when revised information is received. Until the
City has updated information on these two projects, the fund will continue to show a negative fund
balance. It should also be noted that the negative fund balance is only an estimate and will only
end the year in a negative position if all identified expenditures are paid this year. The fund
currently has a positive cash balance and a positive fund balance.
Arterial Streets
42nd Ave S Bridge: The City Council authorized funding of up to $1 million ($320k general fund,
$680k solid waste utility tax) for 30% design. There is a possibility that a federal infrastructure bill
could include funding for "shovel ready" projects. In order for this project to have the best chance
of receiving funding, the project would need to be at least 30% designed. The City expects to
select a design consultant later this summer to get to 30% design. Since funding for the highest
priority areas for overlay have been identified, staff is recommending that a decision on whether
to fund this project or redirect funds elsewhere, be delayed until the true cost of design is
understood.
S 119th St Ped Bridge painting: Not funding this project will only delay the project, not cancel it.
There is a limited window of opportunity to paint the bridge due to weather and fish cycles.
Removing funding for this project will delay the project until at least 2021.
Overlay. At the June 8, 2020 Committee of the Whole meeting, there was Council consensus to
move forward with the recommendation from the Transportation & Infrastructure Committee to
fund the two highest priority overlay projects. The budget has been adjusted to reflect the
increase in budget.
General Government Improvement
Siding repair at TCC: Siding repair for TCC has been listed as a project as early as 2018. When
the 2019-2020 budget was drafted, the expectation was that $200k in siding and roofing repairs
at TCC would occur. Budget for this project is $120k and funding currently exists in the general
government improvement fund. Continuing to delay this project will only result in higher costs
when the repair is finally completed. Staff is recommending that TCC siding repair occur this year
utilizing the existing budget.
Facilities Study: This project is also funded out of the general government improvement. Staff is
reworking the scope of this project per comments received from City Council at the June 8, 2020
Committee of the Whole meeting.
10
INFORMATIONAL MEMO
Page 9
City of Tukwila
Residential Street Fund 103 - Revenue and Expenditures
Year -to -Date as of May 31, 2020
2020
Variance
Annual
Revised (COVID)
Actual Expected
Total
Over/(Under)
% of COVID
Budget
Budget
Year -To -Date + Through YE =
Projected YE
COV ID Budget
Budget
REVENUE:
General Revenue
Solid Waste/Recycling Utility Tax
-
-
40,651 -
40,651
40,651
-
40,651
40,651
40,651
-
Total Intergovernmental Revenue -
Intergovernmental Revenue
Indirect Federal - SRTS
3,454,000
3,454,000
-
-
(3,454,000)
0.0%
StateGrant- Macadam
1,847,000
1,847,000
- -
-
(1,847,000)
0.0%
State Entitlements - W FT Cities
290,000
200.000
108.210 91.790
200.000
100.0%
Total Intergovernmental Revenue
5,591,000
Miscellaneous Revenue
Charges for services
-
Investment earnings
20,000
Total Miscellaneous Revenue
20,000
Transfers In
100,000
Total Revenues
5,711,000
EXPENDITURES:
46thAve Safe Routes to School
1,832,000
Macadam Rd S Complete Street
1,847,000
S 152nd St Safe Routes to School
1,622,000
Traffic Calming/Residential Safety
400,000
53rd Ave S
-
42nd Ave S Phase III
Interfund Loan Repayment
-
Total Expenditures
5,701,000
Change in fund balances
10,000
Beginning Fund Balance
141,586
Ending Fund Balance
151,586
134,682 134,682 134,682 100.0%
134,682 134,682 - 134,682 - 673.4 %
100,000 - 100,000 100,000 100.0%
1,832,000
(1,832,000)
0.0%
1,847,000
(1,847,000)
0.0%
1,622,000
-
-
-
(1,622,000)
0.0%
50,000
22,929
27,071
50,000
100.0%
399,000
136,845
262,155
399,000
100.0%
378,000
29,483
348,517
378,000
100.0%
336,932
252,500
84,433
336,932
100.0%
6,464,932
441,757
1,163,932
(5,301,000)
7.7%
I
(729,250)
(688,599)
40,651
94.4%
141,586
141,586
0
100.0%
INFORMATIONAL MEMO
Page 10
City of Tukwila
Arterial Street Fund 104 - Revenue and Expenditures
Year -to -Date as of May 31, 2020
2020
Variance
Annual
Revised (COVID)
Actual
Expected
Total
Over/(Under)
% of Annual
Budget
Budget
Year -To -Date +
Through YE =
Projected YE
Allocated Budget
Budget
REVENUE:
General Revenue
Parking Tax
470,000
300,000
137,867
162,133
300,000
0
64%
WFTCities
137,000
100,000
53,807
46,193
100,000
0
73%
Solid Waste Utility Tax
680,000
680,000
-
680,000
680,000
0
100%
Real Estate Excise Taxes
500,000
500,000
139,859
360,141
500,000
0
100 %
1,580,000
331,534
1,248,466
1,580,000
-
88.4%
Total General Revenue 1,787,000
Charges for Sevices
Park impact Fees
300,000
300,000
-
300,000
300,000
-
100.0%
Traffic Impact Fees
213,000
213,000
283,845
116,155
400,000
187,000
187.8%
Total Charges for Services
513,000
513,000
283,845
416,155
700,000
187,000
136.5%
Intergovernmental Revenue
Strander Grants
38,389,000
-
-
-
0
-
0.0%
Federal-42nd Ave
1,280,000
-
-
-
0
-
0.0%
Boeing Access Bridge Over Airport We
2,614,000
2,614,000
-
2,614,000
2,614,000
-
100.0%
State Grant- West Valley Highw ay
2,694,000
2,694,000
36,835
2,657,165
2,694,000
-
100.0%
Total Charges for Services
44,977,000
5,308,000
36,835
5,271,165
5,308,000
-
11.8%
Miscellaneous Revenue
Investment earnings
20,000
15,000
10,372
2,000
12,372
(2,628)
61.9%
Contributions/Donations
Total Miscellaneous Revenue
Transfers In
Total Revenues
EXPENDITURES:
Overhead (Salaries & Benefits)
Strander Blvd. Extension
BAR over Airport Way Seismic Retrofit
West Valley Highway
42nd Ave S Bridge Replacement
S 144th St Bridge - Sidewalks
S 119th St Ped Bridge
ADA Improvements
Wetland & Environmental Mitigation
Transportation Comp Bement Plan
Walk & Roll
Annual Overlay
Annual Bridge Inspections
Annual Traffic Signals
Transfer Park Impact Fees to Fund 301
Other Misc. Capital Projects
TIB Channelization Study
2019 Traffic Calming/Res Safety
TUC Pedestnar✓Bicycle Bridge
S 196th/200th St Bridge
S 144th St Phase II (42nd Ave S - TIB)
Total Expenditures
Change in fund balances
Beginning Fund Balance
Ending Fund Balance
30,000 30,000 2,700 - 2,700 (27,300) 9.0%
50,000 45,000 13,072 15,072 (29,928) 30.1 %
1,000,000 - - - - - 0.0%
48.327.000 7.446.000 665.286 6.935.786 7.603.072 157.072 15.7 %
485,382
485,382
118,160
301,572
419,732
(65,650)
86.5%
38,389,000
622,362
2,795
622,362
625,157
(37,763,843)
1.6%
2,614,000
2,614,000
22,722
2,591,278
2,614,000
-
100.0%
3,195,000
2,694,000
106,317
2,587,683
2,694,000
(501,000)
84.3%
1,600,000
1,000,000
1,363
998,637
1,000,000
(600,000)
62.5%
227,000
227,000
-
-
-
(227,000)
0.0%
200,000
200,000
-
200,000
200,000
-
100.0%
50,000
-
-
-
-
(50,000)
0.0%
40,000
40,000
10,708
29,292
40,000
-
100.0%
400,000
200,000
-
200,000
200,000
(200,000)
50.0%
75,000
-
-
-
-
(75,000)
0.0%
1,400,000
510,000
142,900
367,100
510,000
(890,000)
36.4%
135,000
269,000
2,412
266,588
269,000
134,000
199.3%
125,000
62,500
-
62,500
62,500
(62,500)
50.0%
-
1,009,000
-
1,009,000
1,009,000
1,009,000
-
-
-
15,864
13,795
29,659
-
-
11,205
13,795
25,000
25,000
-
-
-
1,689
-
1,689
1,689
-
-
-
1,505
-
1,505
1,505
-
-
-
1,304
-
1,304
1,304
-
-
161
-
161
161
-
48,935,382
9,933,244
423,241
9,249,807
9,673,048
(39,262,334)
19.8%
(608,382)
(2,487,244)
242,045
(2,314,021)
(2,069,976)
417,268
340.2%
1,187,826
1,187,826
2,083,854
896,028
175.4%
579,444
(1,299,418)
13,878
1,313,296
2.4%
12
INFORMATIONAL MEMO
Page 11
City of Tukwila
General Government Improvements Fund 303 - Revenue and Expenditures
Year -to -Date as of May 31, 2020
2020
Variance
Annual Revised(COVID) Actual Expected Total Over/(Under) %ofCOVID
Budget Budaet Year -To -Date + Throuah YE = Proiected YE COVID Budaet Budaet
REVENUE:
Miscellaneous Revenue
Investment earnings
500
500
3,308
1,000
4,308
2,808
661.5%
Total Miscellaneous Revenue
500
500
3,308
2,808
661.5%
Transfers In
200,000
-
-
-
-
-
0.0%
Total Revenues
200,500
d11111L 500
3,308
3,3LMM
2,808
1.6%
EXPENDITURES:
City Hall Siding/Roof Repair
50,000
50,000
-
-
-
(50,000)
0.0%
TCCSiding/Roof Repair
100,000
127,000
-
127,000
127,000
-
100.0%
2020 Facilities Study
300,000
190,000
-
190,000
190,000
-
100.0%
Mac. Projects (including salaries & benefits)
208,015
-
31,684
-
31,684
31,684
-
Instal/ No Parking Signs at 620016300 Bldg
2.026
Z026
6300 Bldg. Dry Fire Sprinkler System
29,658
29,658
Total FiVenditures
658,015
367,000
31,684
317,000
348,684
(18,316)
4.8%
Change in fund balances
(457,515)
(366,500)
(345,376)
21,124
94.2%
Beginning Fund Balance
525,166
525,166
656,306
131,140
125.0%
158,666
310,930
152,264
196.0%
Ending Fund Balance 67,651
13
14
COUNCIL AGENDA SYNOPSIS
Meeting Date
Prepared by
Mayors review
Council review
7/13/20
RB
ITEM INFORMATION
ITEM NO.
3.B.
STAFF SPONSOR: RACHEL BIANCHI
ORIGINAL AGENDA DATE: 7/ 13/20
AGENDA ITEM TITLE A weekly update on the City's planning and response to COVID-19 (Coronavirus)
CATEGORY ® Discussion
Mtg Date 07/13/20
❑ Motion
Mtg Date
❑ Resolution
Alt Date
❑ Ordinance
Alt Date
❑ Bid Award
Mtg Date
❑ Public Hearing
ARg Date
❑Other
Mtg Date
SPONSOR ❑ Council ® Mayor ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ TS ❑ P&R ❑ Police ❑ PW
SPONSOR'S The City is actively engaged in regional efforts to address the coronavirus (COVID-19).
SUMMARY Staff are providing the Council with updated information regarding the City's response to
COVID-19.
REVIEWED BY ❑ Trans&Infrastructure ❑ CommunitySvs/Safety ❑ Finance Com ❑ Planning/Economic Dev.
❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm.
DATE: N/A COMMITTEE CHAIR:
RECOMMENDATIONS:
SPONSOR/ADMIN. N/A
COMMITTEE N/A
COST IMPACT / FUND SOURCE
EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
Fund Source:
Comments:
MTG. DATE
RECORD OF COUNCIL ACTION
07/13/20
MTG. DATE
ATTACHMENTS
07/13/20
Coronavirus Report
15
16
Coronavirus Response Update
July 13, 2020
Essential Services and City Operations
There are no changes to essential services or City operations since the last report.
The City is continuing to refine a reopening plan corresponding with the State's "Safe Start" phased approach to
reopening the state. It should be noted that only in Phase 3 do they recommend re -opening customer -facing
government services, and even at that time telework is still strongly encouraged for non -customer facing
positions.
Financial Stability
At the May 18 City Council meeting the Council approved various measures for the mayor to implement to
address the revenue shortfalls associated with the coronavirus pandemic. The Council continues to receive
regular updates on the implementation of the financial measures associated with the coronavirus pandemic.
Police Staffing and Calls for Service
There have been no changes to Police staffing since the last report. Below are the calls for service in the month
of June, with last year's calls for service for reference.
2020 — 2227 calls for service
2019 — 2715 calls for service
Fire Staffine and Calls for Service
There have been no changes to Fire staffing since the last report. The detailed monthly calls for service report
will be available in the next weekly coronavirus report.
Human Services
Human Services continue to serve Tukwila residents at a higher than normal rate. Staff has committed all of the
July funds as of this writing and continues to work with local partners to leverage additional funds beyond the
HB 1406 and City general fund dollars.
Business Recovery
Business Re -Openings
As of July 8, King County continues in Phase 2 of Washington's "Safe Start" four phase business reopening plan.
Nearly all types of business activities are allowed but some are at reduced capacity such as retail, restaurants,
card rooms, etc. All businesses must follow physical distancing, sanitation, and other safety procedures. Card
rooms are limited to 200 individuals or 25% of building capacity and must meet numerous sanitation and other
17
requirements. Economic Development staff recently spoke with the manager of one of our card rooms and
learned that customers are returning even with the additional safety precautions.
On July 7, the Governor announced the extension of the Safe Start proclamation until August 6th. This extension
includes requirements for customers to wear face coverings when entering a business and businesses must now
enforce that requirement. Bar style seating and live music is now prohibited in Phase 3. Due to the increase in
COVID-19 cases across the State, the Governor has put a two week pause on counties entering into the next
phase. In staffs opinion, it is very important for the public and businesses to follow the requirements for face
coverings, physical distancing, hygiene, isolation and contract tracing so that we don't have to close portions of
our business sectors that are now open and can continue to open the rest of the economy.
Business Assistance
During the week of 7/6 staff sent an email to all businesses with more updates and resources.
Staff continued work to expand SavingLocalKC.com and ExperienceTukwila.
PPE
The Seattle Southside Chamber of Commerce is participating with chambers and business organizations across
the region to distribute PPE provided King County to small businesses. The PPE includes cloth face coverings,
disposable masks, and hand sanitizer. They hosted a distribution for small businesses at Starfire Sports on
Wednesday, July 81h. 516 businesses came to pick up 568 kits.
Meeting our Community's Basic Needs
Senior Meal Distribution
Last week, due to staff vacations this week, staff doubled the amount of meals distributed to each household so
there was no distribution this week. Staff will resume distribution next week.
Parks and Recreation staff created an online electronic form for Senior meal calling.
Here is the link to fill out the Senior Meal orders: https://seam.ly/GBgadbcZ
Instructions to fill out the form:
1. Click the link above
2. Fill out name, address, phone
3. Place numbers of meals for each one (you can leave blank if 0)
4. Fill out Delivery, status and notes if applicable
S. Hit sign and submit
6. Fill out your name and email, click I agree check box and then "apply signature"
7. Now click "Finalize & Submit"
8. You can now click link again and start a new form at step 1.
The form will be sent to Tracy and she will print out at the TCC for packing. Once Sheri is back, we can have
them sent to Sheri.
Tukwila Food Pantry
• Saturday, July 4: 465 households
• Tuesday, July 7: 356 households
• National Guard to be on site until August 2, 2020. (TBD)
City of Tukwila Mask Distribution Update
Approximately 5,000 masks are ready for distribution as follows:
• City Council/Mayor - 250 masks were dropped off to Laurel's office for the City Council members or the
Mayor to personally distribute
• Tukwila School District —1,000 masks were dropped off to the TSD Admin Bldg. for distribution at the 3
elementary school food distribution sites
• Impact Public Schools — 250 masks were dropped off for distribution to the community
• Tukwila Parks & Recreation —1,250 masks are being distributed at Park n'Play sites and to seniors
through Operation Senior Meal Drop & Meals on Wheels
• Tukwila Pantry —1,000 masks were dropped off for distribution to the community
• SnackPack— 250 masks available to distribute at summer feeding site at Hampton Hills Apartments
• Tukwila Farmer's Market (Wednesdays, 4-7pm) — 500 masks available for distribution by City
Council/City Staff/P&R Americorp
• City facilities (public facing counters) — 500 masks have been held back for distribution at City public
facing counters
3,000 masks are available to restock the above mentioned partners and/or distribute to other community
partners who can share them out to the Tukwila community.
Public Safety Plan Construction Projects
There have been no changes to the Public Safety Plan projects since the last report.
Compliance with the Governor's Order
There have been no changes to compliance issues since the last report.
19
20
COUNCIL AGENDA SYNOPSIS
-----Initials
Meeting Date
Prepared b
Mayor's review
Council review
07/13/20
MD
07/20/20
MD
ITEM INFORMATION
ITEM No.
3.C.
STAFF SPONSOR: MINNIE DHALIWAL
ORIGINAL AGENDA DATE: 07/ 13/20
AGENDA ITEM TITLE Temporary policy regarding outdoor seating and temporary signage during the
COVID-19 Pandemic.
CATEGORY ® Discussion
Mtg Date 07/13/20
® Motion
Mtg Date 07120120
❑ Kesolution
Mtg Date
❑ Ordinance
Mtg Date
❑ Bid Award
Mtg Date
❑ Public Hearing
Mtg Date
❑ Other
Mtg Date
SPONSOR ❑ Council ❑ Mayor ❑ HK ® DCD ❑ Finance ❑ Fire ❑ TS ❑ P&R ❑ Police ❑ P1V
SPONSOR'S Affirm the interim policy regarding outdoor seating and temporary signage for businesses
SUMMARY in response to COVID-19.
REVIEWED BY ❑ Trans&Infrastructure ❑ CommunitySvs/Safety ❑ Finance Com ® Planning/Economic Dev.
❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm.
DATE: 07/06/20 COMMITTEE CHAIR: COUNCILMEMBER MCCLEOD
RECOMMENDATIONS:
SPONSOR/ADMIN. Department of Community Development
COMMITTEE Unanimous Approval; Forward to Committee of the Whole
COST IMPACT / FUND SOURCE
EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
Fund Source:
Comments:
MTG. DATE
RECORD OF COUNCIL ACTION
07/13/20
07/20/20
MTG. DATE
ATTACHMENTS
07/13/20
Informational Memorandum dated 6/30/20
Interim policy on outdoor seating and temporary signage
Minutes from the 7/6 PED Committee meeting
07/20/20
21
22
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Planning and Economic Development Committee
FROM: Jack Pace, DCD Director
BY: Minnie Dhaliwal, Deputy DCD Director
CC: Mayor Ekberg
DATE: June 30, 2020
SUBJECT: Temporary policy regarding outdoor seating and temporary signage
during the COVID-19 Pandemic.
ISSUE
Affirm the interim policy regarding outdoor seating and temporary signage for
businesses in response to COVID-19.
BACKGROUND
On February 29, 2020 Governor Jay Inslee declared a state of emergency regarding the
COVID-19 Pandemic, directing state agencies to use resources necessary to prepare
for and respond to the outbreak. The Mayor issued a Proclamation declaring an
emergency on March 9, 2020. The City Council affirmed the emergency declaration at
its March 16th meeting. Since then the Governor has announced "Safe Start -
Washington's Phased Reopening plan" that went into effect on June 1, 2020.
Due to the economic disruptions in the community, and in compliance with the
Washington State Governor's "Safe Start" phased approach to business reopening, the
City Administration has established the interim policy (see attached) to expedite
approval of any outdoor seating areas and to relax temporary signage requirements.
DISCUSSION
TMC 2.57.040 (3) requires the City Council to affirm any rules or regulations related to
the protection of life, environment, and property that are affected by the emergency.
See attached interim policy that allows businesses to:
1)Allow outdoor seating areas in the required parking spaces provided safety protocols
are met;
2)Waives the requirement for temporary sign permits; and
3)Temporarily suspends enforcement of portable signs placed on private property
provided they do not block sight distance.
This interim policy is one avenue that the City can take to help Tukwila businesses as
they reopen during these challenging times.
23
INFORMATIONAL MEMO
Page 2
FINANCIAL IMPACT
The City typically collects $47 per temporary sign permit. In 2019 the city issued 30
temporary sign permits and in 2020 the city has issued 4 temporary sign permits.
RECOMMENDATION
Affirm the emergency policy provided by City Administration.
ATTACHMENTS
• Interim emergency policy regarding outdoor seating and temporary signage
24 https://tukwilawa.sharepoint.com/sites/mayorsoffice/cc/Council Agenda Items/DCD/PED memo 7-6-20.doc
City of Tukwila
Outdoor Seating and Signage Allowance for Businesses in Response
to COVID-19
SUBJECT: Temporary policy to allow outdoor seating and temporary signage
during the Public Health Emergency related to the COVID-19
pandemic.
PURPOSE: The purpose of this policy is to temporarily allow outdoor seating and
temporary signage and issue any approvals in an expeditious manner while
ensuring safety protocols are in place. This policy will be effective on June
15, 2020 and will expire on Jan 10, 2021 unless otherwise terminated or
extended.
SCOPE: This policy applies to all City of Tukwila businesses.
DEFINITIONS:
1. "Public Health Emergency" shall mean any such emergency declared by the Governor
of the State of Washington pursuant to his or her powers under chapters 38.08, 38.52
and 43.06 RCW, any such emergency declared by the King County Executive or the
Mayor of the City of Tukwila pursuant to chapter 38.52 RCW.
POLICY:
During the current Public Health Emergency and in compliance with the Washington State
Governor's "Safe Start" phased approach to business reopening, the City of Tukwila shall
establish the following policy to expedite approval of any outdoor seating areas and to
relax temporary signage requirements:
1) Businesses are allowed to set up outdoor seating areas in parking spaces on
private property, and no land use approval is required to deviate from the number
of parking spaces required by City code, provided the following conditions shall
be met:
a) No fire lanes are blocked
b) No fencing nor other containment feature is to be placed around the outdoor
seating area that does not allow openings for safe egress/exiting from the
seating area. In case of an emergency, people seated in the outdoor area
should be able to exit the premises without passing through the building.
c) Outdoor lighting shall be provided to ensure safe exiting from the dining area.
Any outdoor lighting fixtures shall be rated for outdoor use. Note: electrical
work will still require a permit.
d) Tents and membrane structures having an area in excess of 400 square feet
shall not be erected without first obtaining a permit and approval from the Fire
Marshall. Here is the link to Fire Tent permit application and requirements.
Page 1 of 2
25
2) Temporary signs informing the public that the business is open, or other directional
signs, such as designating curb side pickup areas, shall not require a temporary
sign permit, provided the following conditions shall be met:
a) Up to a maximum of 4 signs per business are allowed, and the maximum size
of the signs shall not exceed 64 sq. ft. total for all 4 signs. These signs can only
be placed on the premises of the business. Signs are not allowed to be placed
off premises or within public right of way or sidewalks.
b) Sight distance for cars entering and exiting the driveway shall not be blocked,
and signs shall not be placed on sidewalks.
c) Enforcement of the following prohibited signs is temporarily suspended:
i) Strings of pennants, balloons, and similar devices.
ii) The use of portable signs (A -boards, wire frames).
All other Tukwila Sign Code regulations remain in effect.
EFFECTIVE DATE: June 15, 2020
APPROVAL:
Mayor Allan Ekberg De'Sean Quinn, Council President
�k r pa'c� 1_/��
Jack Pace, Director Community Development Kari Sand City Attorney
Jay Wittwer, Fire Chief
Page 2 of 2
26
m City of Tu I
City Council Planning & Economic Development Committee
Meeting Minutes
July 6, 2020 - 5:30 p.m. - Electronic Meeting due to COVID-19 Emergency
Councilmembers Present: Thomas McLeod, Kathy Hougardy, Zak Idan
Staff Present: Rachel Bianchi, Vicky Carlsen, Derek Speck, Laurel Humphrey, Minnie
Dhaliwal, Brandon Miles
Guests: Andrea Reay, Seattle Southside Chamber of Commerce; Katherine
Kertzman, Seattle Southside Regional Tourism Authority
Chair McLeod called the meeting to order at 5:30 p.m.
I. BUSINESS AGENDA
A. Interim Policy: Outdoor Seating and Signage
Staff is seeking Council affirmation of an interim policy that allows businesses to offer outdoor
seating in parking areas and use temporary signs with greater flexibility in response to COVID-
19.
Committee Recommendation
Unanimous approval. Forward to July 13, 2020 Committee of the Whole.
B. Business Recovery Grants Update
Committee members and staff discussed various grant opportunities related to COVID-19 business
recovery.
Committee Recommendation
Discussion only. Return to Committee with report of survey responses and funding proposal.
C. Lodging Tax Funding Applications
Staff is seeking Council decision on funding requests from the Seattle Southside Chamber of
Commerce ($50,000), Seattle Southside Regional Tourism Authority ($195,000) and the City of
Tukwila ($88,375). The Lodging Tax Advisory Committee approved all three. Staff
recommends reducing the amount to the SSRTA to $75,000 due to duplication of services with
the existing interlocal agreement. Ms. Kertzman addressed the Committee and stated the
funding request is wholly for additional services and that if Tukwila does not approve the full
amount the SSRTA will remove Tukwila from the scope of the program.
Committee Recommendation
Unanimous approval of $50,000 to the Seattle Southside Chamber of Commerce, $75,000 to
the Seattle Southside Regional Tourism Authority, and $88,375 to the City of Tukwila. Forward
to July 13, 2020 Committee of the Whole.
27
w
COUNCIL AGENDA SYNOPSIS
Meeting Date
Prepared by
Mayors review
Council revien'
7/13/20
BJM
7/20/20
BJM
ITEM INFORMATION
ITEM NO.
3.D.
STAFF SPONSOR: B. MILES
ORIGINAL AGENDA DATE: 7/13/20
AGENDA ITEM TITLE Lodging Tax Funding Requests
CATEGORY ® Discussion
Mtg Date 07/13/20
® Motion
Mtg Date 7/20/20
❑ Resolution
Mtg Date
❑ Ordinance
Mtg Date
❑ Bid Award
Mtg Date
❑ Public Hearing
Mtg Date
❑ Other
Mtg Date
SPONSOR ❑ Council ® Mayor ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ TV ❑ P&R ❑ Police ❑ PTA
SPONSOR'S Review of a lodging tax funding request from Seattle Southside Chamber of Commerce,
SUMMARY Seattle Southside Regional Tourism Authority, and Office of Economic Development for the
City of Tukwila.
REVIEWED BY ❑ Trans&infrastructure ❑ CommunitySvs/Safety ❑ l'inance Com ® Planning/Economic Dev.
® LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm.
DATE: 6/12/20 LTAC, 7/6/20 PED COMN11TTEE CHAIR: MCLEOD
RECOMMENDATIONS:
SPONSOR/ADbIIN. Mayor's Office, Economic Development
COMMITTEE Unanimous Approval; Forward to Committee of the Whole
COST IMPACT / FUND SOURCE
EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
$213,375 $N/A N/A
Fund Source: LODGING TAX FUND, 101 FUND, TOURISM FUNDING
Comments: There are sufficient funds; however, a budget amendment may be needed and staff is working with Finance.
MTG. DATE
RECORD OF COUNCIL ACTION
07/13/20
MTG. DATE
ATTACHMENTS
07/13/20
Informational Memorandum, dated June 30, 2020.
LTAC Application, Seattle Southside Chamber of Commerce, "Southside Promise."
LTAC Application, SSRTA, "Emergency Funding Request for Meeting Campaign"
LTAC Application, City of Tukwila, Office of Economic Development, "Experience
Lodging Tax Six -Year Financial Model
2019/2020 Agreement between the City of Tukwila and Seattle Southside Tourism
Tourism Promotion Agreement
SSRTA's Revised Budget
Minutes from the 7/6 PED Committee meeting
07/20/20
29
30
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Planning and Economic Development
FROM: Brandon Miles, Business Relations Manager
CC: Mayor Ekberg
DATE: June 30, 2020
SUBJECT: Lodging Tax Funding Requests
ISSUE
Review of a lodging tax funding request from Seattle Southside Chamber of Commerce, Seattle
Southside Regional Tourism Authority, and Office of Economic Development for the City of
Tukwila.
BACKGROUND
The City collects a 1 % lodging tax on certain qualifying overnight stays in paid accommodations
(hotels/motels/Airbnb) in the City. State law limits the use of these funds to tourism promotion'.
There is currently just over $1 million in lodging tax funds available for use.
The City's Lodging Tax Advisory Committee (LTAC) reviews all requests, even by the City, for
use of lodging tax funds. LTAC then forwards a list of recommended applications to the City
Council for its review and consideration. If LTAC does not recommend an application be funded,
that application is not forwarded to the City Council. The City Council may approve or deny any
of the applications recommended by the LTAC. The City Council may also approve an
application and increase or decrease the dollar amount awarded2.
The City accepts applications on a rolling basis, with the LTAC reviewing requests monthly.
Pending Applications
Following its June 12, 2020 meeting, LTAC recommended approval of Seattle Southside
Chamber of Commerce, Seattle Southside Regional Tourism Authority, and the City of Tukwila,
Office of Economic Development.
1 RCW 67.28.080 (6) defines "tourism promotion" as "...activities, operations, and expenditures designed to
increase tourism, including but not limited to advertising, publicizing, or otherwise distributing information for the
purpose of attracting and welcoming tourists; developing strategies to expand tourism; operating tourism
promotion agencies; and funding the marketing of or the operation of special events and festivals designed to
attract tourists."
Z On August 17, 2016, the Washington State Attorney General's Office issued an informal opinion regarding
whether a municipality could change the dollar amounts recommended by the local lodging tax advisory
committee. Specifically, the informal opinion states:
"When awarding lodging tax revenues pursuant to RCW 67.28.1816(2)(b)(ii), a municipality may award amounts
different from the local lodging tax advisory committee's recommended amounts, but only after satisfying the
procedural requirements of RCW 67.28.1817(2), according to which the municipality must submit its proposed
change to the advisory committee for review and comment at least forty five days before final action on the
proposal."
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INFORMATIONAL MEMO
Page 2
1. Seattle Southside Chamber of Commerce. "Southside Promise." ($50.000
Overview
Seattle Southside Chamber of Commerce (the "Chamber") is requesting $50,000 in lodging tax
funds to support its Southside Promise initiative. The Southside Promise is directly related to the
COVID-19 pandemic and its associated economic impact. The Southside Promise will provide
tools and resources to help businesses reopen successfully after weathering the human and
economic impacts of COVID-19. Many of Tukwila's hospitality businesses, such as retailers,
restaurants, and hotels have been severely hit by the pandemic and the Stay Home, Stay
Healthy Order.
The Chamber will provide business toolkits, signs, marketing materials, and robust marketing
and promotion. The overall goal is to help to get visitors to come back to businesses, the City
and the region, while remaining committed to the goals of reducing COVID-19 transmission.
Staff Analysis
When the COVID-19 pandemic hit, the Chamber immediately launched its Southside Mitigation
and Recovery Taskforce (SMART). SMART is helping to identify a path forward for businesses
impacted by COVID-19. SMART has held over a dozen webinars for businesses impacted by
COVID-19. The Chamber's work on SMART has provided invaluable resources to south King
County businesses.
The Chamber is primarily funded by businesses sponsorships and entry admission into events.
As a result of COVID-19 many businesses, which are facing disruption, have chosen not to
provide sponsorship to the Chamber. In addition, the Chamber has had to cancel many in
person events which reduced revenue to the Chamber. All of this is occurring at the same time
more businesses are turning the Chamber for assistance.
Tukwila depends on visitors to support it retail and admission tax base. Prior to COVID-19 an
estimated 150,000 people visited the City to work, shop, dine, play, and stay. With the
Governor's Stay Home, Stay Health Order the City's visitor economy has been drastically
impacted. The Chamber's Southside Promise is one of many steps the City can take to hep
bring visitors back to the City. Communities throughout the nation are launching similar efforts to
help businesses reopen safely3.
LTAC Recommendation on Application: Do Fund
Staff Recommendation on Application: Do Fund
2. Seattle Southside Regional Tourism Authority, Emergency Funding for Meetings
Marketing, ($195,000).
Seattle Southside Regional Tourism Authority (SSRTA) is requesting $195,000 in lodging tax
funds to deploy a meeting marketing recovery strategy immediately following relaxation of the
Stay Home, Stay Healthy order in order to rebuild business and economic vitality as soon as
possible in the Seattle Southside region. SSRTA notes that this is a "vital component to the
RTA's two -pronged tourism recover plan for a hyper -targeted, audience -central approach, with
the other being a focus on the region -wide leisure audience. The total campaign cost is
32 1 A great example is the City of Everett, (everettforeverett.com/safeopening).
INFORMATIONAL MEMO
Page 3
$650,000 and is split 70/30 between SeaTac (70%) and Tukwila (30%). The City of Des Moines
has not been asked to contribute to the campaign. A review of hotel meeting space in Seattle
Southside shows that 73.60% of hotel meeting space is located in the City of SeaTac; 21.58% is
located in the City of Tukwila; and 4.84% is located in the City of Des Moines. Additional
meeting space, outside of hotels, can be found in all three cities.
Of the $650,000 requested between the Cities of SeaTac and Tukwila, $250,000 will be used for
a sponsorship/rebate fund to help encourage meetings to come back to the region. The
remaining funds will be used for a promotional campaign4.
Staff Analysis
Due to COVID-19, many area hotels and meeting venues have reported the cancelation or
rescheduling of several meetings for 2020. This is an industry wide trend and meetings are
being canceled regionally and nationwide. The Washington State Convention Center has
reported cancelations through the summer and fall. Staff supports the concept of working to
bring meetings back to the area. The funds allocated through this funding request will go to a
marketing campaign to engage and attract businesses; to fund the administrative costs of
SSRTA; and to fund a rebate (sponsorship) program to help close deals for meeting
businesses.
SSRTA is the City's primary destination marketing organization, providing tourism promotion
and meeting sales activities for the Cities of Tukwila, SeaTac, and Des Moines. SSRTA is
funded primarily through lodging tax provided by the three cities and on the remittance of
tourism promotion assessment. After the LTAC meeting on June 12, staff conducted additional
review of the application submitted and examined existing agreements in place with SSRTA and
with the cities of SeaTac and Des Moines. Staff recommends approving the application but at a
reduced amount of $75,000 based on two main reasons: First, staff believes $125,000 of the
application would be used for administrative and marketing services already covered under
existing funding agreements. Second, staff believes SSRTA has sufficient funds to cover those
administrative and marketing services.
A. Staff is concerned that the funds provided for the marketing campaign and to
fund the administrative cost of SSRTA are duplicate of existing tourism
agreements.
i. SSRTA is contractually obligated to market and promote Tukwila to
meeting groups.
In 2019 the City entered into a two-year lodging tax funding agreement with SSRTA (see
attached). The agreement was entered into after the LTAC and City Council reviewed a funding
request from SSRTA. The agreement provides $405,000 in funds through 2020. Under this
agreement, SSRTA is required to provide services related to promoting Tukwila for meetings.
Specifically, SSRTA will:
• Maintain a destination marketing website and social media accounts to attract inquire from
leisure and business travelers and meeting planners, primary outside the 50- mile radius
(emphasis added).
• Provide meeting planning assistance to planners looking [at] hosting events in the Tukwila
area.
4 Following the LTAC meeting on June 12 staff provided follow up questions to SSRTA regarding the proposed
application and how the funds would be used. SSRTA informed the City that it would retain 15% of the funds
provided for administration and operations costs. 33
INFORMATIONAL MEMO
Page 4
ii. SSRTA is required to provide meeting and convention services for the City
under the Tourism Promotion Agreement.
In 2014 the Cities of Tukwila, SeaTac, and Des Moines entered into an interlocal agreement to
create a Tourism Promotion Area to serve the three cities (see attached). The interlocal
agreement authorized the collection of an additional $2 per room per night from eligible
hotel/motel stays in the City. It is estimated that in 2019 that Tukwila hotels paid just over $1.1
million in the TPA fee. The TPA fee is remitted by the Department of Revenue directly to
SSRTA5.
The interlocal agreement outlines specific uses with how the TPA fee is to be used. Section 5(b)
states one of the ways the funds will be used for "The marketing of convention and trade shows
that benefit local tourism and lodging businesses in the Seattle Southside TPA." Additionally,
Section 5(e) states that the TPA funds will be used for the direct administration and operation of
SSRTA.
Based upon these existing agreements staff believes that SSRTA is already contractually
required to provide marketing and meeting sales services to the City of Tukwila. Except for the
sponsorship/rebate program, staff does not believe that the application is providing any new
services to the City.
B. SSRTA also has sufficient funds to conduct marketing, sales, and promotion
activities without requesting additional funds from the City.
SSRTA ended 2019 with a total of $4.5M in cash on hand (this does not include allocations to
SSRTA's reserve funds). With the reduction of TPA fees associated with low hotel occupancy
rates, SSRTA is forecasting a significant budget shortfall for 2020 and has made budget cuts to
address the budget impact. However, SSRTA is forecasted to end 2020 with $3.156M in total
cash, of which $2.241 M will be unassigned. For 2021 SSRTA is forecasting an ending fund
balance of $2.029M, of which $1.065M will be unassigned6. It is unclear why these funds
cannot be used for the campaign proposed in the lodging tax application.
Note, in addition to the funding described above, SSRTA will also receive $2M in CARES Act
funds from King County. These funds will be used to promote tourist, including locals, returning
to hospitality businesses. It is unclear if these funds would supplant other funds in SSRTA's
budget, thus allowing SSRTA to retain budgeted funds. Additionally, it is likely that SSRTA will
take an administrative fee from the County funds.
Staff does believe that the sponsorship program proposed in the application is an innovative tool
to help bring meetings back to the City. This tool is used in other parts of the country and can be
useful in helping to close groups.
LTAC Recommendation on Application: Do Fund
Staff Recommendation on Application: Reduce funding request. Provide $75,000 for
rebate/sponsorship program for groups booked within Tukwila. In the initial request from SSRTA
it was unclear if the funds provided by Tukwila would be used to book meetings in other cities,
for example Des Moines. Staff believe that any funds allocated for the rebate/sponsorship
s The total TPA fee collected in 2019 within the Cities of Tukwila, SeaTac, and Des Moines was just over
6 Historically, SSRTA has underestimated its ending fund balance. For example, for 2019 SSRTA's budgeted
ending fund balance was $3.582M; however, the actual ending fund balance was $3.942M. While part of the ending
fund balance can be attributed to higher than expected TPA fees, most of the increase was due to a significant
34 underspend in its budget.
INFORMATIONAL MEMO
Page 5
should be city specific. Tukwila funds should only be used for groups booked to come to
Tukwila. None of the funds can be used for SSRTA's operation or administrative costs.
3. City of Tukwila, Office of Economic Development, "Experience Tukwila" ($88,375).
The City is requesting lodging tax funds to develop, launch, and maintain digital assets to
promote the City to visitors, businesses, and future residents. Currently, the City has limited
digital assets available.
The digital assets would contain the following:
Dedicated website focused on the Tukwila community, which may include:
o Photos and videos promoting the City.
o Community Calendar
o Google map of City
o Newsletter sign up
o Info about visiting, living, and investing in the City.
o Other key attributes promoting the City.
• Maintenance of Social Media Accounts.
o As part of the SavingLocalKC campaign it was determined that Tukwila social
media accounts were needed in order to highlight Tukwila businesses. The
City created social media accounts on Twitter, Facebook, and Instagram,
which are updated regularly with content.
Creation and maintenance of a Linkedln page for the City.
o Linkedln is a vital asset the City could be using to promote itself, specifically
for business attraction.
Email Marketing and Maintenance
o Creation of a newsletter to be sent out on a regular basis. The newsletter
would focus on things to do in the City, info about the City, and feature area
businesses.
Staff Analysis
The need for these digital assets was identified as part of the branding process for tourism and
economic development completed by Bill Baker in 2017. The COVID-19 pandemic and
economic impacts have magnified the need for these assets as a way for the City to better
communicate with leisure travelers in the area about Tukwila's businesses. Many other cities
and neighborhoods in the area already have these types of digital assets.
LTAC Recommendation on Application: Do Fund
Staff Recommendation on Application: Do Fund.
FINANCIAL IMPACT
The three applications, as submitted by the applicants, would require a total expenditure of
$333,375 in lodging tax funds. If the Council accepts staff proposal to reduce the fund allocation
to SSRTA, the total expenditure would be reduced to $213,375. Attached with this memo is the
current six -year financial model for the lodging tax funds. COVID-19 is having significant
impacts on the revenue for the funds. The six -year financial model shows the financial request
as submitted by the requestor. Due to a significant reduction in lodging tax collected by the end
of 2021 the City is forecasted to have just over $525,000 in the ending fund balance.
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INFORMATIONAL MEMO
Page 6
RECOMMENDATION
Staff recommends that the City Council:
(1) Approve the Seattle Southside Chamber of Commerce request for the Southside
Promise program in the amount of $50,000;
(2) Approve, as amended) the Seattle Southside Regional Tourism Authority request for
Emergency Funding for Meeting Marketing in the amount of $75,000 and designate it
specifically for rebates.
(3) Approve the funding request from the City of Tukwila to develop and manage digital
marketing assets for "Experience Tukwila" in the amount of $88,375.
(4) Forward all items to the City Council Committee of the Whole meeting on July 13.
ATTACHMENTS
1. Lodging tax applications materials:
a. Seattle Southside Chamber of Commerce, "Southside Promise."
b. Seattle Southside Regional Tourism Authority, "Emergency Funding Request for
Meeting Campaign."
c. City of Tukwila, Office of Economic Development, "Experience Tukwila."
2. Lodging Tax Six -Year Financial Model.
3. 2019/2020 Agreement between the City of Tukwila and Seattle Southside Tourism
Authority (relevant pages only),
4. Tourism Promotion Agreement between Cities of Tukwila, Des Moines, and SeaTac
(relevant pages only).
5. SSRTA's Revised Budget
36
(?Tinkwila
Cover Sheet
Lodging Tax Advisory Committee Funding Request
Name of Applicant:
Southwest King County Chamber of Commerce (dba Seattle Southside Chamber of Commerce).
Address:
4800 S. 188t' St. Suite #250 SeaTac, WA 98188
Total Funds Requested:
$50,000
About the Applicant:
Seattle Southside Chamber of Commerce is a local chamber of commerce serving the communities of
Tukwila, SeaTac, Burien, Normandy Park, and Des Moines. The Chamber provides business assistance,
business promotion, and advocacy for businesses throughout southwest King County. In response to
COVID-19, the Chamber has been providing significant assistance to the business community
impacted by COVID-19.
Funds Previously
Awarded:
None for this initiative. The Chamber use to receive lodging tax funds, but has not requested funds in
a number of years.
Funding Request Narrative:
As discussed in the application:
"The event/activity/initiative we are proposing to be supported through LTAC Funds is S.M.A.R.T.'s
Southside Promise. The Southside Promise is an outreach initiative that will provide businesses with
tools and resources to reopen successfully after weathering the human and economic impacts of
COVID-19. These tools and resources include business toolkits, signs, marketing materials, and
inclusion in a robust marketing and promotion campaign that will include video, photography, an
influencer kick-off event, and much more. The goal of the campaign is to assist in the smooth re-
opening of Southside businesses and then to draw tourists and members of our community to those
newly re -opened businesses, all while remaining committed to public health."
City of Tukwila
6200 Southcenter Blvd.
Tukwila, WA 98188
37
Tukwila
Consistency with Six Year Financial Model:
This project was not identified as part of the City's six -year financial model and is response to the
economic impacts associated with COVID-19. Several of the items identified in the six -year financial
model, such as major sponsorships may not occur in 2020.
City of Tukwila Staff
Recommendation to LTAC: Approval
Notes:
If the application is approved by LTAC and the City Council, the applicant will need to enter into a
service agreement with the City. The final scope of work will be negotiated by City staff. Any
agreement over $40,000 requires approval by the Tukwila City Council.
City of Tukwila
6200 Southcenter Blvd.
Tukwila, WA 98188
38
Application to the City of Tukwila for
Use of 2020 Lodging Tax Funds
Event or Activity Name (if applicable):
Southside Promise
Amount of Lodging Tax Requested:
$50,000
Applicant Organization:
Southwest King County Chamber
DBA Seattle Southside Chamber of Commerce
Federal Tax ID Number:
91-0595611
Mailing Address:
4800 S. 188t' St, Suite #250 SeaTac, WA 98188
Primary Contact Name:
Andrea H. Reay
Primary Contact Phone:
206 575 3016
Primary Contact Email Address:
Andrea@SeattleSouthsideChamber.com
Check all the service categories that apply to this application:
J Tourism promotion or marketing.
J Operation of a special event or festival designed to attract tourists.
❑ Operation of a tourism -related facility owned or operated by a non-profit organization.
❑ Operation and/or capital costs of a tourism -related facility owned by a municipality or a
public facilities district.
Check which one of the following applies to your agency:
J Non -Profit
Note: Attach a copy of your current non-profit corporate registration from the Washington
Secretary of State Office
❑ Municipality
❑ For -Profit Corporation
I am an authorized agent of the organization/agency applying for funding. I understand that:
• 1 am proposing a tourism -related service for 2020. If awarded, my organization intends to enter
into a services contract with the City; provide liability insurance for the duration of the contract
naming the City as additional insured and in an amount determined by the City; and file for a
permit for use of City property, if applicable.
• My agency will be required to submit a report documenting economic impact results in a format
determined by the City.
June 9, 2020
Date
39
1) Describe your tourism -related activity or event.
Now, more than ever, the importance of economic development cannot be overstated. The City
of Tukwila and the Seattle Southside Chamber have developed a relationship over the past 32 years to
help both new and established businesses succeed. This relationship and the efforts we put forth together
have become crucial in a time of uncertainty. Together, we strive to offer the utmost support as our
community suffers in the wake of the human and economic impacts of COVID-19.
In these uncertain times, it is important that citizens support the local businesses that are
struggling to ensure that the current revenue stream is maintained and that the local economy remains
as strong as possible. From an economic development perspective, it is always more effective to aid our
business during a time of crisis by providing retention and recovery assistance than it is to seek new
businesses after uncertainty has passed.
In order to maintain the health of our community, focus has shifted to retention and recovery in
the wake of the COVID-19 pandemic. The economy —which has not seen impacts such as this since the
1930's—has been shaken and businesses need a greater level of assistance now more than any other
time in recent history. Efforts must be made to ensure that our local businesses are provided the
assistance they need to survive the difficult time in which we are living.
To deliver initiatives and campaigns that encourage a quick recovery to the local business
community, the Southside Chamber of Commerce has created the Southside Mitigation and Recovery
Taskforce (S.M.A.R.T., https://www.seattlesouthsidechamber.com/smart). SMART is a public/private
taskforce that strives to find real solutions to the challenges our community faces as we confront
the human and economic impacts of COVID-19. It is focused on three main objectives:
• ADVOCACY — To ensure relief from local and federal funding sources reaches the pockets of the
small business owners and communities that are in most need of support
• SUPPORT — To share and provide resources that help businesses and individuals
• MARKETING AND PROMOTION — To create and support campaigns and efforts that support
local business
The event/activity/initiative we are proposing to be supported through LTAC Funds is S.M.A.R.T.'s
Southside Promise. The Southside Promise is an outreach initiative that will provide businesses with
tools and resources to reopen successfully after weathering the human and economic impacts of COVID-
19. These tools and resources include business toolkits, signs, marketing materials, and inclusion in a
robust marketing and promotion campaign that will include video, photography, an influencer kick-off
event, and much more. The goal of the campaign is to assist in the smooth re -opening of Southside
businesses and then to draw tourists and members of our community to those newly re -opened
businesses, all while remaining committed to public health.
2) If an event, list the event name, date(s), and projected overall attendance.
Name: Southside Promise
Dates: Launch fully during Phase 2, or approximately on June 14, 2020, and will continue
through all phases of the Governor's "Safe Start" Washington initiative
Overall Attendance: The goal is to have 100 Tukwila businesses participate with an anticipated
total attendance or participation of over 10,000 individuals from June 14, 2020 through
December 31, 2020
M
3) Is your event/activity/facility focusing on attracting overnight tourists, day tourists, or
both?
While direct participants of the Southside Promise are businesses, the robust marketing and
promotions campaign —which will include videos, photography, an influencer kick-off event, and much
more —focus on drawing day tourists and local residents within a 50-mile radius of Tukwila to take
advantage of the subsequent opportunities created and promoted by the Promise.
4) Describe why visitors will travel to Tukwila to attend your event/activity/facility.
Visitors will experience the Southside Promise as a consumer -faced campaign and strategy to
increase consumer confidence. Prior to the COVID-19 pandemic, nearly 150,000 people visited the City
of Tukwila daily to work, play, dine, and stay. Southside Promise's goal is to get these visitors back.
These visitors, and the businesses they support, are the backbone of the city's visitor economy and the
Southside Promise will act as the catalyst to return these visitors to Tukwila.
5) Describe the geographic target of the visitors you hope to attract (locally, regionally,
nationally, and/or internationally).
The geographic target of visitors will be local, focusing on residents that live within 50 miles of
Tukwila. We know that visitors from within that area will be the first to travel and we want to encourage
them to experience Tukwila.
6) Describe the prior success of your event/activity/facility in attracting tourists.
The Seattle Southside Chamber typically produces over 30 events annually that attract over
30,000 attendees from throughout the Greater Puget Sound region.
7) If this your first time holding the event/activity/facility, provide background on why you
think it will be successful.
As this is a new event, we believe it will be successful based on the success of other similar
post-COVID-19 economic recovery programs across the United States. Many other parts of our country
are further along in reopening their economies and we can adapt their successful findings to our
community in order to best serve our businesses.
A few examples of these campaigns can be found locally, including:
• Everett for Everett Campaign
o https://www.everettforeverett.com
• Snohomish County's COVID-19 Business Recovery
o https://snohomishcountywa.gov/5600/COVID-19-Business-Recovery
• Tri-Cities Chamber Open and Safe Program
o https://www.tricityregionalchamber.com/open-and-safe.htmI
41
8) Describe the media strategy you will employ to promote your event/activity/facility to
attract overnight and/or day tourists. Please list any digital or print media (newsletters, e-
blasts, social media, etc.) your agency uses or intends to use to promote your
eve nt/activity/faci I ity.
The Seattle Southside Chamber has a media partnership with South King Media that amplifies
our digital engagement strategies and activities, the primary reach of which are hyperlocal: West
Seattle, Ballard, Downtown Seattle, Edmonds, Renton, Kent, Auburn, Burien, SeaTac, Tukwila,
Normandy Park, and Des Moines. When we look at our demographics for families and couples looking
for day visits and experiences, we will use targeted marketing and leverage our partnerships to ensure
robust coverage. In addition to utilizing the Chamber's existing marketing outlets, such as the website,
blog, newsletters, and social media, we will deploy press releases, videos, and specific social media
campaigns to tell the story that Tukwila is open for business.
9) Describe how you will promote lodging establishments, restaurants, retailers, and
entertainment establishments in the City of Tukwila.
We will use a combination of videos and social media campaigns to promote lodging,
restaurants, retailers, and entertainment establishments in the City of Tukwila by highlighting the
participating businesses.
Here is a sample video promoting S.M.A.R.T.'s Keep Calm Carry Out campaign, which has
been viewed over 4,000 times on YouTube alone as well as shared over 320 times on Facebook:
https://www.youtube.com/watch?v=4TXfl rQCewq
10) Is the City able to use your digital and print media for collaborative marketing?
Yes
11) Describe how you will use the name "Tukwila" in publications, promotions, and for your
event.
We will use the phrasing: "The Seattle Southside Promise is made possible by the City of
Tukwila" along with the City of Tukwila logo where applicable.
12) Measurements and Metrics (Note: You will be required to report these metrics as part of
the closeout of the agreement between your organization and the City.)
As a direct result of your proposed tourism -related service, provide an estimate of:
a. Overall attendance at your proposed event/activity/facility.
10,000
b. Number of people who will travel fewer than 50 miles for your
7,000
event/activity.
42
c. Number of people who will travel more than 50 miles for your
3,000
eventlactivity.
d. Of the people who travel more than 50 miles, the number of people who
500
will travel from another country or state.
e. Of the people who travel more than 50 miles, the number of people who
500
will stay overnight in Tukwila.
f. Of the people staying overnight, the number of people who will stay in
500
PAID accommodations (hotel/motel/bed-breakfast) in Tukwila.
g. Number of paid lodging room nights resulting from your proposed event/
activity/facility (for example: 25 paid rooms on Friday and 50 paid rooms
250
on Saturday = 75 paid lodging room nights)
13) What methodologies did you use to calculate the estimates and what methodologies will
you use to track outcomes, such as total participants, estimated visitor spending, etc.?
To calculate these estimates, we used a formula based on an assumption that 50% of those
that travel from over 50 miles will seek overnight accommodations. Of that 50% or 1500 attendees,
some will seek accommodations in nearby communities and we will make an intentional effort through
marketing to encourage stays in Tukwila. We anticipate being able to secure 70% at a minimum of that
market share. We are also anticipating that the demographics of the attendees will be couples and
families, again based on our target demographic.
To track outcomes, we will use analytics on the webpages as well as on various social media
platforms.
14) Are you applying for lodging tax funds from another community? If so, which
communities and in what amounts?
M
15) Are you applying for funding from Seattle Southside Regional Tourism Authority
(SSRTA)? If so, in what amount?
No
16) What is the overall budget for your event/activity/facility? What percent of the budget are
you requesting from the City of Tukwila?
The overall budget to execute the campaign is approximately $100,000. The $50,000 requested
will be focused on the marketing and promotion portion of the campaign.
43
17) What will you cut from your proposal or do differently if full funding for your request is
not available or recommended?
If we were not granted our optimal amount of funding, we would purchase fewer media and
advertising boosts, decreasing the reach of this campaign. No part of the campaign would be entirely
cut, simply reduced.
Applications are considered on a rolling basis. Please contact staff to discuss the process for having
the application reviewed by the City's Lodging Tax Advisory Committee.
Completed applications should be submitted to:
Lodging Tax Advisory Committee
c/o Brandon Miles
City of Tukwila
6200 Southcenter Blvd
Tukwila, WA 98188
.91
Brandon. Miles(o)Tukwilawa.gov
Questions?
LTAC Contact:
Brandon J. Miles
(206) 431-3684
Brandon. Miles(a)Tukwilawa.gov
Updated: December 17, 2019
YTVKkwi)A
Cover sheet
Lodging Tax Advisory Committee Funding Request
Name of Applicant:
Seattle Southside Regional Tourism Authority
Address:
3100 S. 17611 St., SeaTac, WA 98188
Total Funds Requested:
$195,000
About the Applicant:
Seattle Southside Regional Tourism Authority (SSRTA) is the City's primary destination marketing
organization, providing tourism marketing for the cities of SeaTac, Tukwila, and Des Moines under the
"Seattle Southside" brand. In the past destination marketing services were provided by Seattle
Southside Visitor Services (SSVS), which administrated by the City of Tukwila. On January 1, 2016
services provided by SSVS transitioned to SSRTA.
Funds Previously
Awarded:
The City of Tukwila currently has a two-year lodging tax funding agreement with SSRTA. In 2019 the
City provided $202,500 and has a contract in place for 2020 to provide the same amount of funds.
The amount of funds provided is consistent with the Interlocal Agreement with the Cites of Tukwila,
SeaTac, and Des Moines.
Funding Request Narrative:
As discussed in the application:'
SSRTA is
"'[SSRTA] is requesting emergency funding to deploy a meetings marketing recovery strategy
immediately following relaxation of isolation bans in order to rebuild business and economic vitality as
soon as possible in Seattle Southside. This strategy is a vital component to the RTA's two -pronged
tourism recovery plan for a hyper -targeted, audience -centric approach; the other prong focused on a
region -wide leisure audience."
City of Tukwila
6200 Southcenter Blvd,
Tukwila, WA 98188
45
m
� Tt4kwila
Cover Sheet
Lodging Tax Advisory Committee Funding Request
Name of Applicant:
City of Tukwila, Office of Economic Development
Address:
6200 Southcenter Blvd; Tukwila, WA 98188
Total Funds Requested:
$88,375
About the Applicant:
City of Tukwila Office of Economic Development is responsible for overseeing the City's tourism
programs, which includes the City's direct marketing, destination development, and tourism
promotion activities, as well as overseeing contract with SSRTA, Starfire, and other organizations.
Funds Previously
Awarded:
None for this initiative. Under the SavingLocalKC campaign the City realized that social media handles
were needed to promote Tukwila businesses under the campaign, this resulted in the creation of
Experience Tukwila handles being created on Facebook, Instagram, and Twitter.
Funding Request Narrative:
The City of Tukwila is requesting lodging tax funds to develop, launch, and maintain digital assets to
promote the City to visitors, businesses, and future residents. Currently, the City has limited digital
assets available.
The digital assets would contain the following:
• Dedicated website focused on the Tukwila community, which may include:
o Photos and videos promoting the City.
o Community Calendar
o Google map of City
o Newsletter sign up
o Info about visiting, living, and investing in the City.
City of Tukwila
6200 Southcenter Blvd.
Tukwila, WA 98188
47
T14kIila
o Other key attributes promoting the City.
• Maintenance of Social Media Accounts.
o As part of the SavingLocalKC campaign it was determined that Tukwila social media
accounts were needed in order to highlight Tukwila businesses. The City created
social media accounts on Twitter, Facebook, and Instagram, which are updated
regularly with content.
• Creation and maintenance of a Linkedln page for the City.
o Linkedln is a vital asset the City could be using to promote itself, specifically for
business attraction.
• Email Marketing and Maintenance
o Creation of a newsletter to be sent out on a regular basis. The newsletter would
focus on things to do in the City, info about the City, and feature area businesses.
Consistency with Six Year Financial Model:
The need to create vanity digital assets was identified as part of the City's tourism and economic
development branding efforts in 2017. Digital Development and website management and creation is
listed in the six -year financial model. The requested amount is above the funds identified in the six -
year financial model.
City of Tukwila Staff
Recommendation to LTAC: Approval
Notes:
None.
City of Tukwila
6200 Southcenter Blvd.
Tukwila, WA 98188
Application to the City of Tukwila for Use of 2020 Lodging Tax Funds
Event or Activity Name (if applicable):
Experience Tukwila
Amount of Lodging Tax Requested:
$88,375
Applicant Organization:
City of Tukwila, Office of the Mayor
Federal Tax ID Number:
91-6001519
Mailing Address:
6200 Southcenter Blvd; Tukwila, WA, 98188
Primary Contact Name:
Brandon Miles
Primary Contact Phone:
(206) 431-3684
Primary Contact Email Address:
Brandon.Miles@Tukwilawa.gov
Check all the service categories that apply to this application:
Tourism promotion or marketing.
Operation of a special event or festival designed to attract tourists.
Operation of a tourism -related facility owned or operated by a non-profit organization.
Operation and/or capital costs of a tourism -related facility owned by a municipality or a public
facilities district.
Check which one of the following applies to your agency:
Non -Profit (Note: Attach a copy of your current non-profit corporate registration from the
Washington Secretary of State Office)
Municipality
For Profit Corporation
I am an authorized agent of the organization/agency applying for funding. I understand that:
• 1 am proposing a tourism -related service for 2020. If awarded, my organization intends to enter
into a services contract with the City; provide liability insurance for the duration of the contract
naming the City as additional insured and in an amount determined by the City; and file for a
permit for use of City property, if applicable.
• My agency will be required to submit a report documenting economic impact results in a
format determined by the City.
(flit
Signature: Date: June 9, 2020
. •
1) Describe your tourism -related activity or event.
The City of Tukwila is requesting lodging tax funds to develop, launch, and maintain digital assets to
promote the City to visitors, businesses, and future residents. Currently, the City has limited digital
assets available.
The digital assets would contain the following:
• Dedicated website focused on the Tukwila community, which may include:
o Photos and videos promoting the City.
o Community Calendar
o Google map of City
o Newsletter sign up
o Info about visiting, living, and investing in the City.
o Other key attributes promoting the City.
• Maintenance of Social Media Accounts.
o As part of the SavingLocalKC campaign it was determined that Tukwila social media
accounts were needed in order to highlight Tukwila businesses. The City created
social media accounts on Twitter, Facebook, and Instagram, which are updated
regularly with content.
• Creation and maintenance of a Linked In page for the City.
o Linked In is a vital asset the City could be using to promote itself, specifically for
business attraction.
• Email Marketing and Maintenance
o Creation of a newsletter to be sent out on a regular basis. The newsletter would
focus on things to do in the City, info about the City, and feature area businesses.
2. If an event, list the event name, date(s), and projected overall attendance.
N/A
3. Is your event/activity/facility focusing on attracting overnight tourists, day tourists, or both?
Both. Seattle Southside Regional Tourism Authority (SSRTA) is the City's primary DMO for marketing
the City under the Seattle Southside brand. SSRTA's mission is to attract people from outside the 50-
mile radius. The City's website would serve in conjunction with SSRTA mission by providing more info
and promotion for Tukwila specific activities. For example, SSRTA would help to bring someone into
the Seattle Southside region and then the Tukwila information could be used for people staying at
Tukwila hotels. Other communities in the Seattle Southside region have website focused on specific
communities, such as Destination Des Moines and Discover Burien.
Page 2 of 7
50
Additionally, the City's digital assets will also focus on consumers within 50 miles of the City.
4. Describe why visitors will travel to Tukwila to attend your event/activity/facility.
Prior to the pandemic nearly 150,000 people came to Tukwila to work, play, stay shop, and dine.
Tukwila is centrally located and is home to the largest mall in the Pacific NW, 200 restaurants, nearly
2,000 hotel rooms, and nearly a dozen entertainment establishments.
5. Describe the geographic target of the visitors you hope to attract (locally, regionally,
nationally, and/or internationally).
Generally, within one -hour drive of King County. This will include people who live and work within
one -hour and those staying at area hotels. However, the website will also be designed to work in
conjunction with other visitor websites promoting the City, such as SSRTA and Visit Seattle.
6. Describe the prior success of your event/activity/facility in attracting tourists.
The City has had several successful marketing events and activities over the last few years. These
events and activities include:
a. SavingLocalKC.com
b. International Food Truck Rally
c. Two Rave Green Runs
d. Southcenter 50
7. If this your first time holding the event/activity/facility provide background on why you think
it will be successful.
N/A
8. Describe the media strategy you employ to promote your event/activity/facility to attract
overnight and/or day tourists? Please list any digital or print media (newsletters, e-blasts,
social media, etc.) your agency uses or intends to use to promote your event/activity/facility.
As described above, the City is proposing to launch a digital assets to promote the City to visitors. The
digital assets will include: The digital assets will include:
1. Website, including photos, videos, blog, etc.
2. Social Media, including Facebook, Instagram, Twitter, and Linked in. Goal will be to have 5-6
posts per week per platform.
3. Creation of three custom videos to promote the City.
4. Development of email marketing to be launched after website is up and running.
9. Describe how you will promote lodging establishments, restaurants, retailers, and
entertainment establishments in the City of Tukwila.
Page 3 of 7
51
The existing Experience Tukwila social media platforms promote Tukwila businesses and activities
weekly. The content varies based upon special events, weather etc. The website will likely be
developed more as a vanity website than an information website. We will likely pull from existing
sources for information on dining, hotels, etc. Listing every business on the site would clutter the
site. The goal of the website is to help promote the City and will be designed with this goal in mind.
Specific businesses will be identified based upon the time of year and events. For example, the
Rave Run could be identified, Seawolves games, etc. The goal will be to keep the content up to
date, fresh, and relevant.
Email marketing will also be relevant to current events and the season.
10. Is the City able to use your digital and print media for collaborative marketing?
Yes.
11. Describe how you will use the name, "Tukwila" in publications, promotions, and for your
event?
This is a Tukwila dedicated digital marketing initiative. Tukwila's name will be front and center on all
platforms.
12. Measurements and Metrics (Note: You will be required to report these metrics as part of the
close out of the agreement between your organization and the City.)
As a direct result of your proposed tourism -related service, provide an estimate of:
Metrics
a. Overall attendance at your proposed
100,000 web visits in the first 12 months.
event/activity/facility.
20,000 total visitors in the first 12 months.
b. Number of people who will travel fewer than 50
85%
miles for your event/activity.
c. Number of people who will travel more than 50
15%
miles for your event/activity.
d. Of the people who travel more than 50 miles, the
Less than 15%
number of people who will travel from another
country or state.
e. Of the people who travel more than 50 miles, the
Less than 3%
number of people who will stay overnight in
Tukwila.
Page 4 of 7
52
f. Of the people staying overnight, the number of
100
people who will stay in PAID accommodations
(hotel/motel/bed-breakfast) in Tukwila.
g. Number of paid lodging room nights resulting
200
from your proposed event/ activity/facility (for
example: 25 paid rooms on Friday and 50 paid
rooms on Saturday = 75 paid lodging room nights)
13. What methodologies did you use to calculate the estimates and what methodologies will you
use to track outcomes, such as total participants, estimated visitor spending, etc.?
These are rough estimates based on educated guesses by staff and our marketing agency. Staff will
use Google analytics and social media analytics to track progress of the initiative.
14. Are you applying for lodging tax funds from another community? If so, which communities
and in what amounts?
No. The City will allocate a small portion of a Port Economic Development grant to the website
development. This is being done in reflection that some aspects of the website will focus on living
in Tukwila, which may fall outside of the scope for lodging tax funds.
15. Are you applying funding from Seattle Southside Regional Tourism Authority (SSRTA)? If so, in
what amount?
No.
16. What is the overall budget for your event/activity/facility? What percent of the budget are
you requesting from the City of Tukwila?
Experience Tukwila, Costs from Mid -May through December
Ongoing Costs
Costs
Number of Months
Cost
Project Management
$1,000
7
$7,000
Social Media
$3,000
7.5
$22,500
Website Maint.
$1,000
3
.$3,000
Subtotal:
$321500
Email Marketing
Costs
Number of Emails
Email Creation
$750
3
$2,250
Subtotal:
$2,250
Page 5 of 7
53
Total Ongoing Costs
$34,750
One Time Costs
Website Development
$25,000
Video Creation
$20,000
Development of Email
Template
$1500
Total One -Time Costs
$46,500
Grand Total:
$81,250
Contingency (10%)
$8,125
Less Port Grant
Contribution:
$(1,000)
Total Lodging Tax Request:
$88,375
Note, funds may be moved between categories, but will not go above the total awarded. Additionally,
this is not intended to be the total campaign total. Additional funds may be added from the City's
approved General Operation's lodging tax budget or non-LTAC funds. Funds from a Port grant will also
be contributed to the campaign.
17. What will you cut from your proposal or do differently if full funding for your request is not
available or recommended?
We would reduce the accordingly. At a minimum we need to be able to keep the website update with
timely business information.
Applications are considered on a rolling basis. Please contact staff to discuss the process for having the
application reviewed by the City's Lodging Tax Advisory Committee.
Completed applications should be submitted to:
Lodging Tax Advisory Committee
c/o Brandon Miles
City of Tukwila
6200 Southcenter Blvd
Tukwila, WA 98188
Or,
Page 6 of 7
54
Brandon.Miles@Tukwilawa.gov
Questions?
LTAC Contact:
Brandon J. Miles
(206) 431-3684
Brandon.Miles@Tukwilawa.gov.
Updated: December 17, 2019
Page 7 of 7
55
56
f �Ttikwila
Funds will be used for a promotional campaign and to provide an incentive program to help close
meetings in the Seattle Southside.
The total campaign includes $455,000 request from the City of SeaTac and $195,000 from the City of
Tukwila, for a total of $650,000. No funds are being requested from the City of Des Moines. The split
between SeaTac and Tukwila is 70/30.
Once awarded, SSRTA will develop a media and marketing plan for the campaign.
As a result of the COVID-19 Pandemic, SSRTA and the City's lodging tax funds have been significantly
impacted by the drop off in hotel stays in the City. The table below outlines SSRTA's current financial
situation, including a budget adjustment related to COVID-19.
Seattle Southside Regional Tourism Authority (R!At Fnandal Pro Form.-,
2020 2 i_'2
2019
2019
2020
2020
2021
2022
Approved
Approved
Projection
Projection
Projection
Budget
year-end
ALWdIS
Budget
(Unaudited)
Revenues
1 TPA Soecial Assessments
5
3,674,825
5
3,963,260
S 3,900.000
5 1,252.474
5 3.170,608
S 3.368.771
2 LTC -Tukwila
202,500
202,500
202,500
202.500
-702,500
202,500
3 LTC-SeaTac
830,000
830,000
830,000
830,000
830,000
830.000
4 LTC -Des Moines
111,000
52,497
55,500
15,000
10,000
25,000
5 lntcre:t Rt'enue
48.500
71,S29
65,000
22,500
6,OCO
7,500
6 Misc Other Revenue
2,500
10,422
2,500
5,500
5,500
5,500
7 Advertising
75,000
40.480
30.000
7.500
7,500
7.500
Total Revenues
S
4,944,325
S
5,170,989
5 5,105,S00
5 2.335,474
S 4,232,108
5 4,446.771
Expenditures
B Salaries & Benefits
S
1.622,209
5
1,451,758
S 1,630,500
5 1,459,652
S 1.465,000
5 1,567,550
9 Supplies
31,000
14,197
15.000
MOW
13,500
14.000
10 Small Equipment
20.000
5,755
20.0w
11,000
7,000
7,000
11 Professional Services/Ads/Promotions
2.200,000
2,013,177
2.323.000
2.098.250
2,100,000
2,200,000
12 CornmunicaGons/Postage
S1,000
36,088
41.000
30.000
33,000
36.000
13 Travel
115.000
47,357
SO.000
13,000
47.500
60,000
14 Operating :eases
120,000
87,512
120.000
110,636
119,000
120.000
15 Insurance
12.000
10,611
12.000
11,000
12,000
13,000
16 Maintenance
6.000
3.654
6,000
3.800
3,900
4,000
17 Miscellaneous/Printing
861,000
589.609
751.000
530,000
600,000
675,000
18 Capital Digital 4nal;es
39,000
11,000
39.000
11,000
15,000
20,000
Total Operetinj; Expenditures
5,107,209
4,270,718
5.037,500
4,288,338
4.415,900
4,716.550
19 Capital Oullay
100,000
26.938
68,000
20.000
25.000
23.000
Total Expenditures and Capital Outlay
5,207,209
4,297,657
5,305,500
4,308.338
4.440,900
4,739.550
20 Excess of Revenues over(under)expenditures
(262,884)
873,333
(1.972,864)
208.792i
i292.779)
Beginning Fund Balance S
2,1S3,571
5
3,582,569
S 3.942.503
5 4,455,902
5 2,483,037
S 2,274.246
Ending; Fund Balance 5
1.890.687
$
4,4S5,902
5 3.942,503
5 2.483,037
5 2,274,246
S 1,981.467
Ccrtr-rtcy Reserve (2 months)
5
868.042
$
716,419
S 839,751
$ 714,866
S 736,131
S 786,249
Ec ::_ _ Dawnturn/Recassicn Reserve (11' ul SA1
5
404,231
5
435,959
$ 429,000
S 137,772
S 348.767
S 370,565
Cec, :,' ;,:, et Replacement Reserve
5
110,000
5
110.076
5 183.465
S 183,465
S 183,465
S 183.455
unas:.. as 2alance
S
508,414
S
3,193,448
5 2,490,286
S 1,446,934
5 1,005,883
S 641.188
City of Tukwila
6200 Southcenter Blvd.
Tukwila, WA 98188
57
w
Application to the City of Tukwila for Use of 2020 Lodging Tax Funds
Event or Activity Name (if applicable):
RTA 2020 Emergency Funding for Meetings
Marketing Recovery Strategy (COVID-19
Response) for an 18-month program
Amount of Lodging Tax Requested:
$195,000
Applicant Organization:
Seattle Southside Regional Tourism Authority
Federal Tax ID Number:
47-30311480
Mailing Address:
3100 S 176th St, SeaTac, WA 98188
Primary Contact Name:
Katherine Kertzman
Primary Contact Phone:
206-575-0547
Primary Contact Email Address: I
Katherine@SeattleSouthside.com
Check all the service categories that apply to this application:
Tourism promotion or marketing.
Operation of a special event or festival designed to attract tourists.
Operation of a tourism -related facility owned or operated by a non-profit organization.
Operation and/or capital costs of a tourism -related facility owned by a municipality or a public
facilities district.
Check which one of the following applies to your agency:
Non -Profit (Note: Attach a copy of your current non-profit corporate registration from the
Washington Secretary of State Office)
Municipality
For Profit Corporation
I am an authorized agent of the organization/agency applying for funding. I understand that:
• I am proposing a tourism -related service for 2020. If awarded, my organization intends to enter
into a services contract with the City; provide liability insurance for the duration of the contract
naming the City as additional insured and in an amount determined by the City; and file for a
permit for use of City property, if applicable.
• My agency will be required to submit a report documenting economic impact results in a
format determined by the City.
Signature:
Date: June 2, 2020
59
1) Describe your tourism -related activity or event.
The RTA is requesting emergency funding to deploy a meetings marketing recovery strategy
immediately following relaxation of isolation bans in order to rebuild business and economic vitality
as soon as possible in Seattle Southside. This strategy is a vital component to the RTA's two -pronged
tourism recovery plan for a hyper -targeted, audience -centric approach; the other prong focused on
a region -wide leisure audience.
Meetings and events are currently banned due to the State's COVID-19 response. This has
impacted many hotels in Seattle Southside. Group business is an important component of
occupancy mix for area hotels, accounting for an average of 10.4% of total occupancy in 2019 for all
Seattle Southside hotels, including hotels without meeting space. For some Tukwila hotels with
sizable meeting space, group occupancy represents 13-20%. Hotel revenue management strategy is
typically structured on a base of group business backfilling with transient business to maximize
revenue.
Group occupancy numbers do not account for local or regional attendees who drive into Tukwila
for the day to attend a meeting. One Tukwila hotel reports that 70% of meeting attendees at their
property do not stay overnight and another property reported 40% of attendees came for just the
day.
The economic value of meetings business extends beyond the hotel's room revenue, event space
rental, or food and beverage revenue. An Events Industry Council study conducted in 2017 involving
more than 1.5 billion participants found that U.S. business meeting attendees spent on average
$1,287 each per event in the destination. Business meeting attendees spend on average 54% on
lodging, 5% on recreation, 8% on retail, 10% on transportation, and 23% in restaurants (Tourism
Economics, 2015).
The meetings marketing recovery program will utilize a phased approach to drive interest and
engagement from targeted meeting planners. The approach will play up Seattle Southside's
convenient location, affordability, and assets to compete with other destinations who will be
looking to book group business post-COVID-19.
This strategy is based on discussions with Seattle Southside hotels and informed by hoteliers'
experiences with the meetings industry. The RTA will continue to work with hotels and other
businesses to ensure meeting planner and attendee experience meets expectations by
communicating partner cleanliness and safety standards, availability of digital technology for
hybrid events, innovative solutions to food and beverage, and other strategies that are emerging in
the meetings and events realm.
The total investment in the eighteen months meetings recovery program is $650,000 with
$250,000 of the funds dedicated to a grant program to help close business. The marketing will be
utilized to drive awareness, interest, and engagement with planners while the grant fund will be a
tool for the RTA and hotels sales teams to close business. The combination of the two approaches
will help Seattle Southside generate group business in the wake of COVID-19.
1) If an event, list the event name, date(s), and projected overall attendance.
NA
Page 2 of 8
Rented Email Lists
30K total
MPI WA State Dedicated Email 6K Total
Social Distribution
210K total
8) Describe how you will promote lodging establishments, restaurants, retailers, and
entertainment establishments in the City of Tukwila.
9) Is the City able to use your digital and print media for collaborative marketing?
'es
10) Describe how you will use the name, "Tukwila" in publications, promotions, and for your
event?
An important element to the meetings marketing campaign is content creation with an emphasis on
telling the stories of our partners' innovation, creativity, and uniqueness. Partners featured who are
in Tukwila will be identified as such. In addition, the City of Tukwila is included throughout Seattle
Southside's marketing materials. The Dining Guide identifies and lists all full -service Tukwila
restaurants and their addresses, and the Meeting Planners Guide lists all Tukwila hotels and their
addresses. Our website identifies Tukwila on all businesses with that address and features countless
attractions, retail, lodging properties and more all located in Tukwila.
11) Measurements and Metrics (Note: You will be required to report these metrics as part of the
close out of the agreement between your organization and the City.)
The intensive marketing outreach included in this strategy will extend beyond the immediate
COVID-19 recovery. Data is allusive when attempting to determine estimated attendance numbers
from a market -specific campaign. And although the campaign focus is to drive business for 2020
and 2021, group leaders and meeting planners often plan 2 to 3 years out.
Page 5 of 8
61
ONLY trackable room nights resulting from the meetings sponsorship fund are identified below.
Total campaign estimates are beyond what we can state here.
As a direct result of your proposed tourism -related service, provide an estimate of:
a.
Overall attendance at your proposed event/activity/facility.
52,500 people
A dedicated fund of $250,000 would support about 25,000 total
actualized rooms with additional payments to third party planners. Per
Dean Runyan average party size is 2.1 people
Phase 1 preliminary marketing plan anticipated total impressions are
over 3M. The number reported does not reflect the many encounters
(phone calls, emails, video conference calls, vertical FAM attendees,
etc.) made between RTA staff and planners.
b.
Number of people who will travel fewer than 50 miles for your
2,625
event/activity.
Historically, Dean Runyan Research > 95% of Seattle Southside visitors
travel more than 50 miles. However, Phase #1 marketing will be
regionally focused on a drive market. We anticipate a higher % will be
within 50 miles but it is difficult to know for certain. (5% X a.)
c.
Number of people who will travel more than 50 miles for your
49,875
event/activity.
Dean Runyan Research > 95% of Seattle Southside visitors travel more
than 50 miles therefore (95% X a.)
d.
Of the people who travel more than 50 miles, the number of people
zero
who will travel from another country or state.
We plan to address the fly market in Phase 2 and international travel
will not fully recover until a vaccine is developed
e.
Of the people who travel more than 50 miles, the number of people
14,962
who will stay overnight in Tukwila.
30% of SS meeting space is in Tukwila (30% x c.)
f.
Of the people staying overnight, the number of people who will stay in
14,962
PAID accommodations (hotel/motel/bed-breakfast) in Tukwila.
g.
Number of paid lodging room nights resulting from your proposed
7,500
event/ activity/facility (for example: 25 paid rooms on Friday and 50
paid rooms on Saturday = 75 paid lodging room nights)
30% of SS hotel meeting space is in Tukwila (30% x 25,000 room nights)
Page 6 of 8
62
12) What methodologies did you use to calculate the estimates and what methodologies will you
use to track outcomes, such as total participants, estimated visitor spending, etc?
Seattle Southside RTA utilizes 3rd party metrics obtained from H2R Research conversion studies,
and Dean Runyan Travel Impact research in addition. Estimated 25,000 rooms based on $250,000
sponsorship fund.
13) Are you applying for lodging tax funds from another community? If so, which communities
and in what amounts?
Sponsorship
14) Are you applying funding from Seattle Southside Regional Tourism Authority (SSRTA)? If so, in
what amount?
15) What is the overall budget for your event/activity/facility? What percent of the budget are
you requesting from the City of Tukwila?
This program is not currently budgeted for 2020 as it is a new initiative. The RTA's newly revised
2020 projected TPA revenue is $1.2M that equates to $2.7M less in TPA revenue as compared to the
anticipated $3.9M budgeted. This investment will proactively bring group business back to Seattle
Southside.
16) What will you cut from your proposal or do differently if full funding for your request is not
available or recommended?
The RTA will consider a reduction in staffing, meetings marketing reach and sponsorship fund
availability.
Applications are considered on a rolling basis. Please contact staff to discuss the process for having the
application reviewed by the City's Lodging Tax Advisory Committee.
Completed applications should be submitted to:
Lodging Tax Advisory Committee
c/o Brandon Miles
City of Tukwila
6200 Southcenter Blvd
Tukwila, WA 98188
Page 7 of 8
63
Or,
Brandon.Miles@Tukwilawa.gov
Questions?
LTAC Contact:
Brandon J. Miles
(206) 431-3684
Brandon.Miles@Tukwilawa.gov.
Updated: December 17, 2019
Page 8 of 8
z
Seattle Southside Regional Tourism Authority
Responses to the City's Supplemental Questions Regarding the RTA's Emergency Tourism Recovery Lodging Tax
Application
Promotional Funds
I would like to ensure that the proposed funds for the promotion are not duplicate of other agreements the City has
with the RTA nor are the funds being used to supplant existing funds.
1. The City's current agreement with SSRTA for lodging tax funds includes language requiring SSRTA to work with
meeting planners and to promote the region for meetings. How does the meeting promotions in the application
(not including the rebate program) differ from the scope of work in the City's current agreement?
The key thing to recognize is that meeting planners' buying habits are different than an average consumer. We
promote the region through one on one, personal interactions and premier placement when they are online
searching for venues with their industry associations or through their internal platforms. These methods don't
typically allow for the type of messaging we are proposing here, and it is quite different from a lead generation
campaign specific to the current conditions and is an aggressive marketing push that we have not done in the
past. The new marketing strategy is expensive and includes avenues not included in original budget and is
needed for an effective campaign in preparation for industry meetings market recovery.
Budget funds for meeting planner promotions is currently allocated (although now on a more limited bases) to
the following activities:
• Sales conventions: Brand awareness promotions, one on one meetings with planners (now virtual) to
promote Seattle Southside and prospect for business
• Industry associations: memberships, business development, prospecting, sponsorships, networking,
marketing benefits of partnerships including logo placement, directory listings, and membership e-
newsletters.
• Third Party Associations: marketing partnerships with third party planner associations and online
booking platforms for premier placement and other search results.
• Fam/Event Sponsorship: familiarization tours in destination, in -destination event sponsorship
• Asset development: new website content, industry specific newsletters, online course development for
planners
2. The ILA that created the TPA states that the TPA fees are to be used for... "marketing and convention and trade
shows that benefit local tourism..." What's the current allocation of TPA fees going for promoting the region for
meetings? This should include both direct sales activities and promotional related to bringing meetings to the
region.
Please see below for the original budget for marketing and promoting Seattle Southside to meetings and groups
vs. revised.
SALES & SERVICES - 2020 BUDGET
Original Budget
Second Revision
Supplies
$ 6,000
$ 2,500
Including: Office Supplies
Professional Services
$ 548,000
$ 275,000
Including: Marketing Packages, Ad Placement, FAM/Event Sponsorships, Mail Service Fulfillment etc.
Communication/Postage
$ 17,000
$ 6,000
Including: Postage, Communications
Travel
$ 47,000
1 $ 11,000
Including: Travel to Sales Conventions, Industry Events
65
Miscellaneous
1 $ 180,000
1 $ 86,000
Including: Industry Association Memberships, Marketing Partnerships, CRM License, Booking Platform License,
Printed Materials, Registration Fees to Sales Conventions/Industry Associations, etc. -
Salary & Benefits
1 $ 525,000
$ 470,000
TOTAL
1 $ 1,323,000
$ 850,500
3. The RTA revised budget is showing spending just over $4.2 million in 2020. How confident are you that all of
those funds will be spent (For 2019 the RTA underspent its budget to actuals by just over $930K)?
The RTA's revised 2020 operating budget of $4.2M is based on RTA's 2019 actual operating expenditures of
$4.3M.
Response below is related to the fund balance:
The Board, by resolution, adopted and approved to create a contingency fund equivalent to the economic impact
of 911 on the local hospitality industry. Once that contingency fund balance goal was achieved, the Board
intended to build the combined unassigned and contingency funds balances equivalent to one year's operating
and capital expenditures. The travel & tourism industry is impacted often the hardest during an economic crisis
caused by recession and now because of COVID. The U.S. may be in a recession currently, but travel and tourism
is in a state of depression. Had the RTA not built our unassigned and contingency funds to nearly $4.5M, the RTA
would not be able promote tourism in the Seattle Southside area as effective as in the normal course of business
and likely be out of business in a few short years. Significant cutbacks would be necessary, and those cutbacks
are so deep, that would make it difficult to deliver on RTA's partner cities'service agreements.
Please see the updated proforma dated June 25, 2020. The RTA is planning to use nearly $3.4M of its unassigned
funds this year and the following next 2 years combined.
Will the funds in this application supplant or replace any funds currently proposed to be spent in the
RTA's budget?
No. this is a new strategy focused on COVID-19 response.
b. Can the RTA reallocate existing budget funds for the promotional side of the campaign?
No. The marketing efforts listed above are baseline brand awareness and relationship building. There are
not enough funds to cover an effective lead generation advertising campaign.
c. Will any of the funds requested from either Tukwila or SeaTac be used to pay RTA staff or to cover any
administrative costs?
15% administrative cost. This is important due to the considerable amount of training and oversight for
use of public funds. The RTA staff will be training and administrating this project in partnership with the
hotel sales teams. This allocation is for the administrative & training costs not involved in the
development, production or implementation of this program and its services. It's basically the RTA's cost
to deliver this program, which includes RTA staff time & materials for the 18-month long program.
d. If you don't receive the additional funds for promotion, what work would not be done?
The campaign will be delayed several years until TPA revenues recoup. Unfortunately, that will not put us
on the forefront of market recovery.
4. Why not use part of the $2 million from the County for the promotional aspect of the meeting campaign?
The King County campaign dollars are specifically for a countywide leisure campaign, which is more immediate
and provides a quicker ROL See attached excerpt from the King County Tourism Emergency Funding legislation.
5. With the $2 million being provided by King County and the RTA's existing $2 million currently budgeted for
professional services/ads/promotions, will the RTA be spending the total $4 million?
Please see revised proforma (dated June 25, 2020). We anticipate spending the entire Professional Services
revised budgeted amount. The King County dollars are limited to a specific campaign that will be spent with input
from the Council. We are presenting a strategy to market to a different target audience with different
messaging.
6. Question 15 of the LTAC application says that this program is not budgeted for 2020. Can the RTA just amend its
budget and it include it? The RTA has very high-level budget and it does not seem like specific programs are
identified in the budget process.
The RTA cannot amend its 2020 budget to include the proposed program because both the RTA's fund balance
and RTA's existing revenues are not enough to cover the proposed program expenditures.
7. How will the marketing within the Greater Seattle (within 50 miles) area be conducted? Will the Tukwila and/or
Seattle Southside name be used?
The plan has not been fully developed. Initial concepts include email marketing and retargeting as well as
business development activities. The Seattle Southside name and the Tukwila name will be used.
Dedicated Sponsorship Fund
8. When will payment for the rebate occur for the sponsorship (after booking, after the stay?)
Payment for the rebate will occur after the meeting has taken place and the pickup numbers are available from
the hotel partner.
9. What year do the room nights need to be realized?
2021.
10. If the sponsorship funds are unused, would the City retain the unused funds?
Yes, any unused funds will be refunded to the City or we can amend the contract to have them roll over to the
following year, at your discretion.
11. How would groups already under contract be verified to ensure they do not get the rebate?
Groups will be required to apply for the funding. RTA staff will analyze each application and determine if the
group qualifies. This will be done in close connection with the hotel partner where the event is taking place. We
will offer training sessions for the hotel sales teams to prepare them for which groups to offer the sponsorship
program to ensure the use of these dollars is most beneficial to the community.
12. Would groups booked at the Des Moines Four Point be eligible for any rebate?
It was our hope that this campaign would be a collaborative effort by all cities involved, and that it would be
supported financially by the cities able to do so for the good of the region, much like the Saving Local website
that is inclusive of all of King County. However, if that is a contentious issue, we can explain the circumstances to
the sales team at Four Points in Des Moines and not have the funds be available for their use.
67
General Questions
13. What are the KPIs for the initiative? How will these be tracked and verified?
Of course, we will track room nights and lead generation regarding the sponsorship fund. Once the plan is
finalized, we will determine the additional KPIs. These could include, but are not limited to, website landing page
visits, form completions, social engagement, and information requests.
14. Why are funds not being requested from Des Moines? Since Des Moines is not contributing will sales activities
only be directed to Tukwila and SeaTac?
Des Moines is contributing 50% of their lodging taxes and they do not have available funds to participate. There
is only one hotel with meeting space in Des Moines.
DRAFT, DISCUSSION ONLY
Lodging Tax Six Year Financial Plan
Revenue
Approved Applications Actuals
Year 2019 1 2019
Orginal Estimated Amount
Forecasted
2020 2021 2022 2023 2024 Totals
$ 800,000 $ 840,000 $ 882,000 $ 926,100 $ 972,405
Lodging Tax Collection (Revised, 5/7/20)
775000
$ 819,095
$ 400,000 $
450,000
$ 600,000
$ 700,000
$ 800,000
$ 3,769,095
Expenses
Marketing, Sales, Major Sponsorships
Contracted DMO Services $
202,500
$ 202,500
- $
202,500
$ 202,500
$ 202,500
$ 202,500
$ 1,215,000
SSRTA Emergency Funding
$ 195,000
Major Sponsorships Funding Request $
144,000
$ 150,000
- $
150,000
$ 150,000
$ 150,000
$ 150,000
$ 900,000
Seattle Southside Chamber of Commerce
$ 50,000
Virtual Sports
Small Event Development and Support $
12,500
$ 10,OOOM
$
15,000
$ 15,000
$ 15,000
$ 15,000
$ 85,000
Digital Development and Website (Experience Tukwila)
$
$ 88,375 $
50,000
$ 50,000
$ 50,000
$ 50,000
$ 288,375
SavingLocalKC.com
Destination Development
Wayfinding Plan Development and Installation $
$
$
150,000
$ 100,000
$ 100,000
$ 100,000
$ 550,000
Southcenter Art Investements $
$ 600
$ $
75,000
$ 75,000
$ 75,000
$ 75,000
$ 340,000
Tukwila Pond $
$ -
.$ $
200,000
$ 200,000
$ 200,000
$ 200,000
$ 925,000
World Cup Planning and Activiation $
$ -
$ - $
40,000
$ 40,000
$ 50,000
$ 50,000
$ 180,000
Ad mi nstratio n/Operations
Salary $
55,457
$ 58,040
$
58,284
$ 60,032
$ 61,833
$ 63,688
$ 358,463
Benefits $
17,847
$ 18,124
$
18,963
$ 19,532
$ 20,118
$ 20,722
$ 115,870
City Overhead Charge $
18,741
$ 18,741
19 $
19,998
$ 20,598
$ 21,216
$ 21,853
$ 121,823
Adminstration Expenses $
35,000
$ 21,385
30 $
30,000
$ 30,000
$ 30,000
$ 30,000
$ 171,385
Salary Savings
Total Expenditures: $
486,045
$ 479,390
$ 1,271,142 $
1,009,745
$ 962,663
$ 975,668
$ 978,763
$ 5,250,916
Starting Year Balance:
$1,617,625
$ 1,957,330 $
1,086,188
$ 526,443
$ 163,780
$ (111,888)
Ending Fund Balance:
$ 1,957,330
$ 1,086,188 $
526,443
$ 163,780
$ (111,888)
$ (290,650)
Notes
Salary for Bus Manager is split 50/50 between general fund and lodging tax. Salary savings
reflects credit to lodging tax for 14 furlough days for 2020.
Revenue Increase(2021-2024) 0.05
Salary is assumed to rise 3% per year. 0.03
Benefits are assuemd to rise 3% per year. 0.03
Indirect Cost Allocation is assumed to increase 3% per year. 0.03
This document does not bind the City to provide funds nor does it authorize any funding. All use of lodging tax funds must be approved by LTAC and the City Council through an application process.
Overhead charge is charged to all special accounts and recoups the cost of the general fund to support the lodging tax fund. This include facilities, IT services, legal, and accounting.
Cells in yellow show pending applications.
Cells in green show approved applications.
Cells in red are budgeted items that have not been encumbered.
6/30/2020
BJ M
M.
70
City of TuWla OoMrtd.Numiber- 19-104
Council Approval 6/17/19
6200 Southaenter'B.oMevarOjukM(a WA 98188.
CONTRACTFOR LibliGING TAX PUNIAW
This Contract for Lodging. Tax: Funding, (this "';�Lgreomopf) is entered into by Ond between the City
of Tukwila, Woshi - Ogt0h, a non charter boli64al MUNicip'al code. city hefiflhaftf rifferrod W at the 4Cityy,"
and the Seattle Southsiido Regional T"duriarn Authority, hpatnafter referred to -as, the"Contractor," whose
principal office is located at 3100 S.- 1760S.tireet, Ste 200. SeaTaq, Washington, .gfori,I
hi 98188,
'WHEREAS, the City imposes- a- -.special d9dis6 tax Under Chapter 82,08 of -the ReVited Code. of
Washington { -RCV), known as -the. "lodging tgcjx,"-on furnishing of lodging in hqtqls, motels and simila
r
business; enterprises, as authorized under Chapter 67.28- ROW, and.
WHEREAS, the City- is authorized -to use the lodging -tax -revenue for tourism promotion, as
-defined by Chapter-67.28 RM and: -
WHEREAS, the. Ooptractpr -Wt % forrned pursuant to ROW Z.21.730 through: 35.21.7-55 and the
Interlocal Agreemprit. forlhe Joint Establishment of -a Tourism Promotloh Area dated 67 7014 among
the:City;the City of.8iaaTao arfdtho.-City of - Des. Mblines (the. "116terlocal.Agreemerfl: purpose. cf
providing. tweigni proffidtloh services: fe and to. serve as a destination"thatketing 6tganiz*6flori4dr the City;
the Ofty'.of &eaYac, the -City of -Des. Moines .and other contractin parties;
WHEREAS, the, Contraddr is able to. ReIg promote the City to both overnight. and day vis,it6rs,
driving bOsinest- to TukM16 restaurants, hotelt:, feitallorsi and entertainment iPstablithm'Onts;.and
WHEREAS, on November 20, 2018.1ho-Cityt Lodging Tax�-Advisory-'-Cofpmiftie aohgidered and
approved Cohfractbr's request to Obtain kedging talc revenue for *tbufl9tb gromotloh;. and
WHEREAS, -on February 4,-..2019, the Tukwila City Goo cif concurred with the Lodging Tax
Advisory Committee's recommendation to providelodging tax revenue to. the: Contractor for tourism.
promotion; and
WHEREAS, it is appropriate lior the City to compensate -the:. Confractor fdr- the costs of promoting'
tourism (both day and ovemight),in-thp City;
IN CONSIDERATION 01: the mutual benefits and conditions hereiriaMw contained, the pg&Lis
hereto agree -as fo.l!oVvs'
1. -Scope and Schedullo. Of'SetOcts. to- bb,.'Pe.rfbnn-6d by Coffleackin Gentractor'shall perform
those services Bbsdtibed oh EXhibit.A attached hefet6 and incorporated herein byllhis reference -
as if fully- set for.tfj. In performing -such .services, Contractor sb-.alf at all times comply with all
Federal:, State, and loo8ij. statutes, rules arid ordinances; applicable to the. performance of such
services and the handling of any'funds used -iih dMhedtfori thbrevVith. Cotittattor:911,911 request
and obtain prior written approval from the C;ftY N the scope or -s6hpOuip- is to be rriddified in any
way.
CA Revised 2012 X j
0� 0 JS
Page . I of9.
6.1.
71
Exhibit. "A"
Seattle Souths1de Regional Tourism Authority
201912020 Scope of Services
Maintain a destination marketing website and social media accounts to attract inquiries from
leisure and business travelers and meeting planners primarily outside a 50-mile radius. The
website will include information and business listings for tourism -related businesses located in
Tukwila that hold a Tukwila business license including those business that do not pay lodging
tax or tourism promotion area ('TPA") assessments; business listings are to be provided by the
City.
2. Produce and distribute a Destination Guide that includes information and business listings for
tourism -related businesses that hold a Tukwila business license (list of licensees to be provided
by City staff,, including those business that do not pay lodging tax or TPA assessments.
3. Provide meeting planning assistance to planners looking host events in the Tukwila area. Lisv
all meeting resources in guide and distribute to potential clients.
4. Work with tourism -related business to promote the area as a meeting- and event -friendly
( destination at trade shows and client meetings.
4--
5. Produce and distribute a Dining Guide at least every other year that includes information and
business listings for area full service restaurants, including those located in Tukwila.
6. Organize familiarization ("FAM") tours that highlight local tourism -related businesses to other
industry affiliates, planners and media.
7. Include a reciprocal link to the City on www.SeattleSouthside.com in the "About Us" section
under 'Our Cities" (or comparable section. on a successor website operated by the Contractor).
B. Use social media platforms such as Facebook, Twitter, blog.posts, press releases, and e-
newsletters as vehicles to promote. the City's relevant tourism activities, events and festivals
and tourism business happenings..
9. Support the City's efforts to .attract visitors to local events by acting as a sourcing partner to
help secure vendors as well as:social media and PR support.
10. Produce anannual report per the Contractor's organizational documents and present such
report to the City Lodging Tax Advisory Committee, City Council, or other meetings, if
requested by the City.
CA Revised 1-2013
Page 6 of 9
72
14-049
Council Approval 4/7/14
INTERLOCAL AGREEMENT
FOR THE JOINT ESTABLISHMENT OF A COP
Y
. TOURISM PROMOTION AREA
THIS INTERLOCAL AGREEMENT FOR THE JOINT ESTABLISHMENT OF A
TOURISM PROMOTION AREA (this "Agreement") dated this _ day of ,
2014, is made and entered into by and among the CITY OF SEATAC ("SeaTac"), the CITY OF
TUKWILA ("Tukwila"), and the CITY OF DES MOINES ("Des Moines"), each being a
municipal corporation organized under the laws and statues of the State of Washington, for the
purpose of establishing a joint tourism promotion area pursuant to chapter 35.101 of the Revised
Code of Washington ("RCW").
RECITALS:
WHEREAS, Tukwila currently administers Seattle Southside Visitors Services
("SSVS"), a tourism promotion program funded by lodging taxes imposed and collected within
Tukwila, SeaTac, and Des Moines, and remitted to SSVS in exchange for tourism promotion
services; and
WHEREAS, the tourism industry is a vital and substantial component of the region's
economy and tourism promotion increases the number of visitors to the region which in turn
increases regional sales supporting the local economy; and
WHEREAS, the Legislature of the State of Washington has recognized the importance of
tourism promotion in the State of Washington and in 2003 passed Engrossed Substitute Senate
Bill No. 6026, codified as chapter 35.101 RCW (the "TPA Act"), authorizing counties with a
population greater than forty thousand but less than one million, and any city or town within
such a county, to establish a tourism promotion area for the purpose of imposing special
assessments on the furnishing of lodging to be expended exclusively on tourism promotion; and
WHEREAS, in 2009 the Legislature amended the TPA Act to allow two or more cities
located in a county with a population of one million or more acting jointly under chapter 39.34
RCW (the "Interlocal Cooperation Act") to form a tourism promotion area for such purpose; and
WHEREAS, other Washington counties and cities, including Pierce County, the Tri-
Cities, Spokane County, and Clark County, have established tourism promotion areas and have
dedicated such funds for tourism promotion; and
WHEREAS, the operators of lodging businesses located in southwest King County are
preparing to initiate the formation of a tourism promotion area pursuant to the TPA Act within
the jurisdictional boundaries of Tukwila, SeaTac and Des Moines (the "Seattle Southside TPA");
and
73
WHEREAS, depending on the rates of the assessments, the proposed Seattle Southside
TPA is projected to provide approximately $2.5 million of additional revenue for tourism
promotion each year; and
WHEREAS, the additional revenue stream is expected to help the tourism promotion
program currently administered by SSVS remain competitive with other destination marketing
organizations in the State of Washington, bring more visitors to the area, bolster hotel
occupancy, protect current jobs, create new jobs, increase business at restaurants and retail
stores, and increase patronage at arts, cultural and sporting venues in an ever increasingly
competitive marketplace; and
WHEREAS, assessments received from the proposed Seattle Southside TPA will be
remitted to a public development authority chartered by SeaTac pursuant to chapter 35.21 RCW;
and
WHEREAS, if formed, the Seattle Southside TPA is expected to provide needed
resources to increase tourism, which will increase hotel occupancy among participating hotels
within the defined area; and
WHEREAS, the promotion of the region to increase tourism will also provide economic
benefit to retail, restaurant, entertainment and cultural industries that are closely connected to the
hotel industry and critical to the health of the local economy; and
WHEREAS, SeaTac, Tukwila, and Des Moines (referred to herein as the "Parties")
currently fund certain basic operations and media expenses of SSVS with lodging tax revenues
and desire to have that work continue. As set forth herein, the Parties intend to commit certain
lodging tax revenues to fund regional tourism marketing by contracting with the public
development authority, or successor entity, for such services; and
WHEREAS, it is paramount that SeaTac and Tukwila continue to operate SSVS in its
current form until such time that the public development authority can assume all duties and
obligations of SSVS; and
WHEREAS, to form a tourism promotion area an initiation petition satisfying the terms
of the TPA Act must first be presented to the legislative authority having jurisdiction of the area
in which the proposed tourism promotion area is to be located and a public hearing must be held
after providing proper notice; and
WHEREAS, the Parties now desire to enter into this Agreement for the purpose of
appointing a legislative authority to receive the initiation petition and otherwise carry out the
terms of the TPA Act in order to help facilitate the formation and operation of the Seattle
Southside TPA;
NOW THEREFORE, it is hereby agreed and covenanted among the undersigned as
follows:
74
guests without charge for promotional purposes, (3) available exclusively to members or guests
of members of a private member -owned clubs or its reciprocal clubs, or (4) contracted with
airline crews.
(b) The Legislative Authority shall contract with the State Department of Revenue for
the administration and collection of the Special Assessments pursuant to RCW 35.101.090.
Special Assessments shall. be deposited into the local tourism promotion account created in the
custody of the State Treasurer under RCW 35.101.100. It is understood and agreed that in
accordance with RCW 35.101.100, the State Treasurer has the authority to distribute the revenue
from the tourism promotion account allocable to the Seattle Southside TPA to the Legislative
Authority, or directly to the SSRTA, on a monthly basis. SeaTac shall act as fiscal agent to the
Seattle Southside TPA and shall be responsible for receiving Special Assessments from the State
Treasurer and holding such funds in a segregated account(s) until remitted to SSRTA pursuant to
Section 7 of this Agreement.
(c) Any change in the Special Assessment rates for any Zone as set in the resolution
of the Legislative Authority shall be made only by amendment of the resolution by the
Legislative Authority and only upon written request by the persons who Operate Lodging
Business in the proposed area who would pay sixty percent or more of the proposed charges and
with the approval and consent of the SSRTA Board of Directors. No increase in the Special
Assessment rates for any Zone or the boundaries of any Zone shall be made by the Legislative
Authority except after receipt of the written request of persons who Operating Lodging
Businesses as identified in the preceding sentence and upon the affirmative approval of the
SSRTA Board of Directors.
(d) It is understood and agreed by the Parties hereto that the Special Assessments
imposed in the Seattle Southside TPA are not a tax on the "sale of lodging" for the purposes of
chapter 82.14 RCW and are not applicable to temporary medical housing exempt under
chapter 82.08 RCW.
(e) It is understood and agreed by the Parties that the Special Assessments imposed
under this Agreement are in addition to the special assessments that may be levied under chapter
35.87A RCW.
Section 5. Use of Special Assessment Revenue. All of the revenues from Special
Assessments collected by the State Department of Revenue from Lodging Businesses within the
Seattle Southside TPA shall be remitted by the Legislative Authority to SSRTA and shall be
used exclusively for Tourism Promotion as defined herein, and for no other purpose, in
accordance with the Annual Budget. The revenue derived from the Special Assessments shall be
used only for the following purposes:
(a) The general promotion of tourism within the Seattle Southside TPA as specified
in the business plan of the SSRTA;
(b) The marketing of convention and trade shows that benefit local tourism and the
Lodging Businesses in the Seattle Southside TPA;
7
75
(c) The marketing of the Seattle Southside TPA region to the travel industry in order
to benefit local tourism and the lodging businesses in the Seattle Southside TPA;.
(d) The marketing of the Seattle Southside TPA region to recruit sporting events in
order to promote local tourism and to benefit the Lodging Businesses and tourism industry
within the Seattle Southside TPA; and
(e) Direct administration, operation, formation, and start-up costs associated with th
Seattle Southside TPA and the ongoing management and maintenance of the Seattle Souths' e
TPA program, including but not limited to staff costs, public notice advertising, legal costs,
accounting and auditing (including audits of the Parties and the SSRTA as they relate to this
Agreement), as approved by the SSRTA Board of Directors, provided no funds will be used for
costs not directly related to operation of the Seattle Southside TPA, this Agreement, or the
SSRTA.
Section 6. Lodging Taxes. The Parties intend to commit lodging tax revenues to
fund regional tourism marketing by contracting with the SSRTA, or successor entity. The
Parties intend the minimum annual funding levels to be set according to the following table:
Annual Commitment of Lodging Tax to the SSRTA*
Year
SeaTac
Tukwila
Des Moines
2014
$835,000
$712,000
100% of monthly lodging tax receipts
2015
$460,000
$405,000
100% of monthly lodging tax receipts
2016
$383,333
$337,500
100% of monthly lodging tax receipts
2017
$306,666
$270,000
100% of monthly lodging tax receipts
2018 and beyond
$230,000
$202,500
100% of monthly lodging tax receipts
* The exact amount of funding for 2014 will be pro -rated based upon the actual date of
establishment of the SSRTA.
Notwithstanding the foregoing, the Parties acknowledge and agree that the final
allocation, uses, and level of lodging tax revenue is subject to the provisions of chapter 67.28
RCW. Recognizing that RCW 67.28.1816 requires that the annual expenditures of the respective
City's lodging tax be approved by the respective city council (based on a recommendation from
its respective lodging tax advisory committee) this Agreement provides no guarantee that future
city councils will approve future funding.
The Parties further recognize that Tukwila has. financial obligations in place to operate
SSVS. Tukwila may, at its sole discretion and absolute authority, reduce the annual payment to
the SSRTA in order to meet obligations and liabilities associated with the operation of SSVS,
including, but not limited to, labor, lease costs, payment of utilities, and other contracts executed
in support of SSVS by Tukwila.
76
Seattle Southside Regional Tourism Authority (RTA) Financial Pro Forma
2020 - 2022
2019
2019
2019
2020
2020
2021
2022
Approved
Year-end
Year-end Actuals Approved Budget
Projection
Projection
Projection
Budget
Estimates :i
(Unaudited)
Revenues
1 TPA Special Assessments
$ 3,674,825 $
3,873,000
$
3,963,260 $
3,900,000
$ 1,272,459
$ 1,585,304
$ 1,823,100
2 LTC -Tukwila
202,500
202,500
202,500
202,500
202,500
202,500
202,500
3 LTC-SeaTac
830,000
830,000
830,000
830,000
830,000
830,000
830,000
4 LTC -Des Moines
111,000
55,500
52,497
55,500
15,000
7,500
10,000
6 Interest Revenue
48,500
68,181
71,829
65,000
22,500
6,000
7,500
7 Misc Other Revenue
2,500
4,136
10,422
2,500
5,500
5,500
5,500
8 Advertising
75,000
35,090
40,480
50,000
7,500
7,500
7,500
Total Revenues
$ 4,944,325 $
5,069,407
$
5,170,999 $
5,105,500
$ 2,355,459
$ 2,644,304
$ 2,896,100
Expenditures
8 Salaries & Benefits
$ 1,622,209 $
1,498,800
$
1,451,758 $
1,630,500
$ 1,393,902
$ 1,315,000
$ 1,350,542
9 Supplies
31,000
13,000
14,197
15,000
10,000
10,000
10,000
10 Small Equipment
20,000
6,500
5,755
20,000
11,000
7,000
7,000
11 Professional Services/Ads/Promotions
2,200,000
2,200,000
2,013,177
2,323,000
1,480,000
1,600,000
1,650,000
12 Communications/Postage
81,000
41,000
36,088
41,000
30,000
30,000
30,000
13 Travel
115,000
80,000
47,357 .
80,000
13,000
35,000
40,000
14 Operating Leases
120,000
113,500
87,512
120,000
111,000
119,000
120,000
15 Insurance
12,000
10,746
10,611
12,000
11,000
12,000
13,000
16 Maintenance
6,000
3,000
3,654
6,000
4,000
4,000
4,000
17 Miscellaneous/Printing
861,000
600,000
589,609
751,000
476,000
600,000
650,000
1S Capital -Digital Images
39,000
39,000
11,000
39,000
11,000
20,000
25,000
Total Operating Expenditures
5,107,209
4,605,546
4,270,718
5,037,500
3,550,902
3,752,000
3,899,542
19 Capital Outlay
100,000
102,927
26,938
68,000
20,000
20,000
20,000
Total Expenditures and Capital Outlay
5,207,209
4,708,473
4,297,657
5,105,500
3,570,902
3,772,000
3,919,542
20 Excess of Revenues over (under) expenditures
(262,884)
359,934
873,333
-
(1,215,443)
(1,127,696)
(1,033,442)
Beginning Fund Balance
$ 2,253,571 $
3,592,569
$
3,582,569 $
3,942,503
$ 4,372,162
$ 3,156,719
$ 2,029,023
Add: Changes in Financial Statement Non -Spendable
and Committed Balances from 2016
N/A
N/A
N/A
N/A
ADD: Unspent Discretionary Costs
-
Ending Fund Balance
$ 1,890,687 $
3,942,503
$
4,455,902 $
3,942,503
$ 3,156,719
$ 2,029,023
$ 995,581
Contingency Reserve (2 months)
$ 868,042 $
784,902
$
716,419 $
839,751
$ 591,935
$ 625,458
$ 650,054
Economic Downturn/Recession Reserve (11%of S
$ 404,231 $
426,030
$
435,959 $
429,000
$ 139,970
$ 174,383
$ 200,541
Capital Asset Replacement Reserve
$ 110,000 $
110,076
$
110,076 $
183,465
$ 183,465
$ 163,465
$ 143,465
Unassigned Balance
$ 508,414 $
2,621,495
$
3,193,448 $
2,490,286
$ 2,241,348
$ 1,065,716
$ 1,521
600
610
620
Total
Sales &
Marketing &
RTA Operating
Executive
Services
Comm
Budget
550,000
470,000
380,000
1,393,902
6,500
2,500
1,000
10,000
11,000
-
-
11,000
185,000
275,000
1,020,000
1,480,000
23,000
6,000
1,000
30,000
2,000
11,000
13,000
111,000
-
-
111,000
11,000
-
-
11,000
4,000
-
-
4,000
135,000
86,000
255,000
476,000
-
11,000
11,000
1,038,500
850,500
1,668,000
3,5 50,902
85,500
New Goal $3.5 M
m
m City of Tu I
City Council Planning & Economic Development Committee
Meeting Minutes
July 6, 2020 - 5:30 p.m. - Electronic Meeting due to COVID-19 Emergency
Councilmembers Present: Thomas McLeod, Kathy Hougardy, Zak Idan
Staff Present: Rachel Bianchi, Vicky Carlsen, Derek Speck, Laurel Humphrey, Minnie
Dhaliwal, Brandon Miles
Guests: Andrea Reay, Seattle Southside Chamber of Commerce; Katherine
Kertzman, Seattle Southside Regional Tourism Authority
Chair McLeod called the meeting to order at 5:30 p.m.
I. BUSINESS AGENDA
A. Interim Policy: Outdoor Seating and Signage
Staff is seeking Council affirmation of an interim policy that allows businesses to offer outdoor
seating in parking areas and use temporary signs with greater flexibility in response to COVID-
19.
Committee Recommendation
Unanimous approval. Forward to July 13, 2020 Committee of the Whole.
B. Business Recovery Grants Update
Committee members and staff discussed various grant opportunities related to COVID-19 business
recovery.
Committee Recommendation
Discussion only. Return to Committee with report of survey responses and funding proposal.
C. Lodging Tax Funding Applications
Staff is seeking Council decision on funding requests from the Seattle Southside Chamber of
Commerce ($50,000), Seattle Southside Regional Tourism Authority ($195,000) and the City of
Tukwila ($88,375). The Lodging Tax Advisory Committee approved all three. Staff
recommends reducing the amount to the SSRTA to $75,000 due to duplication of services with
the existing interlocal agreement. Ms. Kertzman addressed the Committee and stated the
funding request is wholly for additional services and that if Tukwila does not approve the full
amount the SSRTA will remove Tukwila from the scope of the program.
Committee Recommendation
Unanimous approval of $50,000 to the Seattle Southside Chamber of Commerce, $75,000 to
the Seattle Southside Regional Tourism Authority, and $88,375 to the City of Tukwila. Forward
to July 13, 2020 Committee of the Whole.
79
COUNCIL AGENDA SYNOPSIS
Initials
Meeting ll ate
Prepare by
Mayor's review
Council revien)
07/13/20
JR
07/20/20
JR
ITEM INFORMATION
ITEMNo.
3.E.
STAFF SPONSOR: HENRY ANCIRA
ORIGINAL AGENDA DATE: 07/13/20
AGENDA ITEM TITLE 303 Facilities Project: TCC Siding Repairs Phase III
Construction Services
CATEGORY M Discussion
Mtg Date 07/13/20
®Motion
Mtg Date 07/20/20
❑ Resolution
Mtg Date
❑ Ordinance
Mtg Date
❑ Bid Award
Mtg Date
❑ Public Hearing
Mtg Date
❑ Other
Mtg Date
SPONSOR ❑ Council ❑ Mgyor ❑ HR ❑ DCD ❑ Finance ❑ Fire ❑ T S ❑ Pd-R ❑ Police M PIT"' ❑ Court
SPONSOR'S The Tukwila Community Center (TCC) is in its final phase for siding replacement. Phase I
SUMMARY was completed in 2016 and Phase II in 2017. The MRSC Small Works Roster was used to
solicit three bids and Lake Washington Construction, LLC was the lowest bidder at
$116,589 including sales tax. Lake Washington has been used successfully in the past for
smaller remodel projects. Council is being asked to approve the short form contract with
Lake Washington Construction, LLC in the amount of $116,589.00.
REVIEWED BY M Trans &Infrastructure ❑ CommunitySvs/Safety ❑ Finance Comm. ❑ Planning/Economic Dev.
❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm.
DATE: 07/06/2020 COMMITTEE CHAIR: C. DELOSTRINOS JOHNSON
RECOMMENDATIONS:
SPONSOR/AD N. Public Works Department
COMMITTEE Unanimous Approval; Forward to Committee of the Whole
COST IMPACT FUND SOURCE
EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
$116,589.00 $128,247.90 $0.00
Fund Source: 303 FACILITIES FUND
Comments:
MTG. DATE
RECORD OF COUNCIL ACTION
07/13/20
07/20/20
MTG. DATE
ATTACHMENTS
07/13/20
Informational Memorandum dated 07/03/20
2020 Active Project spreadsheet
Short form contract for construction services and exhibit
Minutes from Transportation and Infrastructure Committee meeting of 07/06/20
07/20/20
0
City of Tukwila Allan Ekberg, Mayor
Public Works Department - Henry Hash, Director
INFORMATIONAL MEMORANDUM
TO: Transportation and Infrastructure Committee
FROM: Henry Hash, Public Works Director
BY: Henry Ancira, Facilities Maintenance & Operations Superintendent
CC: Mayor Ekberg
DATE: July 3, 2020
SUBJECT: 303 Facilities Project: TCC Siding Repairs Phase III
Project No. 91630305, Facilities Work Order #28586
Construction Services
ISSUE
Execute a short form contract for construction services with Lake Washington Construction, LLC to
complete the final Phase III of the Tukwila Community Center (TCC) Siding Repairs Project.
BACKGROUND
The Tukwila Community Center's siding needs replacement in several areas all around the building.
The siding damage is the result of water intrusion over many years, due to inferior or absent flashing
protection. Due to the cost of the entire project, it was broken down into three phases. Phase I was the
north side of the building completed in 2016. Phase II was the front side of the building completed in
2017.
ANALYSIS
In 2016 the consultant, Ivary & Associates, performed the necessary architectural services to support
the construction phase of replacing the damaged siding and installing protective flashing to mitigate
water damage in the future.
Phase I and Phase II of the siding repairs were completed successfully and under budget. Phase III,
the final phase, will complete the siding repairs for the remainder of unaddressed areas of the TCC.
The MRSC Small Works Roster was used to solicit three responsive bids from construction contractors.
Lake Washington Construction, LLC was the lowest responsive bidder at $116,589 including applicable
sales tax. This amount is within the engineer's estimate. The City has used Lake Washington
Construction successfully in the past for smaller remodel projects.
FISCAL IMPACT
Construction to replace damaged siding and install protective flashing at designated areas at the TCC
will cost $116,589.00. With a 10% contingency of $11,658.90, total project costs are $128,247.90.
Attached is the 2020 Active Project spreadsheet with the current 303 Fund budget designations.
RECOMMENDATION
Council is being asked to approve the short form contract with Lake Washington Construction, LLC for
the TCC Siding Repairs Phase III Project in the amount of $116,589.00 and to consider this item at the
July 13, 2020 Committee of the Whole and subsequent July 20, 2020 Regular Council Meeting.
Attachments: 2020 Active Project spreadsheet
Short form contract for construction services with exhibit
hitps://tukwilawa.sharepoint.com/sites/publlcworks/engineering/PW Drop Box/01 TIC Agenda/Agenda Items/TIC 07-06-2020/TCC Siding Contract/1. Info Memo TCC Siding III Lake WA 06262020.docx
Project
Fund No.
Project
Status
2020 CIP Projects
103, 104, & 303 Funds
A B
City Funding
Funding 2020 Budget
C
D E
F
G H I
Grant/
2020
Phase 1 & II
103 Fund
Dedicated Rev
Expenditures Committed
Reductions
Balance Policy Decision Council
Funding
to Date for 2020
5/11/2020
Reduction Go / No Go? Decision
103 Fund - Residential Streets
1
103
99410303
42nd Ave S Phase III
Physically completed, final payments
City
$ 378,000
$ 24,102
$ 353,898
2
103
99110301
53rd Ave S
Utility undergrounding, Comcast next
Grant Funded
399,000
120,140
278,860
3
103
Various
(3) Safe Routes to School Projects
Not started, seeking grants, no $ to date
Grant Funded
$ 5,301,000
4
103
81910301
Traffic Calming
On hold due to negative fund balance
City
400,000
9,564
53,504
$ 350,000
5
103
Interfund Loan Repayment
Covers SCL expenditures for 42 & 53
City
336,932
Total 103 Fund $ 1,177,000
104 Fund - Arterial Streets
$ 153,806
$ 1,023,194
$ 350,000
6 104 104 Wages & Benefits Ongoing staff expenses City $ 485,383
$ 93,471 $ 391,912
7
104
98610403
Strander Blvd Extension
Closed, final 2020 grant reimbursement
City
147,362
$ 475,000
622,362
8
104
99310410
West Valley Hwy
Design funds only, underway
Grant Funded
600,000
60,237
539,763
9
104
91310407
BAR Bridge over Airport Way
Construction awarded 5/4/20
Grant Funded
-
2,614,000
17,861
2,596,139
10
104
91810404
42nd Ave S Bridge Replacement
In-depth bridge inspection
City
39,884
39,884
11
104
91810404
42nd Ave S Bridge Replacement
30% Design proposals due 5/19/20
City/WM tax
320,000
680,000
$ 1,000,000
12
104
9030404
S 144th St Bridge - Sidewalks
Not started, seeking grants, no $ to date
Grant Funded
-
227,000
13
104
92010401
Overlay & Repair 2020
Design underway, ready to bid, on hold
City
1,400,000
128,453
71,547
$ 1,200,000
14
104
82010403
Traffic Counts 2020
Ongoing, contract began 1/1/20
City
18,750
3,300
15,450
15
104
92010402
Bridge Inspections 2020
4 legally required bridge inspections
City
196,000
93,000
2,252
49,444
16
104
91710406
S 196th St/200th St Br Repair
Completed, retainage to be paid
City
1,304
16,000
17
104
91610407
S 119th St Pedestrian Bridge
Painting of pedestrian bridge on hold
City
200,000
$312k for
18
104
91510405
ADA Improvements
ADA ramps at 53, 58, on hold w/ Overlay
City
50,000
50,067
reduced
19
104
82010404
Annual Traffic Signal
Ongoing, reduced by 50%, deferred maint.
City
125,000
2,549
59,951
62,500
2020
20
104
11301302
Wetland & Envir Mitigation
Ongoing, required by permit
City
40,000
16,219
23,781
Overlay &
Repair
21
104
82010405
Transp Element of the Comp Plan
Not started, required by GMA, due by 2021
City
400,000
400,000
(6/i/20TIC)
22
104
82010406
Walk & Roll
Update not started, on hold
City
75,000
75,0
23
104
81710404
TIB Channelization Study
Study completed, $25k balance remaining
City
25,000
25,0
24
104
Park Impact Fees Transfer to 301
Housekeeping transfer from 104 to 301
City
1,009,000
$ 325,646
1,009,000
$ 5,835,232
$ 1,200,000
$ 1,432,500
Total 104 Fund $ 4,331,379 $ 4,462,000
303 Fund - Facilities
25 Beginning Fund Balance Drawdown of fund balance $ 656,000
27
303
91930304
6300 Dry Fire Sprinkler System
Completed
City
30,000
$ 30,000
28
303
91630305
TCC Siding Repairs
2 quotes, to TIC 7/6/2020
City
200,000
$ 128,248
303
91630305
TCC Siding Repairs - Savings
Savings from bids
City
71,752
303
91630304
City Hall Siding Repairs
No started
City
100,000
$ 100,000
29
303
82030301
2020 Facilities Study/Seismic
RFPs in, not started
City
300,000
110,000
190,000
Total 303 Fund
$ 630,000
$ 30,000
$ 128,248
$ 210,000
$ 261,752
Total 1 $ 1,694,252
Lines 3 & 12, not added in totals as completely grant funded and no grants to date.
Dedicated revenues include REET, Parking tax, & MVFT
Grant funded
Line 11, Solid Waste Utility tax revenue may be reduced due to COVID-19
00
https.//tukwilawa.sharepoint.com/sites/publicworks/engineering/Shared Documents/Active 2020 Projects.xlsx 6/30/2020
City of Tukwila Contract Number:
6200 Southcenter Boulevard, Tukwila WA 98188
CITY OF TUKWILA
Short Form Contract
Contractor/
Vendor Name: LAKE WASHINGTON CONSTRUCTION LLC. Project No. 91630305 W/O # 28586
Address: 12819 SE 38T" ST. SUITE 504
BELLEVUE, WA 98006 Budget Item: 303.98.594.180.48.00
Telephone: (206) 228-2708 Project Name: TCC SIDING REPAIRS
PHASE III
Please initial all attachments, then sign and return copies one and two to:
City of Tukwila, FACILITIES Department, 6200 Southcenter Boulevard, Tukwila, Washington
98188. Retain copy three for your records until a fully executed copy is returned to you.
AGREEMENT
This Agreement, made and entered into this day of JUNE 2020, by and between the City of
Tukwila, hereinafter referred to as "City", and LAKE WASHINGTON CONSTRUCTION LLC, hereinafter
referred to as "Contractor."
The City and the Contractor hereby agree as follows:
SCOPE AND SCHEDULE OF SERVICES TO BE PERFORMED BY CONTRACTOR. The
Contractor shall perform those services described on Exhibit A attached hereto and incorporated
herein by this reference as if fully set forth. In performing such services, the Contractor shall at all
times comply with all Federal, State, and local statutes, rules and ordinances applicable to the
performance of such services and the handling of any funds used in connection therewith. The
Contractor shall request and obtain prior written approval from the City if the scope or schedule is
to be modified in any way.
2. TIME OF COMPLETION. The work shall be commenced NO SOONER THAN AUGUST 1, 2020
and be completed no later than DECEMBER 31, 2020.
3. COMPENSATION AND METHOD OF PAYMENT. The City shall pay the Contractor for services
rendered according to the rate and method set forth on Exhibit A attached hereto and incorporated
herein by this reference. The total amount to be paid shall not exceed $116,589 except by written
agreement of the parties.
4. CONTRACTOR BUDGET. The Contractor shall apply the funds received under this Agreement
within the maximum limits set forth in this Agreement. The Contractor shall request prior approval
from the City whenever the Contractor desires to amend its budget in any way.
5. PAYMENTS. The City shall make payments on account of the contract AS INVOICED BY
CONTRACTOR AS SECTIONS ARE COMPLETED AS INDICATED IN EXHIBIT A.
6. ACCEPTANCE AND FINAL PAYMENT. Final payment shall be due 10 days after completion of
the work, provided the contract is fully performed and accepted.
7. CONTRACT DOCUMENTS.
The contract includes this Agreement, Scope of Work and Payment Exhibit.
CA revised May 2020
Page 1
The intent of these documents is to include all labor, materials, appliances and services of every
kind necessary for the proper execution of work, and the terms and conditions of payment
therefore.
The documents are to be considered as one, and whatever is called for by any one of the
documents shall be as binding as if called for by all.
The Contractor agrees to verify all measurements set forth in the above documents and to report
all differences in measurements before commencing to perform any work hereunder.
8. MATERIALS, APPLIANCES AND EMPLOYEES.
Except as otherwise noted, the Contractor shall provide and pay for all materials, labor, tools,
water, power and other items necessary to complete the work.
Unless otherwise specified, all material shall be new, and both workmanship and materials shall
be of good quality.
Contractor warrants that all workmen and subcontractors shall be skilled in their trades.
9. SURVEYS, PERMITS AND REGULATIONS. The City shall furnish all surveys unless otherwise
specified. Permits and licenses necessary for the execution of the work shall be secured and paid
for by the Contractor. Easements for permanent structures or permanent changes in existing
facilities shall be secured and paid for by the City unless otherwise specified. The Contractor shall
comply with all laws and regulations bearing on the conduct of the work and shall notify the City in
writing if the drawings and specifications are at variance therewith.
10. PROTECTION OF WORK, PROPERTY AND PERSONS. The Contractor shall adequately protect
the work, adjacent property and the public and shall be responsible for any damage or injury due to
any act or neglect.
11. ACCESS TO WORK. The Contractor shall permit and facilitate observation of the work by the City
and its agents and public authorities at all times.
12. CHANGES IN WORK. The City may order changes in the work, the contract sum being adjusted
accordingly. All such orders and adjustments shall be in writing. Claims by the Contractor for extra
cost must be made in writing before executing the work involved.
13. CORRECTION OF WORK. The Contractor shall re -execute any work that fails to conform to the
requirements of the contract and that appears during the progress of the work, and shall remedy
any defects due to faulty materials or workmanship which appear within a period of one year from
date of completion of the contract and final acceptance of the work by the City unless the
manufacturer of the equipment or materials has a warranty for a longer period of time, which
warranties shall be assigned by Contractor to City. The provisions of this article apply to work done
by subcontractors as well as to work done by direct employees of the Contractor.
14. OWNER'S RIGHT TO TERMINATE CONTRACT. Should the Contractor neglect to execute the
work properly, or fail to perform any provision of the contract, the City, after seven days' written
notice to the contractor, and his surety, if any, may without prejudice to any other remedy the City
may have, make good the deficiencies and may deduct the cost thereof from the payment then or
thereafter due the Contract or, at the City's option, may terminate the contract and take possession
of all materials, tools, appliances and finish work by such means as the City sees fit, and if the
unpaid balance of the contract price exceeds the expense of finishing the work, such excess shall
be paid to the Contractor, but if such expense exceeds such unpaid balance, the Contractor shall
pay the difference to the City.
15. PAYMENTS. Payments shall be made as provided in the Agreements. Payments otherwise due
may be withheld on account of defective work not remedied, liens filed, damage by the Contractor
to others not adjusted, or failure to make payments properly to the subcontractors.
16. INSURANCE. The Contractor shall procure and maintain for the duration of the Agreement,
insurance against claims for injuries to persons or damage to property which may arise from or in
connection with the performance of the work hereunder by the Contractor, their agents,
CA revised May 2020 Page 2
representatives, employees or subcontractors. Contractor's maintenance of insurance, its scope of
coverage and limits as required herein shall not be construed to limit the liability of the Contractor
to the coverage provided by such insurance, or otherwise limit the City's recourse to any remedy
available at law or in equity.
A. Minimum Scope of Insurance. Contractor shall obtain insurance of the types and with the
limits described below:
1. Automobile Liability insurance with a minimum combined single limit for bodily injury
and property damage of $1,000,000 per accident. Automobile liability insurance shall
cover all owned, non -owned, hired and leased vehicles. Coverage shall be written
on Insurance Services Office (ISO) form CA 00 01 or a substitute form providing
equivalent liability coverage. If necessary, the policy shall be endorsed to provide
contractual liability coverage.
2. Commercial General Liability insurance with limits no less than $2,000,000 each
occurrence, $2,000,000 general aggregate and $2,000,000 products -completed operations
aggregate limit. Commercial General Liability insurance shall be as least at broad as ISO
occurrence form CG 00 01 and shall cover liability arising from premises, operations,
independent contractors, products -completed operations, stop gap liability, personal injury
and advertising injury, and liability assumed under an insured contract. The Commercial
General Liability insurance shall be endorsed to provide a per project general aggregate
limit using ISO form CG 25 03 05 09 or an equivalent endorsement. There shall be no
exclusion for liability arising from explosion, collapse or underground property damage.
The City shall be named as an additional insured under the Contractor's Commercial
General Liability insurance policy with respect to the work performed for the City using ISO
Additional Insured endorsement CG 20 10 10 01 and Additional Insured -Completed
Operations endorsement CG 20 37 10 01 or substitute endorsements providing at least as
broad coverage.
3. Workers' Compensation coverage as required by the Industrial Insurance laws of the
State of Washington.
B. Public Entity Full Availability of Contractor Limits. If the Contractor maintains higher
insurance limits than the minimums shown above, the Public Entity shall be insured for the full
available limits of Commercial General and Excess or Umbrella liability maintained by the
Contractor, irrespective of whether such limits maintained by the Contractor are greater than
those required by this Contract or whether any certificate of insurance furnished to the Public
Entity evidences limits of liability lower than those maintained by the Contractor.
C. Other Insurance Provision. The Contractor's Automobile Liability and Commercial General
Liability insurance policies are to contain or be endorsed to contain that they shall be primary
insurance with respect to the City. Any insurance, self-insurance, or insurance pool coverage
maintained by the City shall be in excess of the Contractor's insurance and shall not contribute
with it.
D. Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best
rating of not less than A: VII.
E. Verification of Coverage. Contractor shall furnish the City with original certificates and a copy
of the amendatory endorsements, including but not necessarily limited to the additional insured
endorsement, evidencing the insurance requirements of the Contractor before commencement
of the work.
F. Subcontractors. The Contractor shall cause each and every Subcontractor to provide
insurance coverage that complies with all applicable requirements of the Contractor -provided
insurance as set forth herein, except the Contractor shall have sole responsibility for determining
CA revised May 2020
Page 3
the limits of coverage required to be obtained by Subcontractors. The Contractor shall ensure
that the Public Entity is an additional insured on each and every Subcontractor's Commercial
General liability insurance policy using an endorsement as least as broad as ISO CG 20 10 10
01 for ongoing operations and CG 20 37 10 01 for completed operations.
G. Notice of Cancellation. The Contractor shall provide the City and all Additional Insureds for
this work with written notice of any policy cancellation, within two business days of their receipt
of such notice.
H. Failure to Maintain Insurance. Failure on the part of the Contractor to maintain insurance as
required shall constitute a material breach of contract, upon which the City may, after giving five
business -days' notice to the Contractor to correct the breach, immediately terminate the contract
or, at its discretion, procure or renew such insurance and pay any and all premiums in
connection therewith, with any sums so expended to be repaid to the City on demand, or at the
sole discretion of the City, offset against funds due the Contractor from the City.
17. PERFORMANCE BOND. The Contractor shall furnish to the City prior to start of construction a
performance bond at 100% of the amount of the contract and in a form acceptable to the City. In
lieu of bond for contracts less than $25,000, the City may, at the Contractor's option, hold 5% of
the contract amount as retainage for a period of 30 days after final acceptance or until receipt of
all necessary releases from the Department of Revenue and the Department of Labor and
Industries and settlement of any liens, whichever is later.
18. LIENS. The final payment shall not be due until the Contractor has delivered to the City a complete
release of all liens arising out of this contract or receipts in full covering all labor and materials for
which a lien could be filed, or a bond satisfactory to the City indemnifying the City against any lien.
19. SEPARATE CONTRACTS. The City has the right to execute other contracts in connection with
the work and the Contractor shall properly cooperate with any such other contracts.
20. ATTORNEYS FEES AND COSTS. In the event of legal action hereunder, the prevailing party shall
be entitled to recover its reasonable attorney fees and costs.
21. CLEANING UP. The Contractor shall keep the premises free from accumulation of waste material
and rubbish and at the completion of the work, shall remove from the premises all rubbish,
implements and surplus materials and leave the premises clean.
22. INDEMNIFICATION. The Contractor shall defend, indemnify and hold the City, its officers, officials,
employees and volunteers harmless from any and all claims, injuries, damages, losses or suits
including attorney fees, arising out of or in connection with the performance of this Agreement,
except for injuries and damages caused by the sole negligence of the City. Should a court of
competent jurisdiction determine that this Agreement is subject to RCW 4.24.115, then, in the event
of liability for damages arising out of bodily injury to persons or damages to property caused by or
resulting from the concurrent negligence of the Contractor and the City, its officers, officials,
employees, and volunteers, the Contractor's liability hereunder shall be only to the extent of the
Contractor's negligence. It is further specifically and expressly understood that the indemnification
provided herein constitutes the Contractor's waiver of immunity under Industrial Insurance, Title 51
RCW, solely for the purposes of this indemnification. This waiver has been mutually negotiated by
the parties. The provisions of this section shall survive the expiration or termination of this
Agreement.
23. PREVAILING WAGES. The Contractor shall pay all laborers, workmen and mechanics the
prevailing wage and shall file the required "Statement of Intent to Pay Prevailing Wages" in
conformance with RCW 39.12.040.
24. DISCRIMINATION PROHIBITED. The Consultant, with regard to the work performed by it under
this Agreement, will not discriminate on the grounds of race, religion, creed, color, national origin,
age, veteran status, sex, sexual orientation, gender identity, marital status, political affiliation or the
CA revised May 2020
Page 4
presence of any disability in the selection and retention of employees or procurement of materials
or supplies.
25. ENTIRE AGREEMENT; MODIFICATION. This Agreement, together with attachments or addenda,
represents the entire and integrated Agreement between the City and the Contractor and
supersedes all prior negotiations, representations, or agreements written or oral. No amendment
or modification of this Agreement shall be of any force or effect unless it is in writing and signed by
the parties.
26. SEVERABILITY AND SURVIVAL. If any term, condition or provision of this Agreement is declared
void or unenforceable or limited in its application or effect, such event shall not affect any other
provisions hereof and all other provisions shall remain fully enforceable. The provisions of this
Agreement, which by their sense and context are reasonably intended to survive the completion,
expiration or cancellation of this Agreement, shall survive termination of this Agreement.
27. NOTICES. Notices to the City of Tukwila shall be sent to the following address:
City Clerk, City of Tukwila
6200 Southcenter Blvd.
Tukwila, Washington 98188
Notices to the Contractor shall be sent to the address provided by the Contractor upon the signature
line below.
28. APPLICABLE LAW; VENUE; ATTORNEY'S FEES. This Agreement shall be governed by and
construed in accordance with the laws of the State of Washington. In the event any suit, arbitration,
or other proceeding is instituted to enforce any term of this Agreement, the parties specifically
understand and agree that venue shall be properly laid in King County, Washington. The prevailing
party in any such action shall be entitled to its attorney's fees and costs of suit.
IN WITNESS WHEREOF, the parties hereto executed this Agreement the day and year first above
written.
CITY OF TUKWILA
By:
Signature
By:
Signature
Printed Name: Allan Ekberg, Mayor Printed Name:
Date:
ATTEST/AUTHENTICATED:
City Clerk, Christy O'Flaherty
APPROVED AS TO FORM:
Office of the City Attorney
Title:
Date:
CA revised May 2020
Page 5
91
92
Lake Washington Construction LLC
12819 SE 38th St
Suite 504
Bellevue, WA 98006
Phone # 206-228-2708 lkwaconstructior&-gmail.com
Name / Address
City of Tukwila
Mike Sodon
124 42nd Ave
Tukwila
Estimate
Date Estimate # jI
5/26/2020 1344 — 4
Project
Description
Qty
Rate
Total
'
Re -Build corners in front of building (near Play area) to include:
2
5,118.00
10,236.00T
Demo siding, band board and corner trim boards, Inspect for damage.
Install new band board aprox 8 feet, new corner boards (1x6x8) 2
each,
Install new bottom trim board (1x6x4) 2 each
Extend flashing in areas as needed
Remove gutters and down spouts/as needed to install roof to wall
(Kick out flashing) and re -install gutter
Install vapor barrier and aprox 200 feet of cedar siding, caulk and
make paint ready
Prime and paint entire bump out
Fire Side Lounge
1
2,445.00
2,445.00T
Replace corner trim, band board and flashing as needed.
Install Metal cap on 2 exposed beams
Social halt
Replace trim around windows on bump out As needed.
Total
Page 1 -w ttG i " t Y1Cwde t3� 11cs 04
93
Lake Washington Construction LLC
12819 SE 38th St
Suite 504
Bellevue, WA 98006
Phone# 206-228-2708 lkwaconstructiai@gmail.com
Name / Address
City of Tukwila
Mike Sodon
124 42nd Ave
Tukwila
Description
Replace corners on (4) bump out on backside of building to include:
New 13 inch band board aprox 12 feet long
New 9 inch corner board aprox 40 feet total,
new bottom trim board 12 inches wide by 12 total feet
Remove downspouts and gutter on both sides of bump out,
install new siding 60 In feet total and re -install downspouts and
gutters
Prime and paint entire bump out
Estimate
Date Estimate #
5/26/2020 II 1344
I Project
Qty Rate Total
4 5,336.00 21,344.00T
Total
r
Page 2
Lake Washington Construction LLC
12819 SE 38th St
Suite 504
Bellevue, WA 98006
Phone # 206-228-2708 lkwaccixtruction@gmail.com
Name / Address
City of Tukwila
Mike Sodon
124 42nd Ave
Tukwila
Estimate
Date
Estimate #
5/26/2020
13,44
Project
Description
Qty
Rate
Total
Siding on backside of building to include:
11,875.00
11,875.00T
2 new corner board 1x6x8 feet long
Replace fascia board on gable 2 pieces 30 feet long
Replace 1x6 trim board under windows 16 feet long
Replace horizontal fascia board at 2 locations total of 100 feet
Replace aprox 12 feet of board and bat siding near social hall, bondo
area of bird holes
Replace 4 feet of board and bat siding to the right of the
maintenance door
Re nail board and bat siding as needed near banquet hall.
Rebuild corners on bump out near Rec office to include 12 feet of
band board, 22 feet of 9 inch
corner board, 22 feet 6.5 inch corner board
Extend flashing in several locations including adding flashing on band
board
Detach gutter and downspout on both sides, flash as needed. Install
60 feet of new siding
Paint entire bump out
Total
Page 3
95
Lake Washington Construction LLC
12819 SE 38th St
Suite 504
Bellevue, WA 98006
Phone # 206-228-2708 lkwaconstruction@gmail.com
Name / Address
City of Tukwila
Mike Sodon
124 42nd Ave
Tukwila
Estimate
Date I Estimate #
5/26/2020 I 1344
Project
Description
Qty
Rate
Total
New Items added'
4,675.00
4,675.00T
Replace all of the siding on "Dog house' on roof in back of the
building.
and Paint all newly installed siding
Replace additional 5/4x6 soffit trim boards (under the fascia) up to 60
In ft
It is evident there is sheeting and framing damage around windows,
3,500.00
3,500.00T
contingency money to cover this
Misc Material costs, including paint, adhesives and sealant, and
750.00
750.00T
sundries
Debris removal and dump fee.
900.001
900.00T
This Includes the use of Premium grade Primed spruce for the trim
wood
The costs have been updated to include the paying of prevailing
wage.
This Project timeline is 20 working days but may be delayed due to
weather.
A deposit of 3M will be required on or before the start date. The
balance will should be paid within 7 working days of completion
Sales Tax
10.00% 1 5,572.50
y OS
Total $61,297.50
Page 4
Lake Washington Construction LLC
12819 SE 38th St
Suite 504
Bellevue, WA 98006
Phone # 206-228-2708 lkwaconstruction@gmail.com
Name / Address
City of Tukwila
Mike Sodon
124 42nd Ave
Tukwila
Description
Gymnasium:
Back side (south)
Demo Trellis structure on backside of gym and patch holes from the
beams. (this structure is not repairable and is a safety concern.)
Replace up to 5 sheets of T111 and bat boards, re nail loose boards
Paint newly installed siding boards and trim
West facing (back) Gable wall
Replace up to 6 sheets of T111 and bat boards, re nail loose boards
Paint newly installed siding boards and trim
This will require some building of temporary scaffold and is included
in the price.
Front side (north east wall) only Gym side wall above (racquetball
court)
Reside north wall with T111 board and bat siding aprox 1440 sq feet.
Paint Newly installed boards
Q�y
Total
Estimate
Date ( Estimate # I
5/26/2020 1345 I
Rate
8,545.00
6,750.00
9,750.00
Project
Total
8,545.00T
6, 750.00T
9,750.00T
Page 1
97
Lake Washington Construction LLC
12819 SE 38th St
Suite 504
Bellevue, WA 98006
Phone # 206-228-2708 lkwaconstruction@gmail.com
Name / Address
City of Tukwila
Mike Sodon
124 42nd Ave
Tukwila
Description �Qty
East facing gable wall
Replace up to 5 sheets of T111 and bat boards, re nail loose boards
Remove Trellis structure on eastside of building and patch holes. (this
structure is not repairable and is a safety concern.)
Paint newly installed siding,
Materials: siding, trim wood, other misc building materials
Boom lift, scaffold and other rentals
Debris removal/ dumpster
The costs have been updated to include the paying of prevailing
wage.
This Project timeline is 23 working days but may be delayed due to
weather.
A deposit of 30% will be required on or before the start date. The
balance will should be paid within 7 working days of completion
Sales Tax
Estimate
Date Estimate # 1
5/26/2020 I 1345
Project
Rate Total
8,565.00 8,565.00T
10,575.001 I
10, 575.00T
4, 500.00 ,
4, 500.00T
1,580.00�
1,580.00T
10.00% j 5,026.50
61
Total $55,291.50
I
Page 2
City of 1
City Council Transportation & Infrastructure Committee
Meeting Minutes
July 6, 2020 - 5:30 p.m. - Electronic Meeting due to COVID-19 Emergency
Councilmembers Present: Cynthia Delostrinos Johnson, Chair; Verna Seal, Kate Kruller
Staff Present: David Cline, Henry Hash, Hari Ponnekanti, Han Kirkland, Gail Labanara,
Bryan Still, Henry Ancira, and Mike Perfetti
Chair Delostrinos Johnson called the meeting to order at 5:45 p.m.
I. BUSINESS AGENDA
A. Resolution: Gilliam Creek Fish Barrier Removal Project Grant Applications
Staff is seeking Council approval of a resolution authorizing submission of two grant
applications to the State of Washington Recreation and Conservation Office for the Gilliam
Creek Fish Barrier Removal Project. The Resolution will also authorize the application for any
future RCO Salmon Recovery Funding Board grant submittals.
Committee Recommendation
Unanimous approval. Forward to July 20, 2020 Regular Consent Agenda
B. Contract: Phase III of the Tukwila Communitv Center Siding Repairs Proiect
Staff is seeking Council approval of a contract with Lake Washington Construction, LLC in
the amount of $116,589.00 for construction of the final phase of the Tukwila Community
Center Siding Repairs Project.
Committee Recommendation
Unanimous approval. Forward to July 13, 2020 Committee of Whole.
II. MISCELLANEOUS
None.
The meeting adjourned at 6:03 p.m.
CDJ
Committee Chair Approval
Minutes by HK, Reviewed by GL
••
100
COUNCIL AGENDA SYNOPSIS
Initials
Meeting Date
Prepared b
Mayor's review
Council review
07/13/20
JCW
07/20/20
JCW
ITEM INFORMATION
ITEM NO.
3.F.
STAFF SPONSOR: JASON KONIECZKA / FIRE
ORIGINAL AGENDA DATE: 07/13/20
AGENDAITEMTITLE Hazard Mitigation Plan Resolution
CATEGORY ® Discussion
Mtg Date 07113120
❑ Motion
Mtg Date
® Resolution
Mtg Date 7120120
❑ Ordinance
Mtg Date
❑ Bid Award
Mtg Date
❑ Public Hearing
Mtg Date
❑ Other
Mtg Date
SPONSOR ❑ Council ❑ Mayor ❑ HR ❑ DCD ❑ Finance ® Fire ❑ TS ❑ P&R ❑ Police ❑ P11W
SPONSOR'S The City's current Hazard Mitigation Plan (HMP) was last updated in 2016. Washington
SUMMARY State law requires the local jurisdiction to submit their HMP & CEMP to Washington State
Emergency Management Division every four years. Our plan was submitted to the State
Emergency Management Division in 2019 and was approved by the State. Additionally,
Tukwila Municipal Code (TMC) Chapter 2.57 requires an annual review of the CEMP. This
meets that requirement as well.
REVIEWED BY ❑ Trans&Infrastructure ® CommunitySvs/Safety ❑ Finance Com ❑ Planning/Economic Dev.
❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm.
DATE: 7/13/20 COMMITTEE CHAIR:
RECOMMENDATIONS:
SPONSOR/ADMIN. Tukwila Fire Department
COMMITTEE Unanimous Approval; Forward to Committee of the Whole
COST IMPACT / FUND SOURCE
EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
$0 $0 $0
Fund Source:
Comments:
MTG. DATE
RECORD OF COUNCIL ACTION
07/13/20
07/13/20
MTG. DATE
ATTACHMENTS
07/13/20
Informational Memorandum dated 07/06/2020
Proposed Resolution, with attached 2020 Hazard Mitigation Plan
Resolution No. 1954 — 2018 Comprehensive Emergency Management Plan
07/20/20
101
102
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Community Services and Safety Committee
FROM: Jason Konieczka, Battalion Chief
Jay C. Wittwer, Fire Chief
BY: JCW
CC: Mayor Ekberg, Mayor
David Cline, City Administrator
DATE: July 6, 2020
SUBJECT: Hazard Mitigation Plan Resolution
ISSUE
The Tukwila Hazard Mitigation Plan (HMP) must be updated every four years. The last time it
was updated was 2016. We bring this resolution to the city council to meet this State
requirement.
BACKGROUND
The attached information is provided to the City Council from the Fire Department and other
departments within the city regarding the hazard mitigation plan within the city. The documents
shared with the council will bring clarity to the goals and plans developed with collaboration of
all departments in the city. This HMP uses the Comprehensive Emergency Management Plan
(CEMP) along with other city documents to guide our agency during emergent situations.
DISCUSSION
The CEMP was last updated in 2018, every year this plan is reviewed and adjusted as needed.
The updated CEMP was presented to the King County Emergency Management Division in
2019 and accepted. The HMP has now been updated and will be turned over to the same
agency once the resolution is adopted by the city council. Our plan is to have the resolution
passed by the end of July 2020, this timetable is what the County has asked of each agency.
RECOMMENDATION
Staff is requesting the CSS Committee on July 13 to approve and pass this forward to the July
13 COW. Following these two actions, this HMP Resolution is to be adopted by the City Council
during the July 20, 2020 Regular Council meeting.
ATTACHMENTS
2020 HMP Resolution
2020 HMP
2018 CEMP Resolution 1954
2018 CEMP
103
104
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, ADOPTING THE TUKWILA HAZARD MITIGATION PLAN.
WHEREAS, the City of Tukwila and surrounding areas are subject to various hazards,
including flooding, earthquakes, landslides, severe windstorms and other natural and
technological/man-made hazards; and
WHEREAS, the City of Tukwila is committed to strengthening the City's resilience to the
effects of natural and technological/man-made hazards; and
WHEREAS, the Federal Disaster Mitigation Act of 2000, specifically Section 322, addresses
local mitigation planning and requires local governments to develop Local Hazard Mitigation Plans
as a condition of receiving Hazard Mitigation Grant Program funding, Flood Management
Assistance, and Pre -Disaster Mitigation funding from the Federal Emergency Management
Agency (FEMA); and
WHEREAS, FEMA has completed a pre -adoption review of the City's Hazard Mitigation Plan
and will approve the Plan upon receiving documentation of its adoption by the City;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON,
HEREBY RESOLVES AS FOLLOWS:
The City Council approves participation in the hazard mitigation planning process,
development of a City-wide Hazard Mitigation Plan and adoption of the proposed Hazard
Mitigation Plan subject to FEMA approval, hereby incorporated by reference as "Attachment A."
PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a
Regular Meeting thereof this day of 2020.
ATTEST/AUTHENTICATED:
Christy O'Flaherty, MMC, City Clerk De'Sean Quinn, Council President
APPROVED AS TO FORM BY:
Filed with the City Clerk:
Passed by the City Council:
Resolution Number:
Office of the City Attorney
Attachment A: Tukwila Hazard Mitigation Plan ("City of Tukwila Plan Annex")
W:\Word Processing\Resolutions\Hazard Mitigation Plan 7-7-20
JW:bjs Review and analysis by Barbara Saxton
Page 1 of 1
105
106
W King County
City of Tukwila Plan Annex
Introduction
Tukwila lies in the heart of the Puget Sound region, sitting 12 miles
to the south of downtown Seattle, 17 miles to the north of
downtown Tacoma just east of Seattle -Tacoma International
Airport, and at the crossroads of two major interstate highways, I-5
and I-405. The City of Kent is our southern border, with SeaTac
to our west and Renton on our east. The Green/Duwamish River
runs the full length of the city from north to south. The BNSF
Rails dissect the City from north to south. Tukwila is home to the
state's largest shopping mall, Westfield/Southcenter Mall. Tukwila
is a local leader in retail and commercial sales, warehousing and
distribution of goods and manufacturing. The current population
of the City is 20,930. There is a large development on recently
annexed land in the south end of the City that could increase the
population substantially with the next 5 years.
Governing Body Format- The City of Tukwila has a Mayor -
Council form of Government. Tukwila's Mayor is the chief
executive officer of the City, and the Council is the legislative
branch and governing body. The City's management consists of
eight department heads, 347 full time employees with 100 part-time
employees. The current operating budget of the City is $65.9
million.
Jurisdiction Point of Contact:
Name: Jay Wittwer
Title: Emergency Manager Director
Entity: Tukwila Fire Department
Phone: 206-971-8710
Email: Jay.Wittwer@TukwilaWA.gov
Plan Prepared By:
Name: Jason Konieczka
Title: Emergency Manager
Entity: Tukwila Fire Department
Phone: 206-971-8740
Email:
Jason.Konieczka@TukwilaWA.gov
Development Trends
City of Tukwila Profile
i
l 11
•+►.ruanNv.
6: I�
Incorporated: 1908
Population: 20,294 (2018 est.)
Location: 47°28'42"N and
122016'32"W
Located in King County
Area: 9.60 sq miles
Mayor: Allan Ekberg
Website: www.tukwilawa.gov
Since 1990, the City of Tukwila's annual average population growth
(with annexations removed) was about 0.9%. Per the City's Strategic
Plan, development and growth assumptions yield an estimated average
annual growth rate of about 1.1% for the 20-year period from 2012-
2031. In 2010, Tukwila businesses had nearly 43,130 employees.
Estimated employment growth over the next 20 years is also estimated
to average about 1.0% per year.
Tukwila's current nighttime population is 20,930. It is projected to
grow to 25,635 by 2030. The City's estimates place Tukwila's daytime
population between 150,000 and 170,000, including approximately 16
million shoppers a year to the Westfield Southcenter Mall alone. This
population is 7 to 8 times the size of the City's residential population.
For the purposes of hazards mitigation there are five key city sub -areas:
Tukwila's Southcenter area, Manufacturing/Industrial Center, Tukwila
City of Tukwila Hazard Mitigation Plan
Page 11 07
ing County
International Boulevard corridor, Tukwila South and the remaining residential/commercial areas.
Tukwila's Southcenter area is intended to develop as a high -density, regionally oriented, mixed use center.
It serves major employment, shopping and entertainment destination, with an expanding residential population in
an increasingly urban and walkable format. It is anticipated that residential growth in this area will increase to 2,700
units by 2031. There is a total of 672 dwelling units constructed, under construction, or in the permitting stage in
this area. Approximately 80% of the units under construction will be occupied by people with disabilities and/or
seniors. In 2031, a total of 2,700 housing units are forecasted to be in this area. The trend is to grow vertically with
a 19-story combination residential and commercial recently completed; and several other five to six story
residential buildings under construction.
The Tukwila South Project will encompass about 400 acres of land along the Green River at the south end of the
City. The project is likely to add about 10 million square feet of occupied space, including a mix of office space,
residential, retail, and hotel. The development timeline for Tukwila South is currently uncertain due to many
factors, including length of time to complete infrastructure improvements and other market factors.
Tukwila's Manufacturing/Industrial Center comprises an area of 998 acres along the Duwamish River, bounded
generally by the City of Seattle on the north, South 125th Street on the south, the Burlington Northern railway
right -of way on the east, and the Duwamish River on the west. The employment exceeds 18,000 in this area, and
more than three-quarters of this is in manufacturing. More recently three large warehouses are at the permitting
stage, which could add significant employment and warehouse space in this corridor.
Tukwila International Corridor is also transitioning to a more urban area with mid -rise multi -story development
(Tukwila Village). With the location of Light Rail Station and more recent capital investments by the City along
this corridor additional development is anticipated in this area. More intensive development could occur south of
the light rail station.
There is not going to be significant single-family development due to limited land and regulations. In a good
economic year, the city issues 20 new single-family dwelling permits. There were however two very large
residential projects recently completed near the Mall, with about 400 units of both an apartment building and
senior housing.
The development of Tukwila South will decrease the risk of hazards, particularly from floods. The developer was
able to regrade and excavate the entire hillside to the southwest of the central business district and in doing so was
able to relocate all of the dirt to raise the 400 acres for a future development up a significant level. Also, Tukwila
Village is located outside of the flood zone or liquefaction zones.
City of Tukwila Risk Summary
Hazard Risk and Vulnerability Summary
HAZARD HAZARD SUMMARY VULNERABILITY SUMMARY IMPACT SUMMARY
Avalanche Tukwila does not
within any avalanche
zones.
Earthquake RrEarthquakes are
probably the biggest
threat to the City of
Tukwila. We are located
in a region that is
susceptible to all three
types of earthquakes:
crustal. intraolate or
Many of the buildings in Tukwila
are not up to the current
earthquake standards. The valley
floor has many concrete tilt -ups,
many of them constructed prior
to the stricter codes that were
introduced in the 1997 Uniform
Building Code. Also, some of
A large earthquake in
our City would be
devastating. Many of
the City's critical
infrastructures would
be damaged, so it
would be difficult to
provide essential
1 O$City of Tukwila Hazard Mitigation Plan
Page 2
�W IL4 k,
4 qS
deep, and subduction
the bridges in Tukwila are in
services or assist with
zone quakes. The larger
need of retrofit to meet the
the response effort. If
more devastating quakes
current standard.
an event occurred
occur every 750 years
within the region, we
and we are overdue by
would not be receiving
450 years.
mutual aid from our
neighbors, as they
would be dealing with
their own responses.
Flood
The City is bisected by
There are 28 residential and 21
With the potential of
the Green and
commercial properties including
flooding, there is a plan
Duwamish River which
a professional rugby and soccer
to reinforce the levees
runs the entire City from
complex and a golf course that
throughout the City to
the north and south
may be affected based on King
lessen the impact.
boundaries.
County's 100-year flood map
see fi res 1 and 2).
Landslide
Landslides typically
There is one area prone to
A landslide in this area
occur where the earth is
landslides in the City of Tukwila
could, under extreme
unstable, and the slope
located near a major arterial
conditions, cause life
is excessive. There is
road. The area has seen slides in
safety issues but will
usually an event that
the past and there has been
most likely only cause
triggers the landslide
attempts to stabilize the hillside.
traffic issues as well
such as excessive rains
The location is just above
property damage to
or an earthquake.
Interurban Ave South at
residences above the
approximately the 15200 block.
slide area.
Canyon Estates Condominiums
sit above the potential slide are.
Jersey barriers are located at the
lot
bottom to contain debris if a
slide occurred
Severe
We have seen some
As a result of the windstorms,
With widespread
Weather
strong windstorms blow
we see many trees down which
power outages, people
through our area within
can result in power outages
will not be able to call
the last few years.
throughout the region. This can
for emergency services
have a negative effect on both
or be able to heat their
communication and electricity,
homes. There may
which will impact people's ability
also be access issues
to heat their homes.
for emergency vehicles
with downed trees.
Severe Winter We have had some
With the challenging
A large snow event like
Weather significant snow events
topographical profiles, our area
the one in 2019 can
in the last few years in
is affected much more than a
make it difficult to
our typically mild region.
place that sees more snowfall.
travel throughout the
We also have many of our staff
region, making it
that live far from the City which
difficult for people to
makes it a challenge to report to
get their basic needs
work.
met.
Tsunami
With a potential tsunami
The same low-lying properties
The threat may not be
generated in the Puget
identified in the flood plan
as expected and catch
Sound, the City may
would be vulnerable to a
people off guard.
experience a similar
tsunami generated flood.
flood risk, depending on
City of Tukwila Hazard Mitigation Plan Page 31 09
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the tide, from the
Duwamish and Green
River than a weather -
flood.
Volcano
Tukwila is positioned
The entire region could be
A large amount of ash
close enough to Mount
affected by ash if the weather
can pose a health risk
Rainer to feel the impact
was right.
to both humans and
of a major eruption. We
livestock. It will also
are also close enough to
influence agriculture,
a few other volcanos to
transportation and the
feel the impact,
entire infrastructure.
IL
especially if ash was
dispersed in our
direction.
Wildfire
Tukwila is bordered by
N/A
N/A
only urban areas. There
are a few green belts
located in and around
the City, but nothing
large enough to sustain a
wildfire.
Civil 7We have seen a trend of
There is a risk to anybody
We have seen some
Disturbance civil disturbances in our
involved with the disturbance,
disturbances in
region that date back to
responding public safety
Tukwila as we are
the WTO protests,
personnel, and bystanders. There
located in the middle
which fell on Mayday of
can also be damage to property
of an urban sprawl and
1999. We have also seen
or the environment.
therefore can be a
disturbances attached to
gathering place for
large events such as
events that attract
concerts or even
AW
disturbances.
gatherings at the Mall.
Cyber Attack
There are more and
A successful attack on the City's
I am not aware of any
more attacks on
network system could potentially
attacks on the City at
government agencies
shut down the City's ability to
the time of this report.
network systems to hold
function. This would have a
that agency for ransom.
crippling effect on services
provided by the City including
police and fire responses.
Dam Failure The green river, which
The same residents and
The Army Core of
runs through Tukwila
businesses that would be
Engineers re -
and into the Duwamish,
affected by a tsunami or a
engineered and
is downstream of the
weather -related flood would also
fortified the Howard
Howard Hansen Dam,
be impacted by the dam failure.
Hansen Dam and the
which in 2008 was at
adjacent abutment
risk of failure.
back in 2009.
Hazardous
Burlington Northern
We would see a large impact if
We rely on hazmat
Materials
runs right through our
there were a derailment of
technicians that
Incident
City and currently all the
Bakken Oil cars since they are
respond in the region.
Bakken Oil train cars
highly volatile. We could also
We are part of the
traveling to the
see just about any type of
Zone 3 response which
refineries run on it. We
hazardous material traveling
dispatches the
are also at the
over -the -road with Tukwila
necessary technicians
1 10City of Tukwila Hazard Mitigation Plan Page 4
ing County
intersection of two
being located in the middle of
and equipment needed
major freeways which
two major ports.
to handle all types of
carry a large amount of
hazmat calls.
hazardous materials
over -the -road.
Public Health Although we do not
We have seen some potential
If we were to have any
Emergency have any hospitals
threats over the years including
type of disease
located in Tukwila, we
Ebola which didn't bring any
outbreak, resources
are surrounded by
cases to King County. There
could be quickly
several as well as a major
was a recent measles outbreak
overwhelmed and there
international airport.
that brought some cases here.
may be a public panic
Any one of these
that would tax our
facilities may become
resources even further.
ground zero for some
type of disease
outbreaks.
Structure Fire
Structure fires can be
We have our share of older
We could see a
devastating to the
structures that were constructed
structure fire that could
environment, destroy
prior to modern fire protection
be very damaging to
property and even
such as sprinklers or fire alarms.
the City's revenue
threaten lives. The
stream, such as a fire at
standards of fire
the major shopping
protection have gone up
mall. If the fire was to
over the years making
be in significant size, it
structure fires less likely
would impact a lot of
to occur.
jobs and commerce.
Terrorism I Ever since 9/11, there
Tukwila is in the middle of the
e saw a arge surge o
has been a potential
greater urban Seattle/Tacoma
equipment just to
terrorist threat.
area with the major airport that
mitigate terrorist
serves the area located just
threats provided to our
outside of the City. This makes
hazmat teams to help
the City as a potential threat.
with the response to
potential terrorist
threats following 9/11.
City of Tukwila Hazard Mitigation Plan Page 51 1 1
L9 King County
4 �I --
�fi
A 2
al��I i
fee
F�2YMing �1 �:
i��lll'sFll ■1'
'MFIFIF�
�* •::ii, t .s t is
� ` �, ��% quell � ►`.
�A
4aM■CIhl� .• rd
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f { 44
6
L Pobential
Hazard Areas:
Tukwila
S&OCIS Ito to mmmft
KingCounty
Figure 1: The map produced ly King County which adds liquefaction hones which show much of the Central Business District (CBT) in Tukwila is in a high potential
.Zone.
1 12City of Tukwila Hazard Mitigation Plan Page 6
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Figure 2: This map shows the planned levee work that was proposed by the City along the Green Riven Refer to the flood annex on page 16.
�_ ... King itounty'�I,
ternational .�
Airport
Lake
Washington
�-�; L •n >6n
Uinici all
�. y �.n '�� .,._. ¢3`-�Yi. / , 1 \Is �..m ., '0. 9., a . t �k�� •`I;~ s s � � I 2
.. ...1: a� I. ` , .ve �P d a* f• "tit-0'
Po
Notn
ikwila
ent
ien
.. d
Seattle-
o i3 Tacoma s
` International
`".-..� Airport Se _ - ;r
aTaC NEW -1 (lG/2020
'k
Figure 3: The 100 year flood is depicted here based on the FEMA model There are also potential landslide and steep slope ba�ard areas shown with one area just west of
the 1-51 405 intercbange not updated since mitigation work was performed. The map also shows the current location of the 4 fire stations in Tukwila and the two new
locations that are underway with the completion dates shown.
City of Tukwila Hazard Mitigation Plan Page 71 1 3
L9 King County
City of
Tukwila
Bridges
N
S
Nd Io Scale
Nob Wm"Iom arltlow
m4:
2!-
4B 3
3,d � bawxled FDr
i, bIIEd U11 belt
Fig
ure 4: this map shows vehicle and pedestrian bridges located in the GO of Tukwila.
1 1 4City of Tukwila Hazard Mitigation Plan
Page 8
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Projected
Employment
Growth by
Traffic Analysis
Zone
010-20 0
Legend
+L. . j CIt Lirnit5
Employment Growth
�0.50
51 - 200
201 - 450
451 - 1500
1501 and above
Figure 5: The projected employmentgrowth in the City of Tukwil
City of Tukwila Hazard Mitigation Plan Page 91 15
'9 King County
Tukwila Planning Team
ORGANIZAnON
CONTRIBUTTON
Jason Konieczka
Emergency Manager
Fire Department
Update Plan
Jay Wittwer 011F
Emergency Management
Fire Department
Oversees Plan
Director
Hari Ponnekanti
Deputy PW
Public Works
Provided key information
Director/City Engineer
on mitigation plans.
Minnie Dhaliwal
Planning Supervisor
Department of
Contributed
Community
developmental trends of
Development
the City.
Tanya Taylor
Admin Support Tech
Public Works
Provided study on the
City's facilities current
conditions.
Gail Labanara
Public Works Analyst
Public Works
Provides information on
current and future projects
relating to mitigation
projects.
Plan Update Timeline
Meeting with Derrick 4/22/2019
Went over expectations of the
Jason Konieczka
Hiebert
updated plan
Derrick Hiebert
Meeting with Seatac EM 7/3/2019
Covered specific questions
Will Lugo
and Derrick Hiebert
regarding the plan.
Jason Konieczka
Derrick Hiebert
HMP Workshop
7/25/2019
This workshop covered lots of
Put on by Derrick
aspects of the plan and gave
Hiebert, numerous
some good insight on making
attendees.
the plan successful.
Meeting with EM, PW
9/13/2019
Go over the City's current
IF
Jason Konieczka, Hari
and DCD
projects and the plans to
Ponnekanti and Minnie
mitigate them.
Dhaliwal
Public Outreach Events
Public Outreach #1 August 7, 2019 This event was advertised on
our Facebook Page, Instagram
and our Cities Website. We had
posters explaining mitigation
needs in our area and a chance
for the public to write down any
concerns.
Public Outreach #2 August 27, 2019 This was a joint event with the
City of Kent, Seatac, Maple
Valley, Covington and Tukwila.
The event was advertised
Our booth was set up at
a "See You in the Park"
City function at the
Community Center, so
there were plenty of
attendees expressing
varvine levels of interest.
There were about 10
citizens in attendance in
addition to the
representatives from all
1 16City of Tukwila Hazard Mitigation Plan
Page 10
through social media including
the City's website.
County
the cities as well as
Derrick Hiebert from
City of Tukwila Hazard Mitigation Plan Page 11,E 17
Tukwila Hazard Mitigation Program
Hazard mitigation strategies were developed through a two-step
process. Each jurisdiction met with an internal planning team to
identify a comprehensive range of mitigation strategies. These
strategies were then prioritized using a process established at the
county level and documented in the base plan.
Hazard mitigation strategies in Tukwila include working with
Public Works and the Department of Community Development to
identify current and future projects and develop mitigation
strategies accordingly.
The mitigation plan is referenced in the City's Comprehensive
Emergency Management Plan (CEMP) which is updated annually
The mitigation plan has not been integrated in the past.
Plan Monitoring, Implementation, and Future Updates
King County leads the mitigation plan monitoring and update
process and schedules the annual plan check -ins and bi-annual
mitigation strategy updates. Updates on mitigation projects are
solicited by the county for inclusion in the countywide annual
report. As part of participating in the 2020 update to the Regional
Hazard Mitigation Plan, every jurisdiction agrees to convene their
internal planning team at least annually to review their progress on
hazard mitigation strategies and to update the plan based on new
data or recent disasters.
As part of leading a countywide planning effort, King County
Emergency Management will send to planning partner any federal
notices of funding opportunity for the Hazard Mitigation
Assistance Grant Program. Proposals from partners will be
assessed according the prioritization process identified in this plan
and the county will, where possible, support those partners
submitting grant proposals. This will be a key strategy to
implement the plan.
The next plan update is expected to be due in April 2025. All
jurisdictions will submit letters of intent by 2023, at least two years
prior to plan expiration. The county will lead the next regional
planning effort, beginning at least 18 months before the expiration
of the 2020 plan.
Continued Public Participation
Plan Goals
1. Access to Affordable,
Healthy Food
2. Access to Health and
Human Services
3. Access to Parks and
Natural Resources
4. Access to Safe and
Efficient Transportation
5. Affordable, Safe,
Quality Housing
6. Community and Public
Safety
7. Early Childhood
Development
8. Economic
Development
9. Equitable Law and
Justice System
10. Equity in Government
Practices
11. Family Wage Jobs
and Job Training
12. Healthy Built and
Natural Environments
13. Quality Education
14. Strong, Vibrant
Neighborhood
King County and its partner cities already maintains substantial
public outreach capabilities, focusing on personal preparedness and education. Information on ongoing progress
in implementing the hazard mitigation plan will be integrated into public outreach efforts. This will provide King
County residents, already engaged in personal preparedness efforts, with context and the opportunity to provide
feedback on the county's progress and priorities in large-scale mitigation. In the vertical integration of risk-
1 1$City of Tukwila Hazard Mitigation Plan Page 12
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reduction activities from personal to local to state and federal, it is important that the public understand how its
activities support, and are supported by, larger -scale efforts.
The outreach and mitigation teams will also continue to work with media and other agency partners to publicize
mitigation success stories and help explain how vulnerabilities are being fixed. When possible, public tours of
mitigation projects will be organized to allow community members to see successful mitigation in action.
Hazard Mitigation Authorities, Responsibilities, and Capabilities
Plans
Comprehensive Plan
Comprehensive
Emergency
Management Plan
(CEMP)
Capital Improvement
Plan
Public Safety Plan
City of Tukwila,
Department of
Community
Development
Jack Pace, DCD Director
City of Tukwila, Jay Wittwer, Emergency
Emergency Management Manager Director
City of Tukwila, Public
Works
Administrative Services
Department
Programs, Policies, and Processes
Building Codes City of Tukwila,
Department of
Community
Development — Planning
Division
Henry Hash, Public
Works Director
Rachel Bianchi, w
Administrative Services
Director
Jerry Hight, Building
Official
The elements of the plan
address every aspect of
the community — social,
economic, and
environmental. Each
element consists of goals,
policies, and
The document that
describes the process for
preparedness, response,
recovery, and mitigation
activities for the City.
The Hazard Mitigation
Plan provides the risk
profiles in the CEMP.
Identifies and prioritizes
large-scale projects.
The plan that identifies
the City's facilities
directly tied to Public
Safety such as the
Regional Justice Center,
Fire Stations and City
The International
Building Codes
determine the required
design and construction
standards for
for both
City of Tukwila Hazard Mitigation Plan Page 13,E 19
Critical Areas
Ordinance
City of Tukwila,
Department of
Community
Development
Entities Responsible for Hazard Mitigation
Public Works
Office of the
Hash
Jack
David Cline
National Flood Insurance Program
UA
LV King County
buildings and
nonbuildinLy structures.
Jack Pace, Department of Provides regulations for
Community Director wetlands, watercourses
and steep slopes.
Public Works Director
Department of Community Development Director
National Flood Insurance Program Compliance
Administrator
What department is responsible for floodplain Public Works
management in your community?
Who is your community's floodplain Ryan Larson
administrator? (title/position) Senior Program Manager — Surface Water
What is the date of adoption of your flood 2004
damage prevention ordinance?
hen was the most recent Community April 2019
Assistance Visit or Community Assistance
Contact?
Does your community have any outstanding
NFIP compliance violations that need to be
addressed? If so, please state what they are?
Do your flood hazard maps adequately address
the flood risk within your community? If so,
state
Does your floodplain management staff need any
assistance or training to support its floodplain
management program? If so, what type of
training/ assistance is needed?
Foes your community participate in the
Community Rating System (CRS)? If so, what is
your CRS Classification and are you seeing to
improve your rating? If not, is your community
in joining CRS?
How many Severe Repetitive Loss (SRL) and
Repetitive Loss (RL) properties are located in
No
No known flooding outside of identified Special
Flood Hazards
1-day course in floodplain management should be
offered to floodplain managers and development
staff.
SRL: none
RL: none
120City of Tukwila Hazard Mitigation Plan Page 14
Has your community ever conducted an elevation No
or buy out of a flood -prone property? If so, what No
fund source did you use? If not, are you
interested in pursuing buyouts of flood prone
properties?
Hazard Mitigation Strategies
2015 Hazard Mitigation Strategy Status
Improve capabilities to
respond to emergencies.
Improve capabilities for
response.
Improve critical streets
and infrastructure
Construct a new
Emergency Operations
Center
Construct a new
maintenance and
operations center to
support critical functions
including fleet services,
facilities maintenance,
water, sewer, surface
water, streets and traffic
Update the existing
Boeing Access Road
bridges. There are 3 in
all, one over I-5, one
over BNSF tracks, and
the other over Airport
Wav
2020 Hazard Mitigation Strategies
High
'9 King County
Under Construction, to
be completed in 2021
High Acquired properties, in
the process of designing
and upgrading to meet
the City's needs.
High
One of the three bridges
over BNSF tracks has
been retrofitted with
seismic upgrades.
LEAD AGENCY/POC
Bridge Maintenance PW/ Hari Ponnekanti
TIMELINE
2-5 years
PPdORITY
Varies
Levee Improvements
PW/ Hari Ponnekanti
10 years
Varies
Earthquake (Seismic
Study)
EM/Jason Konieczka
2 years
High
City of Tukwila Hazard Mitigation Plan Page 15,E 21
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Bridge Maintenance
Lead Points of
Partner Points of Contact:
Hazards Mitigated /
Funding Sources and
Contact: Hari
Public Works Department
Goals Addressed:
Estimated Costs:
Ponnekanti
Make necessary
WSDOT and Bridge
improvements to all
Replacement
bridges in Tukwila
Advisory Committee
(cost unknow at this
time)
Strategy Vision/Objective
Ensure all 23 bridges in the City have a high enough sufficiency rating. There are16 traffic bearing and 7
pedestrian bridges in the City of Tukwila of which two are jointly owned with neighboring jurisdictions.
Mitigation Strategy
By utilizing the City Bridge Report, we can identify which bridges are in the most need of maintenance. Since
the report is conducted every two years, it will continue to identify and prioritize which bridges require the most
attention.
2-Year Objectives:
5-Year Objectives:
Long -Term Objectives:
Boeing Access Road Bridge over
Boeing Access Road Bridge over
(see below
Airport Way
Interstate 5
Implementation Plan/Actions
Using the City Bridge Inspection Report, identify and prioritize the bridges that require the most immediate
work and compose a plan to complete the needed work. Based on the report, there are two bridges that fall
under Group I, recommended for major maintenance:
Boeing Access Road over Airport Way, Substructure Seismic Rehabilitation
Status -
This structure is currently funded by the BRACprogram. The project is anticpated to be designed in Winter 20 19 and constructed
in 2020
Allentown Bridge Replacement (42nd Ave). Deteriorating Structural Condition of the steel superstructure
Status -
Application is currently under review by the Washington State Department of Transportation Local Programs and the Bridge
replacementAdvisory Committee (BRAG program. Appplication results will likely be announced in September/October 2019.
1 22City of Tukwila Hazard Mitigation Plan Page 16
'a King County
Performance Measures
The bridges in the City will meet the standard.
Flooding
Lead Points of
Partner Points of Contact
Hazards
Funding Sources
Contact: Hari
Public Works Department
Mitigated / Goals
and Estimated
Ponnekanti
Addressed:
Costs:
Make necessary
improvements on
levees throughout
the City
Strategy Vision/Objective
Update and improve through new floodwalls and setback or raising of the existing earthen levees to protect
the City of Tukwila from flooding.
Mitigation Strategy:
By prioritizing Tukwila 205 Levee improvements in an upstream to downstream direction, the percent of land
protected steadily increases over time. If construction were to instead progress downstream to upstream, levee
failure could occur upstream of newly raised levees, and therefore flood the land area behind the improved
levee section. For alternative analysis, design, and construction prioritization, the Tukwila 205 Levee has been
divided into three main segments that correspond with the three Tukwila capital improvement projects
identified in the Green River SWIF, then with further subdivision of each of these segments into two or three
smaller subsegments. Prioritization is also informed by prior analyses of the existing Tukwila 205 Levee
system that evaluated Green River water surface elevations and levee overtopping risk, scour, and geotechnical
levee stability.
2-Year Objectives:
5-Year Objectives:
Long -Term
Objectives:
Upgrade the Segale-Gunter and Gaco-
Upgrade the Ratolo upper, middle and
Western upper and lower levees
lower levees and Christensen Road levee
Upgrade the 200th Street
levee, monitor and re -
asses all levees.
City of Tukwila Hazard Mitigation Plan Page 17,E 23
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Implementation Plan/Actions:
The City of Tukwila sent a letter to the King County Flood Control District (FCD) on May 1, 2019 and
requested that FCD include budgets to reconstruct the Tukwila 205 levees within the next ten (10) years based
on NHC report findings that the majority of the levee system in its current condition cannot be accredited to
provide 100-year flood protection.
The existing Tukwila 205 Levee must be updated and improved through new floodwalls and setback or raising
of the existing earthen levees to protect the City of Tukwila from flooding. The Green River System -Wide
Improvement Framework (SWIF) declared the level of protection standard as the 500-year flood event plus
three feet of freeboard. As important as the freeboard standard, the levees also must meet factors of safety for
geotechnical stability under a variety of conditions including flood induced scour, drawdown, and seismic
events.
The proposed priority sequence for construction of these flood protection improvements generally starts at
the upstream end of the Tukwila 205 Levee, near river mile 16.7, and then proceeds downstream to near river
mile 12.4 (see previous map). Upstream of the Tukwila 205 Levee, near South 200th Street, there are existing
levees that currently provide 100-year level of flood protection (this includes the Frager Lowest Levee between
the Tukwila 205 Levee and South 200th Street). The Tukwila 205 Levee will tie into these 200th Street levees,
which also need to be improved in order to provide 500-year event plus three feet of flood protection. These
are private levees, but function together as a system with the Tukwila 205 Levee.
Performance Measures
Have our levees meet the protection standard.
1 24City of Tukwila Hazard Mitigation Plan Page 18
'a King County
Earthquake (Seismic Improvements)
Lead Points of
Partner Points of Contact (Title)
Hazards Mitigated /
Funding Sources
Contact: Battalion
Public Works Department
Goals Addressed:
and Estimated
Chief Jason
Make necessary
Costs:
Konieczka
improvements to all
Pre -disaster
critical
Grants, costs
infrastructures.
unknown at this
time.
Strategy Vision/Objective
To upgrade all City owned assets to ensure they meet today's seismic standards.
Mitigation Strategy
Identify and prioritize those structures that are at the greatest risk and determine the best way to secure
funding to make the necessary improvements to those structures.
2-Year Objectives:
5-Year Objectives:
Long -Term
Perform a study and identify those
Utilize available grant money to upgrade
Objectives:
structures that are in the most need of
as many structures as possible.
Have all critical
upgrades.
infrastructure up to the
current seismic codes.
City of Tukwila Hazard Mitigation Plan Page 19,E 25
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Implementation Plan/Actions:
We had a seismic study conducted on our Fire Stations and some other City Facilities in 2008 which identified
three out of the four stations are deficient by today's standards. Two of those stations are being replaced with
new stations currently under construction, but the third's replacement station came up short on funding. We
have turned in the application for the Pre -disaster Mitigation Grant (PDM) to make the necessary upgrades to
that Fire Station, and we will know by 2020 if we will be rewarded with the grant.
Six other buildings owned by the City were found deficient in the same study done in 2008 with a total of 18.1
million needed to bring them up to seismic standards (this amount includes the 16 million for Station 51 and
7.7 million for Station 52 that would have been spent). Factoring inflation, 18.1 million in 2008 equates to
21.5 million in 2019.
Performance Measures
Have all City -owned structures up to the current seismic standards.
1 26City of Tukwila Hazard Mitigation Plan Page 20
Cl*ty of T
Washington
Resolution No. I C15L4
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF TUKWILA, WASHINGTON, ADOPTING THE CITY
OF TUKWILA 2018 COMPREHENSIVE EMERGENCY
MANAGEMENT PLAN (CEMP).
WHEREAS, the City of Tukwila and surrounding areas are subject to various
hazards, including flooding, earthquakes, landslides, severe windstorms and other
natural and technological/man-made hazards; and
WHEREAS, the City of Tukwila is committed to strengthening the City's resilience
to the effects of natural and technological/man-made hazards; and
WHEREAS, the City of Tukwila has the primary responsibility for emergency
mitigation, prevention, preparedness, response and recovery within City boundaries;
and
WHEREAS, Washington State RCW 38.52.070 (in the "Emergency Management"
chapter) directs local governments to submit its plan and program for emergency
management to the state director; and
WHEREAS, Tukwila Municipal Code Section 2.57.070.B.2. requires "...and annual
updates to, the City's Comprehensive Emergency Management Plan...;" and
WHEREAS, the City of Tukwila adopted the "2014 Comprehensive Emergency
Management Plan" (dated October 2013) with Resolution No. 1816 on February 18,
2014; and
WHEREAS, a Comprehensive Emergency Management Plan is required to be
adopted every five years;
W:\Word Processing\Resolutions\CEMP adopted 12-10-18-Special
:bjs
Page 1 of 2
127
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, HEREBY RESOLVES AS FOLLOWS:
The City Council approves adoption of the document entitled "2014 Comprehensive
Emergency Management Plan," dated October 2013 and hereby incorporated by
reference as "Attachment A," as the City of Tukwila's "2018 Comprehensive Emergency
Management Plan."
PASSED BY THE CITY COUNCIL OF THE Cl. Y OF TUKWILA, WASHINGTON,
at a Special Meeting thereof this JCN day of , 2018.
ATTEST/AUTHENTICATED:
1 -
Christy O'FI erty, MMC, City CleA
APPROVED AS TO FORM BY:
Rachel B. Turpin, City Attorney
r
Verna Seal, Council President
Filed with the City Clerk. / F
Passed by the City Council -If
Resolution Number: _�5!j—
Attachment A: Comprehensive Emergency Management Plan
W:\Word Processing\Resolutions\CEMP adopted 12-10-18-Special
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Page 2 of 2
128
Following is
Attachment A to Resolution 1954
"Attachment A: Comprehensive
Em ergen cy Man agem en t Plan "
129
130
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PREFACE
PRE-1
Table of Contents
PRE-2
Letter of Promulgation
PRE-3
Record of Plan Activity
PRE-4
Executive Summary
' BASIC PLAN
BPO-1
Introduction
OVERVIEW
BPO-2
Policies
BPO-3
Situation
BPO-4
Concept of Operations
BPO-5
Responsibilities
Figure A
City of Tukwila Emergency Support Function Responsibility Matrix
Figure B
City of Tukwila Level One Activation
Figure C
City of Tukwila Level Two Activation
Figure D
City of Tukwila Level Three Activation
" EMERGENCY
ESF-1
Transportation
SUPPORT
ESF-2
Communications
FUNCTIONS
ESF-3
Public Works and Engineering
(ESF)
ESF-4
Firefighting
ESF-5
Emergency Management
ESF-6
Mass Care, Emergency Assistance, Housing, and Human Services
ESF-7
Resource Support
ESF-8
Public Health and Medical Services
ESF-9
Search and Rescue
ESF-10
Oil and Hazardous Materials Response
ESF-11
Agriculture and Natural Resources
ESF-12
Energy
ESF-13
Public Safety and Security
ESF-14
Long-term Community Recovery and Mitigation
ESF-15
External Affairs
ESF-20
State and Federal Support
INCIDENT
ANN-1
Terrorism Incident Annex
ANNEXES
ANN-2
Rapid Impact Assessment Annex
ANN-3
Volunteer Management Annex
'V APPENDICES
APP-1
Definitions
APP-2
Acronyms
APP-3
Authorities and References
APP-4
Training and Exercise
APP-5
Distribution List
APP-6
Potential Staging Areas
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CHANGE #
CHANGE DECRIPTION
DATE ENTERED
POSTED BY
Revised Plan to reflect the National Response Framework
and National Incident Management System (NIMS)
May
2011
City of Tukwila Emergency
Management Division
2
Annual review and update
Oct
2013
City of Tukwila Emergency
Management Division
3
Washington State review and acceptance
Nov 15,
2013
City of Tukwila Emergency
Management Division
4
5
6
7
8
9
10
11
12
13
14
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The City of Tukwila ("City") Comprehensive Emergency Management Plan (CEMP) is for the use of
elected/appointed City officials and City government department directors, managers and staff in mitigating,
preparing for, responding to, and recovering from emergencies.
The CEMP is a product of the coordinated planning efforts between the City of Tukwila's Emergency
Management Division and other City departments. It meets the requirements of RCW 38.52; the Washington
State Emergency Management Division's Comprehensive Emergency Management Planning Guide; the
Federal Emergency Management Agency's (FEMA) guidance from the National Response Framework (NRF);
and the National Incident Management System (NIMS).
The CEMP is organized into four parts:
'
BASIC PLAN
Specifies the roles and responsibilities of City government. This section
OVERVIEW
also provides information on City organization, policies, situations and
hazards, planning assumptions, and City department expectation for
mitigation, preparedness, response and recovery efforts related to incidents.
"
EMERGENCY
Describe the lead and support agencies' unique responsibilities and actions
SUPPORT
specific to the ESF.
FUNCTIONS (ESFs)
INCIDENT
Specialized support documents that focus on specific areas of response and
ANNEXES
recovery. The City has developed the following Annexes:
• Evacuation Incident Annex
• Terrorism Incident, Law Enforcement & Investigation Annex
(not subject to public disclosure, RCW 42.56.420)
• Damage Assessment Annex
iv
APPENDICES
Include a variety of topics such as terms and definitions, acronyms and
abbreviations, legal authorities, and training and exercise requirements.
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A. MISSION
In the event of natural, terrorist or technological emergencies, it is the policy of the City of Tukwila, Washington
("City") to provide the emergency organization and resources to minimize loss of life, protect public property,
and facilitate continuity of City services, the economy, and the environment of the City.
B. PURPOSE
The Tukwila Comprehensive Emergency Management Plan (CEMP) establishes a comprehensive, all -
hazards approach to incident management across a spectrum of activities including mitigation,
prevention, preparedness, response and recovery. It describes capabilities and resources, and
establishes responsibilities, operational processes and protocols to help protect the City from natural
emergencies, terrorism and/or human -caused incidents.
2. This Plan will help ensure continued operation and continuity of the City during and after emergencies,
and ensure the preservation of public records essential to the continued operation of the City. The City's
priorities for the CEMP are life safety, protection of public property, City services, the economy, and the
environment.
3. The CEMP uses the National Incident Management System (NIMS) to guide the structure and
mechanisms for policy and operational coordination for incident management in an all -hazard concept.
Consistent with the model provided in the National Response Framework (NRF), the CEMP can be
partially or fully implemented in the context of a threat, or anticipation of or response to a significant
incident. Selective implementation through the activation of one or more of the Emergency Support
Functions (ESFs) or Annexes allows maximum flexibility in responding to and recovering from an
incident, meeting the unique operational and information -sharing requirements of the situation at hand,
and enabling effective interaction between various City and non -City entities. This Plan will facilitate
restoration of basic City operations and services following emergencies.
C. SCOPE
The CEMP is applicable to all City departments that may be requested to provide assistance or conduct
operations in the context of actual or potential incidents, in anticipation of or in response to threats or
acts of terrorism or other emergencies. The CEMP also provides the basis to initiate long-term
community recovery and mitigation activities.
2. Due to the size and complexity of the City, this Plan details emergency management responsibilities of
City government and speaks to what those organizations can and cannot provide. The Tukwila
Emergency Management Division will maintain, publish and distribute the CEMP in accordance with
HSPD 5-NIMS requirements and State Law RCW 38.52.
D. ORGANIZATION
The City Emergency Management is under the direction of the Mayor of Tukwila. The Mayor's
Emergency Powers are defined in TMC 2.57.030.
2. The Tukwila City Council's duties pertaining to Emergency Management are outlined in TMC 2.57.040.
3. The Mayor, pursuant to RCW 38.52.070(1) and according to powers given him/her under TMC
2.57.070(A) appoints a "Director of Emergency Management". The powers and duties of the Director of
Emergency Management are defined in TMC 2.57.070.
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4. An Emergency Manager reports to the Director of Emergency Management, and is tasked by TMC
2.57.080 with certain responsibilities to support the Mayor and Director of Emergency Management in
their responsibilities.
5. Also supporting the Mayor and City Council in emergency management activities is the Emergency
Management Council. The membership and duties of this Council are outlined in TMC 2.57.050 and
2.57.060.
See BPO FIGURES section for a table of functional responsibilities and an organizational structure for
each of the three levels of activation:
BPO FIGURE A, City of Tukwila Emergency Support Function Responsibility Matrix
BPO FIGURE B, City of Tukwila Level One Activation
BPO FIGURE C, City of Tukwila Level Two Activation
BPO FIGURE D, City of Tukwila Level Three Activation
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A. AUTHORITIES
Various governmental statutory authorities and policies provide the basis for actions and activities in the
context of domestic incident management. The CEMP uses the foundation provided by the National
Response Framework; the Homeland Security Act of 2002; Homeland Security Presidential Directive
(HSPD) 5-Management of Domestic Incidents; and the Stafford Act. These, along with State and City
laws, provide a comprehensive, all -hazards approach to incident management. Nothing in the CEMP
alters the existing authorities of individual City departments.
2. Pursuant to the Revised Code of Washington (RCW) 38.52 and Tukwila Municipal Code (TMC) Chapter
2.57, the CEMP establishes the coordinating structures, processes and protocols required to integrate
the specific statutory and policy authorities of City of Tukwila departments into a collective framework for
action, to include mitigation, preparedness, response and recovery activities. Tukwila's Mayor may
choose to invoke the emergency powers and rendering of mutual aid granted to him/her under TMC
Chapter 2.57.
3. Emergency management in the City is established by State law, RCW 38.52. Other State regulations
and City municipal codes provide guidelines for how emergency management conducts business during
emergencies.
See Appendix 3, Authorities & References, for a reference list of key statutes, and Presidential directives
that provide additional authority and policy direction relevant to domestic incident management.
4. The CEMP may be used in conjunction with other City, County, State, or Federal incident management
and emergency operations plans such as the "Regional Disaster Coordination Framework",
Memorandums Of Understanding (MOUs), Memorandums of Agreement (MOAs), or Service Level
Agreements (SLAs) among various City departments.
B. ASSIGNMENT OF RESPONSIBILITIES
The City of Tukwila has the primary responsibility for emergency mitigation/prevention, preparedness,
response and recovery within the City boundaries.
2. Tukwila's Mayor may respond with City resources to requests for assistance from Washington State,
King County, other cities or special purpose districts when lives or public property are at stake, if City
resources are available.
3. All City departments will make all resources — including, but not limited to, personnel and equipment —
available for response and recovery efforts.
4. When emergency conditions disrupt the operations of City departments to the extent that a department is
unable to meet any of its assigned responsibilities, a request may be made to open the City EOC. When
the City EOC is opened and staffed, emergency -related issues should be routed through the EOC for
response and coordination.
5. It is the responsibility of residents and businesses of the City to educate themselves on preparedness
activities, and to ensure that they have the supplies and resources needed to sustain themselves for at
least three days (although at least a week is recommended).
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6. During a large-scale incident with widespread regional impacts, the King County Office of Emergency
Management will serve as the primary coordination point for regional resource management, information
sharing, and escalation of requests for support from City, tribal, private sector, and non-profit emergency
management partners to State and Federal emergency management agencies.
C. LIMITATIONS
No guarantee of a perfect response system is expressed or implied by this Plan or any of its Appendices,
Emergency Support Functions (ESFs), or Annexes. The City's assets and systems are vulnerable to
impacts from emergencies and may be overwhelmed. The City can only attempt to make every
reasonable effort to respond, based on the situation, information and resources available at the time of
the incident.
2. In the event of severe devastation throughout the Puget Sound region, City fundamental resources such
as water, food, first aid supplies, utilities, fuel, shelter, sanitation supplies, and basic survival supplies
may be needed. The City does not have sufficient supplies and equipment on hand for an extended
response.
3. The City will utilize hazard warning systems that supplement warning services provided by King County,
State and Federal agencies; however, residents are expected to be aware of hazardous situations for
which there is significant media attention.
4. Initial information available may be limited in quantity and quality.
5. Arrival of State and/or Federal assistance may be delayed for several days after an incident.
6. The emergency response and relief activities of the City may be limited by:
The inability of the residents to be self-sufficient for more than three days without additional
supplies of food, water, medical and shelter resources.
b. A lack of police, public works, fire, emergency medical, and transportation resources due to
damage to facilities and/or equipment, or shortages of available personnel.
The shortage of critical medical resources at medical facilities.
Resource shortages because of the necessity for 24-hour operations sustained over long periods
of time.
e. Damage to critical infrastructure such as road, rail or air transportation routes, utilities, petroleum
pipelines, and communications networks.
Damage or overloading of first responder communications systems such as landline and cellular
telephones and Emergency Dispatch (911) centers.
Large amounts of temporary residents (hotel guests, shoppers) in the City that will stress all
resource systems, particularly shelter, food, water and medical needs.
The variability of population within City limits at any given time, due to the dense retail/commercial
areas of the City.
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A. DISASTER CONDITIONS AND HAZARDS
The City of Tukwila's location, on the western slopes of the Cascade Mountains and the eastern shore of Puget
Sound, makes the City vulnerable to the effects of natural and human -caused incidents. Natural hazards are
defined as incidents that are caused by nature and may include earthquakes, volcanic activity, floods, severe
weather, fires, and landslides. Human -caused hazards are defined as incidents that are caused by people,
and may include transportation disruptions, hazardous materials releases, domestic and international terrorism,
riots, aircraft crashes, urban fires, and resource shortages or disruptions in utilities, communications, food or
energy products. Information concerning risk analysis of the City are contained in the "State of Washington
Hazard Identification and Vulnerability Assessment" (HIVA) dated April 2001, and the King County HIVA dated
March 2006.
B. PLANNING ASSUMPTIONS
The CEMP is based on the planning assumptions and considerations presented in this section.
2. Incidents are typically managed at the lowest possible geographic, organizational and jurisdictional level.
3. Incident management activities will be initiated and conducted using the principles contained in the
NIMS.
4. A disaster incident will require the Tukwila Emergency Management Division to coordinate resources,
and may:
Occur at any time with little or no warning in the context of a general or specific threat or hazard;
Require significant information -sharing across multiple jurisdictions and between the public and
private sectors;
Involve single or multiple geographic areas;
Span the spectrum of incident management to include mitigation/prevention, preparedness,
response, and recovery;
Involve multiple, highly varied hazards or threats on a local, regional, or national scale;
Result in numerous casualties, fatalities, displaced people, property loss, disruption of normal life
support systems, essential public services, and basic infrastructure, and significant damage to the
environment;
Impact critical infrastructure across sectors;
Overwhelm capabilities of State, local, and tribal governments, and private -sector infrastructure
owners and operators;
Require extremely short -notice City asset coordination and response timelines;
Require prolonged, sustained incident management operations and support activities.
5. Special purpose districts (school, water, sewer, hospital, flood control districts) will develop mitigation,
preparedness, response and recovery plans, and operational capabilities.
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TUKWILA, WASHINGTON CEMP BPO 3: SITUATION
6. Tukwila's Mayor may respond with City resources to requests for assistance from State, County, cities,
tribes, and special purpose districts when lives or public property are at stake, and resources are
available.
7. Tukwila's Mayor may choose to invoke the emergency powers granted to him/her under City of Tukwila
Ordinance No. 2337, as codified at Tukwila Municipal Code Chapter 2.57.
8. The City uses a mix of landline and cellular telephone systems as well as several radio systems to meet
its primary communications needs. These systems may suffer physical disruption due to loss of staff or
may become loaded beyond their designed capacities.
9. Emergency plans and procedures have been prepared by those emergency response agencies having
primary operational responsibilities, and should be routinely evaluated and updated.
10 Some emergencies will occur with enough warning that appropriate notification will be achieved to
ensure some level of preparedness. Other situations will occur with no advance warning.
11. The City may be unable to satisfy all emergency resource requests during a major emergency.
12. Tukwila residents, businesses and industry will have to use their own resources and be self-sufficient
during an incident for a minimum of three days, and most likely for much longer.
13. Re-establishment of City essential functions and basic infrastructure — such as utilities, transportation,
and the economy — will be critical to returning to a "normal" situation.
14. A free market economy and existing distribution systems will be maintained as the primary means for
continuing operation of the City's economic and private sector systems. Normal business procedures
may require modification to provide essential resources and services.
15. Due to transportation limitations, incident response services and supporting resources will be those
locally available for the initial three days or more.
16. Emergency medical facilities will be overloaded and a shortage of supplies will exist.
17. Shortages of emergency response personnel will exist, creating the need for auxiliary Fire, Police,
search and rescue, emergency medical, transit, and Public Works personnel. Private sector support will
be needed to augment government response and recovery efforts.
18. Human -caused incidents may occur at any time. The initial response to these incidents will be by
emergency responders (Fire, Police, emergency medical, and Public Works). Specialized hazardous
materials response teams may be overloaded by multiple incidents. Incidents occurring near or across
jurisdictional borders will require multi -jurisdictional coordination, communications and/or response.
29. Terrorist attacks upon the United States are possible; it is assumed that military and governmental
centers, and those with concentrations of industry and population, will be principal targets.
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A. GENERAL
1. The Tukwila Emergency Management Division is responsible for providing emergency management
service coordination and leadership for the City.
2. The City Emergency Operations Center (EOC) is the focal point of the emergency management
organization in Tukwila. Prior to an emergency, mitigation and preparedness activities are the
responsibility of each City department and supporting agency. During incidents, the EOC will include
City department representatives as needed and selected representatives from other outside support
agencies. These support agencies consist of organizations like the American Red Cross and Salvation
Army, King County Zone Coordination liaisons, special purpose districts and private utilities. During
large incidents, liaison personnel from King County, Washington State and/or Federal agencies may
respond to the EOC.
3. During emergencies, the need for rapid decisions and actions may require that emergency management
plans and procedures replace normal City policies and procedures. Emergency Powers, as authorized
in TMC 2.57.030, may be used to ensure the safety of life, protect public property, the environment, and
allow economic survival of the community.
B. INCIDENT MANAGEMENT CONCEPTS AND ACTIVITIES
In government and supporting organizations, normal day-to-day organizational structures and chains of
command will be maintained insofar as possible.
2. The elected and appointed City officials, City departments, and supporting organizations will retain their
identity and autonomy, but will function under this Plan as an emergency organization under the direction
of Tukwila's Mayor. The essential activities of the emergency organization will be coordinated by the
Tukwila Emergency Management Division. Emergency operations will be conducted on a 24-hour basis
as needed, at the City Emergency Operations Center (EOC).
3. City department plans and procedures will be used by supervisors and employees when carrying out
essential activities necessary to the accomplishment of responsibilities assigned to City departments.
4. All City departments are responsible for ensuring effective operations and using all available resources,
including mutual aid, to manage the emergency within their respective areas prior to requesting
assistance from the EOC.
5. The City will use all contracts, agreements and mutual aid resources prior to requesting support from
King County government. In turn, King County government will use all mutual aid resources before
requesting assistance from Washington State government.
6. All public information disseminated to the news media on City emergency operations and services will be
released only with the approval of Tukwila's Lead PIO, to ensure release of compatible and accurate
information.
7. When mutual aid is requested, the requesting/receiving organization will be in charge of the resource(s)
unless the specific mutual aid agreements direct otherwise.
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C. DIRECTION AND CONTROL
Generally
a. The City Emergency Operations Center (EOC) is the facility used for direction and control, and is
managed by the Tukwila Emergency Management Division. Within the EOC structure, personnel
from City departments coordinate mitigation, preparedness, response and recovery activities.
b. Direction and control of emergency management is the responsibility of Tukwila's Mayor, who may
delegate operational functions to City department directors, designated personnel, or others
pursuant to RCW 38.52.070(1). Tukwila's Mayor designates Tukwila's Director of Emergency
Management in accordance with TMC 2.57.070A.
C. City personnel will coordinate with County, State, other local governments and executive heads of
other political subdivisions within King County, to develop and implement efficient and effective
mitigation, preparedness, response and recovery from disasters and emergencies.
d. Liaisons are personnel from other organizations who do not have a direct response role but whose
supporting role is critical to the City's actions in the incident. Liaisons will be exchanged with other
organizations whenever possible to assist with coordination.
e. Policy decisions affecting City government are made by Tukwila's Mayor or his/her designee, who
may work from the EOC or a location of their choice, maintaining close contact with EOC
management. Tukwila's Mayor may choose to convene a group of advisors or may make
decisions based on information gathered by others. The EOC will be informed of all policy
decisions. Tukwila's Mayor has the authority to make and sign a Proclamation of Emergency,
which gives authority to use emergency powers. Emergency powers generally include emergency
purchasing and resource procurement. The Tukwila Fire Chief — acting as Tukwila's designated
Director of Emergency Management — or his/her designee is responsible for direction and control
of City resources and the implementation of the Comprehensive Emergency Management Plan.
During a proclaimed emergency, coordination issues or operational decisions that significantly
impact more than one City department may be handled by personnel in the EOC. Tukwila's
Emergency Management Director informs the Tukwila Mayor's Office of major situations and
decisions in regards to the emergency. In return, Tukwila's Mayor informs the EOC of all policy
decisions concerning the incident.
The Director of each City department is responsible for providing qualified and trained personnel to
the EOC, and to their respective organizations to carry out essential activities assigned. City
department directors shall assign representatives (ideally, four deep) to the EOC for pre -incident
training and exercises, and for coordination duties during incidents when requested. Specific
equipment or materials that are not normally found in the EOC, but are necessary for coordinating
activities, should be provided by the City department to the EOC representative. A contact point
for all emergency management activities will be provided when necessary, in areas of mitigation,
preparedness, response and recovery.
Major decisions made at the City department level will be transmitted to the EOC for
dissemination, as other City departments may be impacted or may have similar issues to address.
Because of the complexity of emergencies, City departments may be responsible for functions or
operations that do not normally fall within their scope of responsibility, and will find that they must
work closely with other public, volunteer and private agencies to ensure success.
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All City employees may be used during times of emergency as requested and directed by
Tukwila's Mayor and/or Tukwila's Director of Emergency Management in accordance with TMC
2.57.030(7).
2. Continuity of Government
a. In the absence of the Mayor, the Council President shall become the Mayor Pro Tempore and
perform the duties of the Mayor, except that the Council President shall not have the power to
appoint or remove any officer or to veto any ordinance.
b. If a vacancy occurs in the office of the Mayor, the City Council — at their next regular meeting —
shall elect from their number a Mayor who shall serve until a Mayor is elected and certified at the
next municipal election.
C. Per TMC 2.04.050, at all meetings of the City Council, four members shall constitute a quorum for
the transaction of business. In the event that an incident reduces the number of City Council
members, causing a Council vacancy, the remaining Council members will follow procedures as
directed in TMC 2.04.190 to fill the vacancies as soon as practicable.
Directors of all City departments will designate successors to ensure continuity of leadership and
operations. A line of succession ideally four deep will be established for each City department, to
ensure the highest probability of representation availability during emergencies. Successors will
be able to assume roles and responsibilities for their department. A list of that succession will be
made available to, and a copy kept in, the EOC.
D. EMERGENCY OPERATIONS CENTER FACILITIES
The primary location of Tukwila's EOC is Fire Station #51 (also known as Fire Department
headquarters), located at 444 Andover Park East. Alternate locations are the Council Chambers at
Tukwila City Hall, 6200 Southcenter Boulevard, and the SeaTac Fire Department Headquarters, located
at 3521 South 170th Street in SeaTac, WA. Additional EOC options will be identified, if necessary, at the
time of an incident. Determination of which alternate EOC to use will be made by Tukwila's Director of
Emergency Management or their delegate, and be dependent on incident size, location, severity and
damage levels.
2. The Tukwila Public Works Department will locate other locations, if needed, and rent/lease an
appropriate facility in coordination with the Tukwila Emergency Management Division, if required.
3. All City departments should designate a central point for operations — such as a City Department
Operations Center (DOC) — during incidents, and coordinate activities with the EOC.
E. RESOURCE PRIORITIZATION STRATEGY AND CONCEPT
Emergency management provides the means for coordinating resources and assets necessary to
attempt to alleviate incident impacts on residents and public entities. Coordination occurs with Federal,
State, County, tribal and other local jurisdictions, as well as special purpose districts, volunteer agencies,
non -profits and private businesses.
2. During and following an emergency, the EOC will coordinate resources to support City departments.
The resource prioritization concept is to "do the most good for the most people". Special purpose
districts are responsible for their own emergency response plans and resources. If the disaster is multi -
jurisdictional in nature, King County Emergency Coordination Center will assist affected jurisdictions that
have legally proclaimed a State of Emergency.
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The EOC will prioritize resource acquisition in order to provide and achieve the following services:
a. Provide warning and support evacuations.
b. Support dissemination of emergency public information.
C. Maintain and/or re-establish communications to assist response actions.
d. Maintain and/or re-establish access to impacted areas and facilities.
e. Support search and rescue operations, medical care, and transport of survivors.
f. Support mass care operations including food, water and shelter.
q. Assist with the maintenance and/or restoration of critical infrastructure.
h. Protection of public property and the environment.
i. Protection and recovery of Essential Records.
j. Initiation of short- and long-term recovery efforts.
F. MITIGATION, PREVENTION & PREPAREDNESS ACTIVITIES
All primary and support agencies of the City will strive to ensure that personnel, property, essential records and
equipment are protected from the effects of incidents by complying with the Responsibilities section of this
Plan, and that appropriate emergency procedures and operating plans address and comply with City, State,
and Federal response and recovery guidelines.
G. RESPONSE & RECOVERY ACTIVITIES:
Response and recovery activities are detailed in the City of Tukwila's Administrative Manual and in
department/division policies and procedures, and appropriate State and Federal recovery guidelines.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
A ROLE OF THE FEDERAL GOVERNMENT
The Federal Government, through the Federal Emergency Management Agency (FEMA), shall provide
assistance to save lives and to protect property, the economy, and the environment.
B. ROLE OF WASHINGTON STATE GOVERNMENT
Washington State, through its Comprehensive Emergency Management Plan (CEMP), Emergency
Management Division of the Washington Military Department, and Emergency Operations Center (EOC),
coordinates all emergency management activities for the State to protect lives and property of the
people, and to preserve the environment.
2. The Washington State Governor is responsible for proclaiming an emergency, and for coordinating State
resources to address the full spectrum of actions to mitigate, prevent, prepare for, respond to, and
recover from incidents in an all -hazards context.
3. State government departments are responsible for providing various services such as specialized skills,
equipment and resources, in support of State and local government emergency operations.
C. ROLE OF KING COUNTY GOVERNMENT
King County government is responsible for its government services and providing them to
unincorporated King County, as well as those jurisdictions that have contracted for King County
government services for their cities. King County is also responsible for supporting local jurisdictions
when local resources and/or capabilities are exceeded.
2. The King County Executive is responsible for proclaiming an emergency, and coordinating County
resources to address the full spectrum of actions to mitigate, prevent, prepare for, respond to, and
recover from incidents in an all -hazards context.
D. CITY OF TUKWILA ("CITY") RESPONSIBILITIES
The City is responsible for providing mitigation, preparedness, response and recovery within the boundaries of
the City, except where contracts or agreements with the County or State are in place for such services. The
use of geographic divisions for King County (Emergency Coordination Zones) is integral to resource
management for the City, and these zones are responsible for certain resource coordination functions. The
Regional Disaster Coordination Framework for Public and Private Organizations in King County -Omnibus Legal
and Financial Agreement is a voluntary agreement that defines the legal platform for resource sharing among
King County jurisdictions, tribes, and private sector signatories. King County Emergency Management Zones 1
and 3 have emergency coordinators, and the Seattle Office of Emergency Management serves as the Zone 5
coordination center. See Figure E for a current map of King County Emergency Management zones and
jurisdictions.
E. ROLE OF CITY DEPARTMENTS, GENERALLY
CEMP Section BP05 details the basic responsibilities for emergency management operations provided
by and through the City. Detailed responsibilities and essential activities are found in the appropriate
Emergency Support Functions (ESFs), appendices, and annexes to this Plan. City Department -level
operating procedures detail how individual City departments shall meet their responsibilities as
delineated in this Plan.
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F
2. Each City department has basic responsibilities in the four phases of emergency management:
mitigation, preparedness, response, and recovery.
3. The Tukwila Emergency Management Division, subject to direction and control of the Tukwila Fire Chief,
will be responsible to Tukwila's Mayor for activating, establishing and directing activities in the EOC, and
for coordinating emergency management programs for the City.
4. Many mitigation/prevention, preparedness, response and recovery issues are identified in this Plan.
Each City department is required to establish internal plans and procedures discussing how they will
carry out assigned tasks as identified in this Plan. In addition to participating in training and exercise
programs initiated by the Tukwila Emergency Management Division, all City departments will conduct
training and exercises on their own internal plans and procedures as they deem necessary.
(See Appendix 4-Training, Drills and Exercise).
BASIC RESPONSIBILITIES OF ALL CITY DEPARTMENTS:
1. Departmental Mitigation/Preparedness:
a. Assign an executive -level representative to the City Emergency Management council.
b. Identify department Line of Succession (ideally at least four deep), and provide this information to
the Tukwila Emergency Management Division annually.
C. Assign department EOC Representatives (ideally at least four deep) to the EOC for training and
incidents. This information will be updated and provided to the Emergency Management
Coordinator on a quarterly basis.
d. Ensure that department EOC Representatives have taken the appropriate required National
Incident Management System (NIMS) training for NIMS compliance, and retain certification
documents at the department level for audit purposes.
e. Develop department procedures that increase capabilities to respond to and recover from
emergencies. These procedures should include the identification and notification of critical staff;
identification of essential records, including location and security backup copy; planning for and
allocating equipment and supplies; preparedness training of employees; and procurement and
storage of emergency supplies.
Develop a Continuity of Operations Plan (COOP) and recovery plan that addresses the long-term
restoration and continuity of services and facilities following an emergency.
Inventory resources (equipment and teams) using the National Incident Management System
(NIMS) Resource Typing categories, and provide the Tukwila Emergency Management Division
with an inventory of these resources annually.
Coordinate department public information and contacts with the media with the City JIC and/or
incident -designated Public Information Officer (PIO).
Ensure that training is provided to employees for personal preparedness and readiness to respond
to emergencies.
Establish a mitigation program to protect employees, facilities, essential records, equipment, and
programs.
k. Ensure that all employee work areas are safe and clear of equipment or supplies that may
compromise access/egress routes and/or injure employees.
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I. Participate in emergency management training and exercises to test City plans and procedures.
m. Train department employees on COOP and procedures, to ensure operational capabilities and
facilitate an effective response.
n. Ensure that equipment and tools are protected from seismic activity (computer and file server tie -
downs, secure file cabinets, shelving, and storage areas, etc.).
o. Ensure that adequate emergency supplies and equipment for a minimum of three days are
budgeted, procured and available for department staff.
p. When appropriate, develop mutual support agreements with other similar or peer departments or
organizations in other jurisdictions.
q. Develop procedures to re-establish department operations, including notification of critical
personnel, assessment of damage and resources, relocation of critical department functions, and
estimated time to open for business.
r. Develop procedures to document all costs of incident response and recovery.
Departmental Response and Recovery:
a. Provide Rapid Impact Assessment (RIA) information to the EOC and incorporate information back
into their department efforts.
b. Assign and set department priorities for the response and recovery phases of incidents impacting
the City.
C. Ensure the effective coordination of emergency response and recovery operations for each
department using the National Incident Management System (NIMS), and the Incident Command
System (ICS).
d. Ensure the establishment of department operational procedures and Department Operating
Centers (DOCs), if needed.
e. Provide support to other ESFs as outlined in the CEMP when required.
f. Provide resources and representatives to the City EOC as requested.
g. Provide public information officers or support personnel to the Joint Information Center (JIC) as
required.
h. Assist in collecting information and compiling data for operational reports necessary to emergency
operations.
i. Determine status and availability of department facilities, equipment, essential records and
personnel, and report to the City EOC any damage of department -occupied facilities, equipment,
essential records or resources.
Provide available department resources (supplies, equipment, essential records, services,
personnel), as coordinated through the City EOC.
Provide staff and resources to other City departments, other jurisdictions, and/or the County, if
available.
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Track, summarize and report emergency purchases and utilization of other resources, including
personnel, based on guidance from the Tukwila Finance Department and/or FEMA.
m. Return department activities to normal levels as soon as possible following an incident.
DEPARTMENTAL AREAS OF RESPONSIBILITY
1. The Tukwila Emergency Management Division shall:
Lead and manage the EOC in accordance with established procedures, protocols and NIMS, when
appropriate.
Advise and assist City officials on direction and control of emergency operations, and act as liaison
with appropriate organizations as requested.
Represent the City as coordinating agent and prepare requests for emergency resources from
King County Government, Washington State Emergency Management and/or Federal agencies.
Provide advice and assistance for the preparation and dissemination of emergency information,
and establish a City Joint Information Center (JIC), if appropriate.
Collect emergency operations information, analyze data, and prepare operational reports.
Coordinate with the Tukwila Information Technology Department to ensure that a system of
communications is in place that is capable of meeting the emergency operations requirements of
City government.
Maintain, operate, coordinate and recommend the appropriate use of public warning systems as
they pertain to the City.
Develop and coordinate the preparation and use of emergency plans necessary to accomplish
mitigation, preparedness, response and recovery.
Advise and assist City officials in obtaining and using military support to civil authority.
2. Tukwila's Director of Emergency Management shall:
a. Direct the activation and operation of the EOC.
Provide assistance in analyzing emergency planning on issues affecting City emergency
management.
Advise Tukwila's Mayor and/or Mayor Pro Tern on incident -related impacts, actions and efforts.
Prepare the Proclamation of Emergency for the Tukwila Mayor's signature.
Report to Tukwila's Mayor and City Council on incident conditions and the City's overall
operational status.
Advise Tukwila's Mayor and City Council regarding emergency policies and decisions.
Represent the City in regional coordination, resource management, and public information
situations.
Support and participate in emergency management training, exercises and post -incident reviews,
in the effort to improve the City's capability and emergency plans.
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3.
4.
5.
6.
Tukwila's Emergency Manager shall:
a. Serve as EOC Manager when activated.
b. Coordinate with King County Office of Emergency Management for support prior to and during
incidents.
C. By signing emergency worker cards, authorize and ensure that all emergency worker volunteers
are appropriately registered to provide service.
Tukwila's Mayor shall:
a. Proclaim a State of Emergency, when necessary to accomplish response and recovery efforts.
b. Provide leadership and play a key role in communicating incident information and directions to the
public.
C. Formulate major policy and administrative decisions necessary for the continuity of City
government.
d. Preserve the continuity of the Tukwila Mayor's Office.
e. Inform the public through the use of the Joint Information Center and media.
f. Authorize the use of all available City resources.
g. Request Mutual Aid and/or assistance through the EOC from other jurisdictions, the County or
State, when needed.
h. If necessary, request County, State and/or Federal assistance through the King County Executive
and/or Governor of Washington State when the City's capabilities have been exceeded or
exhausted.
The Tukwila Mayor's Office shall:
a. Liaison with major businesses within the City.
b. Assist in the preparation and delivery of public information.
C. Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
Tukwila's City Council shall:
a. Provide for continuity of Tukwila's City Council, in order to continue legislative duties.
b. Pass ordinances and motions pursuant to Proclamations of Emergency, and appropriate funds as
needed for incident mitigation, preparedness, response and recovery.
C. Conduct public meetings and actions to assist in reassuring and informing the public, and to
identify public needs.
d. Assist in public information and the dissemination of emergency information coordinated with City
Joint Information Center (JIC) and Public Information Officers (PIOs).
e. Direct resident requests for assistance to appropriate City departments.
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7
8.
9.
Tukwila's City Attorney shall:
a. Advise City government officials on legal matters relating to emergency management authority and
responsibility.
b. Provide legal review of ordinances, resolutions, contracts and other incident -related documents
during emergency situations.
C. Represent City government in all criminal and civil proceedings in which it may be a party as a
result of emergency planning and operations.
d. Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
Tukwila's City Administrator shall:
a. Serve as the Joint Information Center Supervisor/City PIO when the EOC is activated.
b. Advise Tukwila's Mayor or Mayor Pro Tern on City operational concerns, policy and/or actions.
C. Participate in emergency management trainings, exercises and post -incident reviews, to support
improvement of City capability and planning.
The Tukwila Public Works Department shall:
a. Direct and control flood -fighting resources provided by the City.
b. Provide critical information and warning to all City departments and the EOC of impending floods,
levees, and/or dam failures on rivers impacting the City.
C. If needed, provide necessary facility repairs/renovations to City -operated buildings or alternate
facilities to tenants of City -operated buildings, provided funding is available and permits allow.
d. Provide staff resources, on request and if able, to assist all City departments with necessary facility
repairs/renovations or to locate alternate facilities.
e. Ensure that all City -operated facilities come into compliance and adhere to appropriate fire and
building codes as required through capital improvement or operational maintenance to minimize
hazard potential.
Within the confines of available resources and budget, provide personnel, equipment and facilities
as required to support City emergency management operations to the extent allowed by code and
budget. Resources provided include facility acquisition for alternate Emergency Operations
Centers (EOCs), equipment, supplies, and skilled workers to perform construction and
maintenance tasks at City facilities.
Provide leased property for City emergency management operations, as required and as feasible
based on policy and budget.
Provide designated trained personnel to the EOC for damage assessment of City facilities.
Coordinate the rehabilitation and restoration of damaged or destroyed City -operated facilities.
Advise the EOC and City leadership regarding codes, policies and procedures for response and
recovery associated with City roads, bridges, and facilities.
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Maintain liaison relationship with utility providers and special purpose districts responding to an
incident within or which impacts the City.
Coordinate flood protection with King County and the US Army Corps of Engineers through
emergency channel improvements; emergency bank stabilization; and other flood mitigation,
protection, and prevention projects.
m. Provide response teams to inspect and monitor stormwater flow control facilities, and to evaluate
drainage problems.
n. Coordinate and provide for the assessment of damage to City wastewater systems, facilities and
conveyances.
o. Coordinate and compile essential damage assessment information for City government.
p. Assess property damage; provide information and assessments to the EOC.
Assist with the disposal of residential and commercial solid waste by providing emergency
temporary debris staging and reduction sites, if appropriate.
Assist in monitoring and reporting environmental hazards.
Provide Geographic Information System (GIS) support to the EOC as requested during activations.
Provide assistance in preparation and dissemination of incident public information as coordinated
by the City JIC and/or City PIO.
U. Coordinate emergency transportation services with other private and public transportation
providers for the movement of people, equipment and supplies.
V. Assist first responders (Fire, Police, emergency medical services) with barricades and other traffic -
related activities.
W. Report to the EOC any damage of roads, bridges, department facilities, equipment or resources.
X. Coordinate and provide for the maintenance, repair, construction or restoration of damaged or
destroyed City roads, bridges, and transportation facilities.
y. Comply with all Basic Responsibilities of City Departments.
The Tukwila Community Development Department shall:
Provide staff and resources necessary to inspect structures for other City departments to identify
necessary repairs to facilities, to ensure return to service as soon as possible following an incident.
b. Provide personnel to conduct on -site inspections of structures within the City, to determine if
buildings are safe for use or if entry should be restricted or prohibited.
C. Provide an emergency permitting and inspection program for the repair and reconstruction of
damaged buildings during the recovery period.
d. Coordinate and compile essential damage assessment information for City government.
e. Assess property damage and provide information and assessments to the EOC.
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11
12
f. During and following incidents, make recommendations for enforcement, alterations or revisions to
City ordinances, codes and regulations pertinent to the Department.
g. Oversee compliance with City, County and State ordinances, acts and requirements during
recovery.
h. Assist in collecting information and compiling data for operational reports necessary for emergency
operations.
i. Provide GIS Support as requested and able.
j. Provide assistance in preparation and dissemination of incident information, in coordination with
the City JIC and/or City PIO.
k. Assist in identifying and reporting actual or potential environmental and human -caused hazards.
I. Coordinate the abatement of dangerous buildings and structures in the City.
m. Assist in planning, permitting and design of public shelters, by providing engineering and
architectural support.
n. Comply with CEMP Section BPO5-F, "Basic Responsibilities of All City Departments".
The Tukwila Police Department shall:
a. Provide basic police services, respond to 911 calls, conduct follow up criminal investigations, and
apprehend criminals based upon priorities as available for a specific incident.
b. Prevent and control civil disorder, pre and post incident as resources allow.
C. Monitor and report hazards such as impacts to infrastructure (road impacts), the environment
(flooding), suspicious devices and other hazards, as able.
d. Provide security to the EOC, shelters, food and water distribution, and staging areas, as resources
allow. Identify other security resource alternatives that can provide this work.
e. Coordinate with SCORE and the King County Department of Adult and Juvenile Detention for the
ongoing support of jail services.
f. Direct and control the use of available resources required to conduct search and rescue
operations.
g. Assist in emergency information and notification through available resources and methods, as
able.
h. Comply with CEMP Section BPO5-F, "Basic Responsibilities of All City Departments".
The Tukwila Fire Department shall:
a. Lead and provide logistical support for all fire, hazardous materials, and medical operations.
b. Coordinate and provide triage and basic life support care.
C. Provide medical support at City shelters as requested by shelter operators.
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d. Coordinate and provide mortuary services support to the King County Medical Examiner, as
requested.
e. Coordinate with Public Health —Seattle & King County on health and medical public information,
including release of information regarding identification and confirmation of victims.
f. Coordinate, provide or contract for Critical Incident Stress Management services for City staff and
regional partners as appropriate.
g. Maintain incident records, including collection and recording of medical and death data information
for required operational reports.
h. Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
13. The Tukwila Human Services Office shall:
a. Serve as liaison with King County housing, Tukwila Department of Community Development, and
mental health services relative to emergency response.
b. Assist with the coordination and provision of mental health support as necessary, to help persons
suffering from reactions to the incident.
C. Serve as liaison to local, County and State volunteer efforts targeted toward addressing human
service needs.
d.
Assist with the planning, establishment and operation of emergency shelter and mass care needs,
as requested and as resources allow.
e.
As appropriate, coordinate and serve as liaison to assist the access of social services programs,
during emergencies.
f.
Maintain liaison relationship with organizations that provide outreach to populations with access
and functional needs, to identify options to meet the needs of these individuals as part of an
incident response.
g.
Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
14. The Tukwila Parks and Recreation Department shall:
a.
Lead the coordination of emergency reception centers and/or emergency shelter for general,
medical and unique populations as necessary, including identification and establishment of
facilities, assignment of trained city staff, and partnership with support agencies.
b.
Assist in supporting ongoing emergency shelter operations in partnership with the American Red
Cross, if utilized, and with Regional Animal Services of King County for pet shelter operations.
C.
Work with the EOC's mass care branch to include providing personnel and resources for planning,
coordination and distribution of food and water resources for shelters, residents and all City
departments.
d.
Assist in identifying locations for temporary debris deposit sites.
e.
Depending upon available staff, assist with the screening and placement of emergent volunteers.
f.
Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
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15. The Tukwila Information Technology Department shall:
a. Develop and maintain a program for protection of the City's technology infrastructure, and for
restoration of the City's network, desktop/laptop computers, and applications that support data
collection and processing resources prior to, during and following emergencies.
b. Provide redundant and durable telecommunications services to all City departments for emergency
operations as appropriate and able.
C. Facilitate communication to City staff and the public through the administration of the Intranet, City
website, AM1640, TV21, and any other available lines of communication.
d. Provide communication resources to support emergency operations for all City departments,
including but not limited to internet, phones (cell &VoIP) computers, radios, and push -to -talk
service.
e. Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
16. The Tukwila Finance Department shall:
a. Provide assistance in the preparation of City government emergency operating reports by
providing budgetary, fiscal and program development analysis and data, relevant to emergency
operations and management provided by City government.
b. Develop and implement emergency financial and procurement procedures.
C. Establish a unique project number for each incident for all incident -related expenses.
d. Provide licensing services as soon as is practicable following an incident .
e. Establish provisions for emergency signature authority for City checks and/or credit accounts
during incidents.
f. Provide procurement staff to the EOC.
g. Provide assistance in emergency contracting, financial management and accounting support, and
in the preparation of City government emergency financial reports.
h. Provide for the receipt, disbursement and accounting of funds provided to City government for
emergency welfare services.
i. Provide emergency procedures for purchasing and tracking of equipment and supplies, needed by
City departments and other outside governmental agencies, which are required to provide City
government emergency services.
j. Provide guidelines and assistance to all City departments on tracking, summarizing and reporting
emergency purchases, and on utilization of other resources, including equipment and personnel.
k. Gather, interpret and report information on emergency costs and expenditures.
I. Project the costs of various incident recovery options; prepare fiscal plans and projected budgets
for incident response and recovery.
m. Provide risk management services as soon as is feasible, focusing on City response and recovery
issues.
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Comply with CEMP Section BPO5-F, "Basic Responsibilities of All City Departments".
Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
17. The Tukwila City Clerk's Office shall:
a. Serve as custodian of official records and perform certification of incident documents.
b. Oversee the preparation and publishing of official legal notices related to an incident.
Oversee the preparation and publishing of official legal notices and/or agendas for Special
Meetings of Tukwila's City Council related to an incident as may be necessary.
Oversee the preparation of contracts, agreements, ordinances, resolutions or other documents
that require approval or execution related to an incident or to provide on -going services.
e. Consult with and make available to all City departments services for the protection and
management of critical records as able.
Provide all City departments with guidelines for recovery of records after an emergency, and assist
in the recovery of damaged records when feasible.
Provide recording services as soon as is practicable following an incident.
Provide interdepartmental mail service as soon as is practicable.
Provide personnel to record and protect all documents (incident reports, logs, etc.) relevant to an
incident.
j.
Oversee updates to the City's automated phone system regarding the status of the City and
access to City facilities.
k.
Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
18. The Tukwila Human Resources Department shall:
a.
Support the recruitment, allocation and general management of labor forces required during
emergency operations, which may include supporting the staffing requirements of the EOC.
b.
Provide for the identification, recruitment and allocation of City employees for emergency
operations in coordination with other City departments.
C.
In conjunction with City departments, plan for and develop procedures to call back into service
selected City employees on vacation or days off under the provision of TMC 2.57.030(7).
d.
In coordination with the Tukwila Emergency Management Division, plan for and implement
procedures to manage emergent volunteers.
e.
Establish liaison to work with the Tukwila Emergency Management Division to facilitate
coordination and allocation of personnel resources.
f.
Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
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19
20
21
W11
The Tukwila Municipal Court shall:
a. Provide for continuity of Court operations.
b. Continue to operate the Tukwila Municipal Court as efficiently as possible, in order to maintain due
process of law in civil and criminal justice matters.
C. Perform coordination with other City departments and outside governmental agencies — such as
the Tukwila Human Services Office, Tukwila's City Attorney, King County Courts and King County
Department of Adult and Juvenile Detention — to ensure efficient trial operations.
d. Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
King County government shall:
a. Provide coordination of election services as resources allow.
b. Provide animal services, including establishment and operations of pet and stray shelter locations
as able.
C. Provide continuation of adult and juvenile detention services as able.
d. Support transportation requests for assistance with available resources, which may include but is
not limited to buses, road maintenance, fleet vehicles, etc.
e. Coordinate with regional resources post -incident housing for residents displaced by emergencies.
f. Provide warning and notification of impending or actual incidents.
g. Act as applicant agent on behalf of the City in the recovery process following a Presidential
declaration. Advise City officials on emergency administrative and recovery procedures and
requirements.
Public Health —Seattle & King County shall:
a. Coordinate and provide emergency health services including communicable disease control,
immunizations, and quarantine procedures. Coordinate and provide triage and limited first aid
care and treatment of minor injuries at Public Health facilities.
b. Investigate possible food- and water -borne illness and zoonotic disease outbreaks.
C. Provide staff and resources as the lead agency in King County for bio-terrorism planning,
response, recovery and mitigation.
d. Plan, coordinate, resource, and provide shelters for medically fragile populations when needed.
e. Coordinate and provide Public Health assistance for regional mass care shelter operations.
Other Agencies/Organizations
The City does not have any direct authority over outside supporting agencies like the American Red
Cross, Salvation Army, Washington Voluntary Organizations Active in Disasters (WAVOAD), King
County Fire Chiefs Association, etc. The basic responsibilities listed for all City departments are
recommended for all outside supporting agencies as well. Additional specific outside agencies and
associations are listed in appendices to the Emergency Support Functions (ESFs), or in individual City
Department operating procedures or resource lists.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
EMERGENCY SUPPORT FUNCTION RESPONSIBILITY MATRIX
ESF Number
All City of Tukwila Divisions
are not individual) listed.
Y
Divisions are assumed under
the main Department.
=
Primary
Role
=
Supporting
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DEPARTMENT OF
COMMUNITY DEVELOPMENT
S
S
S
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EMERGENCY MANAGEMENT
P
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S
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S
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HUMAN SERVICES
S
S
S
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INFO TECHNOLOGY
P
S
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MUNICIPLE COURT
S
S
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PARKS AND REC
S
S
P
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POLICE
S
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S
S
S
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S
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PUBLIC WORKS
P
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MUTUAL AID AGENCIES
S
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VALLEY COMM
S
S
S
S
S
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TUKWILA SCHOOLS
S
S
RED CROSS
S
S
S
S
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PRIVATE AGENCIES
S
S
S
S
S
S
S
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VOLUNTEER ORGANIZATIONS
S
S
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KING COUNTY
S
S
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WASHINGTON STATE
S
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FEDERAL AGENCIES
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KC PUBLIC HEALTH
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Refer to Section D, "Organization" of BPO 1, "Introduction"
October 2013 Comprehensive Emergency Management Plan BPO Figures Page 1
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
CITY OF TUKWILA LEVEL ONE ACTIVATION
Level I Activation, may involve physical setup of the EOC in a standby mode, but more commonly
brings one or two EOC staff members in to just monitor the situation, depending on the nature of the
incident. Additional "sections" may be added or deleted by the EOC Manager as needed.
Key personnel will begin to monitor events, evaluate required resources, and forecast future impacts.
Personnel will generally be limited to Emergency Management staff and a Public Information Officer,
though commonly at least one Department Operations Center will have been activated.
Refer to Section D, "Organization" of BPO 1, "Introduction"
October 2013 Comprehensive Emergency Management Plan BPO Figures Page 2
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
CITY OF TUKWILA LEVEL TWO ACTIVATION
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Level II Activation requires physical setup of the EOC. An EOC Manager and Public Information
Officer (PIO) will be assigned to the EOC, along with representatives of departments actively
involved in the event/incident. The EOC Manager will recommend staffing levels for the EOC
consistent with current and projected incident activity. If a "section" is not filled, the duties and
responsibilities of that section automatically become the responsibility of that section's supervisor.
Typically, this type of activation will occur when two or more departments are actively involved in
event/incident activities. The function of this activation level is to facilitate face-to-face communication
between involved departments. The EOC Manager may invite representatives of outside agencies -
such as utility companies or the Tukwila School District - to come to, and be part of, the EOC.
Refer to Section D, "Organization" of BPO 1, 'Introduction"
October 2013 Comprehensive Emergency Management Plan BPO Figures Page 3
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
CITY OF TUKWILA LEVEL THREE ACTIVATION
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This is an example of a full activation of the EOC, with most sections staffed. Additional sections
may be added if the incident deems it. As the incident de-escalates, and with permission of the EOC
Manager, sections may also be removed. If any section is not filled, the responsibility of that section
falls on the supervisor of that section.
One of the purposes of a Level 3 activation is to ensure good department -to -department coordination,
including communications, and to coordinate issues on a city-wide basis. The Logistics section has two
purposes: to ensure the internal logistical needs of the EOC are met, and to help meet the logistical
needs of departments engaged in field operations. This level does not direct field operations in any
manner, although they may need to make decisions regarding resource allocation.
Refer to Section D, "Organization" of BPO 1, "Introduction"
October 2013 Comprehensive Emergency Management Plan BPO Figures Page 4
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
KING COUNTY MAP OF
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October 2013 Comprehensive Emergency Management Plan BPO Figures Page 5
165
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
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October 2013 Comprehensive Emergency Management Plan BPO Figures Page 6
166
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Public Works Department
SUPPORT AGENCIES
Tukwila Police Department
Tukwila Fire Department
King County Department of Transportation (KCDOT)
Washington State Department of Transportation (WSDOT)
Washington State Patrol (WSP)
Sound Transit
Private rail carriers
Private transportation services
Public Health —Seattle & King County (PHSKC)
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 1, "Transportation", ensures City transportation assets are effectively
organized, mobilized and coordinated to provide support, resources and assistance during and following an
emergency.
B. SCOPE
This ESF addresses the transportation activities during the response and recovery from incidents. Activities
include the assessment of the transportation infrastructure and use of transportation resources such as buses,
fleet vehicles, maintenance equipment and personnel, within the City and in coordination with regional partners.
C. PLANNING ASSUMPTIONS
1. Tukwila Public Works Department, Police Department and Fire Department staff will, when safe to do so,
patrol lifeline routes throughout the City looking for damage or interruption of these routes.
2. Previously -inspected transportation structures may require re-evaluation, if subsequent incidents occur
after the initial incident.
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TUKWILA, WASHINGTON CEMP
ESF 1: TRANSPORTATION
II - CONCEPT OF OPERATIONS
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In accordance with the CEMP and this ESF, the Tukwila Public Works Department is responsible for
coordinating and providing transportation support and services, and will actively support City response
and recovery efforts to the maximum extent possible. The City may utilize other transportation resources
as necessary. If City transportation capabilities are exceeded, assistance from King County, Washington
State and/or FEMA may be requested.
2. When it is necessary to activate this ESF, the Tukwila Public Works Department EOC Representatives
will be notified by the City Emergency Operations Center (EOC). The EOC Representative will notify
appropriate support agencies depending on the type of incident.
3. City departments which are responsible for - or provide support to - ESF 1 will activate their Department
Operation Centers (DOC) as needed.
4. When activated, the EOC will receive and coordinate transportation information and supply it to response
partners.
B. PROCEDURES
Basic procedures for transportation services are identified in the standard operating procedures and
emergency operating plans for the Tukwila Public Works Department and for each support agency.
2. Lifeline route assessment will be performed as soon as possible, and re-evaluated often throughout the
incident to ensure no significant changes have occurred that would cause the safety status of the route
to change.
3. A standard assessment form will be utilized by all agencies to facilitate consistent, accurate information
gathering.
4. The Tukwila Public Works Department will identify the most efficient and effective method of operating
the transportation system within the City, and will - as able -coordinate with King County DOT,
Washington State DOT, and transportation leads of adjacent cities to provide an integrated
transportation system.
5. The Tukwila Public Works Department will provide the EOC with notification of changes to the
transportation system as soon as identified and/or feasible to do so.
III — RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Public Works Department shall:
Organize, set Department priorities, and coordinate the emergency response efforts related to
Transportation.
b. Report the status of City, County and State roads, bridge facilities, structures and conveyances to
the EOC, as soon as possible following the initial incident and throughout the response and
recovery efforts.
Coordinate the planning and use of alternate transportation routes.
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TUKWILA, WASHINGTON CEMP
ESF 1: TRANSPORTATION
Make temporary emergency repairs, bypasses or alterations to provisionally restore road and
bridge facilities, structures and conveyances.
e. Provide resources for the temporary and permanent closure, repair and restoration of City
transportation facilities, structures and conveyances, including roads and bridges, and road
maintenance facilities.
Return City road services to normal levels as soon as possible following the emergency.
g. Coordinate with the Tukwila Police Department to provide temporary traffic control
measures/devices and operational control of traffic signals, as appropriate.
Notify the EOC, Tukwila Police Department, Tukwila Fire Department, King County DOT — Transit
Division, Sound Transit, Tukwila School District, Valley Communications Agency, King County
Sheriff Office Communication Center, and other response partners of routes affected by partial or
total road closures and detours.
Coordinate the removal of debris on roadways, walkways, and any other City transportation
facilities.
j. Provide maintenance support for City -owned vehicles and equipment.
k. Purchase, store, track, manage, distribute, coordinate and replenish supplies and provisions for
response to transportation incidents.
I. Provide emergency vehicle transportation support and services for the movement of people,
equipment and supplies in the City.
m. Furnish vehicles, heavy equipment and supplies to assist the City with emergency operations, in
the response and recovery phases of an emergency.
B. SUPPORT AGENCIES
1.
2.
The Tukwila Police Department shall:
Notify the EOC of system deficiencies as soon as possible, and make recommendations for
reducing the impact of these damages on emergency responders and residents.
b. Provide support for traffic control and damage -assessment operations.
Coordinate with PW on the movement of equipment, personnel and additional assets, to ensure
the arrivals for these assets in a timely manner.
Provide security for critical transportation routes, as resources allow.
e. Assist with the dissemination of transportation information to the public, as coordinated through the
City JIC and/or City PIO.
The Tukwila Fire Department shall:
Notify the EOC of system deficiencies as soon as possible, and make recommendations for
reducing the impact of these damages on emergency responders and residents.
b. Provide support for traffic control and damage -assessment operations.
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TUKWILA, WASHINGTON CEMP ESF 1: TRANSPORTATION
3. King County DOT, WSDOT, WSP, Sound Transit, Private Rail Carriers, Private Transportation
Services may:
a. Provide the EOC with information and status reports of transportation system entities that fall
under their authority.
b. Coordinate with the City for movement of people, equipment and supplies, as requested and when
able.
C. Support, when able and appropriate, stabilization and/or restoration of transportation infrastructure
systems.
4. Public Health —Seattle & King County may:
Work with healthcare partners to map critical transportation routes for the delivery of healthcare services,
to be used in regional transportation planning and emergency response.
IV — RESOURCE REQUIREMENTS
Resources needed could include: fleet, buses, and vans for moving individuals or animals; fleet repair vehicles,
equipment and staff for clearing lifeline routes; movement of supplies and resources; and providing
transportation access to critical facilities.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Information Technology Department (IT)
Tukwila Communications Leader
SUPPORT AGENCIES
Tukwila Emergency Management Division
King County Office of Emergency Management
Valley Communications Agency (Valley Comm)
King County Sheriff's Office Communications Center
Washington State Emergency Management Division
I - INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 2, "Communications", organizes, establishes and maintains the
communications capabilities necessary to meet the operational requirements in preparing for, responding to,
and recovering from emergencies.
B. SCOPE
ESF 2 discusses the use and maintenance of communications systems for emergency management functions
within the City during an incident. Specific operating procedures and protocols are addressed in the procedure
manuals of all City departments.
C. PLANNING ASSUMPTIONS
Communications systems are vulnerable and may be damaged, destroyed or overwhelmed during and
following an emergency. Due to disrupted transportation routes, weather conditions, a lack of resources,
or the level of damage, repairs to communications equipment and the infrastructure could take days,
weeks or months.
2. Initial efforts will focus on coordinating lifesaving activities and re-establishing communications and
control in the incident area.
3. Alternate communications systems - such as amateur radio - will be used if and when the resources
exist.
II - CONCEPT OF OPERATIONS
A. GENERAL
Reliable communications capabilities are necessary for day-to-day operations, management of response and
recovery efforts, search and rescue missions, and coordination with other organizations. Communications
capabilities must be available for emergency management functions.
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TUKWILA, WASHINGTON CEMP
ESF 2: COMMUNICATIONS
Radio transmitting and receiving capabilities involve all City departments using the 800-MHz system as well as
ham and VHF and UHF frequencies. Non -City agencies - including the King County Emergency Coordination
Center (KC ECC), American Red Cross, Washington State Emergency Management, and local hospitals - are
also linked by radio to the EOC.
B. PROCEDURES
When conditions disrupt communications systems within the City, redundant systems will be utilized to
establish communications with the City EOC, City departments, leadership, King County ECC, State
EMD, and response partners.
2. The following is the list of City communication resources that may be utilized during incidents:
• 800-MHz radio
Air band radios
• Amateur radio
• Cellular phones
• City AHAB Siren
• City Cable Channel TV 21
• City Facebook
• City Intranet
• City Internet website
• City Radio Station AM 1640
• City Twitter
• CodeRED
• Email
• Emergency Alert System (EAS) operated by King County Government
• EOC Twitter
• GETS Cards
•• Internet -based Regional Public Information Network (RPIN)
Landline phones
• NOAA Weather Radios
• Pubic Address speakers on first response vehicles
Tukwila Police and Fire Command Vehicle
• VHF and UHF radio
• VoIP
• WPS-enabled phones
3. If all City capabilities are impacted, decreased or otherwise unusable, the City will request King County
Emergency Coordination Center provide radio transmission support, as their systems are able.
4. The regional 800-MHz radio system is managed and maintained by the King County Radio Shop. If
conditions cause the radio system to fail, the first priority will be to re-establish the system.
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TUKWILA, WASHINGTON CEMP
ESF 2: COMMUNICATIONS
5. A communication test will be conducted at least once a month by the Tukwila Emergency Management
Division, engaging all City Department Operation Centers (DOCs) and as many regional response
partners as able to participate.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
Tukwila Information Technology Department
The Tukwila Information Technology (IT) Department is responsible for coordinating the mainten-
ance and continued operations of all City communication systems, minus the 800mHz system.
b. If conditions cause City communication systems to fail, IT staff will work to re-establish systems
that have been identified as critical business applications and those which are required by incident
life -safety priorities.
IT will coordinate the assessment and restoration of communication systems with the Tukwila
Emergency Management Division, and begin recovery operations immediately following an
incident, to mitigate the loss of communications systems as much as possible.
B. SUPPORT AGENCIES
1. The Tukwila Emergency Management Division shall:
a. Identify a "Communications Leader" as early as possible.
b. In coordination with IT, conduct tests and exercises of communications systems, including testing
with other City departments.
C. Develop and maintain the City Communication Plan with appropriate notification lists, numbers,
and contact points.
d. Disseminate warning information received through external communication notification systems
(i.e., National Weather Service, State EMD) to all City departments.
e. Maintain emergency management communication equipment in serviceable and ready condition.
f. Request additional or alternate communications capabilities from regional partners, King County
and/or Washington State EMD, as needed.
g. Include communications as part of the City-wide emergency management training program.
h. Initiate and coordinate amateur radio service for the EOC.
2. King County Office of Emergency Management shall:
Provide redundant support of communication capabilities, as resources allow, if the City's
capabilities are overwhelmed or otherwise insufficient to support response and recovery efforts.
b. Activate the EAS network for public information and warning, per protocol or as requested by the
EOC or Incident Command.
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TUKWILA, WASHINGTON CEMP ESF 2: COMMUNICATIONS
3. Valley Communications Agency shall:
a. Provide 911 services for fire and police contacts from Tukwila residents and businesses, to include
Police, Fire and emergency medical needs.
b. Initiate an EAS message on behalf of the City, when requested by a Tukwila incident commander
and/or EOC.
4. King County Sheriff's Office Communications Center shall:
a. Provide backup capability for 911 services, should Valley Comm not be functional.
b. Initiate/activate an EAS message on behalf of the City, when requested by a Tukwila incident
commander and/or EOC.
5. Washington State Emergency Management Division shall:
Provide redundant support of communication capabilities, as resources allow, if the City's or King
County's capabilities are overwhelmed or otherwise insufficient to support response and recovery
efforts.
IV - RESOURCE REQUIREMENTS
Sufficient technical and support staff will need to be provided from IT for 24/7 operations until critical
communications systems are established. Equipment and supplies should be secured, so that basic functions
can be established even if transportation routes in the region are compromised.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See the Basic Plan Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Public Works Department
SUPPORT AGENCIES
Tukwila Community Development Department
Tukwila Parks and Recreation Department
Tukwila Fire Department
King County Office of Emergency Management
Washington State Emergency Management
Public Health —Seattle & King County
King County Sheriff's Office (KCSO) Marine Unit
King County Department of Natural Resources and Parks
I - INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 3, "Public Works and Engineering", establishes roles and responsibilities
relating to the Tukwila Public Works Department and engineering resources and services, to ensure an
efficient, organized response and recovery to an emergency.
B. SCOPE
This ESF describes activities including:
• Damage assessment
• Debris and wreckage clearance
• Coordinating with local water, wastewater and sewer purveyors
• Temporary repair of essential facilities
• Inspection of facilities for structural condition and safety
• Emergency permitting and inspections
• Demolition of unsafe structures
• Emergency restoration of services and temporary repair of critical public facilities, including solid
waste, stormwater, flood protection, and wastewater treatment systems
• Assess and monitor flood conditions
• Providing response teams to inspect and monitor stormwater control facilities and evaluate
drainage problems
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TUKWILA, WASHINGTON CEMP
ESF 3: PUBLIC WORKS AND ENGINEERING
C. PLANNING ASSUMPTIONS
Communications systems are vulnerable and may be damaged, destroyed or overwhelmed during and
following an emergency. Due to disrupted transportation routes, weather conditions, a lack of resources,
or the level of damage, repairs to communications equipment and the infrastructure could take days,
weeks or months.
2. According to provisions of Tukwila Public Works and King County Water Treatment District's National
Pollution Discharge Elimination System (NPDES) permits, in emergency situations it may be necessary
for the Tukwila Public Works Department to bypass wastewater flows, to prevent loss of life, personal
injury or severe property damage. "Severe property damage" means substantial physical damage to
property, blocked or broken infrastructure that impacts the property, or damage to the King County
treatment facilities that would cause them to become inoperable.
3. The Tukwila Public Works Department is responsible only for initial inspection, repair and operation of its
City -owned facilities and conveyances, or to those agencies where there are contractual agreements to
manage facilities.
4. Property owners living in flood hazard areas are responsible for obtaining sandbags, sand and other
flood -fighting materials to protect their property during flood incidents. Property owners are responsible
for filling and placing sandbags, cleaning up sandbags after the flood incident, and meeting any other
regulations related to sandbagging activity. The City may provide sand and sandbags for private
property owners during flood emergencies to the extent that resources are available. Resource locations
will be posted on the City's website.
5. Previously inspected structures may require re-evaluation, if subsequent incidents occur after the initial
incident, or if the results of the initial inspection are inconclusive.
6. Accumulations of large woody debris that create a hazard to life safety, safe navigation, or property may
be designated a restricted area by the King County Sheriffs Office, per KCC 12.44.200.
7. Permitting fees and normal inspection procedures will stay in effect following an incident, unless
otherwise directed by Tukwila's City Council.
8. To survey damaged buildings for safety, the City utilizes the inspection guidance in the Applied
Technology Council - ATC-20-1, the field manual for post -earthquake safety evaluation of buildings.
9. Under a Proclamation of Emergency, City departments may need the authority to go on private property
to evaluate and repair utilities that jeopardize the integrity of public and private property or threaten
public health or the environment.
10. Rapid damage assessment of the impacted area will be required to determine potential workload.
11. Emergency environmental waivers and legal clearances may be needed for the timely disposal of
materials from debris clearance and demolition activities.
12. Assistance from the County, State and Federal governments may be needed to clear debris, perform
damage assessments, make structural evaluations, perform emergency repairs to essential public
facilities, reduce hazards by stabilizing or demolishing structures, or provide emergency water for human
health needs and firefighting.
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TUKWILA, WASHINGTON CEMP
ESF 3: PUBLIC WORKS AND ENGINEERING
A. GENERAL
II - CONCEPT OF OPERATIONS
When it is necessary to activate this ESF, a Tukwila Public Works Department EOC Representative will be
notified by the City EOC along with other appropriate support agencies, depending on the type of incident.
a *ll] 4 Bill :1*1
1. Tukwila's Public Works Department Director may activate inspection teams following a significant
seismic incident in the region (5.5 or greater magnitude), to coordinate inspection of flood protection
facilities and to determine the safety status of these facilities.
2. The Tukwila Public Works Department will respond to inquiries regarding river and drainage -related
flooding emergencies. Tukwila Public Works Department staff may also need to assess whether a
situation is potentially life threatening. If the seriousness of the situation cannot be determined over the
telephone, Department staff and/or a Flood Patrol will be dispatched to conduct an investigation.
3. The King County Department of Natural Resources and Parks - Water and Lands Resources
Division - may open the Flood Warning Center when the Cedar, Green, Snoqualmie, Tolt or White Rivers
or Issaquah Creek reach Phase II flood stage. Flood patrol teams will be sent out to monitor field
conditions when the Cedar, Green, Snoqualmie, Tolt or White Rivers or Issaquah Creek reach Phase III
flood stage or when the Flood Warning Center receives calls reporting serious damages to river control
facilities, per the Division's standard operating procedures.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Public Works Department shall:
Maintain operation of the public right-of-way, storm drain and street systems.
2. Coordinate with local water and sewer purveyors as appropriate, to identify and resolve issues where
regional and local facility operations could affect one another. The Department will communicate health
and environmental hazards to the EOC and other appropriate agencies.
3. Coordinate damage assessments of PW facilities, transportation routes and essential City -owned
buildings with the Tukwila Fire Department, the Tukwila Police Department, and City staff assigned to
this function. The Department will provide for emergency repair and restoration of City -owned facilities.
4. Provide debris removal, emergency protective measures, emergency temporary repairs and/construction
to:
Maintain passable vehicular circulation on priority routes.
Control flooding, on public drainageways or resulting from the failure of public drainageways.
Mitigate damage to public utilities.
Mitigate damage to any facility, public or private, resulting from the failure of public utilities.
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TUKWILA, WASHINGTON CEMP ESF 3: PUBLIC WORKS AND ENGINEERING
5. Coordinate damage assessments of PW facilities, transportation routes and essential City -owned
buildings with the Tukwila Fire Department, the Tukwila Police Department, and City staff assigned to
this function. The Department will coordinate with private utility companies and other private and public
organizations responsible for drinking water, sanitary sewer, electricity, natural gas, telephone and solid
waste collection services, to ensure all response and recovery operations within the City are done in an
efficient and effective manner.
6. Perform and/or contract for major recovery work, as appropriate, for City -owned buildings and Public
Works infrastructure.
7. Provide expertise and recommendations for stability of slopes and sensitive areas.
8. Provide GIS support to the EOC, as needed during activations.
9. In an emergency that impacts surface water and involves compliance issues under the Endangered
Species Act (ESA), the Department shall notify the US Army Corps of Engineers (USACE), or the
Federal Emergency Management Administration (FEMA), or both, of the emergency as soon as
possible. When time allows, the USACE or FEMA may provide guidance to the Incident Commander
before the IC undertakes an emergency action that may impact endangered species, threatened
species, or their critical habitat. Emergency actions necessary to protect human life, lessen the impact of
the emergency on significant infrastructure (dwellings or commercial buildings), protect the public health,
or prevent serious environmental degradation shall be made in a timely manner, at the discretion of the
Incident Commander. Formal notification and consultation shall be initiated as soon as practicable after
the emergency is under control.
10. Notify Public Health —Seattle & King County, the King County Waste Treatment Division, and the
Washington Department of Ecology of sewer overflows, according to the provisions of the Tukwila
NPDES permits and procedures.
B. SUPPORT AGENCIES
The Tukwila Community Development Department shall:
a. Support initial inspection of structural conditions and safety, as requested.
b. Provide building inspections of public and private buildings, as requested.
C. Provide planners and technical staff to support the Tukwila Fire Department, Tukwila Public Works
Department, and Tukwila Police Department with assessment, mapping and technical support.
d. Provide enforcement actions (closing buildings, limiting entry, etc.).
e. Provide expertise and recommendations for reconstruction, demolition and mitigation during the
recovery period, including advice regarding stability of slopes and sensitive areas.
f. Provide for the demolition of damaged and/or abandoned structures that pose a threat to human
safety.
g. Assess and make recommendations regarding environmental damage to bogs, creeks, streams,
slopes, bluffs, shorelines and lakes.
h. Review repair, reconstruction and replacement of structures for compliance with building, land use
and environmental regulations.
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i. Where necessary and appropriate, issue emergency permits to protect threatened public and
private improvements.
2. The Tukwila Parks and Recreation Department shall:
Identify appropriate staging areas as needed.
3. The Tukwila Fire Department shall:
Provide emergency building [structure] shoring, as resources are available.
4. King County Office of Emergency Management/WA State Emergency Management shall:
As able, facilitate resource requests and notifications to the appropriate agency for support of City
efforts.
5. Public Health —Seattle & King County may:
Provide staff and resources for assessing the health impacts of wastewater spills and overflows, as
resources allow.
6. The King County Sheriff's Office (KCSO) Marine Unit may:
a. Choose to use its authority to close a waterway or portion of a waterway to recreational use, if they
determine its use may pose a significant risk to public safety, under King County Code 12.44.
b. Issue bulletins or news releases or disseminate informational materials to advise the public of the
potential risks of large wood debris in the waterway.
7. The King County Department of Natural Resources and Parks may:
a. Activate a four -phase system to warn residents, businesses, property owners, school districts and
emergency response agencies of impending major river floods.
b. Activate the Flood Warning Center to provide critical information to residents, business and
response agencies during major river floods and earthquakes.
C. Provide Flood Patrol Teams to assess the operational status of river and drainage facilities, and
respond to emergency flooding conditions and flood -related complaints.
d. Assist in getting a significant number of personnel with engineering and construction skills, along
with construction equipment and materials from outside the impact area.
IV - RESOURCE REQUIREMENTS
Resource requirements will be determined at the time of the emergency.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See the Basic Plan Appendix 1, Definitions and Appendix 2, Acronyms.
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TUKWILA, WASHINGTON CEMP
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TUKWILA, WASHINGTON
' COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Fire Department
SUPPORT AGENCIES
Tukwila Police Department
Tukwila Public Works Department
Fire Authorities, Departments and Districts within King County
Valley Communication Center
King County Government
Washington State Emergency Management
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 4, "Firefighting", identifies direct service and coordination responsibilities of
the Tukwila Fire Department for fire resources during an incident.
B. SCOPE
This ESF applies only to the City of Tukwila, and is meant to be compatible with the King County Zone 3 Fire
Ground Incident Practices and Tactics, the King County Fire Resource Plan, the South Puget Sound Regional
Fire Resource Plan, and the Washington State Fire Services Resource Mobilization Plan.
C. PLANNING ASSUMPTIONS
The Tukwila Fire Department will provide and coordinate fire service or support of fire service activities
with other Federal, State and local organizations to support essential fire service operations. Provisions
covered under RCW 43.44.050 and KCC Title 17.04 outline the responsibility of the Fire Marshal in
investigating fires and what to do during emergencies. These provisions may include acting in an
advisory capacity to operational activities when a fire chief has made such a request.
2. The King County Fire Chiefs' Association or the Zone 3 Ops Chiefs will provide personnel to the King
County Emergency Coordination Center (ECC) in order to coordinate regional fire services within Zone 3
and/or King County and with other jurisdictions.
3. The King County Multiple Casualty Plan, King County Fire Resource Plan, the South Puget Sound
Regional Fire Resource Plan, and the Washington State Fire Services Resource Mobilization Plan are
utilized within King County.
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II — CONCEPT OF OPERATIONS
A. GENERAL -- FIRE ZONES AND MUTUAL AID
King County is divided into three Fire Zones. Tukwila is located within Fire Zone #3. The King County
Fire Resources Plan (separately published document) provides for the coordination of County -wide fire
resources during localized emergencies.
2. The Fire Department has mutual aid agreements (MAA) with numerous agencies throughout King
County. Assistance may be requested through existing mutual aid agreements when local resources are
inadequate, as outlined in RCW 39.34.030.
3. In situations when local mutual aid is not available or has been expended, the provisions for
regional/State fire mobilization apply, and the City may request assistance through the King County ECC
and/or the Washington Emergency Management Division (WA EMD). All requests from the City to the
County and/or State will be coordinated through the EOC.
4. The Zone 3 Fire Service Coordinator will coordinate the distribution of incoming fire resources in major
emergencies involving areas greater than a single Fire Zone. Coordination for Zone 3 activities shall be
through the King County Zone 3 Fire Coordinator and the King County ECC. Communications for this
coordination will normally be between the City's EOC and the King County ECC. The Zone 3 Fire
Service Coordinator will commonly be set up at Valley Communications.
B. PROCEDURES
Fire Department operational procedures are determined by City fire officials, and are available in the Fire
Department Policy Manual.
2. Response procedures are consistent with Incident Command System standards as set forth by the
National Incident Management System (NIMS), as well as the King County Zone 3 Fire Ground Incident
Practices and Tactics, the King County Fire Resource Plan.
3. The King County International Airport resides in two city jurisdictions: the City of Seattle and the City of
Tukwila. If an "aircraft only" incident occurs at the King County International Airport and requires
coordination of multiple agencies and additional resources, the King County Sheriffs Office will serve as
the lead agency, unless they delegate lead agency status to the city jurisdiction having authority. If there
is a non -aircraft fire, the jurisdiction having authority over the location of the fire will be the lead agency.
III — RESPONSIBILITIES
A. PRIMARY AGENCY
In support of ESF 4, the Tukwila Fire Department shall:
Provide fire suppression and control, and immediate life safety services within Tukwila and fire service
contract areas, as available.
2. Implement the King County Fire Resource Plan, when appropriate.
3. Develop departmental policies and procedures for use during major emergencies.
4. Provide regular status reports and information regarding operational and resource needs to the EOC.
5. Provide a representative to the EOC to assist in the prioritization and coordination of City-wide response
efforts as well as regional fire coordination with the King County ECC, when appropriate.
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1. The Tukwila Police Department shall:
a. Provide support for firefighting activities including security, traffic control and crime scene support,
as resources allow.
b. Provide evacuation coordination and assist in door-to-door notification, as requested and able.
2. The Tukwila Public Works Department shall:
a. Coordinate with local water districts and the City water department to ensure adequate water
supply for fire suppression needs.
b. Support technical rescue missions with resources, as available.
C. Coordinate debris removal from City facilities.
d. Coordinate snow removal operations according to their snow removal plan.
3. Fire Authorities, Departments, Districts within King County shall:
Support mutual aid agreements and regional fire services and resources, as able.
4. Valley Communications Agency shall:
a. Provide 911 services for Tukwila residents, provided their system is functional.
b. Honor requests from the field to dispatch/notify Emergency Management personnel to activate the
EOC.
C. Initiate an EAS message on behalf of the Tukwila Fire Department, when requested by a Tukwila
incident commander and/or EOC.
5. King County Government shall:
a. Provide fire and rescue services for aircraft incidents on King County International Airport property
through the King County Sheriff's Office, Airport Rescue and Firefighting Section. During "aircraft
only" incidents, in addition to providing initial fire suppression and rescue operations, the Airport
Rescue and Firefighting Section will assume the role of Incident Commander in multi -agency
responses.
b. Assist in coordination of mutual aid resources through the King County Office of Emergency
Management and/or the King County ECC.
C. Request activation of the State Fire Mobilization Plan, as requested by the EOC, or as determined
by King County ECC.
6. Washington State Emergency Management shall:
Coordinate the activation and utilization of the Fire Mobilization Plan, when requested by the City
and/or King County ECC.
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IV — RESOURCE REQUIREMENTS
Extensive resources including both specialized equipment and personnel will be needed to maintain operations
during multiple operational period incidents.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Emergency Management Division
Tukwila Human Services Office
Tukwila Police Department
Tukwila Fire Department
Tukwila Finance Department
Tukwila Public Works Department
Tukwila Human Resources Department
Tukwila Community Development Department
Tukwila Information Technology Department
American Red Cross
King County Office of Emergency Management
Public Health —Seattle & King County
Regional Animal Services of King County
Washington State Emergency Management Division
SUPPORT AGENCIES
King County Office of Emergency Management
Washington State Emergency Management Division
Department of Homeland Security — Federal Emergency Management Agency (FEMA)
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 5, "Emergency Management", defines the emergency management roles,
responsibilities, concepts and operational standards of emergency management in the City of Tukwila during a
potential or actual emergency or disaster situation.
B. SCOPE
This ESF is applicable to all City department employees, and volunteers who staff the Emergency Operations
Center (EOC) or support City activities during incidents. It addresses the informational needs of the EOC for
assessing a disaster situation and supporting related response and planning efforts.
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TUKWILA, WASHINGTON CEMP ESF 5: EMERGENCY MANAGEMENT
C. PLANNING ASSUMPTIONS
1. All City departments are expected to provide information and/or staffing to the EOC, to facilitate updates
on departmental status of mission critical functions and resource requirements.
2. There will be an immediate and continuing need to collect, process and disseminate situational
information to identify urgent response requirements during a disaster or the threat of one, and to plan
for continuing response, recovery and mitigation activities.
3. Early in an incident, little information will be available and initial information received may be vague or
inaccurate.
4. Information will be provided by field personnel, responders, volunteers, the public, the media, and others.
5. Information collection may be hampered for many reasons including: damage to communications
systems; communications system overload; damage to transportation infrastructure; and the effects of
weather, smoke and other environmental factors.
II —CONCEPT OF OPERATIONS
A. GENERAL
The Tukwila Emergency Management Division is the focal point of emergency management for the City. All
City departments will report incident impacts to the EOC. When required, the EOC will draft a Proclamation of
Emergency for signature by Tukwila's Mayor, and forward a copy to the King County ECC and Washington
State EOC.
B. PROCEDURES
Incident information will be obtained through all means available, including but not limited to damage and
situation reports from City staff, residents, other jurisdictions, King County agencies, the media, and the
King County Joint Information Center (JIC).
2. Information will be analyzed, evaluated and made available to appropriate City staff for the development
of the Incident Action Plan (IAP), allocation of resources, development of a Proclamation of Emergency,
and overall situational awareness.
3. Methods of dissemination will be through displays, situation reports, Internet postings, email, operational
briefings, the JIC, and public information outlets (media partners).
4. All documents generated by the EOC will be reviewed and approved by the Incident Manager or their
delegate prior to release. All public information documents will be reviewed and approved by the City
PIO or their delegate and the Incident Manager or delegate prior to publication.
5. All incident documents and logs must be secured for a minimum of seven years after the activation.
6. Operational briefings will be held at established intervals, as determined by the EOC.
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A. PRIMARY AGENCY
III — RESPONSIBILITIES
The Tukwila Emergency Management Division shall:
Provide emergency management direction and coordination for the City.
Provide support for mutual aid, consistent with signed Memorandums of
Understanding/Agreements (MOU/MOA), when appropriate.
Facilitate preliminary damage assessment (PDA) for the City, special purpose districts serving the
City, residents, and the business communities. This information will be consolidated and
forwarded to the King County Office of Emergency Management, to provide the PDA data to the
Washington State Emergency Management Division (WAEMD) within the State -identified timeline.
2. The EOC Manager shall:
Have overall responsibility for managing Tukwila's incident response and recovery efforts.
Additionally, the Incident Manager will ensure the timely development of EOC information
products, including situation reports, rapid impact assessments, public information products and
Proclamations of Emergency.
Assign staff to Command and General Staff positions for developing and implementing the Incident
Action Plan.
Ensure that appropriate information is compiled and disseminated to all City departments, special
purpose districts, King County, State and Federal agencies, as appropriate.
B. SUPPORT AGENCIES
1. King County Office of Emergency Management shall:
Provide coordination of resource requests from the City at the local, regional, State and/or Federal
level, as appropriate.
Provide EOC support to the City, as able when requested.
Act as a liaison with County agencies, regional partners and State agencies.
2. Washington State Emergency Management Division shall:
Provide coordination of resource requests from the City at the local, regional, State and/or Federal
level, as appropriate.
b. Act as a liaison with State and/or Federal agencies, as appropriate.
3. Department of Homeland Security - Federal Emergency Management Agency (FEMA) shall:
Provide coordination of Federal resources, as requested and able.
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IV — RESOURCE REQUIREMENTS
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When an incident overwhelms City resources and the City's ability to respond to and recover from the incident,
the EOC will craft a formal Proclamation of Emergency for Tukwila's Mayor to sign. The Proclamation enables
the Tukwila Finance Department to waive bidding requirements and to direct purchase from vendors per
Ordinance 2337 as codified at TMC 2.57.030(5). Additionally, the Proclamation establishes the opportunity to
request assistance from King County and/or Washington State government.
B. DEPARTMENTS
City departments will provide necessary staffing, funding and equipment to manage the EOC for 24/7
operations, until the EOC has demobilized from the incident.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Parks and Recreation Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Human Services Office
Tukwila Police Department
Tukwila Fire Department
Tukwila Finance Department
Tukwila Public Works Department
Tukwila Human Resources Department
Tukwila Community Development Department
Tukwila Information Technology Department
American Red Cross
King County Office of Emergency Management
Public Health —Seattle & King County
Regional Animal Services of King County
Washington State Emergency Management Division
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 6, "Mass Care and Emergency Services", establishes the City of Tukwila's
roles and responsibilities in mass care, emergency assistance, housing and human services to residents of the
City.
B. SCOPE
1. Mass care services include sheltering for people and animals, emergency feeding and relief supplies,
first aid, and welfare information. This may also include vulnerable and unique populations with
special/specific needs.
2. Housing services may include provisional assistance for short- and long-term needs.
3. Human services may include recovery efforts such as counseling, benefit claims assistance, and
financial services or other human services that can be delivered through Emergency Assistance Service
Centers, as needed.
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TUKWILA, WASHINGTON CEMP ESF 6: MASS CARE & EMERGENCY SERVICES
C. PLANNING ASSUMPTIONS
1. Incorporated cities have the responsibility to coordinate their own mass care shelters for residents using
City assets, and - when appropriate due to volume - to coordinate with the King County Emergency
Coordination Center (ECC) in the need for large-scale regional shelters.
2. Mass Care in Tukwila is accomplished by a partnership between several City departments, nearby
outside agencies, Public Health —Seattle & King County, the King-Kitsap Counties Chapter of the
American Red Cross, and other non-profit agencies.
3. The range of services needed by survivors will depend on the specific incident, residential impacts, and
estimated length of recovery.
4. When able, the King-Kitsap Counties American Red Cross Chapter will provide staff and supplies for
shelter operations, as conditions dictate and resources allow, in accordance with the Disaster Relief Act
of 1974 (P.L. 93-288, as amended by the Stafford Act).
5. The City will establish and operate local shelters, as needed and able, until appropriate Federal, State,
County, voluntary agency and/or private sector resources are available to assist.
6. The City will pre -designate multiple locations for shelters and Community Points of Distribution.
7. During a large-scale incident, mass care and human services resources will be overwhelmed both locally
and regionally, which may cause a delay in the ability to meet the needs of residents and businesses in
the City.
8. Mass care shelters are temporary in nature and are designed for people displaced as a result of
incidents. All mass care and shelter services will attempt (but not guarantee) to meet current
requirements for the Americans with Disabilities Act (ADA). Services will be provided without regard to
economic status, race, religion, political, ethnicity, sexual orientation or other affiliation. According to the
ADA, service animals are extensions of their owners and have the same access to public transportation
and sheltering as their owners at all times.
9. Evacuation and sheltering of medical needs residents is led by Public Health —Seattle & King County.
10. The City will work to identify and provide emergency shelter for City employees and their immediate
families, as able.
11. Individual assistance will primarily be provided through Federal agencies or local nonprofit organizations.
II — CONCEPT OF OPERATIONS
A. GENERAL
During small local emergencies the American Red Cross - in partnership with the affected city - will
provide shelter and mass care service coordination through the chapter headquarters, in accordance
with their Chapter Disaster Response Plan, as appropriate to their operational capacity.
2. When larger -scale incidents impact and overtax the City, Tukwila will request mass care support from the
King County Office of Emergency Management.
3. During a major incident impacting several areas of King County, shelter requests will be prioritized and
coordinated by the King County ECC, as defined in the Regional Shelter Operations Incident Annex of
the King County CEMP.
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4. Shelters for pets and livestock will be activated by Regional Animal Services of King County, with help
from local veterinary and volunteer animal care organizations. Pets and livestock shelters may be
separated from general population shelters. All reasonable and practical steps will be taken to ensure
that shelters do not become contaminated.
5. When a mass care shelter is set up during an incident, a team approach of available resources will
provide needed support.
6. Location will be determined by the EOC in coordination with Tukwila Parks and Recreation Department
staff.
7. Shelter managers will be chosen by Tukwila Parks and Recreation Department staff, selecting from staff
that has been trained in shelter management or by the American Red Cross.
8. Health inspections will be provided by Public Health —Seattle & King County.
9. Facility structural and safety inspections will be performed by the Tukwila Public Works Department
and/or the Tukwila Community Development Department.
10. Security will be coordinated by the Tukwila Police Department.
11. Food service will be provided by contracts and/or selected support organizations.
12. Crisis counseling will be coordinated by the Tukwila Human Services Office with community mental
health providers, American Red Cross, Public Health —Seattle & King County, and the volunteer medical
reserve corps.
13. Supplies such as water, sanitation, generators, etc., will be procured from public agencies and private
vendors.
14. Communications support from amateur radio organizations will be requested, as needed.
B. PROCEDURES
The American Red Cross maintains procedures for the opening and management of shelters. It is the
standard practice of the City to utilize these procedures as their operation standards for City -managed
shelter sites.
2. Individual assistance procedures are provided and dictated by County, State and Federal agencies
based on the incident, and are provided at the time of initiation of the effort.
III — RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Parks and Recreation Department shall:
Be responsible for coordinating mass care that comprises shelters, feeding, and emergency first
aid.
Develop plans for the use of City facilities for use as reception centers and/or shelters.
Provide resources including staff, facilities and equipment to manage, operate and/or support
shelter and feeding efforts, as able.
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d. Coordinate with the American Red Cross and other human services organizations in the
development and implementation of plans to provide reception centers and shelter support within
the City.
e. Provide coordination of agencies and activities to ensure adequate basic shelter services are
provided at shelter sites.
B. SUPPORT AGENCIES
1. The Tukwila Emergency Management Division shall:
a. Coordinate notification and request for support from American Red Cross via the King County
Emergency Coordination Center.
b. Coordinate resource support requests within the City and from external partners.
C. Coordinate the collection of information and public information related to shelter, feeding, and
individual assistance efforts.
d. Coordinate the individual assistance process from the City to King County.
2. The Tukwila Human Services Office shall:
a. Coordinate the implementation of social services programs with support partners, as appropriate
and able.
b. Establish and maintain liaison role with organizations that outreach to at -risk populations.
3. The Tukwila Police Department shall:
Coordinate for security, including exterior and interior, at reception centers and/or shelter locations.
4. The Tukwila Fire Department shall:
a. Coordinate emergency medical services at reception centers and/or shelters.
b. Coordinate with Public Health —Seattle & King County on the identification and transportation of
medical needs clients, as resources allow.
5. The Tukwila Finance Department shall:
a. Coordinate with the Tukwila Parks and Recreation Department to provide assistance in executing
contracts or making necessary purchases of supplies for shelters.
b. Establish contracts with mass care and human services logistical support suppliers, such as
sanitation, food, animal support or personal care, prior to an incident.
6. The Tukwila Public Works Department shall:
a. Assist in the inspection of potential reception center/shelter facilities to ensure safety.
b. Provide information as to safe transportation routes to and from reception center/shelter locations.
C. Coordinate for the disposal of solid waste from shelter sites.
d. Assist in exterior crowd control at reception center/shelter sites with signage and/or barricades.
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7
8.
0
10
11.
12.
13
The Tukwila Human Resources Department shall:
Coordinate with the Tukwila Parks and Recreation Department to provide shelter for City
employees and their immediate families.
Coordinate staffing of shelter sites with either City employees or public volunteers.
The Tukwila Community Development Department shall:
Assist in the safety inspection of facilities for use as reception centers/shelter sites.
The Tukwila Information Technology Department shall:
Coordinate the establishment of communication services, which may include telephone and/or
internet capability at shelters, as resources and infrastructure allow.
Assist with the installation and maintenance of communication capabilities, including but not limited
to phone, computer and internet services at established Emergency Assistance Centers during
recovery.
The American Red Cross support may include:
Mass care for small emergencies or localized incidents not requiring activation of the City EOC.
Initial resources (staff, supplies, locations) to provide mass care shelters, feeding and emergency
first aid during large incidents.
Providing food, clothing, medical services, counseling and recovery assistance to survivors.
King County Office of Emergency Management may:
Provide coordination of resource requests between the EOC and American Red Cross, human
services agencies, and State and Federal support resources.
Lead regional shelter operations for large-scale sheltering needs.
Lead the individual assistance program when activated by State Emergency Management.
Regional Animal Services of King County may:
Designate and approve local volunteer animal care groups and agencies to assist the Agency with
animal rescue, animal sheltering and logistical support.
Provide shelter services for pets, strays and livestock, as resources allow.
Public Health —Seattle & King County may:
Coordinate and provide Public Health technical assistance for mass care operations.
Coordinate the establishment of alternate care facilities, as determined appropriate.
Coordinate movement of fragile populations from general shelters to alternate care facilities and/or
appropriate healthcare facilities.
Assist with environmental health assessments and conduct inspections to ensure that
environmental controls are provided, to assure safe and healthful healthcare facilities.
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TUKWILA, WASHINGTON CEMP ESF 6: MASS CARE & EMERGENCY SERVICES
e. Support the Tukwila Human Services Office and American Red Cross in meeting the demands for
mental health services.
f. Provide guidance and direction for the care of deceased shelter clients.
14. Washington State Emergency Management Division shall:
a. Coordinate requests for State and/or Federal agency support for mass care and human services.
b. Provide coordination and direction for the Individual Assistance program when activated.
IV - RESOURCE REQUIREMENTS
Specialized staff, locations and consumables will be required to manage mass care and human services
support on a 24-hour basis for days to weeks or longer. The City will need to contract for supplies and services
to support most of this effort.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Finance Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Human Resources Department
Tukwila Parks and Recreation Department
King County Office of Emergency Management
Washington State Emergency Management Division
I - INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 7, "Resource Support", provides logistical and resource guidance and
support during and following an emergency.
B. SCOPE
1. Resource support involves the provision of services, personnel, equipment, commodities and facilities by
and to the City of Tukwila during the response and recovery phases of an emergency. Medical supplies
and personnel are addressed in ESF 8-Public Health and Medical Services.
2. Logistical and resource coordination under this ESF will be through:
The EOC.
The King County Emergency Coordination Zones and the King County Emergency Coordination
Center.
Efficient and prudent management of available resources within the City.
Use of a standard system for requesting, obtaining and deploying additional resources.
C. PLANNING ASSUMPTIONS
1. Specific resources may be exhausted due to impacts of incidents. Extraordinary measures may have to
be taken in order to resupply City departments.
2. TMC 2.57.030 addresses Emergency Powers of the Mayor, to accommodate circumstances in which
emergency purchases may be authorized.
3. The management and logistics of resource support is highly situational and is dependent upon the
incident, resource accessibility, transportation systems availability, and location of vendors and suppliers.
4. Donated goods will not be accepted by the EOC due to the high overhead costs and staff time required
for processing. Donated goods may be accepted and processed through other identified departments
and/or agencies, depending on the incident.
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5. All City departments will operate under City codes authorizing normal and emergency purchase of
supplies, equipment and services. Established procedures for procurement, distribution and
management of resources will be followed by all City departments. All City departments should maintain
vendor and supply lists of the most critical supplies, equipment and services that enable them to operate
under emergency conditions.
6. The Tukwila Finance Department and the Tukwila Human Resources Department will provide personnel
to manage resource requests in the EOC Logistics Section, when needed.
7. The cost of responding to an incident should not inhibit the actions necessary to address the situation or
circumstance.
8. Resource inventories will vary, and maintaining current resource lists will be most effectively managed at
the departmental level.
II - CONCEPT OF OPERATIONS
A. GENERAL
When the EOC is activated, it will be the focal point for resource management for the City of Tukwila.
2. City department representatives to and/or in the EOC serve as specialists and advisors for their
respective departments. They will assist in the coordination, management, distribution and conservation
of supplies and resources necessary to the City's emergency operations.
3. The primary determination of resource needs is made by operational elements at the field level and
coordinated through the EOC. Requests for resources flow upward and are tracked at the EOC. City
resources will provide the primary source of personnel, equipment, materials and supplies. Support that
cannot be provided from City resources will be secured through direct procurement, donations or mutual
aid.
4. The Regional Disaster Coordination Framework for Public and Private Organizations in King County
(RDCF) is a voluntary quasi -mutual aid agreement that contains the Regional Disaster Coordination
Framework for Public and Private Organizations in King County Omnibus Legal and Financial
Agreement. The City of Tukwila is a signatory to the RDCF, and will utilize it as the financial agreement
for resource support from its signatories.
5. The determination of whether to use public or private sector resource providers is based on critical need,
availability, and delivery times of the particular resource. When all local resources (public and private)
are depleted, the EOC will request support from the King County ECC and/or the Washington State
Emergency Operations Center (EOC), as appropriate.
6. The type, location and extent of the incident will determine geographical locations for staging areas for
resources and donated goods receipt/management. A listing of identified sites can be found in Appendix
6, Potential Staging Areas.
7. Volunteers are an important resource. Registered Volunteer Emergency Workers (EW) and Emergent
Emergency Workers will be required to check in and out through a coordinated system for tracking,
deployment and oversight. EW processes will be compliant with WAC 118.
8. Areas in the City will be identified as Community Points of Distribution (CPODs), for the set-up and
distribution of life -sustaining supplies to individuals during an emergency.
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B. PROCEDURES
1. Equipment, supplies and personnel needed by City departments should be sought from other City
departments and local sources first, then within the King County Fire/Emergency Management Zone III,
then from the King County ECC. Resource needs beyond the capacity of the City and/or County levels
will be forwarded to the State of Washington or through the State to the Federal Government.
2. In situations where a Multi -Agency Coordination System (MACS) is activated, overall priorities for
resource management may be set by the MACS representatives.
3. Resource requests beyond the capacity of day-to-day operations will be received and processed through
the EOC. The requests, tracking, use and demobilization of resources will be coordinated by the
Logistics section.
4. Normal supply procedures for the City will be used, whenever possible.
5. All City departments will maintain purchasing and financial records of any expenditure used for response
or recovery from the incident.
6. City departments may be asked to determine availability of specific resources in support of City needs.
The request and/or deployment of resources will be coordinated by the Logistics Section Chief.
III — RESPONSIBLITIES
A. PRIMARY AGENCY
The Tukwila Finance Department shall:
a. Coordinate, supervise and manage the procurement of supplies and equipment in an emergency
through the EOC.
b. Establish procedures for procurement of emergency supplies and equipment not covered in
existing City codes and emergency procedures.
C. Prepare and deliver reports on estimated and actual costs for the incident to the EOC.
d. Procure supplies and equipment to support the incident objectives, as directed by the Logistics
Section Chief or Incident Manager of the EOC.
e. Maintain purchasing and financial records of any expenditure used for all phases of an incident.
f. Provide resources (personnel, supplies, equipment, services and vendor information) to the EOC.
g. Coordinate the disposition of obtained and/or excess resources during the incident demobilization
process.
h. Compile and bill requesting agencies and organizations for resources requested.
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1
3.
a a@] :4 930 4 01 IN 1 :&1
The Tukwila Emergency Management Division shall:
a. Use and procure resources upon request using the Regional Disaster Coordination Framework for
Public and Private Organizations in Regional Disaster Coordination Framework for Public and
Private Organizations in King County -Omnibus Legal and Financial Agreement.
b. The EOC will request support and resources from the King County ECC and/or State Emergency
Operations Center (EOC), as needed.
C. Determine geographic locations and procedures for staging areas, for resources and donated
goods receipt and management.
d. Assist in coordination and use of Registered and Emergent Volunteer Emergency Workers.
e. Maintain a listing of pre -identified staging areas in the City.
f. Assist with the deployment of CPODs, if available.
The Tukwila Human Resources Department shall:
a. Coordinate and manage the identification, acquisition and distribution of personnel resources for
City operations.
b. Provide staffing for the EOC, as requested.
C. In coordination with the EOC, establish procedures for recruiting, managing and tracking emergent
volunteers.
d. Coordinate the hiring of temporary workers to assist in operations, as requested.
e. Coordinate the process of completion and tracking of injuries and/or invoices from Volunteer
Emergency Workers.
f. Determine priorities for contracting of personnel, based on justification provided by requesting
agencies.
g. Develop an inventory list of essential Department personnel requirements and sources/vendors,
which may be used in an emergency in support of ESF-7.
The Tukwila Parks and Recreation Department shall:
a. Assist the Tukwila Emergency Management Division with pre- and post -identification of staging
areas.
b. Assist with Community Points of Distribution (CPODs) for distribution of life -sustaining supplies
(food, water, blankets, ice) for residents.
C. Work with other agencies - such as American Red Cross - for logistics, resource acquisition and
distribution.
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4. King County Emergency Management shall:
Use and procure resources upon request, using the Regional Disaster Coordination Framework for
Public and Private Organizations in King County -Omnibus Legal and Financial Agreement, as
requested to do so by the City.
Support resources requests from the EOC and/or forward appropriate requests on to the State
Emergency Operations Center (EOC), as needed.
Assist in coordination and use of Registered and Emergent Volunteer Emergency Workers, as
requested and as resources allow.
5. Washington State Emergency Management shall:
Support resource requests from the EOC via the King County ECC, as needed.
Assist in coordination and use of Registered and Emergent Volunteer Emergency Workers, as
requested and resources allow.
IV — RESOURCE REQUIREMENTS
It is understood that the need for resources will far outweigh the resources on hand in the City at the time of a
major incident. Resources will be utilized from current City stock prior to seeking out commercial vendors
and/or regional assistance.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Fire Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Police Department
Public Health —Seattle & King County (PHSKC), Environmental Health, Surveillance, Emergency
Medical Services, Fatality Management, ESF 8 Area Command, ESF 8 Joint Information System
King County Office of Emergency Management
King County Department of Community and Human Services
Valley Communications Center
Private Ambulance Companies
Washington State EMD
Washington State Department of Health
Washington State Department of Agriculture
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 8, "Public Health and Medical Services", provides for the direction,
coordination and mobilization of health and medical resources, information and personnel during emergencies.
B. SCOPE
This ESF addresses medical, health and mortuary concerns for the City, including assessment of public
health/medical needs, medical care personnel, and medical/health equipment and supplies. The Tukwila Fire
Department provides Basic Life Support (BLS) care and transport. Advanced Life Support (ALS) is provided
through South King County Medic One.
C. PLANNING ASSUMPTIONS
1. It is likely that public demand for health information, health and medical services will increase during
emergencies.
2. Public health emergencies may necessitate mass dispensation of medications or vaccinations to the
public.
3. Routine public health services - such as immunizations, special nutritional programs for children, public
health nursing services, or routine dental care - may be interrupted for at least the first 72 hours of a
large-scale incident.
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4. Access to assessment, transport and treatment facilities may be limited during incidents.
5. Routine emergency medical services may not be accessible through 911 dispatch centers.
6. A medical incident may require the triage and treatment of large numbers of individuals (surge), which
will have a direct impact on healthcare facilities. Healthcare facilities may be over -utilized or
inaccessible. Healthcare supplies may be limited or unavailable.
7. Infrastructure supporting healthcare facilities may be interrupted, causing impacts to available water,
power, gas, food and other services.
8. ESF 8 agencies should not anticipate additional resources or personnel for 24-72 hours during a large-
scale incident.
9. Public health emergencies may require implementation of public health measures to contain and control
communicable diseases or spread of environmental hazards.
10. Public health emergencies may also impact neighboring cities, counties and health departments, thereby
limiting the availability of mutual aid.
11. Members of our community who are seniors, children, disabled, homeless, non-English speaking, low-
income, or otherwise in need of ongoing support, will be more vulnerable during and after an emergency.
A partnership approach will be needed between government, private industry, volunteer agencies and
the media to ensure essential health -related information and services reach vulnerable residents during
an emergency.
12. Health, medical and mortuary services will be restored during the recovery period, as soon as practical
and within the limitations and capabilities allowed of affected agencies following the emergency.
13. PHSKC will activate emergency response plans and protocols when an emergency occurs or is
imminent, requiring a coordinated regional response of health and medical agencies.
14. PHSKC will be the primary expert source of public information regarding health, medical, mortuary and
environmental response to emergencies in King County. PHSKC will work with Joint Information
Center(s) in the Seattle EOC and the King County ECC, and with appropriate response partners to
coordinate all releases of health information to the public.
15. Harborview Medical Center (HMC) will function as Hospital Control for King County. In this capacity,
HMC directs the distribution of EMS patients to appropriate hospitals in King County in an emergency.
HMC will also maintain voice and data communications with regional hospitals. Overlake Hospital
Medical Center is the designated back-up Hospital Control facility.
16. The King County Fire Chiefs' Association will coordinate private and public EMS basic and advanced life
support response during emergencies. The Fire Zone Coordinator at the King County ECC will
coordinate County -wide EMS resource mobilization.
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D. POLICIES
The following policies guide ESF 8 agencies:
The Local Health Officer (LHO) may implement such measures as necessary to protect the public's
health, as authorized by State law.
2. The King County Medical Examiner (KCMEO), within PHSKC, has jurisdiction over all human remains
resulting from the emergency, as well as the responsibility of communicating information about the
deceased to family members.
3. Death certificates for all incident -related deaths in King County will be managed and issued by the Vital
Statistics Office in PHSKC.
II — CONCEPT OF OPERATIONS
A. GENERAL
1. The Fire Incident Commander is the central point of coordination and notification for incidents requiring
response by ESF 8 agencies.
2. ESF 8 incident response will be guided by plans such as Tukwila Fire Department SOP's, PHSKC
Emergency Operations Plan, ESF 8 - Area Command and MAC Standard Operating Procedure, the
Central Region EMS and Trauma Care System Plan, Region 6 Hospital Emergency Response Plan,
KCMEO Multiple -Fatality Incident Plan, and the response plans of supporting agencies.
3. For large-scale incidents, PHSKC will activate Incident Command and Area Command, as appropriate,
to establish overall health and medical response and recovery objectives, coordinate incident information
with ESF-8 agencies, and manage the acquisition and use of medical resources. Any incident managed
under ESF 8 Area Command will likely require coordination of emergency response efforts across
jurisdictions and agencies. Therefore, a decision to activate ESF 8 Area Command will also serve as a
decision to activate the ESF 8 plan. Refer to the Public Health Emergency Operations Plan for more
detailed descriptions of hazards and health consequences that may trigger activation of Area Command.
4. ESF 8 Area Command will prioritize and manage no fire -based medical resources in support of
healthcare organizations. If resource needs cannot be met locally or through local mutual aid, ESF 8
Area Command will transmit a request for assistance through the King County ECC to the State EOC.
The State may access State agency resources, interstate mutual aid or private industry resources, or it
may turn to Federal agencies to accomplish the mission.
5. PHSKC will activate the health and medical Joint Information System (JIS) as needed, to coordinate the
content and timing for release of accurate and consistent health and medical information to the public,
media and community response partners. The JIS will connect public information officers in PHSKC with
counterparts in ESF 8 primary and support agencies, local EOCs, and the Washington Department of
Health.
6. Investigation into the cause and manner of death resulting from an emergency is the domain of the
KCMEO. KCMEO will supervise the recovery, identification and final disposition of all fatalities.
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B. PROCEDURES
1. The Tukwila Fire Department will provide Basic Life Support (BLS) services, as directed by Department
plans.
2. The inclusion of Advanced Life Support (ALS) services will be provided as directed by SOP's through
South King County Medic One, as resources allow.
3. PHSKC will be notified of local incidents that require their assistance and/or which fall under their
authority via the Public Health Duty Officer.
4. Procedures for activating Mutual Aid Agreements and other Memoranda of Understanding are
embedded in the individual agreements.
III — RESPONSIBILITIES
A. PRIMARY AGENCY:
The Tukwila Fire Department, through its Officer in charge of the medical incident, shall:
Establish Incident Command and provide initial incident evaluation, to ensure appropriate
coordination of resources and mitigation of the incident.
b. Coordinate all aspects of medical care and transportation of patients at a specific scene,
including - but not limited to - triage, treatment, transportation, and set-up of an initial morgue
holding area.
Contact the appropriate medical control facility (primary: Harborview Medical Center) in King
County, and activate the Seattle Area Hospital Disaster Plan, when appropriate.
Provide assistance to healthcare facilities, in the implementation of plans to reduce patient
populations should evacuation be necessary, and with provisions for continuing medical care for
patients that cannot be evacuated, as resources permit.
e. Provide incident status and requests for resources to the EOC and Public Health EOC (when
activated) at regular intervals.
Evaluate the on -scene situation and determine whether or not there is a need for a post -incident
critical incident stress de -briefing (CISD). Requests for the CISD Team will be coordinated
through the EOC.
Coordinate with the EOC regarding requests for additional health and medical resources.
B. SUPPORT AGENCIES
1. The Tukwila Emergency Management Division shall:
Request resource support through the PHSKC EOC and/or the King County ECC, as appropriate.
2. The Tukwila Police Department shall:
Provide assistance to the medical examiner, as requested.
b. Coordinate security needs at incident scenes and/or temporary morgue locations, as resources
allow.
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93
I'I
5.
6.
7.
Public Health —Seattle & King County (PHSKC) may:
a. Provide leadership and direction in responding to health and medical emergencies across King
County, consistent with the authority of the Local Health Officer.
b. Activate the ESF 8 Area Command Center, Joint Information System and the ESF 8 MAC Group,
as appropriate.
C. Staff jurisdictional EOCs as needed, and establish and maintain ongoing communication with
response partners.
d. Provide medical advice and treatment protocols regarding communicable diseases and other
biological hazards to EMS, hospitals and healthcare providers.
e. Maintain 24/7 Duty Officer program, and serve as the primary point of notification for health and
medical emergencies in King County.
Public Health — Environmental Health
a. Coordinate assessment and response to incident consequences affecting food safety, water
quality and sanitation.
b. Coordinate and collaborate with community response agencies in identifying environmental
impact, remediation and recovery activities.
C. Coordinate the response of regional veterinarian services and animal care groups.
d. Direct response activities to vector -borne public health emergencies.
Public Health — Surveillance
Provide epidemiological surveillance, case investigation and follow-up to control infectious
disease, including acts of bioterrorism and outbreaks of food -borne illness.
b. Establish surveillance systems to monitor health and medical conditions in the community; conduct
field investigations; provide health, medical and environmental consultation; and develop
appropriate prevention strategies.
Coordinate and provide laboratory services for identification of biological samples.
Public Health — Emergency Medical Services (King County Medic 1)
Operate Advanced Life Support capabilities through Zone 3 (South King County).
b. Coordinate regional critical incident stress management for first responders.
Public Health — Fatality Management
Through the PHSKC Office of Vital Statistics, coordinate with local funeral directors and KCMEO
regarding the filing of death certificates and issuing of cremation/burial transit permits for fatalities.
b. Through KCMEO, track incident -related deaths resulting from incidents.
C. Manage incident -related human remains through the KCMEO by:
• Documenting the context and coordinating the recovery of human remains.
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8.
• Coordinating and positively confirming the identity of all incident -related decedents.
• Determining and certifying the cause(s) and manner of incident -related deaths.
• Collaborating with other investigating agencies in the determination, collection and preservation
of all medico -legal evidence, and the release of evidence to appropriate law enforcement
authorities.
• Recovering and documenting all personal property associated with the human remains.
• Serving as the lead agency for the notification of the next of kin regarding the death, for all
decedents.
• Overseeing a family assistance center to provide a private, safe and secure place for survivors
of decedents to gather; to facilitate necessary communication with the KCMEO; and to facilitate
the coordination of psycho -social support services.
• Coordinating the disposition of fatalities, including interim storage of all human remains resulting
from an incident and release of personal property to identified legal next of kin.
• Maintaining the official log of reported and confirmed deaths resulting from an incident.
• Serving as the lead agency for the release of all information regarding deaths resulting from
incidents.
Public Health — ESF 8 Area Command
0
e
Assess the health and medical impacts and potential consequences posed by emergencies, and
determine appropriate courses of action.
Direct and manage medical surge capabilities, including alternate care facilities, medication
centers and temporary morgues.
Manage and direct the mobilization of medical volunteers through the Health and Medical
Volunteer Management System, including Public Health/Medical Reserve Corps.
Support ESF 8 agencies with implementing altered standards of medical care, as directed by the
Local Health Officer.
Coordinate and manage incident information and medical resources for healthcare agencies
across King County.
Direct and manage regional isolation, quarantine and other control measures necessary in
response to disease outbreaks.
Direct and manage mass vaccination and antibiotic -dispensing operations.
Coordinate requests for medical resources with private vendors, EOC's, the King County ECC,
and the State EOC, as needed.
Support cities, the King County Department of Community and Human Services, and the American
Red Cross in meeting demands for regional mental health services.
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ill
10.
11
12
13
14.
15.
16.
Public Health - ESF 8 Joint Information System
Direct the development and dissemination of health messages to the public, media, response
partners, and community -based organizations. PHSKC will engage the PIOs of healthcare
organizations through a JIS, and will utilize WATrac to exchange information and coordinate
message development.
b. Inform elected officials and tribal leaders of policy decisions made by the ESF 8 MAC and
response actions taken by the ESF 8 Area Command during incidents, with public health
consequences.
Activate the Public Health Information Call Center, as needed, and facilitate the activation of the
Regional Call Center Coordination Plan, as directed by the ESF 8 MAC Group.
Activate the Community Communications Network during emergencies, to provide public health
and related information to Community Based Organizations (CBO) and healthcare providers
serving vulnerable populations, and to receive incident information from CBOs.
King County Office of Emergency Management may:
Assist with non -medical resource requests and coordination associated with a health or medical incident,
when requested by the EOC, and forward requests to State EMD for assistance, if appropriate.
King County Department of Community and Human Services (DCHS) may:
Coordinate the response to community mental health needs during emergencies and disasters,
according to the King County Mental Health Response Plan.
Valley Communications Center may:
Provide 911 services, including dispatch and initial resource coordination support for an incident,
provided their capabilities are functional.
Private ambulance companies may:
Provide BLS and/or ALS services as directed by Incident Command, the PHSKC EOC, and per
contracted agreements, as resources allow.
Washington State EMD may:
Assist with support of health and medical incidents by providing appropriate resources, or requests for
resources to State and/or Federal agencies.
Washington State Department of Health may:
In coordination with PHSKC, provide resources and support to the City, as requested and able.
Washington State Department of Agriculture may:
Assist in food and water safety assessments and directives, as appropriate and resources allow.
b. Assist with animal -related health emergencies, as appropriate.
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IV — RESOURCE REQUIREMENTS
Specific medical and non -medical resources will be required for any major health or medical emergency.
These resources are identified in the plans listed under Appendix 3, Authorities and References.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Fire Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Police Department
Tukwila Public Works Department
Tukwila Community Development Department
King County Sheriff's Office (KCSO)
I - INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 9, "Search and Rescue", provides guidance for Urban Search And Rescue
(USAR) operations during incidents.
B. SCOPE
1. The ESF addresses USAR operations within the City of Tukwila.
2. Per the National Response Framework, the definition of USAR is, "Operational activities that include
locating, extricating, and providing on -site medical treatment to victims trapped in collapsed structures."
3. The Washington State definition of search and rescue is, "Search and Rescue (SAR) means the act of
searching for, rescuing or recovering by means of ground, marine or air activity any person who
becomes lost, injured or killed while outdoors or as a result of a natural or manmade disaster, including
instances involving searches for downed aircraft when ground personnel are used. (RCW 38.52.010[7])"
C. PLANNING ASSUMPTIONS
1. Tukwila's Fire Chief is responsible for local USAR activities, per Washington State Law.
2. Search and Rescue operations will require the use of existing trained search and rescue personnel and
specialized equipment.
3. Support such as helicopters, tracking dogs, and outside search and rescue groups may be required from
adjoining political subdivisions or from State resources, to ensure maximum Search and Rescue
effectiveness.
4. Search and Rescue operations for missing aircraft are the responsibility of the Washington Department
of Transportation (DOT); however, City resources may be first on scene or requested to assist with these
operations.
5. When Search and Rescue activities result in the discovery of a deceased person, or Search and Rescue
workers assist in the recovery of human remains, all activities shall be compliant with RCW 68.08.
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TUKWILA, WASHINGTON CEMP ESF 9: SEARCH AND RESCUE
II — CONCEPT OF OPERATIONS
A. GENERAL
1. Fire agencies are responsible for Search and Rescue in structures or collapsed structures, unless a
crime is suspected or has been determined to have occurred.
2. When local Search and Rescue resources are exhausted, or if specialized resources are needed but not
locally available, assistance will be requested through mutual aid plans, the King County Sheriff's Office,
and/or King County Office of Emergency Management.
3. The goal of Search and Rescue operations is to save the lives of victims who are unable to ensure their
own survival without assistance. This includes, but is not limited to, locating persons lost in wilderness
areas and assisting injured people in unsafe areas to reach safety.
4. The search for and recovery of bodies will be conducted only after the rescue of survivors has been
completed, it has been determined that no criminal incident has occurred or investigation is required, and
the environment will allow for safe operations.
5. Heavy rescue or advanced USAR operations will be a team effort, including but not limited to personnel
from fire, law enforcement, public works, and Tukwila Community Development Department staffs.
6. The primary resource for Search and Rescue (SAR) volunteers is King County Search and Rescue
Association, coordinated by King County Sheriff's Office.
B. PROCEDURES
1. When a report of a Search and Rescue incident is received, fire and possibly law enforcement units will
be dispatched to the scene, to evaluate the mission.
2. If additional resources are needed, Tukwila's Fire IC and/or the Tukwila Emergency Management
Division will contact King County Emergency Management for coordination with KC SAR resources.
3. The Tukwila Emergency Management Division may also provide coordination with King County and/or
Washington State for additional resources, if necessary.
III — RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Fire Department shall:
Coordinate the City's USAR activities, including pre -incident activities such as training, equipment
purchases, and evaluation of operational readiness.
b. Provide support to specialty rescue operations, when appropriate.
C. Develop policies and procedures for USAR activities within the City.
Provide status reports to the EOC, if activated, on USAR operations throughout the City.
e. Coordinate logistical supports for USAR assets during field operations.
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aa@]:41_Tr]401IN1:&1
1. The Tukwila Emergency Management Division shall:
Provide support for coordination and requesting of resources, as requested.
2. The Tukwila Police Department shall:
a. Provide operational support for USAR activities.
b. Provide trained staff and resources for USAR activities, as appropriate.
3. The Tukwila Public Works Department shall:
Provide trained staff and resources for USAR activities, as appropriate.
4. The Tukwila Community Development Department shall:
a. Provide technical expertise in the evaluation of damaged structures.
b. Provide resources for USAR activities, when requested.
5. King County Sheriff's Office may:
a. Assist with USAR missions through activation of resources such as the King County SAR, Air
Support Unit, and staff as available and able.
b. The King County Sheriff's Office will coordinate with the State for both air tactical and air support
resources during an emergency that overwhelms air resources, for the purpose of Search and
Rescue.
IV - RESOURCE REQUIREMENTS
Specialty trained first responders, support staff, qualified volunteers and equipment will be need to provide 24
hour a day coverage, until the demands of the emergency situation are over. It is expected that the City will not
have sufficient resources to meet this requirement, and will need to request support from outside agencies.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Fire Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Police Department
Tukwila Public Works Department
King County Hazmat Teams
King County Government
King County Local Emergency Planning Committee
Washington State Agencies
US Environmental Protection Agency (EPA)
Federal Agencies
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 10, "Oil and Hazardous Materials", provides for the response to an actual
or potential discharge and/or uncontrolled release of oil or hazardous materials (hazmat) within the City of
Tukwila.
B. SCOPE
1. This ESF provides for a coordinated response to actual or potential discharges and/or releases of
hazardous material within the City.
2. The ESF designates City responsibilities for reporting and managing emergent oil spills and hazardous
materials incidents. It provides guidance for hazardous materials incident notification and response, and
off -site emergency planning/notification procedures, as required by SARA Title III of 1986, also known as
the Emergency Planning & Community Right -To -Know Act (EPCRA).
3. For the purpose of the ESF, hazmat is a general term intended to mean hazardous substances,
pollutants and contaminants, as defined in the National Oil and Hazardous Substances Pollution
Contingency Plan (NCP).
4. Planning related to this ESF will be conducted and maintained in conjunction with SARA Title III
requirements and WAC 118.40.
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ESF 10: OIL & HAZARDOUS MATERIALS
C. PLANNING ASSUMPTIONS
Due to an incident, fixed facilities (e.g., chemical plants, tank farms; laboratories; operating hazardous
waste sites which produce, generate, use, store or dispose of hazmat) could be damaged so that
existing spill control apparatus and containment measures are not effective.
2. Private businesses will report hazardous materials spills and releases both verbally and in writing to the
King County LEPC and the Tukwila Fire Department, in addition to contacting the National Response
Center at 800-424-8802.
3. Hazmat that is transported may be involved in railroad accidents, highway collisions, and waterway or
airline mishaps.
4. Damage to - or rupture of - pipelines transporting materials that are hazardous, if improperly released,
will present serious problems.
5. Emergency exemptions may be needed for disposal of contaminated material.
II -CONCEPT OF OPERATIONS
A. GENERAL
1. The Tukwila Fire Department (TFD) will be the lead agency for the coordination of hazmat activities
within the City. The TFD has agreed to provide Hazardous Materials initial response for the City at the
operations and technician level.
2. The TFD will send resources to assess any potential hazmat incident, initiate incident command,
manage the incident and - depending on the need - request assistance from Hazmat Teams, or any
other appropriate team, for technician -level response.
3. Any employee involved in emergency response operations relating to the release of hazardous
substances must be trained in accordance with WAC 296-62-3112.
B. PROCEDURES
Hazardous Materials Response actions will be in accordance with established, approved Standard
Operating Procedures for each agency involved in the response, clean-up and/or recovery.
2. The King County Emergency Coordination Center (KC ECC), Washington Emergency Management
Division (WA EMD), and the Washington State Department of Ecology will be contacted in the event of
any reportable spill or release. A mission number will be assigned for significant incidents.
3. The U.S. Coast Guard (USCG) will be notified of any hazmat spill or release in navigable waters.
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III — RESPONSIBLITIES
A. PRIMARY AGENCY
The Tukwila Fire Department shall:
a. Develop and maintain relationships with specialized response teams such as Z3 HazMat Teams,
Seattle Fire HazMat Team, private facilities and contractors, and technical advisors for response
and recovery.
b. During an incident, establish command and on -scene control; assess the situation; decontaminate
and provide emergency medical treatment for exposed victims; and contain and control for release
of escaping hazardous substances, only if:
• Such containment and control could reasonably be expected to have a favorable impact the
outcome of the emergency, and,
• Personnel are available with the necessary equipment and training to perform such operations
safely.
C. Assist the Tukwila Public Works Department with efforts that are determined to be non -emergent
in nature, i.e., oil sheen on waterways, diesel spills on roadways and parking lots.
B. SUPPORT AGENCIES
1. The Tukwila Emergency Management Division shall:
a. Coordinate requests for additional resources, as needed.
b. Support public messaging related to Hazmat responses. Consider establishing a Joint Information
Center (JIC), if appropriate.
2. The Tukwila Police Department shall:
a. Provide perimeter and traffic control at hazmat scenes.
b. Coordinate with the Tukwila Fire Department for evacuation, as necessary.
C. Provide incident command in the event of an intentional release or spill, and coordinate crime
scene operations.
3. The Tukwila Public Works Department shall:
a. Assume command of HazMat incidents, once the incident is stabilized and the Tukwila Fire
Department is ready to transfer Command.
b. Assist with releases and spills that enter sewers, drains and waterways, and provide materials and
equipment, when necessary.
C. Coordinate efforts that are determined to be non -emergent in nature, i.e., oil sheen on waterways,
diesel spills on roadways and parking lots.
d. Coordinate with private facilities and contractors to ensure an effective and efficient recovery and
clean-up.
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I'I
61
6.
7
King County HazMat teams may:
If available and able, respond with specialized response personnel and equipment, when request-
ed, to assist the Tukwila Fire Department in all its duties as outlined in ESF-10, Section III -A.
King County Government may:
Activate the King County ECC and initiate an EAS message, only upon request and authorization
of the City's Director of Emergency Management or his/her designee.
b. Contact other local, County or State emergency management agencies, as appropriate.
Coordinate requests for additional assistance at the request of the EOC or On -Scene Incident
Commander.
Serve as the coordination point for regional emergency planning efforts, and maintain the King
County All -Hazards Plan and other appropriate SARA Title III records through the King County
OEM.
e. Assist with transportation of evacuated populations affected by hazardous materials incidents, as
resources allow.
Re-route bus traffic, as necessary.
Assist other first responders with barricades and other traffic -related activities, as able.
Evaluate and regulate the potential for disposal of spilled materials and clean-up residue to
sanitary sewer, and require pretreatment when necessary.
Provide information, directories and advice, spill prevention, and handling education to businesses
that are small quantity generators of hazardous waste.
King County Local Emergency Planning Committee (LEPC) may:
Maintain records of annual Tier II reports and Clean Air Act documents, provided by facilities and
stored at KCOEM.
b. Provide information on facilities and phone numbers to responders, the public and EOCs, if
available.
Provide technical information on chemical exposures and other health concerns.
Washington State agencies may:
Maintain a 24-hour capability to receive notification of incidents, provide mission numbers as
appropriate, and make appropriate notifications to local, State and Federal response agencies.
b. Provide technical expertise and/or response resources to assist in the mission. This may include
support from Washington State Emergency Management (EMD), Washington State Department of
Ecology (DOE), Washington State Patrol (WSP), Washington State Department of Fish and
Wildlife (DFW), Washington State Department of Health (DOH), the Governor's Office, Labor &
Industries (L&I), and the Washington State Civil Support Team (CST).
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Contact all applicable Federal Agencies. This may include the National Response Center (NRC),
FBI, US Department of Health, Center for Disease Control (CDC), the Environmental Protection
Agency (EPA), FEMA Region X, and the United States Coast Guard (USCG).
Activate the State EOC and, on behalf of the City, initiate an EAS message, only upon request and
authorization of the City's Director of Emergency Management or his/her designee.
Contact other local, County or adjacent state emergency management agencies, as appropriate.
Record and process a request for State Fire Mobilization. The Chief of the Washington State
Patrol approves or disapproves fire mobilization requests.
8. United States Environmental Protection Agency (EPA):
The EPA is the IC agency on inland waterways, and will work within the Unified Command
Structure with the USCG, responsible party, Washington State, WSP, and the Tukwila Fire
Department. The EPA may provide technical assistance teams (START) contractors, On -Scene
Coordinators (OSCs), and limited clean-up funding, where the responsible party is not identified or
is unable to fund clean-up.
The EPA may:
• Act as the IC for spills of hazardous materials or petroleum products occurring on inland
waterways, when requested by local agencies.
• Provide site assessment assistance.
• Review annual SARA 313 reports.
• Provide PIO support in conjunction with the City, State and/or King County JIC.
9. Federal Agencies:
When City, County or State resources are depleted, assistance may be requested from other
Federal agencies.
The request for assistance from any Federal agency may be made by on -scene Incident
Commanders to the City EOC. In accordance with the Stafford Act, the official request for any
Federal agency response will come from Washington State Emergency Management Division.
IV — RESOURCE REQUIREMENTS
Significant specialize Hazmat teams, including personnel and equipment are necessary to facilitate this ESF.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Parks and Recreation Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Community Development Department
Tukwila Finance Department
Public Health —Seattle & King County
American Red Cross
Salvation Army
Washington State Department of Agriculture
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 11, "Agriculture and Natural Resources", provides for coordinating City
resources in the provision of nutrition assistance; controlling and eradicating an outbreak of highly contagious
or economically devastating animallzoonotic or plant disease or plant pest infestation; assuring food safety and
security; and protecting natural and cultural resources and historic properties prior to, during, and after an
incident. This ESF also includes large animal response issues.
B. SCOPE
This ESF provides for four primary functions:
1. Provision of nutrition assistance.
2. Animal and plant disease and pest response.
3. Assurance of the safety and security of food supply.
4. Protection of natural, cultural and historic resources (NCH resources).
C. PLANNING ASSUMPTIONS
1. All City departments will provide their own food and water using City staff, resources and facilities.
2. The City of Tukwila will have to coordinate the procurement and distribution of emergency food and
water with volunteer agencies, special purpose districts, food retailers, and other local, State and Federal
government agencies.
3. The City will work to educate its residents, businesses and City staff regarding their responsibility to
provide for their own food and water for a minimum of three days.
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TUKWILA, WASHINGTON CEMP ESF 11: AGRICULTURE AND NATURAL RESOURCES
4. The City relies on a partnership with human services organizations - such as the American Red Cross
(ARC) and Salvation Army; State and County public service agencies; faith based organizations; and the
private sector - to provide food and water to residents.
5. The Tukwila Parks and Recreation Department will establish predetermined Community Points of
Distribution (CPOD) sites throughout the City for the distribution of food and water, such as recreation
centers, schools, faith -based facilities, etc.
6. All actions regarding animal and plant disease and pest response will be coordinated with Public
Health —Seattle & King County, whenever possible.
7. Actions taken to protect, conserve, rehabilitate, recover and restore NCH resources are guided by City
policies and procedures. During an incident, these actions will be coordinated with the EOC.
8. The Washington State Departments of Agriculture (WSDA) and Fish and Wildlife (WDFW) represent
animal health concerns of the State, which may involve the diagnosis, prevention and control of foreign
animal diseases and diseases of public health significance, and assistance in the disposal of dead
animals, in accordance with Appendix B (State Animal Response Plan) of Emergency Support Function
11 of the Washington State Comprehensive Emergency Management Plan.
II - CONCEPT OF OPERATIONS
A. GENERAL
The City's provision of shelters, food and water distribution will be managed through the EOC. The
Tukwila Parks and Recreation Department will provide personnel to work in the EOC, as requested, to
assist in coordination of food and water planning, procurement, and distribution with Red Cross,
Salvation Army, other faith based organizations, private food distribution firms, water special purpose
districts, King County, State, and Federal agencies.
2. Public Health —Seattle & King County will ensure that all health and food/water safety aspects of storing
and distribution are complied with.
B. PROCEDURES
If the incident appears to be an infected animal situation, Washington State Department of Agriculture
will be contacted. Generally, this will occur in the following manner:
a. Farmer or local veterinarian calls in problem.
b. A specially trained veterinarian (a foreign animal disease diagnostician or FADD) will collect
samples to confirm a diagnosis.
C. Samples are sent to the National Veterinary Services Laboratory and the Washington Animal
Disease Diagnostic Laboratory.
d. The FADD, in consultation with the State Veterinarian and USDA-AVIC, will determine the next
actions to take.
2. The following will need to be coordinated:
LAW ENFORCEMENT — Enforce Quarantine — Traffic Control.
b. FIRE: Decontamination, disinfection.
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PUBLIC WORKS: Road barricades, drainage issues, carcass disposal, traffic rerouting.
PUBLIC HEALTH: Quarantine issues, human disease control, animal disposal, mental health.
PUBLIC INFORMATION: Work as the local representative in the Joint Information Center.
3. Mutual Aid Agreements
The Washington State veterinarian can be contacted through the Washington EMD and the Washington
State Agriculture Department. There is also a local vet per region. King County is located in the
Agricultural Region 1.
III — RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Parks and Recreation Department shall:
Provide property, facilities and resources to assist with the efficient distribution of food and water
resources.
Determine the availability of food within the City that could be used for human consumption, and
assess damage to food supplies.
Coordinate with the EOC to ensure incoming nutritional supplies are delivered to the appropriate
CPOD, and to ensure the security of the supplies.
Predetermine multiple CPODs throughout the City for the disbursement of nutritional supplies to
the residents of the City.
Develop and maintain procedures for procuring food and water from local businesses, whenever
possible, to provide for the nutritional needs of first responders and the community.
Coordinate with all City departments regarding preparation, transportation and distribution of food
and water to City employees.
Coordinate with the EOC to determine potential sites for holding donated goods, food and water
supplies. Provide logistical support in distribution of food, water and donated goods.
B. SUPPORT AGENCIES
The Tukwila Emergency Management Division shall:
Develop and manage the EOC's Mass Care Branch, which includes the Food and Water Planning
Group, to include providing personnel and resources to lead the planning, coordination and
distribution of food and water resources through the same system that provides shelters.
Make resource requests to County and State Emergency Management agencies, when
appropriate.
2. The Tukwila Community Development Department shall:
In coordination with the Tukwila Parks and Recreation Department, provide for distribution of food and
water to City employees.
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3. The Tukwila Finance Department shall:
Assist with the procurement of food and water.
4. Public Health —Seattle & King County may:
a. Provide food and drinking water safety consultation and disease -prevention information to
providers of emergency mass food and water distribution.
b. Evaluate mass food and water distribution and preparation centers to assure proper sanitation/safe
food handling practices.
C. Formulate and distribute food and drinking water safety communications to the public.
d. Investigate possible food and water -borne illness and zoonotic disease outbreaks.
5. American Red Cross may provide:
Staff, supplies and food service, as incident conditions dictate and resources allow.
6. Salvation Army may provide:
Staff, supplies and food service, as incident conditions dictate and resources allow.
7. Washington State Department of Agriculture shall:
a. Coordinate with local jurisdiction for needed local support.
b. Establish surveillance zones.
C. Enforce strict biosecurity measures to prevent spread of disease.
IV - RESOURCE REQUIREMENTS
A. Direct purchasing and contract development with private sector food businesses and volunteer organizations
will be utilized, until bulk distribution of food and water supplies can be coordinated with State and Federal
agencies.
B. The EOC will funnel all requests for County, State and Federal food and water support through the King County
ECC.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Public Works Department
SUPPORT AGENCIES
Energy and Utility Providers
Tukwila Emergency Management Division
King County Office of Emergency Management
Washington State Emergency Management
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 12, "Energy", provides for maintaining liaison with public utilities providing
services in the City of Tukwila, and coordinating support for the continued operations of public utilities
necessary to provide essential services to Tukwila residents, businesses and government.
B. SCOPE
The City does not own any energy facilities.
2. The types of public and private utilities addressed in this ESF are electric, water, sewer, natural gas, and
fuel pipelines.
3. The electric utilities, which include Puget Sound Energy (PSE) and Seattle City Light, are an organized
collection of generating and distribution facilities.
4. Water supply and sewer systems within Tukwila are both publicly- and privately -owned, and are
organized at either municipal or special purpose district level.
5. Natural gas is provided by Puget Sound Energy (PSE); distribution of natural gas is subject to control by
the Federal government in response to such factors as supply and areas of excessive demand.
6. Liquid fuel (diesel, jet fuel, regular gasoline) is provided by Olympic Pipeline, and is subject to control by
the Federal government.
C. PLANNING ASSUMPTIONS
Private and public utility providers have continuity and restoration plans to facilitate the delivery of
services to the City.
2. Mutual Aid agreements/contracts exist among utility providers to increase resource capability during
incidents.
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II -CONCEPT OF OPERATIONS
A. GENERAL
1. The Tukwila Public Works Department will designate a liaison to work with public utilities not directly
under the control of the city.
2. When the EOC is activated for emergencies or disasters, it will be the focal point, in partnership with the
Tukwila Public Works Department, for establishing priorities for restoration of utilities across the City.
3. Seattle City Light and PSE are responsible for the continuation of service and available energy resources
will be used to meet immediate local needs, whenever possible. If shortages exist, requests to meet
needs will be submitted through normal emergency management channels. Actions may be necessary
to limit the use of energy, water or other utilities, until normal levels of service can be restored or
supplemented. These resources, when limited, will be used to meet immediate and essential emergency
needs (e.g., hospitals, etc.).
4. Depending upon the utility outage, both private and public utility purveyors will be invited to work in the
City EOC, to expedite restoration of utility services. The EOC will attempt to coordinate with utilities, and
provide them with situation and damage reports to facilitate the return to service of utilities as soon as
possible.
5. Public utility resources will be used to meet immediate and essential emergency needs. If adequate
resources are not available locally, request for additional resources will be made through the King
County Emergency Coordination Center (ECC).
6. Requests for public utility resources that cannot be filled locally will be forwarded through emergency
management channels to State government.
7. To the maximum extent practicable, and within the limitations imposed by either the Federal or State
government, public utility systems will continue to provide service through their normal means. If
curtailment of service is required, the systems will comply with such curtailment.
B. PROCEDURES
Tukwila Public Works Department staff will mobilize on a case -by -case basis. This will normally be done by
landlines or cell phones. If phone communication systems fail, Tukwila Public Works Department staff should
report to work according to their Department policy.
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III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Public Works Department shall:
Select an individual to coordinate situation information and resource requests with public and
private utilities.
b. Coordinate repair operations with outside agencies and private utility field representatives, as
appropriate.
Provide or contract major recovery work and/or services, as appropriate.
Develop coordination mechanisms (i.e., franchise agreements, letters of understanding, contracts,
and other formal documents) with private utilities and other private businesses responsible for
electricity and natural gas services, to ensure all response and recovery operations are conducted
in an orderly manner and in City-wide priority sequence, to the greatest extent possible.
e. Coordinating the use of those public utility resources available and upon which no restrictions have
been placed by higher levels of authority.
When they cannot be filled locally, coordinating public/private utilities requests for assistance with
County and/or State government.
Advise public/private utilities operating in the City regarding: Federal and State restrictions or
limitations; essential utility services required for emergency operations of City government, and the
health and safety of the population; and the restrictions, limitations and operating policies
established by City government affecting public utility operations in the City.
Assisting public utilities by coordinating utility operations with government agencies.
B. SUPPORT AGENCIES
Energy and Utility Providers (Puget Sound Energy, Seattle City Light, Sewer and Water Districts,
Williams NW Pipeline, Olympic Pipeline) may:
Provide for the continuation of service and rapid restoration of infrastructure -related services.
b. Provide liaisons and/or 24/7 phone contacts to the EOC, when requested.
Provide situation updates to the EOC, when requested.
Provide utility restoration plans and priorities to the EOC, when requested.
e. Coordinate resource requests for public sector resources and services through the EOC.
2. The Tukwila Emergency Management Division shall:
Coordinate requests for resources and submit to the King County ECC and/or State EMD.
b. Assist in facilitation of communication between the City and utility providers.
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3. King County Office of Emergency Management may:
Coordinate requests for resources and regional infrastructure information to and from the EOC.
4. Washington State Emergency Management may:
Support resource requests from the City and, when appropriate, notify State agencies of situations and
the need for support.
IV - RESOURCE REQUIREMENTS
Private and public utility agencies will require specialized equipment and trained crews to rapidly assess,
maintain service, and restore impacted infrastructure.
IV - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Police Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Valley Communication Center
King County Government
Washington State Emergency Management & Washington State Patrol
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 13, "Public Safety and Security", identifies the City of Tukwila public safety
and security capabilities and resources, to support the full range of incident management activities associated
with potential or actual emergencies or disasters. The primary purpose of ESF 13 is to establish procedures
for the coordination of Tukwila Police personnel and equipment, to respond to incidents within the City.
B. SCOPE
ESF #13 capabilities support incident management and operational function, including warning and
evacuation, damage assessment, crime scene control, search and rescue, disaster site access, looting
control, traffic control, security planning, technical assistance, and public safety in both pre- and post -
incident situations.
2. Terrorism -related activities are specifically addressed in Annex 2, Terrorism Incident, Law Enforcement,
and Investigation.
C. PLANNING ASSUMPTIONS
The Tukwila Police Department (PD) maintains a 24-hour operational capability.
2. The SCORE and King County Adult and Juvenile Detention shall maintain a 24-hour operational
capability of providing jail services for the Tukwila PD and Municipal Court.
3. Assistance between law enforcement agencies is facilitated by mutual aid agreements, in effect for all
law enforcement agencies that operate in King County and neighboring jurisdictions.
4. The Washington State Patrol maintains jurisdiction for traffic enforcement and control on all State and
interstate roadways within the City.
II - CONCEPT OF OPERATIONS
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The Tukwila PD is the chief law enforcement official within the City, and is responsible for coordinating all
law enforcement activities during a City-wide emergency.
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TUKWILA, WASHINGTON CEMP ESF 13: PUBLIC SAFETY AND SECURITY
2. In addition to maintaining 24-hour operational capabilities, the PD has two-way radio communications on
the 800-MHz system and cellular telephones.
3. Each officer has a handheld radio, and Police vehicles have mobile radios.
4. The PD is set up to respond with squads of officers on 12-hour operational periods during incidents. The
on -duty supervisor will distribute personnel into the operational squads, depending on who is actually on
duty for the transition period. The schedule will change shifts at 6:OOAM and 6:00PM after the transition
period. The Department will work two shifts of 12 hours, 24 hours a day, seven days a week, until the
incident is over.
5. PD units, with the use of their sirens and public address systems, will be used to disseminate warning
and emergency information.
6. The Police Chief or his/her designee may designate a communications officer to operate backup
communications equipment from the EOC, when requested or anytime it is necessary to supplement
regular communications capabilities, to provide for the coordination and/or allocation of City resources.
7. In the event military support is utilized within the City, the Police Chief or his/her designee will coordinate
activities with the military commander.
B. PROCEDURES
The Tukwila Police Department will follow all Departmental policies and procedures relating to chain of
command and on -scene management.
2. Department personnel shall operate according to specific directives and Departmental standard
operating procedures (SOPs), and by exercising reasonable personal judgment when unusual or
unanticipated situations arise and command guidance is not available.
3. The alert system utilized to mobilize PD personnel shall be the call -out system established with critical
incident standard operating procedures. As communication systems may fail in a major incident, Police
staff should report to work as soon as possible following obvious major disasters regardless of whether
they have been notified.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Police Department
a. Provide support to the Tukwila Emergency Management Division in the dissemination of
emergency warning information to the public.
b. Provide command and control for field operations through established command posts, as
appropriate.
Provide law enforcement activities within the City that includes the enforcement of any special
emergency orders issued.
Provide security and perimeter control at incident scenes and the EOC during activation, when
appropriate.
e. Provide emergency traffic control.
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Assist the Tukwila Emergency Management Division and the Tukwila Public Works Department in
establishment of evacuation routes.
g. Provide initial damage assessment information to the EOC, as able.
B. SUPPORT AGENCIES
1. Tukwila Emergency Management Division shall:
Submit and coordinate requests for additional resources to local, County, State and Federal agencies, as
appropriate.
2. Valley Communications Center may:
Provide for the continuation of day-to-day emergency communication, whenever possible. They have
back-up contingencies in place if their 911 lines are not operational.
3. King County Government may:
a. Support resource requests for local, County, State and Federal agencies, as appropriate and able.
b. Through the King County Sherriff's Office, assist local municipal police agencies in law
enforcement activities, as resources allow.
C. Provide back-up 911 support when primary agencies are not available, as able.
d. Maintain and coordinate all jail operations necessary to provide for the security and basic human
needs of the population within its facilities.
4. Washington State Emergency Management may:
a. Support resource requests for State and/or Federal agencies, as appropriate and able.
b. Through Washington State Patrol, assist local municipal police agencies in law enforcement
activities, as resources allow.
IV - RESOURCE REQUIREMENTS
Commissioned law enforcement officers, support staff, and equipment to provide 24 hour -a -day coverage until
the demands of the emergency situation or disaster are over.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Emergency Management Division
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All City Departments
Tukwila City Council
Tukwila Public Works Department
Tukwila Finance Department
Tukwila Community Development Department
King County Office of Emergency Management
American Red Cross
Salvation Army
Utilities
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 14, Long -Term Recovery and Mitigation", identifies roles and
responsibilities involved in the recovery of the City of Tukwila from an incident.
B. SCOPE
The City of Tukwila supports special purpose districts serving the City, residents and businesses by
coordinating recovery efforts and resources.
C. PLANNING ASSUMPTIONS
1. All Tukwila City departments have duties directly associated with the recovery of the community.
Additionally, all City departments have the responsibility to return to normal business capabilities as soon
as possible following an incident.
2. To affect the recovery of Tukwila, continuity of government and government functions will be maintained,
if possible.
3. The City will perform damage assessment and communicate damage figures to the King County ECC,
the assigned Applicant Agent.
4. Trained personnel exist to establish authority and to implement plans and procedures.
5. Circumstances of an emergency may affect a program or agency's ability to participate in local recovery
efforts.
6. The private sector is likely to be affected by shortages of food, clothing, shelter/housing, normal employ-
ment, access to public transportation and roadways, repairs to their homes, and loss of possessions.
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7. To recover, residents may need to remove debris, maintain employment, access funds for repairs, and
provide care for children and the elderly or disabled.
8. Permits and licenses may be needed for rebuilding.
9. Utilities such as phones, safe drinking water and sewer services will need to be re-established.
10. Supplies of food and fuels will be required.
11. People will be seeking reunification with their families.
12. The public will need assistance with insurance claims, public programs and consumer fraud topics.
13. Critical workers will be needed to maintain commerce.
14. Long-term housing and historical site preservation will require attention.
15. Emergency repairs will be needed on bridges, roads and public buildings.
16. Long-term business recovery strategies may be needed.
II — CONCEPT OF OPERATIONS
A. GENERAL
1. Initial phases of recovery are coordinated by the staff of the EOC.
2. As short-term recovery transitions to long-term recovery, the EOC may transition to a Recovery
Coordination Center (RCC).
3. Initially, the King County ECC will send preliminary damage assessment forms to all public sector
entities, and set up a telephone bank "hotline" so King County residents and businesses can report
damages not covered by insurance.
4. Preliminary damage assessment information is consolidated, along with supplemental impact
documentation, and is forwarded to the WA State EOC in order to:
a. Determine the extent of damage to the State, and
b. Support a Proclamation of Emergency and request for presidential declaration by the Governor
through FEMA Region X, to the President of the United States.
5. Signed Presidential disaster declarations for the State are approved to designated county geographical
areas (such as King County), in two separate categories, (public assistance for counties, cities, special
purpose districts, nonprofits performing government -like services, and for individual assistance for
individual citizens and businesses). Under certain conditions, the County or smaller jurisdiction may
receive declarations approved by the US Small Business Administration or the Department of Agriculture
without Presidential Disaster or Emergency Declarations.
6. Affected entities - Incidents affect both public entities and the private sector. Resources available for
recovery are established by these categories:
a. Private: Individuals, associations, clubs and businesses (including banks and financial institutions,
retail, wholesale, transportation, leisure, import/export, services, insurance, construction, power
and some utilities).
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b. Public: Cities, towns, and special purpose districts such as schools, fire districts, water and sewer
districts, library and drainage districts, and private nonprofit government -like agencies (e.g.,
American Red Cross).
7. Public Assistance Program - Once a Presidential Declaration is made, local applicant agents are
designated for each affected public sector entity (e.g., county agencies, cities, special purpose districts,
and non-profit/government-like organizations (e.g., water provider associations). Recovery of City
governmental agencies is coordinated by the senior City department level executive appointed to a
Recovery Team by Tukwila's Mayor. As the designated Applicant Agent, King County OEM will
coordinate recovery efforts between cities in King County and Washington State and Federal officials.
Coordination by the King County OEM staff and the Applicant Agent includes scheduling visits by
Federal inspectors to damage sites, and establishing accounting and appropriate audit trails for receipt of
State/Federal assistance.
8. Individual Assistance Program - After the response phase of the incident has been addressed, King
County OEM will establish a webpage, online reporting form, and "hotline" phone bank, for residents and
businesses to report initial damages not covered by insurance. Once a presidential declaration has been
made, residents will be able to register by telephone with FEMA to receive assistance. A designated
King County OEM staff will assist the State and Federal teams in establishing Federal recovery sites,
and providing assistance to Federal and State outreach teams reaching into the impacted communities.
B. PROCEDURES
The following steps may occur over days, weeks or months, depending on the incident:
General
Rapid Impact Assessment is conducted for all City departments.
Emergency Spending Authority is established.
Recovery or maintenance of Vital Records begin; short-term efforts are made by all City
departments to return to essential functioning following their COOP/COG plans.
Preliminary Damage Assessment is conducted. Reports are channeled to Washington State EOC
via the King County ECC, on losses to the public and private sectors.
Federal Declaration is requested, opening support of resources beyond the State's capability to
deliver, and financial assistance for recovery.
Two types of assistance may be sought: Individual Assistance (for individuals and businesses in the private
sector), and Public Assistance (for jurisdictions and public entities).
2. Individual Assistance Process
Shortly after the incident, a King County website and a telephone hotline for residents reporting
damages may be established by the King County ECC or other appropriate agency.
If an Individual Assistance declaration is made, private sector assistance is forthcoming.
A toll -free Federal telephone registration number is obtained for residents to report damages and
begin the assistance process.
King County OEM compiles reports, along with Supplemental Justifications, and forwards these to
Washington State Department of Emergency Management.
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3.
e. One or more assistance centers may be established. These may be staffed by some combination
of City, County, State and Federal Agencies, with recovery assistance for the public sector.
f. As recovery begins, resources and location of any recovery center will be communicated to the
public and private sectors through the City PIO or the King County Joint Information Center (JIC).
g. King County OEM continues to work with the Federal and State outreach teams, to ensure
residents are aware of the availability of assistance.
Public Assistance Process:
0
e
m
King County OEM will send out notices with forms for reporting disaster losses to the City, special
purpose districts, and Private -non -Profit (PNP) organizations performing certain governmental
functions.
Jurisdictions, special purpose districts, and PNPs provide King County OEM with reports of losses
and damages.
King County OEM compiles and distributes these reports, along with supplemental justifications, to
the Washington Department of Emergency Management.
Preliminary Damage Assessment teams - consisting of Federal, State and local
representatives - inspect field sites for confirmation of estimated damages and qualifying costs.
When a Public Assistance Declaration is made, financial assistance will be forthcoming for
jurisdictions, special purpose districts, and certain PNPs.
A representative of the King County OEM will arrange a location for the briefing of public sector
Applicant Agents. This is communicated to all public entities in King County.
Following the Applicant Agents' Meeting, a Notice of Interest and a Disaster Assistance Application
must be transmitted by public agencies requesting financial assistance from FEMA.
Record Keeping — In-house records of normal budget, maintenance portions, overtime and
expenses associated with the incident must be maintained, from the initial time of incident until
close-out of the incident. Later, delineation of small and large projects -based on the nature and
the cost of the project - will determine frequency of grant payments and inspections.
After approval of project worksheets, work begins on larger and longer -term recovery projects in
public and private sectors.
A-19-1A vouchers and quarterly status reports are submitted, according to schedule.
Provide for coordination of Field Inspectors with the Disaster Field Office and King County
Agencies for completion of Disaster Survey Reports (DSRs) to establish final dollar counts for
public recovery grants from FEMA.
The Applicant Agent notifies FEMA when all recovery projects are complete.
All records of work and expenditures of funds must be kept for a period of seven (7) years,
following the dispersal of the final payments and closure of the final project for a particular incident.
Audits may be forthcoming and may occur at any time along the process, from beginning of repair
of damages until after close of the final project.
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III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Emergency Management Division shall:
a. Acquire rapid incident assessment (RIA) data.
b. Operate/maintain the EOC and the transition from response to a Recovery Coordination Center
(RCC).
C. Identify an applicant agent to represent the City.
d. Coordinate and advise City government of recovery requirements and procedures.
e. Document expenses and collect City damage assessment figures. Serve as liaison to King County
OEM and/or to Washington State Disaster Field Office.
f. Coordinate private non-profit recovery efforts.
g. Maintain information of City government damages/expenses.
h. Coordinate with City PIO on messaging.
B. SUPPORT AGENCIES
1. All City Departments shall:
a. Develop a recovery plan and procedures.
b. Participate in the development and implementation of regional recovery efforts.
C. Assess capabilities to conduct normal business.
d. Assess resource needs to return to normal business.
e. Conduct short-term repairs needed to support normal operations.
f. Begin reconstruction and long-term repairs with available funds.
g. If needed, provide staffing for recovery efforts to the EOC.
3. Tukwila's City Council shall:
Consider motions or ordinances covering one or more of the following topics:
a. Special provisions for access to damaged buildings.
b. Appropriation of emergency funds.
C. Authorization to waive normal procurement requirements for emergency expenditures.
d. Topics related to the encouragement of business recovery.
4. The Tukwila Public Works Department shall:
Provide emergency construction; repair roads and bridges; supply engineering support to other City
departments; erect signs and barricades; and coordinate inspections and assistance from US Army Corp
of Engineers and other outside agencies.
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5. The Tukwila Finance Department shall:
Assist other City departments with the accounting for their incurred costs related to response and
recovery from emergencies.
b. Re-establish or maintain payroll for City employees.
6. The Tukwila Community Development Department shall:
Issue building permits and performs inspections of damaged buildings in Tukwila.
Suggest special provisions regarding fees and paperwork submission for emergency and disaster
repairs.
Be responsible for long-term rebuilding issues.
Evaluate and make recommendations regarding Historic Sites damaged in the incident.
7. The King County Office of Emergency Management may:
Coordinate IA and PA programs between the City and State of Washington.
8. The American Red Cross may provide:
As resources allow, relief assistance and basic needs to individuals with urgent and verified incident -
related needs. Significant services include Emergency Mass Care, Welfare Inquiries, and Individual
Emergency Assistance. Other services include Health Services and Individual Additional Assistance.
9. The Salvation Army may provide:
As resources allow, recovery assistance in the form of food vouchers, clean-up kits, some medical
assistance, counseling, and mobile feeding.
10. Utilities may:
Perform damage assessment, effect short-term repairs and/or re-routing of phone, power, gas and
water/sewer services to critical response agencies, businesses and residents. Needs beyond local
capability should be communicated to the EOC.
IV — RESOURCE REQUIREMENTS
Resources required for recovery are largely dependent on the emergency, its location, duration and population
impacted, however it is expected that more resources than readily available will be required.
V — REFERENCES
See Append 3, Authorities and References.
VI — TERMS AND DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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. TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Mayor's Office
SUPPORT AGENCIES
Tukwila Emergency Management Division
All City Departments
King County Joint Information Center
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 15, "External Affairs", establishes guidance for the effective development,
coordination and dissemination of information to City employees, the public and the media, related to an
emergency situation.
B. SCOPE
City employees and public information requirements will be determined by the severity of the incident, as
determined by the Tukwila Emergency Management Division or the field Incident Commander. This ESF
describes how City departments will work together to deliver a coordinated message.
2. The City will defer to County, State and Federal Agencies for support when addressing Congressional
and/or International Affairs.
C. PLANNING ASSUMPTIONS
The Emergency Alert System (EAS) is used in time -sensitive, life -threatening situations, when the public
must be warned immediately of an impending emergency, or given orders for immediate action.
2. The City will identify a primary Public Information Officer (City PIO) to coordinate all City messaging.
This most often is Tukwila's City Administrator or his/her designee.
3. Public information will be facilitated according to the size and scope of the incident.
4. Public information may in fact be a primary objective during an emergency. During a major emergency,
timely and accurate public information will help protect people's health and safety, and will help manage
expectations about response capabilities.
5. Normal means of communications may not be available. In those situations, non-traditional means of
communicating, such as radio, billboards, flyers, newsprint, and community networks with the public
must be established and utilized.
6. Rumors or misinformation can cause unnecessary distress among the public, provoke counterproductive
public actions, and impede response and recovery efforts. The City PIO or his/her designee must focus
on providing accurate and timely information, using all dissemination methods available.
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ESF 15: EXTERNAL AFFAIRS
II - CONCEPT OF OPERATIONS
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Once the initial warning is accomplished, or in an incident without immediate threat, the City PIO or his/her
designee has the task of keeping the public informed of what to do to prevent injury or property damage, to
stabilize a situation, and to recover from an incident. The position also has the role of informing employees of
City government status and actions.
B. PROCEDURES
All City departments will identify personnel to provide subject matter -specific information to the City PIO,
to be used in a coordinated effort during emergencies.
2. The City PIO will advise media as to how they will be contacted with information during emergencies.
3. During the response phase of the incident, the City PIO will coordinate the dissemination of incident
information to the public, employees, local and national media by the use of social media, email, in -
person conferences, telephone conferences and, if appropriate, on -site interviews.
4. In the event of a large incident, the need to establish a Joint Information Center (JIC) may occur. This
facility will serve as the coordination point for City public information, and will be led by the City PIO or
his/her designee.
5. Information will also be provided directly to the public via whatever means available, including posting of
public information on the Regional Public Information Network website (RPIN.org), and the use of other
telecommunication applications.
6. The City PIO will continue to provide information throughout the recovery period. This may include
instructions on how to apply for Federal assistance programs administered by the State.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Mayor's Office shall:
Organize and coordinate the public information efforts for the City of Tukwila.
b. Establish and coordinate procedures and the coordination of information to the public and City
employees during emergencies.
B. SUPPORT AGENCIES
The Tukwila Emergency Management Division shall:
Provide incident -specific information to the City PIO, as requested.
2. All City Departments shall:
Provide incident -specific information to the City PIO, as requested.
b. Provide a subject matter resource, to provide information and/or speak to the media, the public
and City employees on their area of expertise, when requested by the City PIO.
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ESF 15: EXTERNAL AFFAIRS
3. The King County Joint Information Center may:
Support PIO efforts with regional information coordination and staffing from King County Department
PIOs, either onsite or via a Joint Information System, when requested and as resources allow.
IV - RESOURCE REQUIREMENTS
City department personnel trained in Public Information development and dissemination.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Emergency Management Division
1411aa@]:4rdr]41MI:K
Washington State
Washington State, Military Department
Washington National Guard
Washington State Department of Transportation (WSDOT)
Washington State Department of Ecology (WADOE)
Washington State Department of Health (WADOH)
Federal Government
Federal Emergency Management Agency (FEMA)
Federal Recovery Assistance
US Small Business Administration (SBA)
US Department of Agriculture
US Environmental Protection Agency (EPA)
US Social Security Administration
US Department of Veteran Affairs
US General Services Administration
Public Sector Recovery Programs
FEMA Individual Assistance
US Department of Commerce, Economic Development Administration
US Department of Defense I US Army Corps of Engineers
US Department of Transportation, Federal Highway Administration
US Department of Health and Human Services
US Department of Interior
US Internal Revenue Service
US Department of Housing and Urban Development (HUD)
US Department of the Treasury
US Department of Labor
US Bureau of Alcohol, Tobacco and Firearms
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ESF 20: STATE AND FEDERAL SUPPORT
I - INTRODUCTION
Emergency Support Function (ESF) 20, "State and Federal Support", identifies roles and responsibilities
involved with how Washington State and the Federal Government will provide support to the City during all
phases of emergency management.
B. SCOPE
This ESF provides a general overview of select State and Federal agencies that could provide support to
Tukwila. For specific information on how support will be provided by State and Federal agencies, refer to the
respective plans and procedures of the agencies.
C. PLANNING ASSUMPTIONS
State and Federal governments will support City incident response efforts, when requested.
2. When there is a widespread incident that impacts a significant portion of the State or country, it could
take three days (or possibly longer) before significant State or Federal resources arrive to assist the City
of Tukwila.
3. All City departments are expected to plan for continuity of operations and continuity of government
services. If adequate continuity of government planning is accomplished and procedures are followed, it
is assumed that there will be less need for State or Federal officials to assume City government roles
and responsibilities.
II - CONCEPT OF OPERATIONS
A. GENERAL
Each county, city or town is required by State law (RCW 38.52) to have - or contract for - an active and
ongoing emergency management program. It is the responsibility of cities to provide for the safety and
welfare of their residents and their collective economic well-being.
2. During all phases of emergency management, governments will work in partnership with one another,
and members of the private and nonprofit sectors to prepare constituencies for emergencies.
B. PROCEDURES
1. During response and recovery operations, cities are expected to exhaust all their locally available
governmental and private resources within their jurisdiction and their fire/emergency zone, before
requesting assistance from King County government and the King County Emergency Coordination
Center (ECC).
2. King County government will exhaust known governmental and private resources before requesting
support from the State.
3. When an emergency occurs, the King County ECC will request a mission number from the Washington
EMD.
4. Any requests for resources beyond City capabilities will be coordinated by the City EOC through the King
County ECC to the WA EMD, or the Washington Emergency Operations Center (EOC), if activated.
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TUKWILA, WASHINGTON CEMP
ESF 20: STATE AND FEDERAL SUPPORT
5. Depending on the severity of the incident and whether the Governor has forwarded a request for a
Presidential Declaration, a mission assignment for State or Federal aid and assistance may be
requested.
6. Liaison positions for State and Federal liaisons will be established in the King County ECC.
III — RESPONSIBILITIES
The listing below is not comprehensive in nature. Additional information can be found by contacting the
Federal department listed or referring to their specific publications.
A. PRIMARY AGENCY
The Tukwila Emergency Management Division shall:
Exhaust known governmental and private resources before requesting support from the County,
State or Federal agencies.
When an incident occurs, request a mission number from the Washington EMD, if not already
assigned for the incident.
Any resource requests will be requested through the King County ECC, to WA EMD, or the
Washington Emergency Operations Center (EOC), if activated.
Collect Individual and Public Damage Assessment information for reporting to the WA EMD.
B. SUPPORT AGENCIES
1. Washington State
Emergency management in Washington State is assigned to the Washington State Military Department,
Emergency Management Division. This is a separate and distinct civilian division that is not under the
Washington State National Guard.
A. WASHINGTON NATIONAL GUARD
National Guard Resources are available after local resources have been committed. Prior to
making National Guard resources available, the State will explore use of other available
resources at its disposal.
• Resources available through the National Guard include limited mass feeding, mobile/fixed
communications, delivery of supplies, security and quarantine of shelter sites, emergency
shelter, limited electrical power, limited medical supplies, aerial reconnaissance, and limited
potable water.
The National Guard is called to active duty by the Governor acting as Commander in Chief. The
State pays for non -appropriated costs. National Guard resources are coordinated through the
Washington State EOC.
B. WASHINGTON STATE DEPARTMENT OF TRANSPORTATION
Supports repair of State and interstate roads, and the ferry system in Washington State.
C. WASHINGTON STATE DEPARTMENT OF ECOLOGY
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ESF 20: STATE AND FEDERAL SUPPORT
2.
May provide clean-up funds for hazardous materials spills, where the responsible party cannot be
identified or is fiscally unable to effect clean-up of a release.
D. WASHINGTON STATE DEPARTMENT OF HEALTH
•. Lead agency in Washington State for evaluating and certifying re-entry of a population to a
radiologically contaminated area.
•. Can acquire Federal health resources without a State proclamation.
Federal Emergency Management Agency
The Federal Emergency Management Agency (FEMA) is the Federal agency charged with coordinating
the emergency management function in the Federal government. The Department of Homeland Security
is also involved in preparedness and prevention activities and grant allocation. Additional services in
recovery may be provided by the agencies detailed below.
A. FEDERAL RECOVERY ASSISTANCE
• See FEMA 229(4), Disaster Assistance.
• Federal agencies are prohibited by law from rendering assistance in duplication of assistance
provided under insurance or by another Federal agency.
• Assistance is available through toll -free registration or facilitated at Disaster Recovery Centers
(DRC).
• Location of a DRC is coordinated with the King County ECC.
B. US SMALL BUSINESS ADMINISTRATION (SBA)
• Economic Injury Loans for working capital to small businesses and agricultural cooperatives.
Physical Disaster Loans for business losses of machinery, equipment or real estate. Physical
Disaster Loans for individuals are available for real estate replacement or repair, and for
personal property.
• Loans and technical assistance for family farmers' and ranchers' losses.
• Water Assistance Grants are available for obtaining potable water that meets the Safe Drinking
Water Act standards.
• Emergency Watershed Protection funds and assistance are available to individuals, to install or
repair soil conservation structures.
• Animals: Emergency Hay and Grazing and Livestock Feed Program assist farmers.
• Business and Industrial Loans are also guaranteed under USDA provisions.
• Farm Operating Loans are available for well drilling, farm supplies and livestock, and needed
improvements.
• Food Distribution donates USDA -purchased foodstuffs for school children, certain charitable
agencies, and the elderly and elderly tribal nutrition programs on tribal reservations.
• Food Stamps are provided to low-income households on a temporary or extended -term based
on income level.
• Catastrophic Risk Protection for crop damages.
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Water and Wastewater Disposal Loans and Grants are available for communities of 10,000 or
less.
D. US ENVIRONMENTAL PROTECTION AGENCY (EPA)
• Water Pollution Control grants are available for prevention and control of surface water and
groundwater pollution.
• CERCLA funds are available for clean-up of hazardous materials sites.
• LGR (local Government Response) funds are available to local governments for recovery of
hazardous materials response expenses.
• The US EPA is also the lead agency for contaminated debris management.
E. US SOCIAL SECURITY ADMINISTRATION
Provides survivor benefits and assists with lost checks and pending claims.
Provides direct loans to veterans for housing of disabled vets with incident needs.
G. US GENERAL SERVICES ADMINISTRATION
Sale, exchange or donation of property and goods benefiting State and local governments, public
health organizations and services for the homeless.
• Community Disaster Loan Program for local governments with severe losses in tax base and
other revenue from incidents.
• Hazard Mitigation Grants and Public Assistance Program for local governments and certain
private non-profit organizations to repair or replace damaged structures, utilities, roads and
bridges, water control facilities and recreational facilities. Funds are often available for debris
clearance from public areas and for emergency measures. Grants are split 75% Federal, 25%
State and local funding.
FEMA INDIVIDUAL ASSISTANCE
• Cora C. Brown Fund broad relief for individuals, Historic Site Repair and restoration.
• Disaster Housing Program provides transient accommodation reimbursement for short-term
housing, home repairs, and mortgage and rental assistance.
• Individual and Family Grants up to $12,900, where other sources of assistance are exhausted.
• Legal Services for disaster victims, including referrals and insurance claims assistance.
US DEPARTMENT OF COMMERCE, ECONOMIC DEVELOPMENT ADMINISTRATION
• Several programs are available for technical assistance and grants, to help communities recover
economically from the impact of emergencies.
The Fisheries Act of 1986 provides formula grants through NOAA for restoration of resources
damaged by an incident.
K. US DEPARTMENT OF DEFENSE / US ARMY CORPS OF ENGINEERS
• Beach Erosion Control includes 50/50 grants to control beach and shore erosion.
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ESF 20: STATE AND FEDERAL SUPPORT
• Flood Control Works rehabilitation from wind, flood, wave or water action.
• Watercourse Navigation: Protection and Clearing grants are available to remove obstructions
from waterways for navigation or flood control.
• When requested by the governor, the Chief of Engineers is authorized to provide emergency
potable water.
• Following major disasters, USACE may perform emergency work on public and private land,
clear debris, and provide temporary housing for individuals impacted by an incident.
L US DEPARTMENT OF TRANSPORTATION, FEDERAL HIGHWAY ADMINISTRATION
Emergency Relief Program: Federal -aid road damages are 100% covered, if repairs are done
within 180 days of the incident.
• Airport Improvement Program for runways, aprons and taxiways.
M. US DEPARTMENT OF HEALTH AND HUMAN SERVICES
Community Services Block Grants: Provides meal services, legal assistance for seniors, formula
grants to assist low-income persons find employment, make living arrangements, and provide
nutritious foods.
N. US DEPARTMENT OF INTERIOR
Conservation Grants are available for habitat restoration and enhancement, purchase and
development of recreation areas, and to assist farmers to perform control of wind erosion, floods
and other incidents.
0. US INTERNAL REVENUE SERVICE
• The Federal tax code provides for the limited deductibility of losses from current income.
• Qualifying expenses and losses in excess of 10% of the AGI (adjusted gross income) may be
applied. Losses in excess of $3,000 may be carried over to following years until exhausted.
• Taxpayers may prepare an amended return for the prior year and receive a refund rather than
wait to claim the incident loss on the current year's tax return.
• Information is usually provided via 1-800 number (phone) or representative in the local DAC.
• Taxpayers may receive copies of previous returns and documentation.
P. US DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD)
Community Development Block Grants provides long-term reconstruction, rehabilitation or
acquisition of damaged properties including debris clearance and demolition. May be used
along with FEMA and SBA assistance.
• The Home Investment Partnerships Program provides permanent housing for low-income
homeowners or renters in large cities and urban counties.
• HUD may provide temporary, rental housing from listed sales inventory.
Q. US DEPARTMENT OF THE TREASURY
Savings Bond Replacement is available for documents lost due to major emergencies under the
Stafford Act.
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R. US DEPARTMENT OF LABOR
• Finances the creation of temporary jobs for displaced workers as well as re-training when
permanently displaced.
• Disaster Unemployment Assistance: Individuals are eligible for unemployment benefits when left
jobless by an incident, and may also be available to self-employed individuals.
S. US BUREAU OF ALCOHOL, TOBACCO AND FIREARMS
• Will provide forms to retailers and food establishments for tax refunds on damaged inventories.
• Will provide procedures for safe disposal of damaged inventories.
IV - RESOURCE REQUIREMENTS
State and Federal resource needs are identified in City department plans.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Police Department
1411aa@]:4rdr]4►M1*.
Tukwila Fire Department
Regional Law Enforcement Agencies
Regional Explosive Ordinance Disposal (EOD) Team(s)
Washington State Patrol
Federal Bureau of Investigation (FBI)
King County Office of Emergency Management
Washington State EMD
I — INTRODUCTION
A. PURPOSE
Terrorism, as defined by the FBI, is "the unlawful use of force or violence against persons or property to
intimidate or coerce a government, the civilian population, or any segment thereof in furtherance of political or
social objectives."
This annex establishes a method to enable a coordinated law enforcement and investigative response to all
threats or acts of terrorism within the City of Tukwila ("City"), and between the City and supporting agencies.
To this end, this annex establishes a structure for a systematic, coordinated, unified, timely and effective law
enforcement and investigative response to these events.
B. SCOPE
This annex is a strategic document that provides planning guidance and operational responsibilities for the
response to and the investigation of threats or actual terrorist incidents within the City. Experts generally
agree there are five categories of terrorism incidents; these are Biological, Nuclear, Incendiary, Chemical and
Explosive. These incidents can range from small, seemingly insignificant events to an incident of national
significance.
C. PLANNING ASSUMPTIONS
1. Terrorists have the knowledge and the capability to strike anywhere and anytime.
2. There is no "Type Code" in the Valley Communications Center system titled "Terrorism". Terrorism is a
term that will be applied by Federal Law Enforcement as a result of an investigation.
3. Initially, neither dispatchers nor first responders know the exact cause or motivation behind a threat or an
act of violence; therefore they dispatch and respond to the incident specific situation, i.e., bomb,
suspicious package, suspicious subject, etc.
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TUKWILA, WASHINGTON CEMP ANNEX 1: TERRORISM INCIDENT
4. The FBI has authority for the criminal investigation of all potential or actual terrorist incidents within the
United States.
5. As soon as possible after a formal request, Federal resources will be made available in the response to a
terrorist incident.
6. This annex does not address training and protective clothing to be used during a terrorism incident. In all
instances, all responders need to give thought to proper training and personal protective equipment
(PPE) to deal with the given situation.
II - CONCEPT OF OPERATIONS
A. GENERAL
1. Upon arrival at the scene, the "On -Duty Supervisor" is the Incident Commander, until properly relieved.
2. For the initial Incident Commander, priorities will be to:
a. Assess the scene's safety, proper training and adequacy of personal protective clothing.
b. Stop, neutralize or contain the attack.
C. Rescue victims.
d. Control the scene for Fire and medical aid personnel.
e. Conduct a criminal investigation.
f. Preserve evidence.
g. Protect critical infrastructure.
h. Limit property damage.
3. Resources should be staged and managed, in anticipation of secondary attacks on first responders or
diversionary attacks employed to draw focus from the primary goal of the attack.
4. It is important to remember that there are four routes of entry for harmful substances: inhalation,
absorption, ingestion and injection.
B. PROCEDURES
Local, State and Federal policies, guidelines and regulations that pertain to a terrorist incident will be utilized for
terrorism response.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Police Department will:
a. Do the initial response and investigation to determine if this is, or may be, a true terrorism event.
b. Establish, name and locate the Incident Command or Unified Command Post.
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TUKWILA, WASHINGTON CEMP
ANNEX 1: TERRORISM INCIDENT
C. Notify the FBI when local investigators suspect the possibility that a threatened or an actual
terrorist incident exists.
d. If needed, request the EOC be activated to support and coordinate City-wide activities related to
the incident.
e. Develop plans for area access, security and evacuation procedures.
f. Request and coordinate outside terrorism response resources as needed and appropriate,
including other City departments.
g. Provide support to Tukwila's Emergency Management Director in developing emergency warning
information to the public, and in the operation of the EOC.
h. Coordinate with and assist Tukwila's Emergency Management Director to conduct a terrorism
threat assessment.
i. Develop and conduct security and crime prevention training programs regarding terrorism.
j. Coordinate with State and Federal Agencies, including the FBI, to assist with criminal investigation.
B. SUPPORT AGENCIES
1. The Tukwila Fire Department will:
a. Provide emergency medical technicians for Basic Life Support needs
b. Provide fire suppression personnel and equipment in the event of fire.
C. Participate in a Unified Command Structure, when requested
d. Be the liaison and will -call for Advanced Life Support (paramedics), if needed.
e. Provide, if available, Hazardous Material Technicians to support the response and investigation
needs of law enforcement.
2. Regional law enforcement agencies will:
a. Send available officers for mutual aid to assist, as appropriate.
b. Provided law enforcement investigators for officer -involved shootings.
C. Provide law enforcement protection in the City of Tukwila, if/when our resources are unavailable
3. Regional Explosive Ordinance Disposal (EOD) team(s) will:
Respond with appropriate resources and personnel to properly and safely deal with explosive devices.
4. Washington State Patrol will:
a. When requested and as available, respond with appropriate resources.
b. Act as a Liaison between local and Federal agencies.
C. Assign personnel to be part of a Unified Command (if established).
d. Provide resources to transport items to the State Lab.
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5. The FBI will assist local investigators to determine if this is a real or potential terrorist event.
Once it is determined there is a terrorist element to the incident, the FBI will:
a. Respond with appropriate resources.
b. Upon arrival, tie in with the on -scene Incident Commander and, if appropriate, transfer command
from local authorities to the FBI.
C. Assume the role of the primary investigative agency.
6. The King County Office of Emergency Management will
a. Be available to receive requests and provide support as requested by Tukwila officials
b. Be a liaison between Tukwila and Washington State resources.
C. Activate the county ECC, if needed.
7. Washington State EMD will:
a. Serve as the Liaison between the State and Federal communications
b. Support regional efforts when local and county resources are depleted.
IV — RESOURCE REQUIREMENTS
Resource requirements will be determined at the time of the emergency.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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PRIMARY AGENCY
Tukwila Emergency Management Division
SUPPORT AGENCIES
Tukwila Fire Department
Tukwila Police Department
Public Works Department
A. PURPOSE
I — INTRODUCTION
Incident Annex 2, "Rapid Impact Assessment", establishes uniform policies for the City of Tukwila to conduct
rapid impact assessment of damages resulting from natural or human -caused emergencies.
B. SCOPE
Emergencies cause injury or death to individuals and damage to property, the environment, businesses,
nonprofit entities, and to government -owned assets. Damage information is collected for a number of
reasons, including to:
Drive the response decision.
b. Determine eligibility to Federal aid.
Verify the damage at individual sites.
Gather information needed to build a long-term recovery strategy.
2. To determine a priority of response efforts, Rapid Impact Assessment (RIA) must be promptly carried
out, to provide the King County ECC information on life safety threats, major problems, the status of
lifelines, essential facilities, imminent hazards and access routes, and to determine the extent of damage
City departments and agencies have incurred and ability to return to operational functioning.
3. A more quantified damage assessment process - called a Preliminary Damage Assessment (PDA) - is
then conducted, to determine eligibility for various forms of disaster aid and assist in recovery planning.
4. Combined Verification includes a detailed inspection of individual sites by specialized personnel, and is a
procedure established by FEMA to qualify for various recovery programs.
5. Rapid Impact Assessment (RIA) can be activated following any incident where impact intelligence is
needed. RIA involves teamwork among personnel from law enforcement, fire, public works, utilities,
transit, and other agencies within and outside of the City. Secondarily, the media, volunteer
organizations, businesses and industry, and residents can contribute to this process.
6. FEMA policies mandate that damage from incidents and Federal aid and assistance are organized within
County boundaries and must be approved. Even when the effect of an incident is as profound as to be
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readily apparent that the County will qualify for Federal disaster relief, a Preliminary Damage
Assessment (PDA) must be completed.
7. King County OEM will distribute PDA forms to public jurisdictions within the County, as well as providing
residents and businesses with "hotline telephone numbers" and online forms (if available), to report
damage and register with FEMA. Once jurisdictions have completed their PDAs, they will forward them
to King County OEM, who will subtotal and transmit to the Washington State EMD, to assist the State in
determining whether a Presidential Declaration is warranted.
8. If the PDAs ultimately lead to a Presidential Declaration of Disaster authorizing "Public Assistance," then
detailed Project Worksheets [previously titled Damage Survey Reports (DSRs)] of public sector damages
will be completed by public and other qualifying agencies. Other inspectors survey damages suffered by
individuals and businesses, if "Individual Assistance" is authorized. These activities are coordinated
through the King County Office of Emergency Management.
C. PLANNING ASSUMPTIONS
An emergency has occurred, causing damage that requires an initial rapid impact assessment that will
be followed by a thorough damage assessment.
2. The City of Tukwila and special purpose districts will support both assessment activities.
3. Damage assessment information for businesses and residents will initially be reported to the King
County ECC through email, or by using the online form, or using the phone bank "hotline," or other
formats as needed, and later through the FEMA registration process.
II — CONCEPT OF OPERATIONS
A. GENERAL
Rapid Impact Assessment (RIA) is a process that is used to quickly capture the degree that the incident
has challenged the community. The goals of an RIA are to assess:
Boundaries of the impact area.
b. Social, economic and environmental impacts.
Assessment of jurisdictions impacted.
d. Status of transportation routes.
e. Status of communication systems.
Access points to the impact area.
Status of operating facilities and critical facilities.
Hazard specific information.
Weather data.
Status of key personnel.
Resource shortfalls.
Priorities for response.
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m. Status of upcoming activities.
n. Historical information.
o. Endangered Species Act impact.
p. Status of lifeline networks.
2. The RIA will steer initial response activities. As the incident unfolds, the goal of damage assessment
may shift toward making the case for a Presidential Disaster Declaration. Finally, the damage
assessment guides the development of a recovery strategy. To facilitate the receipt of more
comprehensive damage information, a damage information hot line (phone bank) and/or online reporting
tool may be set up and staffed by the King County ECC. If it appears that the County may meet the
threshold for Federal assistance, the King County Office of Emergency Management will complete a
formal Preliminary Damage Assessment (PDA).
3. The Preliminary Damage Assessments (PDAs) are tools used, in part, to determine the City's eligibility
for assistance. At this stage, City personnel accompany State and Federal inspectors through damaged
areas. Based largely on these assessments, the King County Executive may ask that the Governor seek
Federal assistance.
B. PROCEDURES
Following an incident, each City department will need to do the following in line with their COOP/COG plan:
1. Inventory and tally key personnel necessary to complete the essential functions of the organization.
2. Survey buildings and worksites to determine capability of returning to essential functioning.
3. Assess capability of returning to complete essential functioning.
4. Determine necessary resources needed to return to essential capacities addressed in COOP/COG
plans.
5. Report essential capacities and resource requirements to management staff and to the City EOC.
III — RESPONSIBILITIES
aNIIT, I_1:V/_Tc]4�[wi
The Tukwila Emergency Management Division shall:
Coordinate the Public Damage Assessment information collection, evaluation and dissemination of
damage assessment information from City departments and special purpose districts.
Forward PDA information to the King County ECC.
Coordinate the collection, evaluation and dissemination of damage assessment information from
residents and the business community.
B. SUPPORT AGENCIES
Fire, Police, DCD and Public Works will potentially have personnel assigned to do a RIA following a major
event. Departments with personnel performing an RIA will work with Emergency Management to gather and
report information from the field, to assist with the documentation of our preliminary damage assessment
figures.
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IV — RESOURCE REQUIREMENTS
Resource needs include, transportation, communication equipment, personnel, information tracking systems,
and other resources as identified in an incident.
V — REFERENCES
See Appendix 3, Authorities and References.
Rapid Assessment Resource Guide, RG 250.7 (B)
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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PRIMARY AGENCY
Tukwila Parks and Recreation Department
1411aa@]:4rdC1141MI:K
Tukwila Emergency Management Division
Tukwila Fire Department
Tukwila Police Department
American Red Cross
I — INTRODUCTION
A. PURPOSE
The purpose of this annex is to establish uniform practices for the effective management of Emergency Worker
Volunteers - including training, use, and deployment - to assist in emergency management activities within the
City of Tukwila.
B. SCOPE
This annex addresses activities of Emergency Worker Volunteers. Activities include those before, during
and after an emergency or disaster.
2. This annex does not apply to the day-to-day use of volunteers in the City for activities unrelated to
emergency management.
C. PLANNING ASSUMPTIONS
Volunteer Management is necessary for large scale emergencies and disasters.
2. Spontaneous volunteers will show up and will need to be managed.
3. The request to establish a Volunteer Reception Center (VRC) and to use volunteers will come from the
EOC Manager.
4. Potential Staging Areas, as described in Appendix 6 of this CEMP, may be considered for alternate
locations for a VRC.
5. If a decision is made to utilize emergency volunteers, coordination for this effort will generally be
assigned to the Logistics Section
6. The coordination of volunteers will be accomplished by the VRC Manager (if established).
7. Tukwila Parks and Recreation "Volunteer and Events Superintendent" will be the point of contact, and
will manage all Volunteer Applications, including background checks.
8. Credentialed Volunteers are protected under the RCW 38.52 and WAC 118.04. After Affiliated and
Spontaneous Volunteers sign in and go through the registration process at the VRC, they will also be
covered by the same RCW & WAC.
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9. Tukwila's resources to manage volunteers during major events may quickly become overwhelmed.
Outside resources to manage volunteers, like the American Red Cross, may be needed to assist the
City.
II - CONCEPT OF OPERATIONS
A. GENERAL
Experiences with major disasters and emergencies around the country have shown that volunteers will
come and want to help. These Emergency Worker Volunteers often self -dispatch to fire stations, city
halls, community centers, or directly to the scene of the emergency. When this happens, coordination of
these volunteers is difficult, which can unintentionally add to the chaos of the event or even interfere with
the efforts of the first responders. If volunteers are properly received and coordinated into the
Emergency Management Organization, they can provide significant assistance in the efforts of all
involved.
2. The need and the use of volunteers will be greatly determined by the severity of the event. Every
emergency situation is different, and it is at the discretion of the EOC Manager and/or the VRC Manager
to make decisions that best fit the situation while performing the central ideas outlined here. The
following provides guidance on how we expect to manage and use our volunteers.
3. Emergency Worker Volunteers are categorized as detailed below.
Credentialed Volunteer
Volunteers meeting these requirements will be listed on the City of Tukwila Volunteer Emergency
Workers roster.
Requirements:
• Has completed and returned the Tukwila "Application to Volunteer" form.
• Has completed and returned the Tukwila "Notification and Authorization for Background
Investigation Disclosure Statement" form.
• Has completed and returned the "Volunteer Participant Release, Waiver of Liability and
Assumption of Risk" form.
• Has provided Certificates of Completion for FEMA Independent Study Courses IS-700 and ICS-
100.
Responsibilities: Since credentialed volunteers have completed a Washington State Patrol
background check prior to the emergency they may be given tasks that involve people or privy
information. Credentialed Volunteers can do any tasks that Affiliated or Spontaneous volunteers
are assigned.
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b. Affiliated Volunteer
Requirements:
• Is affiliated with the City through its departments or divisions.
• Has received some form of emergency training prior to the emergency. Examples might be
HAM radio operators, CERT training, BSA Explorer program, American Red Cross volunteer
training, etc.
• Has provided Certificates of Completion for FEMA Independent Study Courses IS-700 and ICS-
100 to the City's Volunteer & Events Superintendent.
• May or may not be credentialed.
• Must go through the entire VRC process.
Responsibilities: Because Affiliated and Spontaneous Volunteers have not undergone a
Washington State Patrol background check, they cannot have any jobs that are directly involved
with people or sensitive information. Affiliated Volunteers tasks may include, but are not limited to
debris clearing, set up, clean up, sand bagging, traffic control, meal preparation, and security.
Spontaneous Volunteer
Requirements:
• May or may not have specific emergency training.
• Is not a Credentialed or Affiliated Tukwila volunteer emergency worker.
• May or may not have an affiliation with other response agencies.
• Is motivated to come volunteer out of desire to serve the community.
• May also be referred to as a non-affiliated volunteer. For the purpose of this document, they will
be referred to as Spontaneous Volunteers.
• Must go through the entire VRC process.
Responsibilities:
It is unlikely that the City will be able to conduct Washington State Patrol background checks on
spontaneous volunteers. For this reason, Spontaneous Volunteers will not be allowed to be
assigned to any tasks that could involve information collecting or sharing; unsupervised activities
with people or sensitive information, such as Shelter Operations; computer access; or confidential
documents or information.
4. It may be necessary to activate a VRC in cases where large numbers of Spontaneous Volunteers arrive.
5. On -scene professional first responders, including Fire, Law Enforcement, and Public Works, may find
citizens engaged in emergency activities upon arrival on -scene. These volunteers will be considered
spontaneous volunteers. This includes people who are wearing CERT clothing but are not identified as
Affiliated Volunteer Emergency Workers.
6. Some spontaneous volunteers may be affiliated with another recognized emergency response
organization and provide proof of such affiliation. In these cases a verification of affiliation, skills, and
current status may need to be made.
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a:TeIl]4Bill N*I
Activation of the Volunteer Reception Center
The decision to activate the VRC is at the discretion of the EOC Manager. The VRC may be activated
due to any major natural, manmade, or technological disaster, ie: major fires or large hazardous material
incidents that run multiple operational periods, earthquakes, Terrorist Attacks, Nuclear Attack or any
event that causes the need for an evacuation and/or large scale shelter.
The City Volunteer and Events Coordinator may contact the EOC Manager to request to activate the
VRC. Following the decision to activate the VRC, its location must be determined, the activation must be
communicated to the volunteers and general public and pre -trained people for the VRC positions must
be contacted.
2. Location
The Tukwila Community Center is the designated default for the VRC. If the Tukwila Community Center
has been affected by the emergency, an alternate location will be determined. See Appendix 6 in this
CEMP to see possible alternate locations.
3. Communication
Every effort will be made to inform credentialed, affiliated, and spontaneous volunteers of the VRC's
location, the needs of the City, and the state of the emergency. For "planned events", or expected
incidents, such as severe weather, it may be prudent to place credentialed and/or affiliated volunteers on
stand-by status. Communication to the public and/or Emergency Worker Volunteers can be
accomplished by any of the following notification systems and media outlets:
• CodeRED • TV21
• AM radio 1610 • Local Radio Stations
• Facebook • Twitter
• Local News Stations • Regional Public Information Network (RPIN)
• Volunteer Matters Message • Email
• Text Message
The EOC Manager is responsible to see that the public and credentialed or affiliated volunteers are
notified. The message should include specific instructions for all emergency worker volunteers to go to
the VRC to be dispatched to help in emergency relief.
4. VRC Functions
Entrance: Volunteers enter in a neat and orderly fashion under the supervision of the Entry
Control position.
b. Reception: All entrants go straight to the Reception Leader to sign in and have their ID checked.
Affiliated Volunteers should show their ID and proof of affiliation. Once verified by the Reception
Leader they will send them to a safety and mission briefing so they can obtain their assignment
and be dispatched as soon as possible. Spontaneous Volunteers are directed to fill out the
registration forms as they wait for an interview.
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Interview: Spontaneous Volunteer applicants are interviewed to learn if they have any special
skills that can be utilized during emergency relief. The registration forms are reviewed for
completeness. They are then directed to wait for the signatory for final verification.
Final Verification: The signatory reviews the applicant's paperwork to make sure it's filled out
correctly and that they are informed of the liabilities and laws. Once verified the applicant is issued
an emergency volunteer ID card which is valid for one year. The volunteer is then directed to wait
for a Safety and Mission Briefing.
Safety and Mission Briefing: Applicants are briefed on the type of service they will be doing and
the environment they will be working in. The Mission Briefing Leader will review the Safety
Message of the IAP, and "Unity of Command" will be explained and emphasized so they
understand who they report to, and how to report emergencies. Volunteers will have an opportunity
to ask questions they may have about their task. Every effort will be made to answer the questions
adequately. Volunteers are briefed on the dangers of emergency work and are advised on how to
avoid additional injury to themselves and others. Expectations of behavior are explained and how
they should respond to the leader at their assigned site.
Dispatch: The dispatch coordinator will divide the volunteers into teams. Two is the minimum for
a team; no volunteer will be dispatched alone. Each team is then dispatched to their site of
volunteering.
• Transportation issues include:
• Vehicle identification • Vehicle insurance coverage/liability
• Badging • Can credentialed volunteers drive city vehicles?
• Re-entry • Certain credentialed volunteers can drive city vehicles
• Depends on situation if transportation is provided by the City or if volunteers drive themselves
Exit: The volunteers leave the VRC in an orderly fashion under the supervision of the exit control.
Return: At the end of each day all volunteers must return to the VRC to sign out and turn in their
ID cards. If the VRC is open for multiple days volunteers must return to the VRC each day to pick
up their ID card and be re -dispatched if they want to continue to be an emergency volunteer.
Deactivation of VRC
• The decision to deactivate or reduce the size of the VRC is at the discretion of the EOC
Manager in collaboration with the VRC Manager.
• VRC stops admitting new volunteers and any lingering volunteers will be formally checked out.
• VRC staff cleans up all stations of the VRC.
• VRC staff remains until all volunteers from on -site have returned so they can sign out and be
told that the VRC is no longer needed.
• EOC Manager is notified that the VRC has been deactivated.
• All VRC positions are dismissed.
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5. VRC Staffing and Responsibilities
f
I
c
Generally
Incident specifics will dictate what staffing will be needed in the VRC, with final determination
made by the VRC Manager in consultation with the EOC Manager.
Ideally there will be a fully staffed VRC. The VRC Manager has responsibility of all positions until
staffing arrives. Prior to an incident, effort should be made to identify three individuals to be trained
and able to fill each position. The first person named in each position should be a city employee, or
it can be a credentialed or affiliated trained volunteer. If it is found that more people are needed in
the VRC, the VRC Manager should request the EOC Manager provide more staff or s/he can
supplement each position with volunteers. (NIMS)
1`,Z? C" Manager
Control I Reception Signator--
Leader
Intet�Ye��er
VRC Manager
Dispatch Coordinator
Communications Exit Control
afet-v and -Mission
Briefing Leader
• Is supervised by the EOC Manager, or if established, the Operations Section Chief.
• Is a full time city employee that has taken FEMA's IS 244.b "Developing and Managing
Volunteers" online course, or has equivalent training and experience.
• Activates the VRC after consultation with the EOC Manager
• The VCR Manager will coordinate with the EOC to acquire a State Mission number as soon as
possible.
• Determines what positions are needed to run VRC, and who will fill those positions.
• Oversees the set up and deactivation of the VRC
• Supervises all positions of VRC
• Ensures proper documentation is completed and sent to the EOC Manager each operational
period.
Entry Control
• Maintains orderly conduct at the VRC entrance.
• Secures entrance
• Greets volunteers and determines a basic suitability of all volunteers (physical and mental
abilities)
• Assists reception leader when needed
• Any other jobs assigned by the VRC Manager
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5
e
0
h
Reception Leader
• Conducts an initial screening of volunteers, verifies ID, checks for English proficiency, and
provides paperwork to be filled out.
• Checks for basic skills needed to volunteer such as speaking English and being physically
capable
• Verifies ID
• Has all volunteers sign in
• Assists the applicant with filling out the appropriate paperwork
Interviewer
• Identifies skills volunteers have that may be of use and helps applicant with any questions they
have on the paperwork.
• Identifies skills
• Reviews paperwork to make sure its complete
• Enters applicants information into the "volunteermatters" database if possible
Signatory (must be a City of Tukwila employee trained in these duties)
• Reviews all applicants' paperwork to ensure it has been filled out correctly and directs volunteer
to the safety briefing area.
• Verifies applicants ID
• Checks paperwork for proper completion
• Supervises interviewers
• Provides volunteers with an volunteer emergency worker ID card
Dispatch Coordinator
• Responsible for sending volunteers to places EOC MANAGER has requested and oversees the
entire process of sending out approved volunteers after their safety briefing.
• Supervises Communications, Mission Briefing, and Exit Control
• Forms volunteer teams
• Fills out tracking form
Communications
• Maintains communication with EOC Manager and dispatch sites where volunteers are being
used or are needed.
• Coordinates transportation for volunteers in joint with EOC Manager
• Reports important information to the VRC Manager and finds the VRC Manager when the EOC
Manager needs to speak directly to the VRC Manager
• Always has a form of communication available to the EOC Manager
• Receives volunteer requests from emergency sites in Tukwila and responds accordingly by
filling out paperwork and notifying the Dispatch leader
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Safety and Mission Briefing Leader
• Informs volunteers of the risks associated with emergency volunteering and instructs them on
how to avoid injury and how to act while volunteering. Notifies volunteers of where they will be
helping and what they will be doing and answers any questions volunteers have.
• Presents volunteers with their placement
• Makes sure volunteers are comfortable with performing the assigned task
• Provides safety briefing to all volunteers
Exit Control
• Maintains orderly conduct at the VRC entrance.
• Secures entrance
• Assists Dispatch Leader when needed
• Any other jobs assigned by the VRC Manager
6. VRC Kits (currently does not exist)
The Tukwila Community Center will have a VRC kit containing the items that are critical to running the
VRC. The EOC will also have a kit in case another location is chosen for the VRC. Each kit will include
the following items:
• Preprinted cardstock ID's
• Pens
• Camera
• Tracking forms
A. PRIMARY AGENCY
• Clipboard holders
• Scissors
• Sign in/out sheets
• Volunteer emergency worker registration forms
III — RESPONSIBILITIES
Tukwila Parks and Recreation Department
1=111111IM4119111Ar_Tr]4LlIN1*1
Tukwila Emergency Management Division
Tukwila Fire Department
Tukwila Police Department
American Red Cross
IV — RESOURCE REQUIREMENTS
Resource needs include trained personnel, transportation, communication equipment, office equipment,
information tracking systems and other resources as may be identified during or after an incident and as
requested by the VRC manager or his/her designee.
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V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS & DEFINITIONS
See Appendix 1, Definitions, and Appendix 2 Acronyms.
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. TUKWILA, WASHINGTON Appendix
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN DEFINITIONS
ACCESSIBLE — Having the legally required features and/or qualities that ensure easy entrance, participation and
usability of places, programs, services and activities by individuals with a wide variety of disabilities.
ACQUISITION PROCEDURES — A process used to obtain resources to support operational requirements.
AGENCY — A division of government with a specific function offering a particular kind of assistance. In the Incident
Command System, agencies are defined either as jurisdictional (having statutory responsibility for incident
management), or as assisting or cooperating (providing resources or other assistance). Governmental
organizations are most often in charge of an incident, though in certain circumstances private -sector organ-
izations may be included. Additionally, nongovernmental organizations may be included to provide support.
AGENCY ADM IN ISTRATORIEXECUTIVE — The official responsible for administering policy for an agency or
jurisdiction. An Agency Administrator/Executive (or other public official with jurisdictional responsibility for the
incident) usually makes the decision to establish an Area Command.
AGENCY DISPATCH — The agency or jurisdictional facility from which resources are sent to incidents.
AGENCY REPRESENTATIVE — A person assigned by a primary, assisting, or cooperating Federal, State, tribal or
local government agency, or nongovernmental or private organization, that has been delegated authority to
make decisions affecting that agency's or organization's participation in incident management activities,
following appropriate consultation with the leadership of that agency.
ALL -HAZARDS — Describing an incident - natural or manmade - that warrants action to protect life, property,
environment, and public health or safety, and to minimize disruptions of government, social or economic
activities.
ALLOCATED RESOURCE — Resource dispatched to an incident.
AREA COMMAND — An organization established to oversee the management of multiple incidents that are each
being handled by a separate Incident Command System organization, or to oversee the management of a very
large or evolving incident that has multiple Incident Management Teams engaged. An Agency Administrator/
Executive or other public official with jurisdictional responsibility for the incident usually makes the decision to
establish an Area Command. An Area Command is activated only if necessary, depending on the complexity
of the incident and incident management span -of -control considerations.
ASSESSMENT — The process of acquiring, collecting, processing, examining, analyzing, evaluating, monitoring and
interpreting the data, information, evidence, objects, measurements, images, sound, etc. - whether tangible or
intangible - to provide a basis for decision -making.
ASSIGNED RESOURCE — Resource checked in and assigned work tasks on an incident.
ASSIGNMENT — Task given to a personnel resource to perform within a given operational period that is based on
operational objectives defined in the Incident Action Plan.
ASSISTANT — Title for subordinates of principal Command Staff positions. The title indicates a level of technical
capability, qualifications and responsibility subordinate to the primary positions. Assistants may also be
assigned to Unit Leaders.
ASSISTING AGENCY — An agency or organization providing personnel, services or other resources to the agency
with direct responsibility for incident management. See Supporting Agency.
AVAILABLE RESOURCE — Resource assigned to an incident, checked in, and available for a mission assignment,
normally located in a staging area.
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BADGING — The assignment of physical incident -specific credentials to establish legitimacy and limit access to
various incident sites.
BRANCH — The organizational level having functional or geographical responsibility for major aspects of incident
operations. A Branch is organizationally situated between the Section Chief and the Division or Group in the
Operations Section, and between the Section and Units in the Logistics Section. Branches are identified by the
use of Roman numerals or by functional area.
CACHE — A predetermined complement of tools, equipment and/or supplies stored in a designated location, available
for incident use.
CAMP — A geographical site within the general incident area (separate from the Incident Base), that is equipped and
staffed to provide sleeping, food, water and sanitary services to incident personnel.
CATEGORIZING RESOURCES — The process of organizing resources by category, kind and type, including size,
capacity, capability, skill and other characteristics. This makes the resource ordering and dispatch process
within and across organizations and agencies - and between governmental and nongovernmental
entities - more efficient, and ensures that the resources received are appropriate to their needs.
CERTIFYING PERSONNEL — The process of authoritatively attesting that individuals meet professional standards
for the training, experience and performance required for key incident management functions.
CHAIN OF COMMAND — The orderly line of authority within the ranks of the incident management organization.
CHECK -IN — The process through which resources first report to an incident. All responders, regardless of agency
affiliation, must report in, to receive an assignment in accordance with the procedures established by the
Incident Commander.
CHIEF — The Incident Command System title for individuals responsible for management of functional Sections:
Operations, Planning, Logistics, Finance/Administration, and Intelligence/Investigations (if established as a
separate Section).
COMMAND — The act of directing, ordering or controlling by virtue of explicit statutory, regulatory or delegated
authority.
COMMAND STAFF — The staff who report directly to the Incident Commander, including the Public Information
Officer, Safety Officer, Liaison Officer, and other positions as required. They may have an assistant or
assistants, as needed.
COMMON OPERATING PICTURE — An overview of an incident by all relevant parties that provides incident
information, enabling the Incident Commander/Unified Command and any supporting agencies and
organizations to make effective, consistent and timely decisions.
COMMON TERMINOLOGY — Normally -used words and phrases, avoiding the use of different words/phrases for
same concepts, to ensure consistency and to allow diverse incident management and support organizations to
work together across a wide variety of incident management functions and hazard scenarios.
COMMUNICATIONS — The process of transmission of information through verbal, written or symbolic means.
COMMUNICATIONS/DISPATCH CENTER — Agency or interagency dispatch centers, 911 call centers, emergency
control or command dispatch centers, or any naming convention given to the facility and staff that handles
emergency calls from the public and communication with emergency management/response personnel. The
Center can serve as a primary coordination and support element of the Multi -agency Coordination System(s)
(MACS) for an incident, until other elements of the MACS are formally established.
COMPLEX — Two or more individual incidents located in the same general area and assigned to a single Incident
Commander or to Unified Command.
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COMPREHENSIVE PREPAREDNESS GUIDE 101 — A guide designed to assist jurisdictions with developing
operations plans. It promotes a common understanding of the fundamentals of planning and decision -making,
to help emergency planners examine a hazard and produce integrated, coordinated and synchronized plans.
CONTINUITY OF GOVERNMENT (COG) — A coordinated effort within the Federal Government's executive branch to
ensure that National Essential Functions continue to be performed during a catastrophic emergency (as
defined in National Security Presidential Directive 51/Homeland Security Presidential Directive 20).
CONTINUITY OF OPERATIONS (COOP) — An effort within individual organizations to ensure that Primary Mission
Essential Functions continue to be performed during a wide range of emergencies.
COOPERATING AGENCY — An agency supplying assistance, other than direct operational or support functions or
resources, to the incident management effort.
COORDINATE — To advance an analysis and exchange of information systematically among principals who have or
may have a need to know certain information to carry out specific incident management responsibilities.
CORRECTIVE ACTIONS — The implementation of procedures that are based on lessons learned from actual
incidents or from training and exercises.
CREDENTIALING — The authentication and verification of the certification and identity of designated incident
managers and emergency responders.
CRITICAL INFRASTRUCTURE — Assets, systems and networks - whether physical or virtual - so vital to the United
States that the incapacitation or destruction of such assets, systems or networks would have a debilitating
impact on security, national economic security, national public health or safety, or any combination of those
matters.
DELEGATION OF AUTHORITY — A statement provided to the Incident Commander by the Agency Executive,
delegating authority and assigning responsibility. The delegation of authority can include objectives, priorities,
expectations, constraints, and other considerations or guidelines, as needed. Many agencies require written
delegation of authority to be given to the Incident Commander prior to assuming command on larger incidents.
(Also known as Letter of Expectation)
DEMOBILIZATION — The orderly, safe and efficient return of an incident resource to its original location and status.
DEPARTMENT OPERATIONS CENTER (DOC) — An Emergency Operations Center (EOC) specific to a single
department or agency. The focus of a DOC is on internal agency incident management and response. DOCs
are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized
agent(s) for the department or agency.
DEPUTY — A fully qualified individual who, in the absence of a superior, can be delegated the authority to manage a
functional operation or to perform a specific task. In some cases a deputy can act as relief for a superior, and
therefore must be fully qualified in the position. Deputies generally can be assigned to the Incident
Commander, General Staff and Branch Directors.
DIRECTOR — The Incident Command System title for individuals responsible for supervision of a Branch.
DISPATCH — The ordered movement of a resource or resources to an assigned operational mission, or an
administrative move from one location to another.
DIVISION — The organizational level having responsibility for operations within a defined geographic area. Divisions
are established when the number of resources exceeds the manageable span of control of the Section Chief.
See Group.
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EMERGENCY — Any incident, whether natural or man-made, that requires responsive action to protect life or
property. An emergency can also mean any occasion or instance for which it has been determined that State
or Federal assistance is needed, to supplement our local efforts and capabilities to save lives and to protect
property and public health and safety, or to lessen or avert the threat of a catastrophe in the City.
EMERGENCY MANAGEMENT ASSISTANCE COMPACT (EMAC) — A congressionally ratified organization that
provides form and structure to interstate mutual aid. Through EMAC, a disaster -affected state can request and
receive assistance from other member states quickly and efficiently, resolving two key issues up front: liability
and reimbursement.
EMERGENCY MANAGEMENT ORGANIZATION — All officers and employees of the City, together with those
citizens enrolled to aid them during an emergency, and all groups, organizations and persons who may, by
agreement or operation of law, including persons pressed into service under the provisions of TMC 2.57.070,
who shall be charged with duties incident to the protection of life, environment and property in the City during
such emergency, shall constitute the Emergency Management Organization of the City (TMC 2.57.090).
EMERGENCY MANAGEMENT/RESPONSE PERSONNEL — Includes Federal, State, territorial, tribal, sub -State
regional, and local governments, NGOs, private sector -organizations, critical infrastructure owners and
operators, and all other organizations and individuals who assume an emergency management role. (Also
known as emergency responder.)
EMERGENCY OPERATIONS CENTER (EOC) — The physical location at which the coordination of information and
resources to support incident management (on -scene operations) activities normally takes place. An EOC may
be a temporary facility or may be located in a more central or permanently established facility, perhaps at a
higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines (e.g.,
fire, law enforcement, medical services), by jurisdiction (e.g., Federal, State, regional, tribal, city, County), or by
some combination thereof.
EMERGENCY OPERATIONS PLAN — An ongoing plan for responding to a wide variety of potential hazards.
EMERGENCY PUBLIC INFORMATION — Information that is disseminated primarily in anticipation of or during an
emergency. In addition to providing situational information to the public, it frequently provides directive actions
required to be taken by the general public.
EMERGENCY SUPPORT FUNCTION (ESF) — The National Response Framework (NRF) employs a functional
approach that groups the types of direct Federal assistance that a local jurisdiction or State are most likely to
need (e.g., mass care, health and medical services), as well as the kinds of Federal operations support
necessary to sustain Federal response actions (e.g., transportation, communications). ESFs are expected to
support one another in carrying out their respective missions.
EMERGENCY WORKER — Any person registered with the City's Emergency Management Organization under the
provision of Tukwila Municipal Code Section 2.57.090, or any member of the military, and who holds an
identification issued by said organizations, for the purpose of engaging in authorized emergency management
activities, or any employee of the City or any subdivision of the City who is called upon to perform emergency
management activities.
EMERGENCY WORKER VOLUNTEER — a person who responds to the needs of the community associated with an
emergency or disaster, who is not compensated. An emergency worker volunteer commonly falls into one of
three categories: credentialed, affiliated or spontaneous.
EVACUATION — The organized, phased and supervised withdrawal, dispersal or removal of civilians from dangerous
or potentially dangerous areas, and their reception and care in safe areas.
EVENT — See Planned Event.
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FEDERAL — Of or pertaining to the Federal Government of the United States of America.
FIELD OPERATIONS GUIDE — Durable pocket or desk guides that contain essential information required to perform
specific assignments or functions.
FINANCEIADMINISTRATION SECTION — The Incident Command System Section responsible for all administrative
and financial considerations surrounding an incident.
FUNCTION — The five major activities in the Incident Command System: Command, Operations, Planning, Logistics,
and Finance/Administration. A sixth function - Intelligence/Investigations - may be established, if required, to
meet incident management needs. The term function is also used when describing the activity involved (e.g.,
the planning function).
GENERAL STAFF — A group of incident management personnel organized according to function and reporting to the
Incident Commander. The General Staff normally consists of the Operations Section Chief, Planning Section
Chief, Logistics Section Chief, and Finance/Administration Section Chief. An Intelligence/Investigations Chief
may be established, if required, to meet incident management needs.
GROUP — An organizational subdivision established to divide the incident management structure into functional
areas of operation. Groups are composed of resources assembled to perform a special function not
necessarily within a single geographic division. See Division.
HAZARD — Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
HAZARDOUS MATERIALS — Materials which, because of their chemical, physical or biological nature, pose a
potential risk to life, health, environment or property when released.
INCIDENT — An occurrence, natural or manmade, that requires a response to protect life or property. For example,
Incidents can include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and
urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes,
tornadoes, tropical storms, tsunamis, war -related disasters, public health and medical emergencies, and other
occurrences requiring an emergency response.
INCIDENT ACTION PLAN — An oral or written plan containing general objectives reflecting the overall strategy for
managing an incident. It may include the identification of operational resources and assignments. It may also
include attachments that provide direction and important information for management of the incident during one
or more operational periods.
INCIDENT BASE — The location at which primary Logistics functions for an incident are coordinated and
administered. There is only one Base per incident. (Incident name or other designator will be added to the
term Base.) The Incident Command Post may be co -located with the Incident Base.
INCIDENT COMMAND — The Incident Command System organizational element responsible for overall
management of the incident and consisting of the Incident Commander (either single or unified command
structure) and any assigned supporting staff.
INCIDENT COMMANDER (IC) — The individual responsible for all incident activities, including the development of
strategies and tactics and the ordering and release of resources. The IC has overall authority and
responsibility for conducting incident operations, and is responsible for the management of all incident
operations at the incident site.
INCIDENT COMMAND POST (ICP) — The field location where the primary functions are performed. The ICP may be
co -located with the Incident Base or other incident facilities.
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INCIDENT COMMAND SYSTEM (ICS) — A standardized on -scene emergency management construct specifically
designed to provide an integrated organizational structure that reflects the complexity and demands of single or
multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities,
equipment, personnel, procedures and communications operating within a common organizational structure,
designed to aid in the management of resources during incidents. It is used for all kinds of emergencies, and
is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and
functional agencies, both public and private, to organize field -level incident management operations.
INCIDENT MANAGEMENT — The broad spectrum of activities and organizations providing effective and efficient
operations, coordination and support applied at all levels of government, utilizing both governmental and
nongovernmental resources to plan for, respond to, and recover from an incident, regardless of cause, size, or
complexity.
INCIDENT MANAGEMENT TEAM (IMT) — An Incident Commander and the appropriate Command and General Staff
personnel assigned to an incident. The level of training and experience of the IMT members, coupled with the
identified formal response requirements and responsibilities of the IMT, are factors in determining "type" or
level of IMT.
INCIDENT OBJECTIVES — Statements of guidance and direction needed to select appropriate strategy(s) and the
tactical direction of resources. Incident objectives are based on realistic expectations of what can be
accomplished when all allocated resources have been effectively deployed. Incident objectives must be
achievable and measurable, yet flexible enough to allow strategic and tactical alternatives.
INFORMATION MANAGEMENT — The collection, organization and control over the structure, processing and
delivery of information from one or more sources, and distribution to one or more audiences who have a stake
in that information.
INTEGRATED PLANNING SYSTEM — A system designed to provide common processes for developing and
integrating plans for the Federal Government, to establish a comprehensive approach to national planning, in
accordance with the Homeland Security Management System, as outlined in the National Strategy for
Homeland Security.
INTELLIGENCE/INVESTIGATIONS — An organizational subset within ICS. Intelligence gathered within the
Intelligence/Investigations function is information that either leads to the detection, prevention, apprehension
and prosecution of criminal activities - or the individual(s) involved - including terrorist incidents or information
that leads to determination of the cause of a given incident (regardless of the source), such as public health
events or fires with unknown origins. This is different from the normal operational and situational intelligence
gathered and reported by the Planning Section.
INTEROPERABILITY — Ability of systems, personnel and equipment to provide and receive functionality, data,
information and/or services to and from other systems, personnel and equipment, between both public and
private agencies, departments and other organizations, in a manner enabling them to operate effectively
together. Allows emergency management/response personnel and their affiliated organizations to
communicate within and across agencies and jurisdictions via voice, data or video -on -demand, in real time,
when needed, and when authorized.
JOB AID — Checklist or other visual aid intended to ensure that specific steps of completing a task or assignment are
accomplished.
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JOINT FIELD OFFICE (JFO) — The primary Federal incident management field structure. The JFO is a temporary
Federal facility that provides a central location for the coordination of Federal, State, tribal, and local
governments and private -sector and nongovernmental organizations with primary responsibility for response
and recovery. The JFO structure is organized, staffed and managed in a manner consistent with National
Incident Management System principles. Although the JFO uses an Incident Command System structure, the
JFO does not manage on -scene operations. Instead, the JFO focuses on providing support to on -scene efforts
and conducting broader support operations that may extend beyond the incident site.
JOINT INFORMATION CENTER (JIC) — A facility established to coordinate all incident -related public information
activities. It is the central point of contact for all news media. Public information officials from all participating
agencies should co -locate at the JIC.
JOINT INFORMATION SYSTEM (JIS) — A structure that integrates incident information and public affairs into a
cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely and complete
information during crisis or incident operations. The mission of the JIS is to provide a structure and system for
developing and delivering coordinated interagency messages; developing, recommending and executing public
information plans and strategies on behalf of the Incident Commander (IC); advising the IC concerning public
affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could
undermine public confidence in the emergency response effort.
JURISDICTION — A range or sphere of authority. Public agencies have jurisdiction at an incident related to their
legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g.,
Federal, State, tribal, local boundary lines) or functional (e.g., law enforcement, public health).
JURISDICTIONAL AGENCY — The agency having jurisdiction and responsibility for a specific geographical area, or
a mandated function.
KEY RESOURCE — Any publicly- or privately -controlled resource essential to the minimal operations of the economy
and government.
LETTER OF EXPECTATION — See Delegation of Authority.
LIAISON — A form of communication for establishing and maintaining mutual understanding and cooperation.
LIAISON OFFICER — A member of the Command Staff responsible for coordinating with representatives from
cooperating and assisting agencies or organizations.
LOCAL GOVERNMENT — Public entities responsible for the security and welfare of a designated area as established
by law. A county, municipality, city, town, township, local public authority, school district, special district,
intrastate district, council of governments (regardless of whether the council of governments is incorporated as
a nonprofit corporation under State law), regional or interstate government entity, or agency or instrumentality
of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native Village or Alaska
Regional Native Corporation; a rural community, unincorporated town or village, or other public entity. See
Section 2 (10), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).
LOGISTICS — The process and procedure for providing resources and other services to support incident
management.
LOGISTICS SECTION — The Incident Command System Section responsible for providing facilities, services and
material support for the incident.
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MANAGEMENT BY OBJECTIVES — A management approach that involves a five -step process for achieving the
incident goal. The Management by Objectives approach includes the following: establishing overarching
incident objectives; developing strategies based on overarching incident objectives; developing and issuing
assignments, plans, procedures and protocols; establishing specific, measurable tactics or tasks for various
incident -management functional activities and directing efforts to attain them, in support of defined strategies;
and documenting results to measure performance and facilitate corrective action.
MANAGER — Individual within an Incident Command System organizational unit who is assigned specific managerial
responsibilities (e.g., Staging Area Manager or Camp Manager).
MITIGATION — Activities providing a critical foundation in the effort to reduce the loss of life and property from natural
and/or manmade disasters, by avoiding or lessening the impact of a disaster and providing value to the public
by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction and
repeated damage. These activities or actions, in most cases, will have a long-term sustained effect.
MOBILIZATION — The process and procedures used by all organizations - Federal, State, tribal, and local - for
activating, assembling, and transporting all resources that have been requested to respond to or support an
incident.
MOBILIZATION GUIDE — Reference document used by organizations outlining agreements, processes and proce-
dures used by all participating agencies/organizations for activating, assembling and transporting resources.
MULTI -AGENCY COORDINATION (MAC) GROUP — A group of administrators or executives, or their appointed
representatives, who are typically authorized to commit agency resources and funds. A MAC Group can
provide coordinated decision -making and resource allocation among cooperating agencies, and may establish
the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to
support incident management activities. MAC Groups may also be known as multi -agency committees,
emergency management committees, or as otherwise defined by the Multi -agency Coordination System.
MULTI -AGENCY COORDINATION SYSTEM (MACS) — A system that provides the architecture to support
coordination for incident prioritization, critical resource allocation, communications systems integration, and
information coordination. MACS assist agencies and organizations responding to an incident. The elements of
a MACS include facilities, equipment, personnel, procedures and communications. Two of the most commonly
used elements are Emergency Operations Centers and MAC Groups.
MULTIJURISDICTIONAL INCIDENT — An incident requiring action from multiple agencies that each have jurisdiction
to manage certain aspects of an incident. In the Incident Command System, these incidents will be managed
under Unified Command.
MUTUAL AID AGREEMENT OR ASSISTANCE AGREEMENT — Written or oral agreement between and among
agencies/organizations and/or jurisdictions that provides a mechanism to quickly obtain emergency assistance
in the form of personnel, equipment, materials and other associated services. The primary objective is to
facilitate rapid, short-term deployment of emergency support prior to, during and/or after an incident.
NATIONAL — Of a nationwide character, including the Federal, State, tribal, and local aspects of governance and
policy.
NATIONAL ESSENTIAL FUNCTIONS — A subset of government functions that are necessary to lead and sustain
the nation during a catastrophic emergency and that, therefore, must be supported through continuity of
operations and continuity of government capabilities.
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NATIONAL INCIDENT MANAGEMENT SYSTEM — A set of principles that provides a systematic, proactive
approach guiding government agencies at all levels, nongovernmental organizations and the private sector, to
work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents,
regardless of cause, size, location or complexity, in order to reduce the loss of life or property and harm to the
environment.
NATIONAL RESPONSE FRAMEWORK (NRF) — A guide to how the nation conducts all -hazards response.
NONGOVERNMENTAL ORGANIZATION (NGO) — An entity with an association that is based on interests of its
members, individuals or institutions. It is not created by a government, but it may work cooperatively with
government. Such organizations serve a public purpose, not a private benefit. Examples of NGOs include
faith -based charity organizations and the American Red Cross. NGOs - including voluntary and faith -based
groups - provide relief services to sustain life, reduce physical and emotional distress, and promote the
recovery of disaster victims. Often these groups provide specialized services that help individuals with
disabilities. NGOs and voluntary organizations play a major role in assisting emergency managers before,
during and after an emergency.
OFFICER — The Incident Command System title for a person responsible for one of the Command Staff positions of
Safety, Liaison and Public Information.
OPERATIONAL PERIOD — The time scheduled for executing a given set of operation actions, as specified in the
Incident Action Plan. Operational periods can be of various lengths, although usually they last 12 to 24 hours.
OPERATIONS SECTION — The Incident Command System (ICS) Section responsible for all tactical incident
operations and implementation of the Incident Action Plan. In ICS, the Operations Section normally includes
subordinate Branches, Divisions and/or Groups.
ORGANIZATION — Any association or group of persons with like objectives. Examples include, but are not limited to,
governmental departments and agencies, nongovernmental organizations, and the private sector.
PERSONAL RESPONSIBILITY — The obligation to be accountable for one's actions.
PERSONNEL ACCOUNTABILITY — The ability to account for the location and welfare of incident personnel. It is
accomplished when supervisors ensure that Incident Command System principles and processes are
functional and that personnel are working within established incident management guidelines.
PLAIN LANGUAGE — Communication that can be understood by the intended audience and meets the purpose of
the communicator. For the purpose of the National Incident Management System, plain language is designed
to eliminate or limit the use of codes and acronyms, as appropriate, during incident response involving more
than a single agency.
PLANNED EVENT — A scheduled nonemergency activity (e.g., sporting event, concert, parade, etc.).
PLANNING MEETING — A meeting held as needed before and throughout the duration of an incident, to select
specific strategies and tactics for incident control operations and for service and support planning. For larger
incidents, the Planning Meeting is a major element in the development of the Incident Action Plan.
PLANNING SECTION — The Incident Command System Section responsible for the collection, evaluation and
dissemination of operational information related to the incident, and for the preparation and documentation of
the Incident Action Plan. This Section also maintains information on the current and forecasted situation and
on the status of resources assigned to the incident.
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PORTABILITY — An approach that facilitates the interaction of systems that are normally distinct. Portability of radio
technologies, protocols and frequencies among emergency management/response personnel will allow for the
successful and efficient integration, transport and deployment of communications systems, when necessary.
Portability includes the standardized assignment of radio channels across jurisdictions, which allows
responders to participate in an incident outside their jurisdiction and still use familiar equipment.
PRE -POSITIONED RESOURCE — A resource moved to an area near the expected incident site in response to
anticipated resource needs.
PREPAREDNESS — A continuous cycle of planning, organizing, training, equipping, exercising, evaluating and taking
corrective action in an effort to ensure effective coordination during incident response. Within the National
Incident Management System, preparedness focuses on the following elements: planning; procedures and
protocols; training and exercises; personnel qualification and certification; and equipment certification.
PREPAREDNESS ORGANIZATION — An organization that provides coordination for emergency management and
incident response activities before a potential incident. These organizations range from groups of individuals to
small committees to large standing organizations that represent a wide variety of committees, planning groups
and other organizations (e.g., Citizen Corps, Local Emergency Planning Committees, Critical Infrastructure
Sector Coordinating Councils).
PREVENTION — Actions to avoid an incident, or to intervene to stop an incident from occurring. Prevention involves
actions to protect lives and property. It involves applying intelligence and other information to a range of
activities that may include such countermeasures as deterrence operations; heightened inspections; improved
surveillance and security operations; investigations to determine the full nature and source of the threat; public
health and agricultural surveillance and testing processes; immunizations, isolation or quarantine; as
appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting or disrupting
illegal activity and apprehending potential perpetrators and bringing them to justice.
PRIMARY MISSION ESSENTIAL FUNCTIONS — Government functions that must be performed in order to support
or implement the performance of National Essential Functions before, during and in the aftermath of an
emergency.
PRIVATE SECTOR — Organizations and individuals that are not part of any governmental structure. The private sec-
tor includes for -profit and not -for -profit organizations, formal and informal structures, commerce and industry.
PROTOCOL — A set of established guidelines for actions (which may be designated by individuals, teams, functions,
or capabilities) under various specified conditions.
PUBLIC INFORMATION — Processes, procedures and systems for communicating timely, accurate and accessible
information on an incident's cause, size and current situation; resources committed; and other matters of
general interest to the public, responders and additional stakeholders (both directly affected and indirectly
affected).
PUBLIC INFORMATION OFFICER — A member of the Command Staff responsible for interfacing with the public and
media and/or with other agencies with incident -related information requirements.
PUBLICATIONS MANAGEMENT — Subsystem that manages the development, publication control, publication
supply, and distribution of National Incident Management System materials.
RECOVERY — The development, coordination, and execution of service- and site -restoration plans; the reconstitution
of government operations and services; individual, private -sector, nongovernmental, and public assistance
programs to provide housing and to promote restoration; long-term care and treatment of affected persons;
additional measures for social, political, environmental, and economic restoration; evaluation of the incident to
identify lessons learned; post -incident reporting; and development of initiatives to mitigate the effects of future
incidents.
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RECOVERY PLAN — A plan developed to restore an affected area or community.
REIMBURSEMENT — A mechanism to recoup funds expended for incident -specific activities.
RESOURCE MANAGEMENT — A system for identifying available resources at all jurisdictional levels, to enable
timely, efficient and unimpeded access to resources needed to prepare for, respond to, or recover from an
incident. Resource management under the National Incident Management System includes mutual aid
agreements and assistance agreements; the use of special Federal, State, tribal, and local teams; and
resource mobilization protocols.
RESOURCE TRACKING — A standardized, integrated process conducted prior to, during and after an incident by all
emergency management/response personnel and their associated organizations.
RESOURCES — Personnel and major items of equipment, supplies and facilities available or potentially available for
assignment to incident operations, and for which status is maintained. Resources are described by kind and
type, and may be used in operational support or supervisory capacities at an incident or at an Emergency
Operations Center.
RESPONSE — Activities that address the short-term, direct effects of an incident. Response includes immediate
actions to save lives, protect property, and meet basic human needs. Response also includes the execution of
emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury,
property damage, and other unfavorable outcomes. As indicated by the situation, response activities include
applying intelligence and other information to lessen the effects or consequences of an incident; increased
security operations; continuing investigations into nature and source of the threat; ongoing public health and
agricultural surveillance and testing processes; immunizations, isolation or quarantine; specific law
enforcement operations aimed at preempting, interdicting or disrupting illegal activity, and apprehending actual
perpetrators and bringing them to justice.
RETROGRADE — To return resources back to their original location.
SAFETY OFFICER — A member of the Command Staff responsible for monitoring incident operations, and advising
the Incident Commander on all matters relating to operational safety, including the health and safety of
emergency responder personnel.
SECTION — The Incident Command System organizational level having responsibility for a major functional area of
incident management (e.g., Operations, Planning, Logistics, Finance/Administration, and Intelligence/Investiga-
tions, if established). The Section is organizationally situated between the Branch and the Incident Command.
SINGLE RESOURCE — An individual, a piece of equipment and its personnel complement, or a crew/team of
individuals with an identified work supervisor that can be used on an incident.
SITUATION REPORT — Confirmed or verified information regarding the specific details relating to an incident.
SPAN OF CONTROL — The number of resources for which a supervisor is responsible, usually expressed as the
ratio of supervisors to individuals. (Under the National Incident Management System, an appropriate span of
control is between 1:3 and 1:7, with optimal being 1:5, or between 1:8 and 1:10 for many large-scale law
enforcement operations.)
SPECIAL NEEDS POPULATION — A population whose members may have additional needs before, during and
after an incident in functional areas, including but not limited to, maintaining independence, communication,
transportation, supervision, and medical care. Individuals in need of additional response assistance may
include those who: have disabilities; live in institutionalized settings; are elderly; are children; are from diverse
cultures, have limited English proficiency, are non -English-speaking; or are transportation -disadvantaged.
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STAFFORD ACT — The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 100-707),
signed into law on November 23, 1988; amended the Disaster Relief Act of 1974 (Public Law 93-288). The
Stafford Act constitutes the statutory authority for most Federal disaster response activities, especially as they
pertain to the Federal Emergency Management Agency (FEMA) and FEMA programs.
STAGING AREA — Temporary location for available resources. A staging area can be any location in which person-
nel, supplies and equipment can be temporarily housed or parked while awaiting operational assignment.
STANDARD OPERATING GUIDELINES — A set of instructions having the force of a directive, covering those fea-
tures of operations which lend themselves to a definite or standardized procedure without loss of effectiveness.
STANDARD OPERATING PROCEDURE — A complete reference document or an operations manual that provides
the purpose, authorities, duration and details for the preferred method of performing a single function or a
number of interrelated functions in a uniform manner.
STATE — When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of
Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands,
and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Pub. L. 107-
296, 116 Stat. 2135 (2002).
STATUS REPORT — Information specifically related to the status of resources (e.g., the availability or assignment of
resources).
STRATEGY — The general plan or direction selected to accomplish incident objectives.
STRIKE TEAM — A set number of resources of the same kind and type that have an established minimum number of
personnel, common communications, and a leader.
SUBSTATE REGION — A grouping of jurisdictions, counties and/or localities within a state brought together for spe-
cified purposes (e.g., homeland security, education, public health), usually containing a governance structure.
SUPERVISOR — The Incident Command System title for an individual responsible for a Division or Group.
SUPPORTING AGENCY — An agency that provides support and/or resource assistance to another agency. See
Assisting Agency.
SUPPORTING TECHNOLOGY — Any technology that may be used to support the National Incident Management
System, such as orthophoto mapping, remote automatic weather stations, infrared technology or
communications.
SYSTEM — Any combination of facilities, equipment, personnel, processes, procedures and communications
integrated for a specific purpose.
TACTICS — The deployment and directing of resources on an incident to accomplish the objectives designated by
strategy.
TASK FORCE — Any combination of resources assembled to support a specific mission or operational need. All
resource elements within a Task Force must have common communications and a designated leader.
TECHNICAL SPECIALIST — Person with special skills that can be used anywhere within the Incident Command
System organization. No minimum qualifications are prescribed, as technical specialists normally perform the
same duties during an incident that they perform in their everyday jobs, and they are typically certified in their
fields or professions.
TECHNOLOGY STANDARDS — Conditions, guidelines or characteristics that may be required to facilitate the
interoperability and compatibility of major systems across jurisdictional, geographic and functional lines.
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TECHNOLOGY SUPPORT — Assistance that facilitates incident operations, and sustains the research and develop-
ment programs that underpin the long-term investment in the nation's future incident management capabilities.
TERRORISM — As defined in the Homeland Security Act of 2002, activity that involves an act that is dangerous to
human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws
of the United States or of any State or other subdivision of the United States; appears to be intended to
intimidate or coerce a civilian population, to influence the policy of a government by intimidation or coercion, or
to affect the conduct of a government by mass destruction, assassination or kidnapping.
THREAT — Natural or manmade occurrence, individual, entity or action that has or indicates the potential to harm life,
information, operations, the environment, and/or property.
TOOLS — Those instruments and capabilities that allow for the professional performance of tasks, such as
information systems, agreements, doctrine, capabilities and legislative authorities.
TRIBAL — Referring to any Indian tribe, band, nation, or other organized group or community, including any Alaskan
Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 Stat. 688)
[43 U.S.C.A. and 1601 et seq.], that is recognized as eligible for the special programs and services provided by
the United States to Indians because of their status as Indians.
TYPE — An Incident Command System resource classification that refers to capability. Type 1 is generally
considered to be more capable than Types 2, 3 or 4, respectively, because of size, power, capacity, or (in the
case of Incident Management Teams) experience and qualifications.
UNIFIED APPROACH — The integration of resource management, communications and information management,
and command and management in order to form an effective system.
UNIFIED AREA COMMAND — Version of command established when incidents under an Area Command are
multijurisdictional. See Area Command.
UNIFIED COMMAND (UC) —An Incident Command System application used when more than one agency has
incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the
designated members of the UC, often the senior persons from agencies and/or disciplines participating in the
UC, to establish a common set of objectives and strategies and a single -Incident Action Plan.
UNIT — The organizational element with functional responsibility for a specific incident planning, logistics, or
finance/administration activity.
UNIT LEADER — The individual in charge of managing Units within an Incident Command System (ICS) functional
Section. The Unit can be staffed by a number of support personnel providing a wide range of services. Some
of the support positions are pre -established within ICS (e.g., Base/Camp Manager), but many others will be
assigned as technical specialists.
UNITY OF COMMAND — An Incident Command System principle stating that each individual involved in incident
operations will be assigned to only one supervisor.
VITAL RECORDS — The essential agency records that are needed to meet operational responsibilities under national
security emergencies or other emergency or disaster conditions (emergency operating records), or to protect
the legal and financial rights of the government and those affected by government activities (legal and financial
rights records).
VOLUNTEER — For purposes of the National Incident Management System, any individual accepted to perform
services by the lead agency (which has authority to accept volunteer services), when the individual performs
services without promise, expectation or receipt of compensation for services performed. See 16 U.S.C.
742f(c) and 29 CFR 553.10.
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TUKWILA, WASHINGTON CEMP
APPENDIX 1: DEFINITIONS
VOLUNTEER, AFFILIATED — Volunteers who are somehow affiliated with the City of Tukwila, and who have some
degree of emergency training prior to the emergency. They may or may not be credentialed volunteers.
VOLUNTEER, CREDENTIALED — A volunteer recognized by the City, who has completed the City's volunteer
registration form, and who has passed the Washington State Patrol background check. Once the form and
background check is complete, the volunteers' name will be added to the City's volunteer roster. Credentialed
volunteers may or may not be affiliated volunteers.
VOLUNTEER, SPONTANEOUS — Volunteers who are not credentialed or affiliated with Tukwila. These volunteers
may or may not have an affiliation with other response agencies, or any emergency response training. Most
volunteers in this category come to volunteer out of compassion and a genuine desire to help. Spontaneous
volunteers can also be referred to as non-affiliated volunteers, but will be referred to as spontaneous
volunteers in this annex.
October 2013
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Page APP1-14
TUKWILA, WASHINGTON Appendix
A .
0 COMPREHENSIVE EMERGENCY MANAGEMENT PLAN ACRONYMS
A
AMC
AMS
Army Material Command (U.S. Army)
Aerial Measuring System (DOE)
ARAC
Atmospheric Release Advisory Capability (DOE)
ARC
American Red Cross
ARES
Amateur Radio Emergency Services
ARG
Accident Response Group (DOE)
ARRF
Aircraft Rescue Fire Fighting
ARRL
Amateur Radio Relay League
ATC
ATSDR
Applied Technology Council
Agency for Toxic Substance and Disease Registry (HHS)
AWC
Association of Washington Cities
B
BCRT
Regional Drug Task Force Biological/Chemical Response Team
BDRP
Biological Defense Research Program (U.S. Navy)
BERT
Public Health Bioterrorism Emergency Response Team
BLEVE
Boiling Liquid Expanding Vapor Explosion
BLS
Basic Life Support
BMP
Best Management Practices
`+
CAO
County Administrative Officer
C/B-RRT
Chemical Biological Rapid Response Team (U.S. Army)
CBDCOM
Chemical Biological Defense Command (U.S. Army)
CBIRF
Chemical Biological Incident Response Force (U.S. Marine Corps)
CBRED
Chemical, Biological, Radiological, Environmental Defense Response Teams (U.S. Navy)
CBO
Community Based Organization
CBRNE
CCA
Chemical Biological Radiological Nuclear Explosive
Comprehensive Cooperative Agreement
CD
Civil Defense
CDC
Center for Disease Control and Prevention (HHS)
CDRG
Catastrophic Disaster Response Group
CEM
Certified Emergency Manager
CEMP
Comprehensive Emergency Management Plan
CERCLA
Comprehensive Emergency Response, Compensation and Liability Act of 1980
CG
Phosgene (a choking agent)
CGIC
Coast Guard Incident Commander
CHEMTREC
Chemical Transportation Emergency Center
CIA
Central Intelligence Agency
CIP
Critical Infrastructure Protection
CIRG
Critical Incident Response Group (FBI)
CISD
Critical Incident Stress Debriefing
CISM
Critical Incident Stress Management
CK
Cyanogen Chloride (a blood agent)
October
2013
Comprehensive Emergency Management Plan Page APP2-1
TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
COAD
Community Organizations Active in Disasters
COG
COMMO
Continuity of Government
Communications
CPODs
Community Points of Distribution
CSD
Civil Support Detachment
CSEPP
Chemical Stockpile Emergency Preparedness Program
CST
Civilian Support Team
CX
Phosgene Oxime (a blister agent)
D DAC
Disaster Application Center
DAP
Disaster Assistance Program
DASC
Disaster Assistance Service Center
DCHS
Department of Community and Human Services
DDES
Department of Development and Environmental Services
DECON
Decontamination
DEM
Department of Emergency Management (local)
DES
Department of Emergency Services (local)
DEST
Domestic Emergency Support Team
DFO
Disaster Field Office
DFW
Department of Fish and Wildlife
DHS
Department of Homeland Security
DMAT
Disaster Medical Assistance Team
DMORT
Disaster Mortuary Team
DNRP
Department of Natural Resources and Parks
DOC
Department Operations Center
DOD
Department of Defense
DOE
Federal Department of Energy
DOH
Department of Health
DOT
Department of Transportation
DRC
Disaster Recovery Center
DIRT
Disaster Recovery Team
DSRs
Damage Survey Reports
DWI
Disaster Welfare Information
E EAS
Emergency Alert System
ECC
King County Emergency Coordination Center
EHS
Extremely Hazardous Substances
EMD
Emergency Management Division
EMI
Emergency Management Institute
EMP
Emergency Management Plan
EMPG
Emergency Management Performance Grant
EMS
Emergency Medical Service
EMWIN
Emergency Management Weather Information Network
EOC
Emergency Operation Center
October 2013
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TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
EOD
Explosive Ordnance Disposal
EPA
ERAMS
Federal Environmental Protection Agency
Environmental Radiation Ambient Monitoring System (EPA)
ERG
North American Emergency Guidebook
ERP
Emergency Response Plan
ERT
Evidence Response Team (FBI)
ERT
Environmental Response Team (EPA)
ERT
Evidence Response Team
ESA
Endangered Species Act
ESF
EST
Emergency Support Function
Emergency Support Team
F
FADD
Foreign Animal Disease Diagnostician
FBI
Federal Bureau of Investigation
FBOD
Finance & Business Operations Division
FCO
Federal Coordinating Officer
FDA
Federal Drug Administration (HHS)
FEMA
Federal Emergency Management Agency
FREP
Federal Radiological Emergency Response Plan
FRMAC
Federal Radiological Monitoring and Assessment Center (DOE)
FTE
Full -Time Employee
FWC
Flood Warning Center
G
GA
Tabun (a nerve agent)
GB
Sarin (a nerve agent)
GD
Soman (a nerve agent)
GIS
Geographic Information System
H
H
Impure Sulfur Mustard (a blister agent)
HAZMAT
Hazardous Materials
HAZWOPER
Hazardous Waste Operations and Emergency Response
HD
Distilled Sulfur Mustard (a blister agent)
HHS
Department of Health and Human Services
HIVA
Hazard Identification and Vulnerability Assessment
HMC
Harborview Medical Center
HMRU
Hazardous Materials Response Unit (FBI)
HN
Nitrogen Mustard (a blister agent)
HR
Human Resources
HSEEP
Homeland Security Exercise Evaluation Program
HSPD
Homeland Security Presidential Directive
HVA
Hazard Vulnerability Analysis
'
IC
Incident Commander
ICS
Incident Command System
IDLH
Immediately Dangerous to Life and Health
IIT
Incident Investigation Team (Nuclear Regulatory Commission)
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TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
IMS
Incident Management System
IRT
Immediate Response Technicians
ITS
Information and Telecommunications Services
J
JFO
Joint Field Office
JIM
Joint Information Center
JIS
Joint Information System
JIM
Joint Operations Center (FBI Regional Command Post)
K
KC
King County
KCC
King County Code
KCDOT
King County Department of Transportation
KCECC
King County Emergency Coordination Center
KCEMP
King County Emergency Management Plan
KCEMS
King County Emergency Medical Services
KCIA
King County International Airport
KCLEPC
King County Local Emergency Planning Committee
KCMEO
King County Medical Examiner
KCOEM
King County Office of Emergency Management
KCSAR
King County Search and Rescue
KCSO
King County Sheriff's Office
KCTV
Civic Television
L
L
Lewisite (a blister agent)
L&I
Washington State Department of Labor & Industries
LEPC
Local Emergency Planning Committee
LETPP
LFA
Law Enforcement Terrorism Prevention Program
Lead Federal Agency
LGR
Local Government Response
LHO
Local Health Officer
LSA
Logistics Staging Areas
M
MAC
Multi Agency Coordination Group
MACS
Multi Agency Coordination System
MARSEC
Maritime Security Levels
MCBAT
Medical Chemical and Biological Advisory Teams (U.S. Army)
MCI
Mass Casualty Incident
MEDCOM
Army Medical Command (U.S. Army)
MEPG
Multi -Disciplinary Equipment Planning Group
MIPT
Memorial Institute for the Prevention of Terrorism
MMRS
Metropolitan Medical Response Team
MMST
Metropolitan Medical Strike Team
MOA
MOU
Memorandums of Agreement
Memorandum Of Understanding
MSDS
Material Safety Data Sheet
MSO
Marine Safety Office of the US Coast Guard
October 2013 Comprehensive Emergency Management Plan Page APP2-4
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TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
N
NBC
Nuclear, Biological, Chemical
NCP
National Oil and Hazardous Substances Pollution Contingency Plan
NDMS
National Disaster Medical System
NEPMU
Navy Environmental and Preventive Medicine Units (U.S. Navy)
NEST
Nuclear Emergency Search Team (DOE)
NFPA
National Fire Protection Association
NGO
Non -Govern mental Organizations
NIIMS
National Interagency Incident Management System
NIMS
National Incident Management System
NMRI
Naval Medical Research Institute (U.S. Navy)
NMRT
National NBC Medical Response Team (HHS)
NOI
Notice of Interest
NPED
National Pollution Discharge Elimination System
NRC
Nuclear Regulatory Commission
NRP
National Response Plan
NRF
National Response Framework
NRT
National Response Team
NSC
National Security Council
O
OEM
Office of Emergency Management (King County)
OIRM
Office of Information Resource Management
OSC
On -Scene Coordinator
OSHA
Occupational Safety and Health Administration
P
P&A
Planning and Administration
PAR
Protective Action Recommendations
PDA
Preliminary Damage Assessment
PDD
Presidential Decision Directive
PES
Public Education Subcommittee
PFA
Primary Federal Agency
PHEOC
Public Health Emergency Operation Center
PHSKC
Public Health —Seattle & King County
PIO
Public Information Officer
PNP
Private Non -Profit
POS
Port of Seattle
PPE
Personal Protective Equipment
PSAP
Public Safety Answering Points
PSCAA
Puget Sound Clean Air Agency
PWS
Project Work Sheet
R
RAP
Radiological Assistance Program (DOE)
RCC
Recovery Coordination Center
RCECC
Regional Communications and Emergency Coordination Center
RCRA
Resource Conservation and Recovery Act
RCW
Revised Code of Washington
October 2013 Comprehensive Emergency Management Plan Page APP2-5
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TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
RDCF
Regional Disaster Coordination Framework
REAC/TS
RERT
Radiation Emergency Assistance Center/Training Site (DOE)
Radiological Emergency Response Team (EPA)
RHMTF
Regional Hazard Mitigation Plan Task Force
RHSS
Regional Homeland Security Subcommittee
RIA
ROC
Rapid Impact Assessment
Regional Operations Center
RP
Responsible Party
RPIN
Regional Public Information Network
RPTF
Regional Disaster Planning Task Force
RRIS
Rapid Response Information System (FEMA)
RRT
Regional Response Team
RTF
Response Task Force (DOD)
S
SA
Salvation Army
SAR
Supplied Air Respirator
SAR
Search and Rescue
SARA
Superfund Amendments and Reauthorization Act
SBA
Small Business Administration
SCBA
Self -Contained Breathing Apparatus
SDO
Staff Duty Officer
SEB
Staphylococcus Enterotoxin B (a toxin)
SEGO
State Emergency Operations Officer
SERC
State Emergency Response Commission
SIOC
Strategic Information Operations Center
SLA
Service Level Agreement
SMHSA
Substance Abuse & Mental Health Services Administration (HHS)
SOP
Standard Operating Procedure
SR
State Route
STATE DOE
Washington State Department of Ecology
SWD
Solid Waste Division
SWMC
Southwest Washington Medical Center
SWWHD
Southwest Washington Health District
T
T&E
Training and Exercise
TDSRS
Temporary Debris Staging and Reduction Sites
TEU
Technical Escort Unit (U.S. Army)
TIA
Terrorism Incident Annex
TSA
Transportation Security Agency
V
UC
Unified Command
USACE
United States Army Corps of Engineer
USCG
U.S. Coast Guard
USRT
Urban Search and Rescue Team (FEMA)
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TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
V VEE
VRC
Venezuelan Equine Encephalitis (a viral agent)
Volunteer Reception Center
VX
A nerve agent
W WAC
Washington Administrative Code
WAEMD
Washington State Emergency Management Division
WARM
Washington Animal Response Management
WASART
Washington State Animal Response Team
WAVOAD
Washington Voluntary Organizations Active in Disasters
WCST
Washington State Civil Support Team
WDFW
Washington State Department of Fisheries & Wildlife
WDOE
Washington State Department of Ecology
WDOH
Washington State Department of Health
WEMD
Washington State Emergency Management Division
WLRD
Water and Land Resources Division
WMD
Weapons of Mass Destruction
WSDA
Washington State Department of Agriculture
WSDOT
Washington State Department of Transportation
WSP
Washington State Patrol
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TUKWILA, WASHINGTON CEMP
APPENDIX 2: ACRONYMS
October 2013 Comprehensive Emergency Management Plan Page APP2-8
KE
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
This appendix is a compilation of references used in the completion of this version of the
City of Tukwila Comprehensive Emergency Management Plan. References include Federal, State,
and local codes and regulations, as well as texts, plans, and City department operating standards.
UNITED STATES GOVERNING STATUTES AND REFERENCES
Public Law 93-288, The Disaster Relief Act of 1974, as amended by Public Law 100-707,
the Robert T. Stafford Disaster Relief and Emergency Assistance Act
Public Law 96-342, Improved Civil Defense Act of 1980
Public Law 99-499, the Community Right to Know Act, SARA Title III
(Superfund Amendments and Reauthorization Act of 1986
Public Law 920, Federal Civil Defense Act of 1950, as amended
29 CFR, 33 CFR, 40 CFR, 49 CFR as relate to Hazardous Materials
Title III, Superfund Amendments and Re -authorization Act of 1986
(changed to Emergency Planning, Community Right to Know Act)
Title 47 USC 151, 154, 303,524,606 as related to FCC Rules and Regulations, Emergency Alert System
42 USC 264 Public Health and Welfare
11 CFR Part 11 as related to FCC Rules and Regulations, Emergency Alert System
29 CFR Part 1910.120
40 CFR Part 300; 355; 370
44 CFR Part 302.2(p)
Presidential Decision Directive 39 (PDD-39), U.S. Policy on Counterterrorism
National Response Framework
National Response Plan
National Recovery Framework
The Federal Response Plan, For Public Law 93-288, April 1992
National Emergency Management Assistance Compact
Department of Homeland Security Act of 2002 by President George W. Bush, June 2002
US Government Interagency Domestic Terrorism Concept of Operations Plan
U.S. Coast Guard Maritime Strategy for Homeland Security, Coast Guard Publication 3-01,
December 2002
Thirteenth Coast Guard District Contingency Operation Plan 9830-00 (OPLAN 9830-00)
Homeland Security Presidential Directives (HSPD) #5- Management of Domestic Incidents (NIMS)
Homeland Security Act of 2002
US Government Interagency Domestic Terrorism Concept of Operations Plan
US Code: Title 42, Chapter 116 Section 11003 a-g
Pets Evacuation and Transportation Standards (PETS) Act of 2006 (HR 3858)
October 2013 Comprehensive Emergency Management Plan Page APP3-1
i•
TUKWILA, WASHINGTON CEMP APPENDIX 3: AUTHORITIES & REFERENCES
FEMA Disaster Assistance Policy 9523.19-Eligible Costs Related to Pet Evacuation And Sheltering,
October 24, 2007.
FEMA, Guide for All -Hazard Emergency Operations Planning (SLG-101)
Emergency Planning & Community Right -To -Know Act Sections 301-303
Code of Federal Regulations Title 44, Part 205 and 205.16.
Public Law 920, Federal Civil Defense Act of 1950, as amended.
Public Law 100-707, Robert T. Stafford Disaster Relief and Emergency Assistance Act.
Public Law 93-288, Disaster Relief Act of 1974, as amended.
Public Law 96-342, Improved Civil Defense 1980.
Public Law 99-499, Superfund Amendments and Reauthorization Act (SARA) of 1986, Title III,
Emergency Planning Community Right -to -Know Act (EPCRA).
Public Law 105-19, Volunteer Protection Act of 1997.
Homeland Security Act of 2002.
Homeland Security Presidential Directive/HSPD-5.
Homeland Security Presidential Directive/HSPD-8.
National Response Plan of 2004, with Notice of Change amendments from 2006.
Pets Evacuation and Transportation Standards Act of 2006.
Americans with Disabilities Act (ADA).
Pets Evacuation and Transportation Standards Act of 2006
Title 47 U.S.C. 151, 154 (i) & (o), 303 ®, 524 (g) & 606; and 47 C.F.R. Part 11, FCC Rules & Regulations,
Emergency Alert System
FEMA Emergency Management Institute
Homeland Security Exercise & Evaluation Program (HSEEP)
Department of Homeland Security (DHS) Course List
WASHINGTON STATE GOVERNING STATUTES AND REFERENCES
Intrastate Mutual Aid System Substitute House Bill 1585
Revised Code of Washington (RCW) 4.24.480
Revised Code of Washington (RCW) 90.48
Revised Code of Washington (RCW) 90.56
Revised Code of Washington (RCW) 24.310
Revised Code of Washington (RCW) 49.70
Revised Code of Washington (RCW) 69.50.511
Revised Code of Washington (RCW) 18.39
Revised Code of Washington (RCW) 18.71
Revised Code of Washington (RCW) 18.73
Revised Code of Washington (RCW) 36.39
Revised Code of Washington (RCW) 36.40
October 2013 Comprehensive Emergency Management Plan Page APP3-2
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TUKWILA, WASHINGTON CEMP APPENDIX 3: AUTHORITIES & REFERENCES
Revised Code of Washington (RCW) 38.52, Emergency Management
Revised Code of Washington (RCW) 39.34
Revised Code of Washington (RCW) 43.20
Revised Code of Washington (RCW) 68.08
Revised Code of Washington (RCW) 47.68
Revised Code of Washington (RCW) 68.50
Revised Code of Washington (RCW) 68.52
Revised Code of Washington (RCW) 70.02
Revised Code of Washington (RCW) 70.05
Revised Code of Washington (RCW) 70.102, Hazardous Substances Incidents
Revised Code of Washington (RCW) 70.136, Hazardous Materials Incidents
Revised Code of Washington (RCW) 70.168
Revised Code of Washington (RCW) 70.58
Revised Code of Washington (RCW) 4.24.314, Hazardous Materials - Responsible Party
Washington State Administrative Code 118.30 Emergency Management
Washington State Administrative Code 118.40 Community Right to Know Act
Washington State Administrative Code 118.04 Emergency Worker Program
Washington State Administrative Code 246-100 Communicable Diseases
Washington State Administrative Code 246-500 Handling of Human Remains
Washington State Administrative Code 296-62-3112
Washington State Administrative Code 296-824
Washington State Administrative Code 173.180D
Washington State Administrative Code 173.181
Washington State Administrative Code 173.303
Washington State Administrative Code 308-48 Funeral Directors and Embalmers
Washington State Administrative Code 468.200.
Not Subject to Public Disclosure Act RCW 42.17.310(1)(ww), RCW 42.17.250 et seq.
Washington State Emergency Management Division revised Sandbag Bulk Distribution/
Storage & Emergency Usage Policy
Washington Hazard Identification and Vulnerability Assessment (HIVA), April, 2001, (exempt from disclosure
under RCW 42.17.310(1)(ww) of the Public Disclosure Act, RCW 42.56.420 et seq.)
Omnibus Intercounty Mutual Aid agreement
Chapter 38.08, RCW, Powers and Duties of Governor.
Chapter 38.12, RCW, Militia Officers.
Chapter 38.54, RCW, Fire Mobilization.
Chapter 35.33.081 and 35.33.101, RCW, as amended.
Chapter 34.05, RCW, Administrative Procedures Act.
Chapter 43.06, RCW, Governor's Emergency Powers.
October 2013 Comprehensive Emergency Management Plan Page APP3-3
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TUKWILA, WASHINGTON CEMP APPENDIX 3: AUTHORITIES & REFERENCES
Chapter 43.105, RCW, Washington State Information Services Board (ISB).
Title 118, WAC, Military Department, Emergency Management.
KING COUNTY GOVERNING STATUTES AND REFERENCES
Basic Responsibilities of King County Departments
Chapter Disaster Response Plan for American Red Cross Serving King & Kitsap Counties
King County Code 1.28
King County Code 2.26
King County Code 2.56, Emergency Management
King County Code 12.52, Emergency Powers
The King County Charter, and County Code 1.28
The King County Charter, and County Code, 2.16
King County Code 4.16
King County Ordinance 12163, Emergency Management Procedures including
Emergency Purchases Authorization, Contract Waivers, Emergency Powers, Continuity of Government
King County Code 10.80, Seattle/King County Health Department
King County Board of Health Title 10, Solid Waste Regulation, Chapter 10.80
King County Comprehensive Emergency Management Plan.
King County Fire Resource Plan
K.C.C. Title 17.04
K.C. Department of Public Safety, Air Support and Marine Unit Standard Operating Procedures (SOP)
South Puget Sound Regional Fire Defense Plan
Regional Hazard Mitigation Plan and Hazard Identification Vulnerability Analysis (HIVA) for King County,
March, 2006 (exempt from disclosure under RCW 42.17.310(1)(ww) of the Public Disclosure Act,
RCW 42.17.250 et seq.)
Region 6 (King County) Regional Hospital Plan -Preparedness & Response for Bio-Terrorism Plan
Regional Disaster Coordination Framework - Omnibus Legal and Financial Agreement
King County Motion 12645 - Protocol for Responding to Reports of Naturally -Occurring Large Wood in
Navigable Rivers and Streams, Appendix D
PLAN REFERENCES
Central Region EMS and Trauma Council Communication Plan
King County Multiple Casualty Incident Response Plan
Washington State Comprehensive Emergency Management Plan
Washington State Comprehensive Emergency Management Plan, Annex A, Terrorism
(Not subject to public disclosure)
Washington State Fire Mobilization Plan
Integrated Fixed Facility Radiological And Chemical Protection Plan
King County Local Emergency Planning Committee (LEPC) Hazardous Materials Emergency Resource Plan,
King County LEPC, 2008
October 2013 Comprehensive Emergency Management Plan Page APP34
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TUKWILA, WASHINGTON CEMP APPENDIX 3: AUTHORITIES & REFERENCES
Americans with Disabilities Act
American Red Cross Regulations 3000, 3030
American Red Cross of King-Kitsap County Weapons Mass Destruction/Terrorism Annex to
Chapter Disaster Response Plan
Seattle -King County Mass Casualty Incident Plan (MCI)
Regional Hazard Mitigation Plan for King County
Homeland Security Act of 2002, Public Act 107-296
Homeland Security Presidential Directives (HSPD)
Presidential Decision Directive (PDD)- 39 U.S. Policy on Counterterrorism
PDD-62 Protection Against Unconventional Threats to Homeland and Americans Overseas
Public Law 920, Federal Civil Defense Act of 1950, as amended
Public Law 96-342, Improved Civil Defense 1980 Public Law 99-499 (Superfund Amendments and
Reauthorization Act of 1986)
Title 18, USC, Section 2332a, Weapons of Mass Destruction http://uscode.house.gov/
Title 18, USC, Sections 175-178, Biological Weapons Anti -Terrorism Act (BWAT) http://uscode.house.gov/
H.R. 5005, The Homeland Security Act of 2002
US Government Interagency Domestic Terrorism Concept of Operations Plan
Integrated Fixed Facility Radiological And Chemical Protection Plan
American Red Cross of King-Kitsap County Weapons Mass Destruction/Terrorism Annex to
Chapter Disaster Response Plan
National Incident Management System
Public Health Emergency Operations Plan
Alternative Care Facilities Plan (medical sheltering)
King County Medical Examiner Mass Fatality Management Plan
Strategic National Stockpile Activation Plan
Pandemic Influenza Response Plan
Bioterrorism Surveillance and Epidemiology Response Plan
Isolation and Quarantine Response Plan
King County Regional Medical Evacuation and Patient Tracking Mutual Aid Plan
Environmental Health Emergency Response Plan
CITY OF TUKWILA
Tukwila Municipal Code, Chapter 2.57
Tukwila Emergency Management Ordinance No. 2337
City Department Operating Plans and Procedures
City Hazard Mitigation Plan
City Department COOP/COG Plans
City Recovery Plan
City of Tukwila Flood Recovery Plan
October 2013 Comprehensive Emergency Management Plan Page APP3-5
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TUKWILA, WASHINGTON CEMP
APPENDIX 3: AUTHORITIES & REFERENCES
City of Tukwila Volunteer Manual
City of Tukwila Volunteer Policy
October 2013
294
Comprehensive Emergency Management Plan
Page APP3-6
TUKWILA, WASHINGTON
' COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Emergency Management Division
SUPPORT AGENCIES
All City Departments
A. PURPOSE
I — INTRODUCTION
The purpose of this appendix is to outline the emergency management training and exercise responsibilities of
all City departments. Through training and exercise the City of Tukwila Emergency Operation Center (Tukwila
EOC) improves operational readiness by increasing knowledge, skills, and coordination of response efforts.
B. SCOPE
All Emergency Support Functions (ESFs) identified in the CEMP will be subject to tests, trainings, and
exercises established under this annex. In addition, municipal, State, Federal, volunteers, and private
sector organizations will be included periodically inasmuch as they are available to augment local
capabilities in actual emergency situations.
2. Exercising is the principle methods of validating the City's capability to implement its emergency
management plan and perform to the functional standards set by the Federal Emergency Management
Agency (FEMA).
C. PLANNING ASSUMPTIONS
Training and exercise functions are ongoing and independent of the threat or onset of an emergency.
2. Any full-time City employee is understood to be an "Emergency Worker", as defined in TMC 2.57.020.
3. As outlined in the City Administrative Manual "Emergency Management and Disaster Planning" policy,
City employees will be given the opportunity to receive training pursuant to the responsibilities given
them through the City's CEMP.
4. To be consistent with the training standards identified in the NIMS Training Program, all full-time City
employees shall complete NIMS ICS 100 (or equivalent, as offered for their discipline) and Independent
Study (IS) 700.
5. Training and exercising are preparedness activates and should be designed to validate and enhance the
City's response and recovery abilities. Training and exercises are necessary to maintain the ability to
operate efficiently and effectively.
October 2013 Comprehensive Emergency Management Plan Page APP4-1
295
TUKWILA, WASHINGTON CEMP APPENDIX 4: TRAINING & EXERCISES
II - CONCEPT OF OPERATIONS
1. The exercises and training course offerings sponsored by the City will be based on current needs and
part of a systemic effort to further the emergency readiness of the City, the public, and organizations
based in Tukwila and King County.
2. Exercises and trainings will be evaluated and reviewed annually for effectiveness.
3. Exercises will be conducted utilizing the Homeland Security Exercise Evaluation Program (HSEEP).
4. Training courses will be evaluated to identify areas of improvement and future training needs. The
Department of Homeland Security (DHS) catalog of training courses will be the primary source of
courses.
5. During non -activation times, a person or organization seeking training may call the Tukwila Emergency
Management Division to seek information about available trainings or training resources. The Tukwila
Emergency Management Division will provide training programs when expertise and resources are
available, or refer the request to appropriate resource.
6. External sources of training include but are not limited to:
King County Office of Emergency Management.
b. FEMA's Emergency Management Institute.
Washington State Emergency Management Division.
The American Red Cross.
e. Private Consultants.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Emergency Management Division shall:
1. Serve as the focal point for exercises that test the CEMP.
2. Develop and coordinate an exercise program that involves direction of at least one functional or full-scale
exercise involving all City departments at least annually.
3. Facilitate the training necessary to orient all City departments to the CEMP and EOC.
4. Provide training to all City departments, public and/or private organizations, and individuals as resources
are available.
5. Coordinate the acquisition and distribution of emergency training course materials.
6. Assist all City departments in preparing and conducting training and exercises.
7. Provide an after action report with recommendations for improvements for all exercises the City
participates in.
October 2013
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Comprehensive Emergency Management Plan
Page APP4-2
TUKWILA, WASHINGTON CEMP APPENDIX 4: TRAINING & EXERCISES
B. SUPPORT AGENCIES
Each City department shall:
1. Ensure that EOC representatives attend EOC training as requested.
2. Participate in facilitated exercises with policy and operational response and recovery issues.
3. Evaluate all exercises and revise Department plans and procedures based on the areas for improvement
discovered through the exercise.
IV — RESOURCE REQUIREMENTS
Requirements will be course and exercise specific, however staff support applies to all efforts. Additional
resources may include, funding, logistics, planning and documentation.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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TUKWILA, WASHINGTON CEMP
APPENDIX 4: TRAINING & EXERCISES
October 2013
Comprehensive Emergency Management Plan
Page APP4-4
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
RECIPIENTS OF THE CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
MAY 2011 VERSION:
City of Tukwila Mayor's Office
City of Tukwila Department and Division Directors
City of Tukwila City Council
King County Office of Emergency Management
Public Health —Seattle & King County
Regional Animal Services of King County
Washington Emergency Management Division
American Red Cross
This plan is also posted at the City of Tukwila website:
http.11www. Tukwila WA. _gov
October 2013 Comprehensive Emergency Management Plan Page APP5-1
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TUKWILA, WASHINGTON CEMP
APPENDIX 5: DISTRIBUTION LIST
October 2013
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Comprehensive Emergency Management Plan
Page APP5-2
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SITE / ADDRESS
LOCATION / SIZE
FACILITIES
Bicentennial Park
SE side of City
parking, electricity access, picnic tables, log cabin,
6000 Christensen Road
1 acre
walking path, BBQ
Cascade View Community Park
West side of City
parking, electricity access, picnic tables, play equipment,
37th Ave S / S 142nd St
2 acres
walking path, BBQ
Codiga Farm Park
Undeveloped
12535 - 50th Place S
3.0 acres
Crestview Park
West side of City
parking lot, temporary restrooms, electricity access,
16200 - 42nd Ave S
4.5 acres
picnic tables, picnic shelter, play equipment, BBQ
Crystal Springs Park
West side of City
parking, restrooms, electricity access, picnic tables,
15832 - 51st Ave S
11 Acres
picnic shelter, play equipment, basketball, tennis court,
BBQ grills
Duwamish Park
Central area of
Small parking lot, temporary bathrooms, picnic tables,
11646 - 42nd Ave S
City
picnic shelter, play equipment, baseball field, basketball
3 acres
court
Duwamish Riverbend Hill
Undeveloped
3800 S 115th St.
9.7 acres
Fort Dent Park
East side of City
parking, restrooms, picnic tables, play equipment,
6800 Fort Dent Way
54 acres
baseball field, soccer field, basketball court.
(Private partner Starfire Sports owns/operates large
indoor soccer field facility).
Foster Golf Course / Club House
NE side of City
1 parking lot, restrooms, banquet facilities, restaurant,
13500 Interurban Ave
60 acres
lounge, 18 hole golf course
Hazelnut Park
NE side of City
Parking, picnic tables, play equipment, BBQ grills
14475 - 59th Ave S
0.7 acres
Joseph Foster Memorial Park
NE side of City
parking, restrooms, electricity access, picnic tables,
13919 - 53rd Ave S
7 acres
picnic shelter, play equipment, baseball field, soccer
field, tennis courts, BBQ grills
Macadam Winter Garden Park
Benches
S 144th / Macadam Road
10 acres
Riverton Park
NW area of City
Parking lot, temporary bathrooms, picnic tables, picnic
4101 South 131st Street
4.8 acres
shelter, play equipment, BBQ grills, community gardens
Tukwila Park
West side of City
Parking, restrooms, electricity access, picnic tables, play
15460 - 65th Ave S
6.5 acres
equipment, tennis courts, basketball court, greenbelt
access, BBQ grills
Tukwila Pond Park
SE side of City
Parking, restrooms, picnic tables, BBQ grills,
299 Strander Boulevard
24.7 acres
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TUKWILA, WASHINGTON CEMP
APPENDIX 6: POTENTIAL STAGING AREAS
October 2013
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Comprehensive Emergency Management Plan
Page APP6-2
TUKWILA. WASHINGTON
%Uzoo COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
Office of the Mayor
Tukwila, Washington
PROCLAMATION
WHEREAS, Tukwila's Municipal Code Chapter 2.57.030(1) empowers the Mayor to
proclaim the existence or threatened existence of a local emergency when the City of
Tukwila is affected or likely to be affected by a public calamity; and
WHEREAS, the Mayor has been requested by Tukwila's Director of Emergency
Management to proclaim the existence of a local emergency therein; and
WHEREAS, the Mayor does hereby find that conditions of extreme peril to the safety
of persons and property have arisen within the City, caused by
(fire, flood, storm, epidemic, riot, earthquake, terrorism, drought,
other impacts), commencing at or about (time). on
and that these conditions of extreme peril warrant and necessitate a
existence of a local emergency;
energy shortage, or
(date);
proclamation of the
NOW, THEREFORE, I, Jim Haggerton, Mayor of the City of Tukwila, do hereby
proclaim that the imminent threat of a local emergency now exists within the City; and
that during the existence of said local emergency the powers, functions and duties of
the Director of Emergency Management and the emergency organization of this City
shall be those prescribed by State law, by ordinances and by resolutions of this City, and
approved by the Mayor on , 20 . Said local emergency shall
be deemed to continue to exist until its termination is proclaimed by the Mayor of the
City of Tukwila, State of Washington.
Signed this day of
Jim Haggerton, Mayor of Tukwila
October 2013 Comprehensive Emergency Management Plan
Page APP7-1
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304
COUNCIL AGENDA SYNOPSIS
----------------------------------Initials
Meeting Date
Prepared by
Mayors review
Council review
07/13/20
AY
ITEM INFORMATION
ITEM NO.
3.G.
STAFF SPONSOR: B. LINTON & J. WITTWER
ORIGINAL AGENDA DATE: 07/13/20
AGENDA ITEM TITLE Fourth of July After Action Report
CATEGORY ® Discussion
Mtg Date 07/13/20
❑ Motion
Mtg Date
❑ Resolution
Mtg Date
❑ Ordinance
Mtg Date
❑ Bid Award
Mtg Date
❑ Public Hearing
Mtg Date
❑ Other
Mtg Date
SPONSOR ❑ Council ❑ Mayor ❑ HR ❑ DCD ❑ Finance ® Fire ❑ TS ❑ P&R ® Police ❑ P1W
SPONSOR'S 2020 Report to the Council regarding the City's response to Fourth of July activities
SUMMARY
REVIEWED BY ❑ Trans&Infrastructure ❑ CommunitySvs/Safety ❑ Finance Com ❑ Planning/Economic Dev.
❑ LTAC ❑ Arts Comm. ❑ Parks Comm. ❑ Planning Comm.
DATE: COMMITTEE CHAIR:
RECOMMENDATIONS:
SPONSOR/ADMIN. Fire Dept & Police Dept
COMMITTEE N/A
COST IMPACT / FUND SOURCE
EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED
Fund Source:
Comments:
MTG. DATE
RECORD OF COUNCIL ACTION
07/13/20
MTG. DATE
ATTACHMENTS
07/13/20
No attachments
305
306
UPCOMING MEETINGS AND EVENTS
JULY 2020
Due to COVID-19, meetings will be held electronically, with telephone access available see agenda page).
JUL 13 MONDAY
JUL 14 TUESDAY
JUL 15 WEDNESDAY
JUL 16 THURSDAY
JUL 17 FRIDAY
JUL 18 SATURDAY
➢ Community Services &
Safety Committee
5:30 PM
A
Due to staff furloughs
Electronic meeting
I PMME
resulting from the
financial impacts of
the coronavirus
➢ Finance
Hosted by Food Innovation Network
pandemic, the City
Committee
Hall campus will be
Cancelled
Wednesdays
closed to the public
(Jun 24 - Oct 14)
on Fridays through
4:00 PM-7:00 PM
the end of
➢ City Council
3:00 PM - 4:00 PM
2020. Staff will work
Committee of the
(Special hour reserved for 60+ and
remotely on Friday
Whole Meeting
others most vulnerable to
mornings and will be
7:00 PM
COVID-19)
furloughed Friday
Electronic meeting
afternoons.
Tukwila Village Plaza
14350 Tukwila International Blvd
For more information, visit
foodinnovationnetwork.org/
markets
JUL 20 MOND"
JUL 21 TUESDAY
JUL 22 WEDNESDAY
JUL 23 THURSDAY
JUL 24 FRIDAY
JUL 25 SATURDAY
➢ Transportation &
Infrastructure
Committee
➢ Arts Commission
6:00 PM
Electronic meeting
➢ Planning Commission
6:30 PM
Electronic meeting
Due to staff furloughs
resulting from the
5:30 PM
Electronic meeting
financial impacts of
the coronavirus
Aff
pandemic, the City
Tukwila International
➢ Planning & Economic
Hall campus will be
Boulevard Action
Development
closed to the public
Committee
Committee
5:30 PM
on Fridays through
the end of
Trash Pick -Up Day
Electronic meeting
Hosted by Food Innovation Network
2020. Staff will work
9:00 AM -10:00 AM
Wednesdays
remotely on Friday
For more information, call
➢ City Council
(Jun 24 - Oct 14)
momings and will be
Sharon Mann at
Regular Meeting
4:00 PM-7:00 PM
furloughed Friday
afternoons.
206-200-3616.
7:00 PM
3:00 PM - 4:00 PM
Electronic meeting
(Special hour reserved for 60+ and
others most vulnerable to
COVID-19)
Tukwila Village Plaza
14350 Tukwila International Blvd
COVID-19 FINANCIAL RESOURCES FOR WORKERS AND BUSINESSES
The City of Tukwila has compiled a range of information being developed by various agencies and governments that may be helpful to community
�lw members on the City website. Check back on this resource page frequently for updates as new information becomes available.
For more information, visit tukwilawa.gov/departments/administrative-services/covid-19-financial-resources-for-workers-and-businesses.
FREE MEALS DELIVERED TO SENIORS
If you are 60+ years of age and live in Tukwila, you can get up to 7 frozen meals a week. Halal meals are available. Staff will contact you on
Monday or Tuesday to take orders for Wednesday delivery.
Email ParksRec@TukwilaWa.gov or call 206-767-2321 and leave your name and phone number.
FREE SUMMER TU KW 1 LA TUKWILA PARKS AND RECREATION'S PARK N' PLAY mobile recreation and summer meals
d
I; PAms . RECRmiitm (youth ages 18 and under). Schedule shown below. For more information, visit
I
5 PARK N' PLAY tukwilawa.gov/departments/ parks-and-recreation/summer-2020/.
:MEAL
Jul 6 - Aug 27 11:00 AM -11:50 AM 12:1 O PM -1:00 PM
AVAILABLE HERE Community Center Crestview Park
Monday -Thursday
FOR CHILDREN AND TEENS,l Cascade View Community Park Foster Park
re Hot Lunch!
SNACKPACK MOBILE serves hot lunches to children June 22 - August 28
from pre-K-12. Monday - Friday 12:00 PM - 1:00 PM
To volunteer and help serve lunches, call 206-717-4709 or Hampton Heights Apartments Parking Lot
email at TukSnackPack@gmail.com. 5711 S 15rd St
J` July 1 - July 31 Monday - Friday Cascade View Elementary - 13601 3rd Ave S
Tukwila 10:00 AM -12:00 PM Thorndyke Elementary - 4415 S 150' St
A scr oaL oIs7RIc7 Tukwila Elementary - 5939S149"St
49 IMPACT PUBLIC SCHOOLS offer breakfast and lunch meals to Jul 13 - Aug 17 Monday - Friday
8:00 AM -10:00 AM
IMPACT
any child from 1-18 years old.
PUBLIC SCHOOLS 3438 S 148th Street
t rrr FREE FOOD DELIVERY TO HOUSEHOLDS AT HIGH -RISK FOR COVID-19
Tukwila Pantry is partnering with a food delivery service to deliver food to households through the end of June. This delivery comes at no
/! cost to you. If you live in Tukwila, Burien, SeaTac or Boulevard Park, and are at high -risk for COVID-19, a senior or have no ability to make
2
it to the Pantry for distribution. To sign up, visit tukwilapantry.org/delivery.
DRIVE THRU PICK-UP - 3118 S 140TH ST
Regular pantry hours are 10:00 AM- 2:30 PM (Tue, Thu and Sat). Tukwila Pantry is in need of shopping bags.
VOLUNTEERS - In need of volunteers Wednesday, Friday and Saturday mornings at 9 AM to prepare 500+ bags of food and clean up.
DONORS - Please donate at TukwilaPantry.org.
Still Waters SnackPack needs your donations and volunteer help!
( SnackPack is serving food on Fridays in conjunction with Tukwila School District's distribution of breakfast/lunch onsite at participating schools. Due to
the loss of 2 major in -kind donors, food expenditures have nearly doubled. Please donate to feed our Tukwila kids.
For more information, call 206-7174709 or visit tuksnackpack.com. Checks can be mailed to Still Waters, PO Box 88576, Tukwila WA 98138.
COMPLETE YOUR ONLINE SUBMISSION!
StatesThe count is mandated by the Constitution and conducted by the U.S. Census Bureau, a nonpartisan government agency. The 2020 Census counts
CUriked
ensus the population in all 50 states. There are 59languages available for online submission.
202 l Espanol rP3C(Xf$) Tieng Vi6t -f-, O{ PyttKMA Tagalog Polski Frangais Kreybl Ayisyen Portugues Elio
! Visit my202Ocensus.gov/ to take the 10 minute questionnaire. It's safe, secure, and confidential. Your information and privacy are protected. Your
response helps to direct billions of dollars in federal funds to local communities for schools, roads and other public services.
307
Tentative Agenda Schedule
MONTH
I MEETING
MEETING
MEETING
MEETING
REGU AR
C.O C.O.W.
REGU AR
C.O.W.4
July
6
13
20
27
See this week's agenda
Special Presentation
Special Issues
packet cover sheet for the
Update on 2020 Census
COVID-19 weekly update.
agenda:
COVID-19 Impact Report.
Consent Agenda
Floodplain Management
July 13, 2020
A resolution authorizing
Ordinance.
Regular Meeting
submission of an
A resolution on bank
application(s) for grant funding
de -risking.
assistance for the Gilliam
Creek Fish Barrier Removal
Project to the Salmon
Recovery Funding Board and
to the Brian Abbott Fish Barrier
Removal Board.
Lodging Tax applications:
Seattle Southside Chamber of
Commerce for Southside
Promise in the amount of
$50,000.
Seattle Southside Regional
Tourism Authority for Meetings
Marketing ($195,000 requested;
$75,000 recommended).
City of Tukwila for Experience
Tukwila Digital Development in
the amount of $88,375.
COVID-19: Affirm the City of
Tukwila Outdoor Seating and
Signage Allowance for Businesses
in Response to COVID-19, to be
effective on June 15, 2020 and will
expire on January 10, 2021 unless
otherwise terminated or extended.
Authorize the Mayor to sign an
agreement with the Seattle
Southside Chamber of Commerce
for the Southside Promise in the
amount of $50,000.
Approve a policy for outdoor
seating and signage allowance for
businesses.
Unfinished Business
COVID-19 weekly update.
A resolution adopting the Tukwila
Hazard Mitigation Plan.
Authorize the Mayor to sign a
contract with Lake Washington
Construction LLC for the Tukwila
Community Center Siding Repairs
Project Phase III, in the amount of
$116,589 (plus contingency).
MONTH
MEETING 1 —
MEETING 2 —
MEETING 3 —
MEETING 4—
REGULAR
C.O.W.
REGULAR
C.O.W.
Aug
3
10
17
24
Unfinished Business
Special Issues
Public Hearing
Special Issues
COVID-19 weekly update.
COVID-19 weekly report.
Quasi -Judicial Hearing on
COVID-19 weekly update.
Floodplain Management
COVID-19 Impact Report.
Comprehensive Plan / Zoning
COVID-19 Impact Report.
Ordinance.
School Speed Zone
Map Amendment for parcel at
An ordinance adopting
A resolution on bank
Contract in the amount of
6250 South 151It.
the 2018 International
de -risking.
$68,400 annually.
Quasi -Judicial Hearing on
Codes.
Comprehensive Plan / Zoning
Map Amendment for King
County parcel at 12677 East
Special Meeting to follow
Marginal Way South from LDR
the Committee of the
to C/LI.
Whole Meeting.
Unfinished Business
An ordinance for
Comprehensive Plan / Zoning
Map Amendment for parcel at
6250 South 151It.
An ordinance for
Comprehensive Plan / Zoning
Map Amendment for King
County parcel at 12677 East
Marginal Way South from LDR
to C/LI.
COVID-19 weekly update.
School Speed Zone Contract
in the amount of $68,400
annually.
E