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HomeMy WebLinkAboutCOW 2007-05-14 Item 4I - Update - Emergency Management Issues COUNCIL AGENDA SYNOPSIS s ITEM No. O tit k ti C+� Meeting Date Prepared by I Mayor's review 1 Council review 1 a. so= 04/23/07 1 J W-Vri 1- 1 05/07/07 1 3 lin svvv 1 Al 1 05/14/07 1 c vvvv 1 W v r ITEM INFORMATION 1CAS NUMBER: 07-051 I ORIGINAL AGENDA DATE: APRIL 23, 2007 AGENDA ITEM TITLE Emergency Management Issues CATEGORY Discussion Motion Resolution Ordinance Bid Award Public Hearing Other illtg Date 05/14/07 Mtg Date 05/21/07 Mtg Date Mtg Date Mtg Date Mtg Date Mtg Date: SPONSOR Council Mayor Adm Svcs DCD Finance Fire Legal P&R Police PW/ SPONSOR'S A status update that addresses identified emergency management deficiencies which SUMMARY includes a brief description of the deficiency, the proposed corrective action, and the cost to implement over a four -year period. Deficiencies include standby generators for City facilities, DERT trailers for First Responders and a public shelter, a full -time staff position, improved public information, a permanent EOC, and traffic signal backups. REVIEWED BY COW ivltg. CA &P Cmte F &S Cmte Transportation Cmte Utilities Cmte Arts Comm. Parks Comm. Planning Comm. DATE: 04/16/07 RECOMMENDATIONS: SPONSOR /ADMIN. Ca-ND/In-FEE Unanimous approval; forward to COW for discussion. COST IMPACT FUND SOURCE EXPENDITURE REQUIRED AMOUNT BUDGETED APPROPRIATION REQUIRED $6,209,000.00 $0.00 $0.00 Fund Source: Comments: MTG. DATE 1 RECORD OF COUNCIL ACTION 04/23/07 1 Requested a presentation at the 5/7/07 Council meeting. 1 05/07/07 Forward to 5/14/07 Committee of the Whole Meeting 1 MTG. DATE ATTACHMENTS 05/07/07 Information Memo dated 5/1/07 from Director of Emergency Management Information Memo dated 4/11/07 from Finance Director 05/14/07 Revised Information Memo dated 5/8/07 to correct figures on Pg 6 from Director of Emergency Mgmt Information Memo dated 5/9/07 from Public Works Director and Finance Director INFORMATIONAL MEMORANDUM To: Mayor Mullet From: Director of Emergency Management Date: May 8, 2007 Subject: Emergency Preparedness Are We Ready? ISSUE: Prepare a prioritized list of emergency preparedness needs. BACKGROUND: In today's world, emergencies and disasters take many forms, including natural disasters, technological and infrastructure failures, terrorist attacks, and health emergencies such as pandemic disease outbreaks. A well planned and implemented response is vital to the safety and well -being of Tukwila's citizens; an ineffective response, on the other hand, threatens our First Responder Team, our citizens and their property, and can exacerbate damages to the City and its economy. Over the past three years, the City has had to respond to a variety of events: four flooding events, typical winter storms, and a severe windstorm. Overall the City has done an excellent job in planning, responding, and recovering from these events. The City has been lucky because the events have been relatively short- termed and the First Responder Team (Police, Fire and Public Works) has been able to handle the incidents. However, the City is unprepared for a sustained, major disaster that would require full mobilization of its emergency management organization. DISCUSSION: Since the official establishment of Tukwila's Emergency Management Program in May 2003, after action reports and end -of -year program status reports have consistently identified a number of issues that should be addressed if the City is to be better prepared. What follows is a status update that addresses identified needs to include a brief description of the need, the proposed corrective action, and the cost (personnel and dollars) to implement. Corrective Actions Completed To Date 1. Designated an Emergency Management Director 2. All Hazards Emergency Management Plan has been written (Before NIMS). 3. Created an Emergency Operations Center Golf Maintenance Facility. 4. EOC Operations Manual written (Before NIMS) 5. U.S. Army Corps of Engineers has recertified Tukwila's 205 Levee System. 6. Authorized a CERT Training Position. 7. Increased the Emergency Management Budget from 50,000 to 100,000. 8. Draft Emergency Communication Plan prepared. Emergency Preparedness Are We Ready? Page 2 of 2 Existing Issues Traffic Signal Backup: The City has been installing battery backup capability at key intersections. The batteries will last approximately 2 -hours when the signals are in a full- operational mode and up to 10- hours when placed in a flashing mode. During sustained power outages, these batteries must be replaced and recharged on a regular basis. Issue: Having sufficient battery backup capability for operating traffic signals at major intersections. Corrective Action: Additional batteries and a separate charging system. Cost: $10,000 Public Shelter Capability: It is the responsibility of local government to provide emergency shelter and temporary housing for disaster victims within its own capabilities, and to request and facilitate the implementation of shelter assistance provided by private relief agencies and other state and federal programs. Emergency shelters should have the capability to address the needs of the general population and the high -risk population. Six sites within the City have been identified as potential shelter areas 5 schools and the Tukwila Community Center. Issue: Having sufficient resources to open a 100 person, City- sponsored shelter. Sixteen (16) trained personnel needed for each 8 -hour operational shift. (Does not include security personnel). Corrective Action: Purchase a self contained Disaster Emergency Response Trailer (DERT). Have a pool of trained personnel need approximately 200 trained people (City employees and volunteers) in order to get the 48 people needed for each 24 -hour period. Cost: DERT costs $100,000. Supplies must be rotated on an annual basis annual maintenance costs are approximately $10,000 $15,000. First Responder Support: It is the responsibility of the City to provide medical assistance, shelter, food, water, and commodities for emergency response personnel throughout the duration of the incident. Also, if the First Responders are to be able to concentrate on their jobs, they need to know that their families are safe Safe Home is a program that relieves that worry. Issue: Having sufficient resources to care for, shelter and feed 100 response and recovery personnel over a sustained period. Shelter operations will need ten trained people for each 8 -hour operational shift. In addition the Safe Home Program needs to be implemented. Emergency Preparedness Are We Ready? Page 3 of 3 Corrective Action: Purchase a self contained DERT for First Responders (which would be separate from the Public Shelter DERT). Implement Safe Home. Cost: DERT costs $100,000. Supplies must be rotated on an annual basis annual maintenance costs are approximately $10,000- $15,000. Improved Public Information: Successfully preparing for and responding to a disaster relies heavily upon keeping the public informed. The first responsibility in an emergency is to minimize injury to people and damage to property. The second responsibility is the general day -to -day public information as to what is being done to protect their welfare, training offered, and their responsibility in times of an emergency. Issue: Communicating with the public and keeping the public informed. Corrective Action: Electronic reader boards permanently installed at every City facility. Establish an information center. Consistent messages /updates provided to the radio stations used by the School District. Establish an employee call -in line (Done). Establish a citizen call -in line to inform the public if City facilities are open. Establish a phone bank for residents /citizens to call seeking information and to report problems. Capability to go door -to -door to deliver emergency public health messages messages must be translated into many languages. Cost: $150,000 for reader boards. Costs and staffing requirements are unknown for the other improvement suggestions. Requires a pool of personnel (employees and volunteers) to man the telephones and deliver the messages. Adeauacv of Citv Facilities: Restoring City services will depend upon City facilities being able to function during an emergency event. 1. Standby Power: Issue: City's capability to provide essential services is strained. Nine key facilities have limited or no power backup systems. Corrective Action: Install backup generators at all key City facilities. Cost: City Hall: 380,000 Fire Sta 51: 180,000 6300 Bldg: 280,000 Fire Sta 52: 145,000 TCC: 370,000 Fire Sta 53: 123,000 Minkler Shop: 255,000 Fire Sta 54: 116,000 George Long: $150,000 Emergency Preparedness Are We Ready? Page 4 of 4 Earthquake Resistance: a. City Facilities Issue: A number of key City facilities are unable to withstand an earthquake. Corrective Action: Study underway to ascertain capability and what is needed to bring key facilities up to code. Cost: TBD b. Bridges Issue: Of the 21 city owned bridges, 11 are seismically deficient and 7 should be either retrofitted or replaced. Corrective Action: Note: a prioritized list has been established. Number 1 priority is Boeing Access Rd Bridge (over UPRR BNSF railroads). Concentrate resources on retrofitting/replacing the deficient bridges. Cost: Fixing the No. 1 priority City cost estimated at 3,000,000; Federal share is 12,000,000. Full -time Staffing for Emergencv Management Program: Since 9/11 and the creation of the Department of Homeland Security, preparing for an emergency has been a top priority within the United States. The federal government has mandated that local governments create and implement long lasting emergency management programs that have the capability to meet and respond to any situation. This directive has created a tremendous workload upon City staff. 1. Staffing Issue: City does not have any full -time, dedicated emergency management staff. Corrective Action: Hire a full -time Emergency Management Coordinator Cost: Annual expense is 80,000. 2. Plan Preparation Issue: Existing plans need to be updated for NIMS compliance Comprehensive Emergency Management Plan; EOC Operations Manual. Need to perform the federally mandated Hazard Identification, Vulnerability, and Risk Assessment; and Hazard Mitigation Plan. Emergency Preparedness Are We Ready? Page 5 of 5 Corrective Action: Staff time is the limiting factor. Hire a full -time Emergency Management Coordinator that will report to the Director of Emergency Management. Cost: None. Previously identified staff position needed. Ememencv Operations Center (EOC): Coordination of emergency response and recovery operations, and development of plans and strategies should occur in a location that is large enough for the organization to come together during the incident. The City has identified over 40 individual functions /positions that will be needed. An effective, safe workspace that includes interoperable communications and telecommunications capability is just as important as clear operating procedures, staff roles, and responsibilities. 1. Permanent EOC Issue: Inadequate sized EOC located at the Golf Maintenance Shop. Cannot accommodate all of the anticipated personnel needed to manage a disaster event. Corrective Action: Build a permanent EOC behind the 6300 Building. Cost: Design and Construction 750,000. 2. EOC Communications Issue: VRM capability for the Police and Fire Departments. Corrective Action: Install two (2) VRM's in the EOC Cost: $20,000 RECOMMENDATION: The First Responder Team and the Finance Safety Committee recommend addressing the identified issues in the following prioritized /phased approach: Year 1 Estimated Cost Standby Generator for Fire Station 53 123,000 Standby Generator for Fire Station 52 145,000 Standby Generator for City Hall 380,000 First Responder Support 100,000 Standby Generator for Fire Station 54 116,000 Finance and Safety Committee recommends the following additions: Full -time Staff Position 80,000 Emergency Preparedness Are We Ready? Page 6 of 6 Improved Public Information (partial) 50.000 Total: S 994.000 Year 2 Estimated Cost Standby Generator for George Long Bldg. 150,000 Standby Generator for Community Center 370,000 *Permanent Staff Position $80,000 Standby Generator for 6300 Building 280.000 Finance and Safety Committee recommends that the Permanent Staff Position be accelerated to Year 1. Cost of permanent staff position not included in total Total: S 800.000 Year 3 Estimated Cost Standby Generator for Minkler Shop 255,000 Standby Generator for Fire Station 51 180,000 *Improved Public Information 100,000 City- Sponsored Public Shelter Capability 100,000 Permanent EOC with communications 770,000 Traffic Signal Backup 10,000 Finance and Safety Committee recommends accelerating a portion ($50,000) of the Improved Public Information initiative. *Total cost for Year 3 does not include the full cost of the improved public information initiative. Total: $1.415.000 Year 4 Estimated Cost Replace Boeing Access Rd Bridge 53.000.000 Recurrinn Annual Costs Full -time Staff Position $80,000 Replenish supplies for First Responder Support $15,000 Replenish supplies for City- Sponsored Public Shelter $15,000 INFORMATION MEMO To: Mayor Mullet City Council members tf From: Jim Morrow, Public Works Director Kevin A. Fuhrer, Finance Director Date: May 9, 2007 Subject: Emergency Management Year 1 Initiatives Following the direction received from Mayor Mullet at the May 7, 2007 regular council meeting, we have met to review and discuss in greater detail the anticipated Year 1 implementation issues from an operational and financial perspective. The standby generators, first responder support, full -time staff position and improved public information components are each discussed separately below. Standby Generators We will need to retain the services of a consultant for the design work. It is anticipated that a period of two (2) months will elapse from the point at which a Request for Proposal (RFP) is prepared to awarding a contract. The estimated cost of design for the four (4) city facilities is $125,000 and it should be noted that the costs of generator installation previously discussed did not include design costs. Upon letting the consultant contract, the design work should be reasonably completed within a 4 -month timeframe. A call for construction bids will likely be advertised in November/December 2007 with a construction contract award expected in January/February 2008. Final installation for the four (4) facilities should be completed in July /August 2008. First Responder Support The self contained Disaster Emergency Response Trailer (DERT) will likely be purchased from the same manufacturer that the American Red Cross utilizes. It is anticipated that the $100,000 DERT will be fully placed into service by year- end 2007. This may require Council approval for a sole- source purchase. Full -Time Staff Position As noted at the May 7, 2007 council meeting, budget capacity is available in the 2007 adopted budget for a .5 Full -Time Equivalent (FTE) Emergency Management Coordinator. In consultation with the Administrative Services Director, the soonest a final hiring can be completed is January 2008. Improved Public Information (Partial) As a start, electronic reader boards will be installed along with back -up generators at the three (3) fire stations. It is estimated that the $50,000 identified should be sufficient and will be included in the standby generator project in 2008. ANALYSIS The total Year 1 estimated costs identified in our May 7 review amounted to $994,000. Given the work plan discussed above, we anticipate 2007 expenditures in the order of $225,000 to $275,000. Potential funding options have been narrowed to issuing bonds, utilizing annual excess resources, or a combination thereof. Considering the type and size of expenditures anticipated in 2007, we recommend utilization of excess resources. Furthermore future implementation costs for 2008 and beyond should be allocated within the 2008 -2013 Financial Planning Model and Capital Improvement Program with funding decisions determined in conjunction with development of the 2008 Annual Budget. As a follow -up to the question of non -voted debt capacity, a total of $34,646,060 remains as of December 31, 2006. Applying the 75% policy limit, the amount is reduced to $25,984,545. In closing we look forward to further discussion of this topic on May 14, 2007.