HomeMy WebLinkAboutReg 2007-05-07 Item 6 - Update - Emergency Management Deficiencies COUNCIL AGENDA SYNOPSIS
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ITEM INFORMATION
CAS 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
Mtg Date 04/23/07 Mfg Date 05/07/07 Mtg Date Mtg Date Mtg Date Mtg Date Mtg Date:
SPONSOR Council Mayor Adm Svcs DCD Finance Fire Legal P&R Police PI,
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 Mtg. CA &P Cmte F &S Crate Transportation Cmte
Utilities Cmte Arts Comm. Parks Comm. Planning Comm.
DATE: 04/16/07
RECOMMENDATIONS:
SPONSOR /ADMIN.
CorrrrEE 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:
I MTG. DATE RECORD OF COUNCIL ACTION
1 04/23/07 Requested a presentation at the 5/7/07 Council meeting.
05/07/07
I MTG. DATE ATTACHMENTS
04/23/07 Information Memo dated April 17, 2007 (revised after 4/16/07 F&S meeting)
Finance Information Memo dated April 11, 2007
Finance Safety Committee Meeting Minutes from April 16, 2007
05107/07 Information Memo dated May 1, 2007 from Director of Emergency Management
Information Memo dated April 11, 2007 from Finance Director 11 I
INFORMATIONAL MEMORANDUM
To: Mayor Mullet
From: Director of Emergency Management
Date: May 1, 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.
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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 Resnonder Sunnort:
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.
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Emergency Preparedness Are We Ready? Page 3 of 3
Corrective Action: Purchase a self- contRined 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 -$1 5,000.
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 City 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
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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: 'I'BD
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 Staffine for Emergency Manaeement Proeram:
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
I. 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.
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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.
Emergency 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
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Emergency Preparedness Are We Ready? Page 6 of 6
Improved Public Information (partial) 50.000
Total: 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: 5 800.000
Year 3 Estimated Cost
Standby Generator for Minkler Shop 255,000
Standby Generator for Fire Station 51 180,000
*Improved Public Information 150,000
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 3 Estimated Cost
Replace Boeing Access Rd Bridge 53.000.000
Recurring 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
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To: Mayor Steven M. Mullet
From: Kevin A. Fuhrer, Finance Director 4--
Date: April 11, 2007
Subject: Emergency Preparedness
ISSUE:
Consider the financial implications associated with
emergency preparedness.
BACKGROUND:
In an informational memorandum dated April 9, 2007,
prepared by the Director of Emergency Management with the
input of the First Responder Team, several deficiencies were
identified in the City's Emergency Management Program. The
aggregate proposed solutions carry a significant price tag years
1 through 4 total nearly $6 Million.
DISCUSSION:
On an annual basis, the operating budget has included
dedicated resources for emergency management. By way of
reference, the 2005 and 2006 budgets each included $100,000 of
programmed expenditures allocated on a 50 -50 basis between
services and charges and capital outlay for emergency operations
center (EOC) equipment. With adoption of the 2007 budget, the
total allocation was increased to $238,000. The specific line item
distribution provided $50,000 for services and charges, $65,000 for
replacement of the EOC radios, $35,000 for development of a
Community Emergency Response Team (CERT) Program, and
$88,000 for emergency management /transportation operations
center.
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Upon review of the adopted 2007-2012 Financial Planning
Model and Capital Improvement Program, and more specifically
Attachment A, the projected accumulated total balance at the end
of the six-year planning period is anticipated to be nearly equal to
the 3 Million minimum set by City policy.
Should the City elect to expand the existing emergency
management program in a mirror image as set forth in the April
9th informational memo or some derivative thereof, a number of
potential funding options may be considered as follows:
Bond for the capital purchase elements
Reprioritize existing program expenditures
Reallocate future funding distributions
Adopt an alternative funding source (e.g. B &O tax, fire
impact fee)
Set aside one-time, unanticipated resources earmarked
specifically for carrying out a plan implementation.
Bonding for the capital purchases presents the opportunity
to remedy this component of the deficiencies in one fell swoop.
Furthermore the repayment period of the bond more closely aligns
with the expected life of the capital asset. On the other hand, the
City would need to set aside amounts annually to cover the bond
principal and interest. To put it in perspective, a $3 Million bond
issue equates to approximately $250,000 in annual debt service
costs for a period of 20 years. Moreover a bond issue reduces the
amount of our non debt bonding capacity. Today that
amount is approximately $16 Million. Finally, consideration
should be afforded to other projects in the City in which we may
need to draw upon our bonding capacity. A couple of examples
that come to mind are the Klickitat and the Strander Boulevard
Extension Projects.
Each year in developing the subsequent years financial plan
we are faced with a myriad of competing needs and interests that
regularly outweigh our limited financial resources. Obviously
seeking a balance between the 2 necessitates tough choices. This
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issue alone gives rise to the downside associated with a
reprioritization or reallocation approach. Either to some degree
may require tolling a future work plan or possibly impacting the
current level of service delivery.
While adoption of an alternative funding source creates a
new revenue stream, the type and timing of collections may pose a
challenge. And as one might imagine in the current and recent
climate, the road to implementing a new tax may be met with
some resistance. A fire impact fee would by definition be
restricted as to how the monies are used. For additional
illustration, assume that we adopt a fire impact fee, issue bonds
and plan on using the alternative source as a means to cover the
annual principal and interest payments. Given that the fire
impact fee revenues are variable year to-year (the level of
development drives the amount), collections may be at a level
below the debt service requirement. However, a fire impact fee
does present the opportunity to free up General Fund dollars
currently directed for capital purposes.
Finally, setting aside one-time unanticipated resources and
earmarking the same for implementing a plan reduces the risk
associated anytime forecasting is employed the amount is
absolute. Conversely, each year may not bear the same fruit in
the form of unanticipated resources.
RECOMMENDATION.
Given the aforementioned discussion, it is recommended
that the City consider as part of the planning process, either
separately or in combination, the bond issue or one -time
unanticipated resources approach to funding a potential plan to
address identified emergency preparedness deficiencies.
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