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HomeMy WebLinkAboutCOW 2007-04-23 Item 3D - Motion - Emergency Management Issues COUNCIL AGENDA SYIVOPSIS O: r 2'', Initials ITEM NO. r) ter) Meeting Date 1 Prepared by l Mayor's review Council review m in .o� 'A 10 04/23/07 1 ]M i 05/07/07 I I k 1 ITEM INFORMATION CAS NUMBER: 07-051 I ORIGNAL AGENDA DA rE: APRIL 23, 2007 AGENDA ITEM TITLE Emergency Management Deficiencies CATEGORY Discussion Motion 1 Resolution Ordinance Bid Award Public Hearing Other Mtg Date 04 /23/07 M(g Date' 5/7/ 07 sbftg Date Mtg Date %Itg Date Mt Date Mtg Date: SPONSOR Council Ma Adm Svcs DCD Finance Fire Legal P&R Police Ply SPONSOR'S A status update that addresses identified emergency management deficiencies which SUNEVARY 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 Cmte Transportation Cmte Utilities Cmte Arts Comm. Parks Comm. Planning Comm. DATE: 04/16/07 RECOMMENDATIONS: SPONSOR /ADMN. COMENIIITTEE 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: 1 MTG. DATE RECORD OF COUNCIL ACTION 1 04/23/07 1 I MTG. DATE ATTACHMENTS I 04/23/07 1 Information Memo dated April 17, 2007 (revised after 4/16/07 F&S meeting) I Finance Information Memo dated April 11, 2007 Finance Safety Committee Meeting Minutes from April 16, 2007 I INFORMATIONAL MEMORANDUM To: Mayor Mullet From: Director of Emergency Managemei Date: April 17, 2007 1U3�� 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 windstollli. 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 deficiencies that should be corrected if the City is to be better prepared. What follows is a status update that addresses identified deficiencies to include a brief description of the deficiency, 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 6 Existing Deficiencies 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. Deficiency: 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. Deficiency: 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. Deficiency: 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 6 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. Deficiency: 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 infoini 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. Adequacy of City Facilities: Restoring City services will depend upon City facilities being able to function during an emergency event. 1. Standby Power: Deficiency: 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 6 Earthquake Resistance: a. City Facilities Deficiency: 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: '1'BD b. Bridges Deficiency: 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 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 Deficiency: 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 Deficiency: 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 6 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 Deficiency: 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 Deficiency: VRM capability for the Police and Fire Depaitinents. Corrective Action: Install two (2) VRM's in the EOC Cost: $20,000 RECOMMENDATION: The First Responder Team and the Finance Safety Committee recommend correcting the identified deficiencies 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 Full -time Staff Position 80,000 Improved Public Infoiuiation (partial) 50.000 Total: S 994.000 Emergency Preparedness Are We Ready? Page 6 of 6 Year 2 Estimated Cost Standby Generator for George Long Bldg. 150,000 Standby Generator for Community Center 370,000 Standby Generator for 6300 Building 280.000 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 Infoimation (partial) 100,000 Public Shelter Capability 100,000 Permanent EOC with communications 770,000 Traffic Signal Backup 10.000 Total: $1.415.000 Year 3 Estimated Cost Replace Boeing Access Rd Bridge 53.000.000 To: Mayor Steven M. Mullet From: Kevin A. Fuhrer, Finance Director 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. 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 o Reprioritize existing program expenditures o Reallocate future funding distributions Adopt an alternative funding source (e.g. B &O tax, fire impact fee) Set aside one 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 -voted 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 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. Finance Safety Committee Minutes April 16. 2007 Paae 2 C. Emergencv Management Deficiencies Jim Morrow presented information regarding emergency management deficiencies that currently exist in the City. An informational memo outlining a prioritized list of the City's emergency preparedness needs as well as specific actions that have already been taken to improve the City's emergency preparedness was submitted to the Committee. ''r Jim M. discussed several emergency incidents that have required First Responder Team response in the Tukwila community since the inception of the Emergency Management Program in May 2003. Each of these incidents has been contained, and did not require any response beyond the City's control. However, each incident has demonstrated the need for improved operational and resource responses in order for the City to progress to the next level of emergency preparedness. The First Responder Executive Committee, composed of representatives from Fire, Police and Public Works (Chief Olives, Chief Haynes, Jim Morrow and Frank Iriarte), has been meeting monthly to identify the program's strengths and weaknesses. Other City representatives and appropriate personnel are invited to attend as discussion topics warrant. Both Nick Olivas and D.J. Baskin stated that Fire and Police agree with and support the work of the group. The information memo submitted to the Finance and Safety Committee outlined several deficiencies which Jim M. discussed in detail at the meeting. 1. Traffic Signal Operation 2. Public Shelter Capability The Public Shelter Capability issue will be presented in further detail at a future Finance Safety Committee meeting. Essentially, a policy decision will need to be made regarding the City's ability to provide its own shelter capabilities without/in lieu of the Red Cross, other private assistance or state /federal programs. It was noted that although there is no cost involved in requesting the assistance of the Red Cross, we do need to commit to providing trained people for their operations. Use of the Red Cross may be an option to reduce costs with the exception of large scale incidents in which the Red Cross may not be able to respond. 3. First Responder Support 4. Improvements to Better Inform the Public 5. Adequacy of City Facilities Jim M. made two changes to the costs listed on page 4 of the Informational Memo (Emergency Preparedness Are We Ready the TCC cost has been increased to 5370,000 and the Minkler Shops increased to 5255,000. 6. Full -time Staffing for Emergency Management Program Jim M. confirmed that this position is different from the CERT position currently listed in the budget. The full -time staffing referred to in the memo is not currently funded in the budget. 7. Emergency Operations Center Committee members asked several questions regarding the implementation of priorities over a three year period as outlined on page 7 of the Informational Memo. All members agreed that it is essential to hire a full -time staff member dedicated to emergency preparedness during the first year of the Phase Approach. This is a logical step in laying the groundwork for a functional and efficient program in which the Phase Approach is seen as an interlinked process rather than stand alone items. Finance Safety Committee Minutes April 16. 2007— Page 3 Jim M. pointed out that funding for the Emergency Management program is not in one dedicated section of the City's budget. Funding portions can be found under Public Works, Mayor's Office and Fire. Committee members agree that the City cannot delay emergency preparedness planning and that this sense of urgency should be responded to as soon as possible. Based on an informational memo submitted by Kevin Fuhrer, the Committee believes that it may be possible to support a portion of emergency preparedness this budget year through unanticipated revenues. The Committee is in agreement to: Move the Permanent Staff Position as listed in Year 2 of the Phase Approach (see Informational Memo page 7), to Year 1; Duplicate the Improved Public Information in Year 3 to Year 1, splitting the funding allocation between each year Year 1 allocation being $50,000 and Year 3 allocation being $100,000. Seek potential sources of funding in order for the City to begin the implementation of correcting the identified deficiencies prior to the end of 2007. UNANIMOUS APPROVAL BASED ON ABOVE MENTIONED CHANGES. FORWARD TO APRIL 23 COW. III. ANNOUNCEMENTS No announcements. IV. MISCELLANEOUS Meeting adjourned at 6:45p.m. Next meeting: Monday, May 7, 2007 5:00 p.m. Conference Room 3 Committee Chair Approval 7 9Minutes by KAM.