HomeMy WebLinkAboutCOW 2004-09-27 Item 4B - Update - Hazards Emergency Management Plan and Implementation Procedures Co UNCILAGENDA SYNOPSIS
................ Initials ITEM NO.
Me~lin~ Date Prepared .by Mayor's review Coundl revie~
ITEM INFORMATION
CAS NUMBER: 04-134 IORIGINALAGENDADAT~: SEPTEHBER 27, 2004
AGBNDA ITEM ~ City's All Hazard Emergency Management Plan - Council,Update
CATEGORY [] Discussion [] Motion [] Resolution [] Ordinance [] B/dA ward [] Public Heming [] Other
Mtg Date 9/27/04 M~g Date Mtg Dau Mtg Date Mtg Date Mtg Date Mtg Date
SPONSOR [] Coun~ [] Mqyor [] Adm Svcs [] DCD [] Finance [] Fire [] Legal []
SPONSOR'S City Ordnance No. 2018 dated May 28, 2003 established the City's Emergency
SUMMARY Management Program. As a result, the Director of Emergency Management was
empowered and directed to prepare an emergency management operating plan for the
City. Attached for discussion is the City's plan and implementation procedures.
REVmWED BY [] COW Mtg. [] CA&P Crate [] F&S Cmte T~ansportation Crate
[] u~es crate [] ~t~ Co~. [] p~s Comm. [] P~g Co~.
DATE: 9/20/04
RECOMMENDATIONS:
SPONSO[/ADM~. Presentation and discussion
COMPri'mB Forward to Council for discussion
COST IMPACT ! FUND SOURCE
EXPENDITURE REQUIPdTJ) AMOUNT BUDGETED APPROPRIATION REQUIRED
$X60,000 SX00,00.00 $
Fund Source: 000.13.525. Emergency ~4anagemen~
Comments: 2005
MTG. DATE RECORD OF COUNCIL ACTION
9127/04
MTG. DATE ATTACHMENTS
9/27/04 lnformation Memo dated September 1.4, 2004
Emergency Operations Center Guidelines
Finance & Safety Committee f4eeting Minutes from September 20, 2004
I
INFORMATIONAL MEMORANDUM
To: Mayor Mullet
From: (~(~ Director Emergency Management~
Date: September 14, 2004
Subject: The City of Tukwila All-Hazards Emergency Management
Plan and Implementing Procedures
ISSUE:
The All-Hazards Emergency Management Plan is being presented to the City Council.
BACKGROUND:
Because of the existing and increasing possibility of disasters occurring which may be of
unprecedented size and destruction, RCW 38.52 provides for the creation of local
emergency management organizations.
City Ordnance No. 2018 dated May 28, 2003 established the City's Emergency
Management Program. As a result, the Director of Emergency Management was
empowered and directed to prepare an emergency management-operating plan for the
City.
The City became a signatory to the King County Regional Disaster Plan in May 0f 2004
PURPOSE:
The City's Emergency Management Program's purpose is to:
· Establish effective t~aining and education efforts, both for City departments and
the public;
· Identify areas where action may be taken to mitigate potential disaster situations
and take the lead in providing mitigation' solutions;
· Design effective response plans and put those plans into practice to ensure
appropriate action during actual emergencies or disasters;
· Design effective recovery activities to ensure the most efficient and rapid
recovery from any emergency or disaster; and
· Foster interagency cooperation with local jurisdictions, and with County, State,
and Federal agencies, school districts and private agencies.
PLAN HIGHLIGHTS
Please note that the plan itself is over 250 pages in length. A complete copy of the plan
is available for Council's review. Attached are critical sections from the plan to
illustrate the scope and breadth of the plan. The plan accomplishes the following:
· Establishes an Emergency Management Council (EMC). The Emergency
Management Council oversees and provides policy recommendations to the City
Council before, during, and after emergency periods, and provides direction for
the development and maintenance of the Emergency Management Plan. The
EMC is chaired by the Mayor and consists of Director of Emergency
Management, City Administrator, Fire Chief, Police Chief, Director of Public
Works, Director of Finance, Director of Parks and Recreation, Director of
Community Development, and the Director of Adminislxative Services.
· Establishes the Emergency Operations Center (EOC) at the Parks and Golf
Maintenance Facility.
The following highlights are from the Plan's EOC Guidelines
(See Accompanying Attached Pages 1-19)
· Describes an emergency organization, complete with titles, job descriptions, and
duty checklists. The organization is based upon the Incident Command System
(ICS) that provides clear authority, direction, and communication during
emergencies. See Page 13
· Sets priorities for the response efforts. See Pages 5 and 6.
· Provides guidelines for the activation of the EOC. Activation occurs whenever
emergency conditions exist that normal day-to-day operations cannot handle or
be performed and immediate action is required. Addresses: (See Pages 6-11)
1. Who can activate the EOC and plan;
2. Who to notify; and
3. Levels of activation
· Creates a matrix of the City Position vs. Emergency Organi?afion Position -
Identifies whether the individuai's responsibility in the emergency management
organization will be "principal or primarf' or a "support" role. See Pages 15 &
16.
· Provides for Confmuity of Government - Addresses the direction, control and
coordination of emergency management activities. See Pages 20- 25.
1. The day-to-day organizational structure of city departments shall be
maintained as much as practical during emergency and disaster operations.
2. Each city department shall provide personnel to staff the EOC.
3. On-scene management of emergencies will follow the Incident Command
System (ICS). WAC requires that the Incident Command System be used
in response to hazardous materials incidents.
4. The Mayor makes the Proclamation of Emergency (Page 25). It is the
legal method that authorizes the use of extraordinary measures to
accomplish tasks associated with disaster response. In the absence of the
Mayor, proclamations may be made by the Tukwila City Council
President, and in the absence of the City Council President, an elected
official would be chosen by the City Council members present.
5. In the event a situation is beyond the capability of local and pre-designated
mutual aid resources, the Director of Emergency Management will request
additional resources through the King County Office of Emergency
Management for county, state, and federal assistance.
· Creates EOC Position Checklists - Each checklist identifies: See Pages 26-29.
1. Responsible Party
2. Who the position Reports to
3. Alternate
4. Primary Responsibilities
5. Staff Resources
6. EOC Supplies
7. Action to take during the Activation Stage, Operational Phase, and the
Demobilization Phase
8. Attached is the Position Checklist for Elected Officials. See Page 29.
ACTION TAKEN TO DATE
· Over twenty hours has been spent reviewing the plan with individuals that occupy
key positions. The plan has been revised to incorporate comments received.
· A monthly meeting of the First Responders - Fire, Police, and Public Works has
been instituted.
· Standby power is being installed at the EOC.
· An annual program to replace old radios has been instituted.
· Standardized reports have been established - Needed to support ongoing field
operations, preparing after action reports, submitting requests to State and Federal
for fmancial assistance, etc.
· Future coordinated training exercises are being planned.
· Exercise held September 16 with GACO, Fire, Police, Public Works, and King
County.
· Regular articles in the Hazelnut
· Education material being distributed
SUPPORT NEEDED
· An annual budget of at least $160,000 is needed and has been requested. $50,000
is needed to replace aging communication equipment. $40,000 to $50,000 is
needed for training.
~Training received on the job while responding to a disaster is too late"
Quote from the Director of FEMA
· A full-time administrative assistant is needed and been requested for getting
educational material out to the public, setting up training exercises, coordinating
grant applications, keeping all of the manuals, plans, mutual aid agreements
current, making sure that the EOC is ready for activation, etc.
RECOMMENDATION
Forward to the Council of the Whole for discussion. No formal acceptance of the
plan is required.
APPENDIX 1
EMERGENCY OPERATIONS CENTER GUIDELINES
Table of Contents
EOC Operational Objectives .................................................................................................... 27
"Read This First". ................ · ......................... 28
I, Introduction ...................... "~ 29
II. Purpose of this Document .... .... 29
II. Priorities ........................................................................................................................... 29
IV. The Emergency Operations CenTer .......... .30
V. Activation ......................................................................................................................... 30
A. Who Can Activate .................. .30
B. Emergency Activation Notification Guide ............................................................... 31-32
C. Levels of Activation ..................................................................................................... 33
35
VI. The Emergency OrganiZation ..........................................................................................
35
A. Description ................................... ,... ..................................... ; ....................................... 35
B, Who is in Charge? .......................................................................................................
Incident Command System Organizational Chart ....................................................... 37
I 38
C. Emergency Personne ................................................................................................
D. Responsibilities ........................................................................................................... 38
Tables 1 and 2 ........................................ 39 40
VII. Continuity of Government ' . ..' 41
_41
A. City Counctl .....................................................................................................
B. City Officials ..................... ; .......................................................................................... 41
C. Temporary Locations ......................... ....41
VIII. Emergency Powers ............................................. 41
A. Proclamation of an Emergency ....................... ..41
B. Command and Control ............................................................................................... ~11
C. Emergency Orders and Regulations .................. : ....... t ................................................
D. Resources ................................................................................................................... 41
E. Suspension of Regulations ................... · ...................................................................... 42
· .. 42
IX. Legal Immunities .............................................................
X, Emergency Communications ......................................................................... ~: .............. 42
XI. Other Organizations and Resources ............................................................................. 42
A, Mutual Aid ................................................................................................................... 42
..... B, Financial Aid ............................................................................................................... 42
¢:~..':? C. Lines of Authority ........................................................................................................ 43
D. Red Cross .................................................................................................................. 43
E. Amateur Radio Operators ........................................................................................... 43
F. Military ....................................................................................................................... 43
G. Business and Industry ................................................................................................ 43
H. Emergency Alert System ........................................................................................... 43
Xll. Emergency Operations Center Position Checklists ........................ :: ................................ 44
Xlll. EOC Reports .............................................................................. to be added at a later date
City of Tukwila
~':~"' Operations Center
' ..... Emergency
EOC Operational Objectives
· Determine the status of family members, staff, and department
representatives.
· Ensure the EOC is fully operational and staffed.
· Establish contact with incident sites, operational centers, King
County Emergency Communication Center, Washington State
Emergency Management.
· Assess impacts to public safety and health, homes, businesses, and
critical infrastructure.
· Guide and support recovery activities.
READ THIS FIRST
IEMERGENCY: A SITUATION THAT
REQUIRES IMMEDIATE ACTION
BEYOND THE SCOPE OF NORMAL
CITY OPERATIONS,
'~oes an emergency existin
ukwila, RIGHT NOW, as you reae NO -¥Relax, and se~ the table
is? /tofcontents on Page 36.
I
YES
I ~Ofall the
'/Has the
Emergency employees presen(, ~'~sk the employee with the
do you have the I highestdegree of expertise in
Operations highest degree of
o.J this type of situa§on,who is 1
Centerbeen NO'~ experlise in the type--N lnowpresent, to read th,s sheet.I.
activated? ~ of situation at hand? ( Wait for your assignment.
YES
Congratula~ons. You are n charge.
Yourtitle, unlJl you are relieved by~e
YES Public Works DirectOr or his
designated alternate, is Director of
Emergency Management
'/ / ~ . I _ "
CDo you knowwhat ouremergency ) ¢Check with the Directorof ~
~tJtJe and assigment is? NO .~.~,.Eme rg e.ncy Ma na ge merit'..,
YES
~$ee page 44 for the page number I '
t of the checklist of what you should
Ldo next.
I. INTRODUCTION
The City of Tukwila is at risk to natural disasters, technological hazards, operational
events. While each of these areas of risk has unique issues
for emergency response, the common requirement is for the city to manage multiple
impacts at multiple Iocationsduring the crisis.
The Emergency Operations Center (EOC) Js used to coordinate available resources in
order to respond to eme~'gencies effectively and efficiently, in an attempt to save lives,
avoid injuries, and minimize economic loss. When ma]or emergencies or disasters occur,
they can cover several jurisdictions that may require large-scale government, city, and
voluntary agency response.
The EOC also serves as the early warning point for information. Media, personal contact,
flyers, e-mail messages, and the city's Web page may be used to give citizens
information and directions for their safety.
When a disaster strikes, an emergency organization must be mobilized immediately. The
recovery from a disaster and the ability for our city to effectively operate in the weeks,
months, or years following a major incident will be a direct result of how well we prepare.
This plan will help the city make this mobilization quickly and effectively.
This document is a supplement to the Ali-Hazards Emergency Management Basic Plan
and its Ann exes.
il. PURPOSES OF THIS DOCUMENT~
A. During emergencies, to answer the ¢ uestions, "Who's in charge?" and "What should I
do?"
B. During emergencies, to make sure necessary]ohs get done.
C. To provide for continuity of government during emergencies.
g. To he1 p one understand the City of Tukwila Emergency Management Organization.
E. To provide guidance for disaster eaucation and training.
F. To provide references to more detailed information.
III. PRIORITIES
In an emergency, assign response efforts according to the following priorities:
A. People trapped whose lives are in immediate danger from fire, flood, etc.
B. Life threatening fires, floods, hazardous material leaks Or spills, etc.
C. Life threatening injuries.
D. Building collapse/ma]or threats to property.
E. People with lesser injuries.
F. Essential systems and services.
G. Recovery of fatalities.
H. Continuity of government.
(See Appendix #2 Direction and Control)
IV. THE EMERGENCY OPERATIONS CENTER
The Emergency Operations Center (EOC) serves as the center of the city's emergency
operations. Under full activation, all of the functions of the Emergency Operations Plan,
operating under the Incident Command System (ICS) will be carried out from this location.
EOC Location:
Parks and Golf Maintenance Facility
13490 Interurban Avenue South
V. EOC ACTIVATION
This plan is activated whenever emergency conditions exist in which normal day to-day
operations cannot be performed and immediate action is required to meet the
aforementioned priorities.
A. Who can activate the plan?
Who can activate the Emergency Management Plan in whole or in part? The plan
becomes active when the EOCis activated. This occurs when:
The Mayor, the Director of Emergency Management, or designee, any department
head, or the city employee with the highest degree of expertise in the emergency at
hand activates the EOC. The perso0 who activates, the EOC will be in charge until
relieved by the Director of Emergency Management'~r designee.
- or-
A state of local emergency has been proclaimed by the Mayor or City Council.
- or-
A state of e~ergency or state of war emergency exists, either as declared by the
governor or as defined in state or federal law.
Use the Emergency Activation Notification Checklist provided in Section XIII of this
Appendix for contacting all key personnel when the EOC is activated.
B. Emergency Activation Notification Guide
This checklist is to serve as a guide for notification of key personnel in the event an
,~-.
emergency occurs in the City Of Tukwila that would require activating the EOC. The
emergency resources list, containing names, telephone numbers, and emergency
recall data, is found in Al~pendix 2, Annex A.
The EOC will be activated at:
A, Parks and Golf Maintenance Facility
13490 Interurban Ave. South
NOTIFICATION CHECKLIST
1. Alert each of the following:
Group One
__Mayor
City Administrator
Director of Emergency Management
2. Alert one person in each of the following groups:
Group Two
Fire Chief
Assistant Fire Chief
On-duty Battalion Chief
Group Three
Police Chief
Police Commander
Operations Lieutenant
Group Four
Public Works Director
Deputy Public Works Director (Bus,ness Services)
Public Works Senior Analyst
3. Alert the following department heads, as nee(Jed:
Administrative Services Director
Finance Director
Parks & Recreation Director
Planning Director
.City Attorney
4. Alert the following personnel or agencies as directed:'-
_City Council President
All other personnel as needed, by department
American Red Cross
King County OEM (which alerts amateur radio groups)
Washington Natural Gas
Qwest
__.Puget Sound Energy
METRO
Seattle City Light
C. Levels of activation:
The level of EOC activation depends uoon the situation and the need for coordination
~ ' and support. Following are the different levels of activatior and the list of triggers for
each:
Level 1 Stand-by Activation
City resources are capable of handling the emergency incident. While there may be
some damage and/or interruption of services, the conditions are localized. Key
personnel will begin to monitor events, evaluate resources, and anticipate future
staffing needs.
Trigger: One or more of the following conditions exist:
· One or more city departments have responded to an ncident and requests for
assistance of other city departments nave been made.
· A major regional event has occurred.
· A significant Iocal or regional event has occurred
· Extreme weather watch forecasts have been broad'cast.
· The Homeland Security Advisory system risk level rises [o ORANGE with specific
local intelligence.
Level 2 Partial (possibly fully staffed) Activation
Response is made to a severe emergency incident that causes damage and/or
'interruption to community sen)ices and essential operations. The Director of
Emergency Management will determine the staffing Ievel of the EOC. The City Of
Tukwila may be the only affected community.
Trigger: One or more of the following conditions exist:
· There is a high potential that the city department attempting to control the
emergency incident wil exhaust its resources before bringing the emergency .
under control.
· Flooding
· 911 calls have increased dramatically.
· Tukwila Department of Public Works requests activation.
· National Weather Se"vice broadcasts a flood warning for the Duwamish River.
· U.S. Army Corps of Engineers advises that a major release of water from dams
will occur (in excess of 11,000 cubic feet per second) or that a dam failure will
OCCUr. ,,
· Earthquake · 911 calls have increased dramatically.
· Media, city departments or citizens report mass casualties from the quake.
· Serious utility disruptions occur.
· Severe damage to [ransportation routes, buildings, etc., occurs in the Puget
Sound area.
· An earthquake of significant magnitude occurs within the Puget Sound region
and the U.S. Geological Survey (USGS) advises that severe aftershocks will be
felt in the area.
Severe weather
· 911 calls from concerned citizens have increased dramatically.
· National Weather Service or local radio and/or TV stations broadcast that
severe weather warnings are in effect.
· Secondary hazards occur (utility failure, building damage or collapse,
transportation accidents).
· Volcanic activity
· USGS 'ssues a warning of an rnpending eruption that will result in serious
damage or heavy ash fall in the Puget Sound region.
· A major outflow has occurred from Mount Rainier.
· Chemical, biological, nuclear, radiological, or explosiv, e incident
·Tukwila Police requests activation.
·Tukwila Fire requests activation.
·Olympic pipeline has ruptured.
·Puget Sound Energy's natural gas line has ruptured.
· Civil disturbance
· Tukwila Police requests activation.
· Notice received that a large-scale, public event, which local resources are
unable to accommodate, will occur.
· Large transportation accident
· Large aircraft accident occurs--Level Ill activation may be immediately
required.
· Large train derailment occurs.
· Any incident that results in a large release of a hazardous substance on a
major city arterial or results,in a Mass Casualty Incident (MCI).
· Terrorism
· The Homeland Security Advisory System risk level rises to RED.
· The Washington State or King County Department of Emergency Management
advises activation,
· Tukwila Police requests activation.
· Water supply
· Tukwila PublicWorks requests activation.
· 911. calls and calls from concerned citizens have increased dramatically.
Level III Full Activation
An emergency requires an all-out city (or greater) response.
Trigger: One or more of the following conditions exist:
· A state of emergency has been deciared.
· County, State, and/or Federal assistance is required to deal with an emergency"
of such magnitude that local resources including mutual aid, are insufficient to
adequately respond.
Exam pies of Activation
TYPE..:L~.~;;:;:;~:~!~;:.h:,.:,...,-~,.~:. PARTiAL. ACTiVATiON',~:~:~ i.,:-':. FULE'ACTIVATION -. :: "~'
Earthquake Some damage, some objects Injuries/building collapse
ma~ fall, windows crack
:lood Impending evacuations Required evacuation
:ire Third alarm or activation of strike Conflagration, wildland
teams or task forces from fire, etc.
outside the area
Accident 50 casualties 100 + casualties
Civil Unrest Threatens the safety of others At the direction of Police
Department.
Hazardous Material Impending evacuation or major Required evacuation
spill disruption to traffic patterns
VI. THE EMERGENCY MANAGEMENT ORGANIZATION
A, General Description
The response to an emergency and activation of the EOC will change the traditional
working relationships within the city. The major changes are:
· Several agencies or departments work under the direction of one person, even
though they normally work independently.
· Special purpose units may be formed to perform emergency tasks, such as
emergency transportation or providing food for the workers. If you serve in such a
unit, you become detached from your regular agency or department.
This document describes an emergency organization, complete with titles, job
descriptions, and duty checklists. Figure 1 provides a summary of this organization.
The organization is based on the Incident Command System (ICS), which provides
clear authority, direction, and communication during, emergencies. This system can
be used within one agency or department, or by several agencies and departments
involved in the same emergency.
The ICS, because of its standardized organizational structL~re and terminology,
provides a useful and fl~xible management system that is particularly adaptable to
'~ncidents involving multi-departmental or multi-jurisdictional response. The ICS
provides the flexibility to rapidly activate and establish an organizational form around
the functions.that need to be performed.
B. Who is in Charge?
These guidelines have been designed so that anyone can follow the action checklist
for any emergency position, thus fulfilling the responsibilities of that .position, including
the position of Director of Emergency Management. However, it is best to fill the
Director's position, until relieved by the Director, with qualified people in the following
order:
1. Fire Chief or Police Chief, depending upon the type of incident.
2. Public Works Director.
Chief.
4. The city employee with the highest degree of expertise in the type of emergency at
hand.
INCIDENT COMMAND SYSTEM
EMERGENCY ORGANIZATION
CHART
Public Information
Provides information to the media & I City Council/Mayor
other agencies I Sets overall ~3ollcy. I-- ........
Liaison II
The contact person for I I
~utside agencies Director of Emergency
Safety
Monitors & assesses hazardous & Emergency Management Council
unsafe situations; assures personnel ! Management ---
safety
Legal Overall command of the City's
Provides legal advice emergency response efforts
Agency Representatives
Operations Planning/Intelligence I Logistics Finance
I Section Section I Section Section
~ Coordinates the Makes predictions and manages Procures & provides Monitors & analyzes all
information about the incident, people, materials, & financial aspects of the
I followth~ response units:, facilities, incident.
Flre Situation Analysis Staffinq/Res. Tracking LOC Activation Costs
Responds to tires & emergency ColleCts and organizes Provid~ needed staffing Keeps track of hours
medical services, information on incidents, to Section Heads. worked by paid personnel.
Police sffuations aAd status. Supply/Procurement Disaster Accounfin.q
Protects lives & proper~y, enforces Posts this information. Obtain, store & provide Responsible for pumhases,
laws & orders, controls traffic. Damaqe Assessment equipment and supplies, purchase orders, contracts
Public Works/Utitities Windshield surveys, emergency Volunteer Resource mutual aid received, provided.
Reduces damage, restores inscaction by field teams. Civic groups, Ad Hoc C~)mpensation/Claims
services, helps with heavy rescue. Documentation vo[unreers. Manages compensation
Restores & maintains electrical, Keeos files & makes copies. Transportation claims arising out of incident(s).
water, gas, phone, and Recovery Proiects Provides vehicles to emergency FEMA applications
sewer utitifles. Public health, life safety, personnel & for pub. evacuafioo. Cost Anatysis
Communications protection of property, public Personnel Support Keeps track of costs to
Sends messages via radio, services. Provides food an(~'sleeping and the City arising out of
phone, computer, and Demobilization relaxation areas for emergency incidents, tries to reduce
television. Relays LOC messages. Plans for the ordeny transition personnel, costs.
Community from emergency status to FEMA Application
Health & Welfare. day-to-cay operations. Prepare FEMA application
and maintain all financial
Volunteers, Red Cross, documentation.
aid reouest Time Keeptnq
coordination, Track, record, report ali
on-duty time.
Purchasing
Process vendor contracts,
purchase o'.'lers.
C. Emergency Personnel
In an emergency, the use of available personnel should be in this order:
1 City employees.
Skilled individuals from other organizations.
3. Independent volunteers.
4. Citizens pressed into service by the Director of Emergency Management.
All of the above can be considered "emergency workers." City employees are
automatically designated as such, whereas skilled workers from other organizations
would be used d6 pending on our agreements and their functions'-li.e, other cities would
be utilized un(~er mutual aid agreements, Red Cross functions under their charter, etc.).
D. Responsibilities
Tables I and 2 provide a matrix of City Position vs. Emergency Organization Position
and identify whether the individual's responsibility in the emergency management
organization will be a "principa or primary," or "support role." Section XIII of this
appendix provides a detailed delineation of each position's responsibility and an action
checklist.
Emergency Planning/
TITLE Mgmt Operations intelligence Logistics Finance
Fire Chief A . P*
A P*
Police Chief
Public Works Director P P*
Finance Director P
Comm Dev. Director P*
Parks & Recreation Director P*
~,dministrative Svcs Director A
Assistant Fire Chief A*
Police Captain A*
F'W Deputy Director P
Building Qfficial P
Human Svcs Program Mgr P
Internal Operations M~r P
P - Denotes Primary Functional Responsibility
A - Denotes Alternate Responsibility in absence of Primary
' - Section Chief dependent upon nature of incident
Examples: * Fire Chief will be Section Chief for Earthquake, Fire, Plane Crash
· Police Chief will be Section Chief for Civil Disorder, Demonstration,
Large Public Assembly
' Public Works will be Section Chief for Major Storm, Major Utility
nterruption.
Table
Table 2
VII. CONTINUITY OF GOVERNMENT (See Appendix 2 for additional detail).
A. City Council
To provide for the continuation of the Council during an emergency, the Council may
make necessary appointments at the time of the emergency in accordance with state
law.
B. City Officials
Depending on the extent of the emergency, the normal city organization may be
partially or completely replaced by the emergency organization and city officials may
or may not be fully occupied with their emergency roles.
C~ Temporary Locations
If any city office becomes unusable, the temporary designations for each city
department or office will be used. Th ese alternate locations have been identified in
the department's Standard Ope~'ating Procedures.
VIlE EMERGENCY POWERS
A, Proclamation of an Emergency
The Mayor has the power to proclaim a local emergency and to request the Governor
to declare a state of emergenc~/'. This request would go to the County, who would
relay the request to the Governor.
The Mayor will advise the City Council of any proclamation as soon as possible.
B. Command and Control
Under the direction of the Mayor, the Director of Emergency Management, or his/her
alternate, has the power to direct staff and civilian responses., and to settle questions
of authority and responsibility. ..
C. Emergency Orders and Regulations
If necessary to protect life, property or to preserve public order and safety, the
Council, Mayor, or the Director may promulgate orders and regulations. These must
be in writing and must be given widespread publicity (TMC 2.56). ..
D, Resources
In a declared emergency, the Mayor and/or the Director have the authority to buy or
commandeer supplies and/or equipment, and may command the aid of citizens (RCW
38.52.110, TMC 2.56). .
E. Suspension of Regulations
The Governor has the power to suspend state agency orders, rules, or regulations that
......~.:=.~.,,=., may impede emergency responses.
IX. LEGAL IMMUNITIES
In a declared emergency, the city and its employees are immune regarding injuries as a
result of actions taken during the emergency when acting as emergency workers.
X. EMERGENCY COMMUNICATIONS
During a major emergency, communications between city emergency personnel, other
organizations, and the public will be key. However, communications systems may be
damaged and overloaded, making communication difficult. There are a number of
communication systems available~ See Annex B, ESF-2, Communications.
Compass directions will be used as follows:
North: toward Seattle
South: toward Kent
East: .toward the Cascade Mountains
West: toward SeaTac or Burien
XI. OTHER ORGANIZATIONS AND RESOURCES
A. Mutual Aid
Since Tukwila's resources may be stretched lo exhaustion during an emergency, we
have mutual aid agreements with other governments. Generally, mutual aid starts
locally and ascends in the following order:
1 Other cities
2. King County services
3. Multi-County resources
4. State
5. Federal
B. Financial Aid
The State helps local governments cover the cost of disasters. To be eligible for this
help, the City of Tukwila must declare a local Proclamation of Emergency, assess the
damage through prescribed methods and forms, and apply for aid in a timely mahner.
The State Emergency Management Division provides details on this information. The
state handles requests for federal assistance.
The financial aid application process nvolves a lot of pape~Nork, and the process can
linger long after the demobilization of the emergency response organization.
Perseverance ~s imperative. Without detailed records, reimbursement will not be
successful. It is aiso important to follow the proper procedures. The Finance
Department, Director of Emergency Management and the City Attorney will develop
procedures for this purpose.
" .... ity
/,,¢:¢, C. Lines of Author
Lines of authority during an emergency are as roi ows:
1. Governor of Washington
2. Director, Washington Emergency Management Division
3. Sheriff, (Director of Public Safety), King County
4. Director, King County Office of Emergency Management
5. Director, Emergency Management, City of Tukwila
D. Red Cross
The role of the Red Cross is primarily to open and operate shelters for disaster
victims. Other roles may include first aid, damage assessment, help with
communications and providing various resources. The Red Cross usually initiates its
own emergency response, but it is a good idea to check with them during any
emergency to coordinate responses.
E. Amateur Radio Operators
The local amateur radio operators are organized and ready to assist with
communications in an emergency. They hold regular meetings, drills and roll call
sessions. A space may be designated for them in the EOC.
F, Military
Military aid is usually provided by the National Guard. Their'role is to assist, but not
substitute for, city response efforts. They can respond in crisis situations without
direction from the Governor; however, this is a rare occurrence. To request help from
the military, contact the King County Office of Emergency Management.
G. Business and Industry
The Director may buy supplies and services roi' use during emergencies. If
necessary, he may commandeer what the city needs IRCW 38.52.110, TMC 2.56).
H. Emergency Alert System (EAS)
The EAS may be activated in disaster situations when there are immediate life safety '
issues. The incident commander at the scene would activate the EAS through the
dis patch center, which would in turn contact the King County Sheriff's Office
Communications Center, which activates the EAS. The EAS message would then be
broadcast by KIRO 710 AM, and any other TV and radio stations can choose to
broadcast the message. The message will aisc be received by weather radiosl
APPENDIX 2
- DIRECTION AND CONTROL/
CONTINUITY OF GOVERNMENT
DIRECTION AND CONTROL
I. PURPOSE
To provide gui0ance for the direction, control and coordination of emergency
management activities within the City of Tukwiia
II. CONCEPT OF OPERATIONS
A. Direction and Control
1. The Dir6ctor of Emergency Management is responsible for the overall direction
and control of the emergency management activities for the City of Tukwila.
The authority for direction and control of the organization and administration of
the emergency management program is found in RCW 38.52 and TMC 2.56.
2. The Director of Emergency Management is responsible for ensuring that
emergency management activities response to emergencies and disasters,
and the coordination of the recovery ,from emergencies and disasters are
effectively carried out withi~ the City.pf Tukwila.
3. Each Tukwila City Department shall have a pre-established location and an
8 Iternate from which to establish direction and control of its respective activities
in a disaster. This location may be the Emergency Operations Center (EOC) or
other suitable location depending upon the magnitude and circumstances
associated with the event. If the location established is not the EOC, the
individual in charge will be responsible for documenting staff activities and
maintaining active communication with the EOC regarding status and resource
.needs.
4. The City Council is responsible for citywide policy decisions. The Emergency
Management Council provides policy recommendations to the City Council
during times of emergency or disaster.
5. The day to day organizational structure of city departments shall be maintained
as much as practical during emergency and disaster operations. Each city
department shall have a line of succession to the Department Director.
B. Coordination
1 The Emergency Management Council is the lead organization for facilitating the
coordination of emergency management activities among local, state, federal,
and private sector agencies with the City of Tukwila.
2. Each city department shall provide personnel to staff the EOC upon request
and shall establish a call-out list for rapid mobilization of the department and
staffing of the EOC.
3. Each employee is responsible to notify their department of any home phone
number or addreCs changes that would affect this call-ou~ list. (A confidential
employee phone list wi] be kept at the Valley Communications dispatch
center.)
4. Each employee is responsible to advise the city at thef earliest opportunity of
his/her location and availability in the event of an emergency or disaster.
5. The Emergency Management Council will coordinate the contacting of families
of employees in the event of an emergency or disaster.
C. Facilities
1. The Parks/Golf Maintenance Facility, ocated at 13900 Interurban Ave. S.,
sen/es as the primary EOC for the city.
2. Other alternate locations for an EOC may be identified as the situation
warrants.
3. The Director of Emergency Management is responsible for developing and
maintaining EOC Guidelines, facility equipment, and supplies.
D. On-Scene Management
1. On-scene management of emergencies will follow the Incident Command
System (ICS), as published by the National Fire Academy and the National
Emergency Management Institute. The functions of the Incident Command
System include but are not limited to:
a. Incident Commander - Directs on-scene operations.
b. Safety Officer - Oversees safety of operations at the scene.
c. Liaison Officer - Coordinates information and support function groups.
d. Public Information Officer - Media relations and emergency public
information.
e. Operations Support - Communications, perimeter control, evacuation,
rescue, clean up, emergency medical, decontamination.
f. Logistics Support - Transportation, supplies, special equipment, personnel
resources.
g. Planning Support - Situation reports, resources, documentation, technical
advisors.
h. Finance/Administrative Support - Contracts, time keeping, cost analysis,
compensation, and claims.
2. The Incident Commander is the on-scene manager responsible for direction
anG control at the scene of the incident. The Incident Commander shall utilize
the positions withi~ the Incident Command System as deemed necessary at the
time of the incident. The Incident Command System should only be
activated to the level necessary for efficient operations. It is the
responsibility of the Incident Commander to:
a. Assess the situation.
b. Develop incident objectives, action plans and priorities.
c. Ensure safety issues are addressed.
d. Contact appropriate agencies or the EOC to request necessary resources.
3. When more than one agency is involved in the response at the scene, the
Incident Commander and other responding agencies should coordinate to
ensure each agency's objectives are identified Personnel working in support
of the Incident Commander will maintain the normal chain of command through
their respective agency and will carry out tasks through on-site command
personnel or the EOC whe q instructed.
requires that the Incident
Command System be used in responses to hazardous materials incidents and
outlines specific requirements of the Incident Commander.
5. When the situation warrants, the incident Commander may appoint a Public
Information Officer to work with the news media at the incide,nt scene. This
may include coordinating media releases and arranging contacts between the
media and response agencies. When possible, information released to the
media should be coordinated through the EOC. The Public Information Officer
shall be responsible for communicating released information to the EOC.
E, Proclamation of Emergency
1. The Proclamation of Local Emergency is made by the Mayor and is the legal
method that authorizes the use of'extraordinary measures to accomplish tasks
associated with disaster response. The Proclamation is normally a prerequisite
to state and federal disaster assistance. The City Council will be advised of the
proclamation as soon as practical for their information.
2. The C CW 35A states the
succession of authority by which proclamations may be issued. In the absence
of the Mayor, such proclamations may be made by the Tukwila City Council
President, and in the absence of the City Council President, an elected official
would be chosen by the City Council members that are present.
3. The Proclamation authorizes the city to take necessary measures to combat a
disaster, protect persons and property, provide emergency assistance to
victims of the disaster, and exercise the powers vested in RCW 38.52.070
without regard to formalities prescribed by law (with the exception of mandatory
constitutional requirements). These include but are not limited to:
-- Budget law limitations
-- Competitive bidding processes
-- Publication of notices
~- Provis~ons pertaining to the performance of public Work
-- Entering into contracts
-- Incurring obligations ..
-- Em ployment of temporary workers
-- Rental of equipment
-- Purchase of supplies and materials
-- Levying of taxes
-- Expenditure§ of public funds
4. The Director of EmergenCy Management, in cooperation with the City Attorney,
shall be responsible for the preparation of emergency proclamations. An
example follows at the end of this section.
5. The Director of Emergency Management s responsible for the notification of
appropriate county, state, and federal agencies following any proclamation of
emergency.
F. Request for Emergency Assistance
1. In the event a situation is beyond the capability of ocal and pre-designated
mutual aid resources, the Director of Emergency Management or his/her
designee will request additional resources through the King County Office of
Emergency Management for county, state and federal assistance as
necessary.
2. Requests to the Governor to declare a State of Emergency are made by the
Mayor directly to the Governor or through the King County Office of Emergency
Management, This declaration by the Governor ~s necessary to obtain federal
disaster relief funds,
III. RESPONSIBILITIES
A, Mayor
1. Makes Proclamation of Local Emergency. -
2. Provides for briefing of the City Council.
~ B, Director of Emergency Management
1. Provides overall direction and control of city emergency operations.
2. Prepares Proclamation of Loca Emergency in cooperation with the City
Attorney.
3. Makes necessary notifications following proclamations.
4. Coordinates requests for assistance and resources with county, state, and
federal agencies.
5. Develops and maintains Emergency Operation Center capability.
6. Provides for the notification of key department personnel as appropriate.
C, City Departments
1. Provide representatives to the Emergency Operations Center as appropriate or
as requested by the Director of Emergency Management.
2. Designate locations for the management of department operations.
3. Provide accu rate and timely information from field personnel to the EOC when
activated.
4. Develop Standard Operating Procedures.
5. Devetop department emergency contact lists.
PROCLAMATION OF LOCAL EMERGENCY
-_ Whereas, the Director of Emergency Management has reported to the Mayor that the
City of Tukwila has experienced a to such an extent that
(Type of disaster)
has {;ccurred; and
(Type of damage}
Whereas, the City of Tu kwila has experienced an event that necessitates the enacting
of emergency plans; and
Whereas, the conditions of extreme peril to the safety of persons and property currently
exist with the City; and
Whereas, all available resources are comrflitted to disaster work; and
Whereas, the City requires supplemental assistance; and
Whereas, the severity of this disaster is beyond the capability of local resources; and
Whereas, the existing conditions warrant the proclamation of the existence of a LOCAL
EMERGENCY;
THEREFORE, I, ., Mayor of Tukwila, Washington, do hereby
(Name)
proclaim that a LOCAL EMERGENCY nov~ exists due to
(Type of disaster)
throughout the City of Tukwila, Washington, and that Emergency Operations are in effect, and
this necessitates the utilization of emergency powers granted under RCW 38.52.070.
Signed:
Mayor
Date
City of Tukwila
Emergency Opei'ations Center
EOC DIRECTOR
*** Read This Entire Position Checklist Before Takin§ Action ***
Responsible Party Public Works Director
Reports To Mayor and City Council
Alternate Fire Chief/Police Chief
Primary Responsibilities
Activates the Tukwila Emergency Operations Center, determines the level and extent of
the activation, and places the Emergency Operations Plan into effect.
Contact and maintain ongoing communication with Mayor's Office.
n Establish the appropriate staffing level for the EOC and continuously monitor
organizational effectiveness to ensure that staffing modifications occur as required.
o If appropriate, activates Public Information and Liaison position to ensure
communication messages are released.
[] Directs the coordination of operations at the EOC level, ensuring the continuity and
reliability of operations between the field response, activated departments, and outside
agencies. '
~ Consult with emergency response team supervisors in establishing the overall
objectives and strategies for the Tukwila response and recovery efforts. Communicates
these decisions to the managers of outside agencies and other executive leadership, as
needed.
a Obtains executive authorization for emergency expenditures, as needed
[] Transitions the EOC to recovery as the emergency subsides.
Ensure that all EOC actions are accomplished within the priorities established.
Carries out State policies on resource management operations.
n Conducts de-briefing sessions.
Staff Resources
[] All City staff, personnel, and resources.
[] Volunteers in the community.
[] Resources of the private sector.
[] Outside public agencies.
[] Mutual Aid agreements.
EOC Supplies
[]Telephone, cellular telephone (should bring)
Radios (should bring)- 800 MHz; 150 MHz
n Notification and contactlists
[]Forms for activation and status reports
Computer (should bring laptop)
ACTION TO TAKE
Activation Phase
1 When notified of a disaster or emergency, determine Level of Emergency. Refer to the
EOC Activation Form. Identify the functions that will be needed in the EOC.. Initial
notification is made with the Valley Com communications to the Police Watdh
Commander and/or Tukwila Fire Department Battalion Chief. Pager notification may
also be made from Valley Corn or directly from the EOC.
2) Contact Tukwila's Mayor Office to alert that the EOC is activated. For any Situation
within the City of Tukwila, ensure the appropriate Declarations and Proclamations are
issued, either by the Mayor's Office or via that office to the City Council, as available.
Refer to Appendix V.
3 Mobilize appropriate personnel for the initial activation of the EOC. See Appendices I
and II
4 Respond immediately to EOC site and determine operational status.
5 Obtain briefing from whatever sources are available.
6 Ensure that the EOC is properly Setup and ready for operations.
7 Ensure that an EOC check-in procedure is established immediately.
8) Determine which sections are needed. Assign Section Heads as appropriate and
ensure they are staffing their sections as required.
r~ Operations Section Head
~..~ [3 Logistics Section Head
.~. r~ Planning/Intelligence Section Head
Finance Section Head
The Operations Section Head is generally the highest -ranking decision maker for the
lead department for the field incident. During an earthquake or other multi-priority
disaster, the Section Head may be the Police Chief or the Fire Chief. Work with the
Operations Section Head to understand the field operations. All field teams should be
reporting status into the EOC through their department control centers. If Valley Corn is
handling radio commu nications for Police and Fire, ensure that the EOC is able to
monitor the radio and is notified of critical calls into 9-1-1. If the. normal communication
channels are not operational, work with the Operations Section Head to maximize EOC
communications with the agency coordinating centers and field units, as necessary.
Work with each of the Section Heads to establish a joint process for sharing information
and coordinating emergency operations.
9) Ensure that an EOC organization and staffing chart is posted and completed.
10)Ensure that telephone and/or radio communications with the Incident Command Center
are established and functioning.
Operational Phase
1) Schedule the initial Action Planning meeting.
2) Consult the attached forms for EOC Priorities, Emergency Response Priorities, and
analyze the situation to develop the initial EOC Action Plan. Establish'with the Section
Chiefs the overall objectives and strategies for the Tukwila response and recovery. Fill
out and post the EOC Action Plan, noting date and time. Update the Action Plan and
re-post every 2-5 hours or as conditions change. Number Action Plan forms
sequentially to establish a time sequence.
3) As the manager, sum marize into the overall "Big Picture" view of the emergency
situation, understanding current operations and how operations will eventually transition
to recovery. Communicate this to the Managers of outside agencies and other
executive eadership, as needed. Post the summary in the EOC and conduct regular
EOC briefings to ensure that all EOC staff knows the priorities and strategy.
4) Provide direction for the Public Information function, determining the overall message
for public release. Ensure that this message is communicated throughout the EOC and
with all activated agencies and departments. Confer with tl~e Public Information Officer,
as needed, to update messages. Focus on providing emergency public information
directing the co rnmunity on how to prepare and -espond to the situation. Solicit
cooperation from the public to support emergency operations and to take self-help
actions as appropriate. Coordinate with the Liaison position and community networks.
5) Provide direction to the Liaison, determining the agencies that should be contacted and
the information that should be delivered.
6) Review and update the EOC Action Plan, with a focus on the transition to recovery as
the emergency stJbsides. Work with the Planning Section Chief to continually reassess
the situation and assess damage 'and emergency response costs.
7) Should the EOC Action Plan require unusual expenditures for emergency operations,
obtain executive authorization, as needed.
Demobilization Phase
1) Authorize demobilization of sections and field units when they are no longer required.
2) Notify outside agencies of the planned demobilization.
3) Ensu re that any open actions not yet completed will be handled after demobilization.
4) Ensure that all required forms or reports are completed prior to demobilization.
5) Provide post-disaster management, as needed to review operations, identify lessons
learned and improve emergency management processes for the EOC and the Tukwila
Emergency Ope rations Plan.
6) Deactivate the EOC at the designated time.
7) Proclaim termination of the emergency response and proceed with recovery operations.
City of Tukwila
Emergency Operations Center
ELECTED OFFICIALS
*** Read This Entire Position Checklist Before Taking Action ***
Responsible Party Mayor, Council Members
Primary Responsibilities
Maintain contact with the Director Emergency Management.
n Provide official endorsement of the Declaration of Emergency.
Provide elected leadership support as needed for joint media conferences or other
executive functions in the emergency response.
u Support the post-disaster review and improvement process.
ACTION TO TAKE
Activation, Operational, and Demobilization Phase
1) When notified of an emergency, contact the City's Director of Emergency Management.
If unable to contact the Director, contact the Emergency Operations Center to obtain a
briefing on the overall incident.
2) Provide a contact number to the EOC and request updates as needed to stay informed.
3) If requested by the City's Public Information Officer, or as appropriate, provide support
for public information interviews, releases and broadcasts. You may be asked to
support joint media conferences. Before providing an interview or media releases,
contact the City's Public Information Officer for the latest information,
4) If requested, contact county, state and/or federal elected officials to support the petition
for h igher government response and disaster assistance. U.S. Congressional
representatives are the first step for obtaining federal disaster assistance money under
the Stafford Act.
5) Review the post-action reports on the disaster response and provide leadership in
mitigating damage and interruption of city operations in the event of future emergencies.
Finance and Safety Committee
September 20, 2004
Present: Dave Fenton, Joan Hemandez, Dennis Robertson, Alan Doerschel, Jim Morrow,
Robin Tischmak, Rhonda Berry
.~'~Emer genoy Management
Jim Morrow presented the All-Hazards Emergency Management Plan with
Implementation Procedures. He presented the key elements of the plan to the Committee
including organization structure, purpose, Emergency Operations Center, activation
process, Primary and Alternate responsibilities, declarations of emergency, funding issues
and answered several questions regarding the Plan. The Committee moved the Plan
forward to a Council of the Whole meeting.
Traffic Signal and Video Surveillance Proiects
The Committee was informed by Jim Morrow that Public Works is installing nine (9)
cameras on Tukwila International Boulevard to replace the obsolete cameras. The cost
will be approximately $100,000 and will be paid for from the 303 and Police Seizure
moneys equally. Street crews are doing the installation. Also, discussed was the Traffic
Signal Interconnect Project (in the proposed C.I.P.). Using Grant funding with matching
City monies this project is scheduled for 2005 and will be presented in the 2005 Budget
submittal.
Budget Motions - Golf Course Fuuding and establinhment of 503 Fund -Insurance - LEOFF I
Alan reminded the committee of the need for a budget motion to cover shortages in the
golf fund. He has proposed a loan from the General Fund of $400,000.
Due to new national accounting standards regarding LEOFF I employees, Alan has
recommended establishing a new fund- the 503 fund. There is no additional cost
involved; this action is merely separating LEOFF I employees out of the existing self-
insurance 502 fund.
These items were also presented at the previous Committee meeting and approved to be
passed at the September 20, 2004 Regular meeting. -