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HomeMy WebLinkAboutFS 2011-19-01 COMPLETE AGENDA PACKET City of Tukwila Distribution: K. Hougardy C. O'Flaherty i c4ILA �4+ J. Hernandez S. Kerslake Finance and Safety D. Robertson K. Mate] 2 A. Ekberg B. Arthur GI Committee Mayor Haggerton C. Parrish S. Lancaster D. Almberg 0 Kathy Hougardy, Chair 0 Joan Hernandez .29o1 0 Dennis Robertson AGENDA WEDNESDAY, JANUARY 19, 2011 CONFERENCE Room #3, 5:00 PM Item Recommended Action Page 1. PRESENTATION(S) 2. BUSINESS AGENDA a. A Resolution adopting a Hazard Mitigation Plan. a. Forward to 1/24 C.O.W. Pg.1 Frank Iriarte, Deputy Public Works Director and 2/7 Regular Mtg. b. A Resolution authorizing the Sale of Surplus Equipment. b. Forward to 1/24 C.O.W. Pg.103 Bob Giberson, Public Works Director and 2/7 Regular Mtg. c. An Ordinance regarding Emergency Management. c. Forward to 1/24 C.O.W. Pg.109 Nick Olivas, Fire Chief and 2/7 Regular Mtg. d. An Ordinance relating to the establishment of a d. Forward to 1/24 C.O.W. Pg.133 Central Treasury Fund. and 2/7 Regular Mtg. Shawn Hunstock, Finance Director e. Update on Revenue Generating Regulatory License e. Information only. Pg.139 (RGRL) and Business Licensing. Shawn Hunstock, Finance Director f. Sales Tax Report. f. Information only. Pg.151 Shawn Hunstock, Finance Director 3. ANNOUNCEMENTS 4. MISCELLANEOUS Next Scheduled Meeting: Tuesday, February 8, 2011 Committee Goals: x Work together in cooperation with nearby cities to address common problems in the Highway 99 corridor and Military Road. x Ensure a commitment to continued human services funding in relation to the cost of living through consistent review of regional, state and federal budgets affecting human services progams and services (also assigned to CAP). x Research the viability of sponsoring a City-wide Citizens' Academy (also assigned to CAP). The City of Tukwila strives to accommodate individuals with disabilities. Please contact the City Clerk's Office at 206 433 1800 or (tukclerk @ci.tukwila.wa.us) for assistance. BLANK z Cif ®f Tukwila 7 Jim Haggerton, Mayor OM= Q INFORMATIONAL MEMORANDUM TO: Mayor Haggerton Finance and Safety Committee IP FROM: Interim Emergency Mana •ement Director Public Works Director._ I.- DATE: January 10, 2011_ SUBJECT: City of Tukwila Hazard Mitigation Plan ISSUE Pass a resolution adopting the City of Tukwila Hazard Mitigation Plan. BACKGROUND Congress passed the Disaster Mitigation Act (DMA 2000; Public Law 106 -390) on October 30, 2000. The Federal legislation required states, local jurisdictions and tribal governments to develop and submit a Hazard Mitigation Plan to FEMA. A FEMA- approved Hazard Mitigation Plan allows the City to apply for Hazard Mitigation Grant Program (HMGP) and Pre- Disaster Mitigation (PDM) Program grant funds. DISCUSSION On February 17, 2010 Staff introduced Tukwila's draft Hazard Mitigation Plan to the Finance and Safety Committee. During the meeting, the Committee approved Staff's recommendation to post the Plan on the City's website for public comment and then submit the Plan to the Washington State Emergency Department and FEMA for approval. A FEMA- approved Hazard Mitigation Plan represents the City's commitment to reduce risks from natural and technological /manmade hazards and puts the City in a more favorable posture to accomplish mitigation initiatives through HMGP and PDM grant funding opportunities. FEMA has recently completed a pre adoption review of the City's Hazard Mitigation Plan and will formally approve the Plan upon receiving documentation of its adoption by the City (See FEMA Letter, 11/9/10, Attachment 2). A draft resolution adopting the Plan is provided at Attachment 3. RECOMMENDATION The Council is being asked to consider the resolution adopting the FEMA- approved Tukwila Hazard Mitigation Plan at the January 24, 2011 Committee of the Whole meeting and February 7, 2011 Regular Meeting Attachments: t Draft Resolution 2. City of Tukwila Hazard Mitigation Plan 3. FEMA Letter, 11/9/10 H: \Frank \2010 \Emergency Mgt \Info Memo Tukwila Hazard Mitigation Plan DRAFT A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ADOPTING THE TUKWILA HAZARD MITIGATION PLAN. WHEREAS, the City of Tukwila and surrounding areas are subject to various hazards, including flooding, earthquakes, landslides, severe windstorms and other natural and technological /man -made hazards; and WHEREAS, the City of Tukwila is committed to strengthening the City's resilience to the effects of natural and technological /man -made hazards; and WHEREAS, the Federal Disaster Mitigation Act of 2000, specifically Section 322, addresses local mitigation planning and requires local governments to develop Local Hazard Mitigation Plans as a condition of receiving Hazard Mitigation Grant Program funding, Flood Management Assistance, and Pre Disaster Mitigation funding from the Federal Emergency Management Agency (FEMA); and WHEREAS,. FEMA has completed a pre- adoption review of the City's Hazard Mitigation Plan and will approve the Plan upon receiving documentation of its adoption by the City; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: The City Council approves participation in the hazard mitigation planning process, development of a .City -wide Hazard Mitigation Plan and adoption of the final FEMA- approved Hazard Mitigation Plan, hereby incorporated by reference as "Attachment A." PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of 2011. ATTEST /AUTHENTICATED: Allan Ekberg, Council President Christy O'Flaherty, CMC, City Clerk APPROVED AS TO FORM BY: Filed with the City Clerk: Passed by the City Council: Office of the City Attorney Resolution Number: Attachment A: Hazard Mitigation Plan W: \Word Processing \Resolutions \Hazard Mitigation Plan.docx 2 Fl:mrh 01/12/2011 Page 1 of 1 ILA h 44 1 43 g to m .1' 29OB CITY OF TUKWILA HAZARD MI April 30, 2010 3 d EXECUTIVE SUMMARY Historically, Tukwila and the surrounding communities have experienced the effects of natural and technological /manmade hazards. The most prevalent natural hazards that have affected the City are flooding, earthquakes, severe winter storms and landslides. All of these hazards have caused property damages and financial impacts and will continue to pose some threat to Tukwila residents, businesses, visitors, workers and properties. This five -year Hazard Mitigation Plan was developed to strengthen the City's resilience by reducing risk and preventing loss. The Plan identified and assessed the potential impact of sixteen (16) natural and technological /manmade hazards that threaten residents, businesses, workers, visitors and properties in Tukwila. The hazards were profiled and evaluated based on their frequency of occurrence and impact to the Community. Based on the conclusion drawn from the Hazard Vulnerability Analysis, Tukwila's highest risk is flooding followed by severe windstorm, earthquake, snow /ice storm, and landslide. The process of identifying and assessing the risks that potential hazards have in our community has resulted in the development of a mitigation strategy that is tied to six goals (Protect Life and Property, Support Emergency Services, Increase Public Awareness, Preserve Natural Systems and Resources, Encourage Partnerships, and Enhance Planning Activities). Vital to the City's mitigation strategy are three major components: 6 Continuation and Enforcement of City Codes, Policies, Plans, and Programs. The City needs to continue administering, implementing, and enforcing the latest building codes and floodplain regulations. Additionally, the City must continue maintaining compliance and good standing in the National Flood Insurance Program (NFIP). Investment of Resources. The City has recently invested over $2 million in flood mitigation initiatives. To meet the goals and objectives outlined in this Plan more funding would be required. State and Federal grants must be aggressively pursued to accomplish priority mitigation projects. Implementation of Mitigation Initiatives. For this five -year Mitigation Plan, the City will focus on the following mitigation initiatives: Priority 1: Construction of a permanent City EOC Priority 2: Retrofit /Replace City Facilities 2 5 Priority 3: Boeing Access Road Bridge Replacement Priority 4: Interurban Ave S Project Containment Wall Construction It is virtually impossible to predict exactly when and where disasters may occur, or the extent to which they will affect the City. However, with planning, collaboration among public agencies, private sector organizations and Tukwila citizens, and an integrated mitigation strategy, it is possible to reduce, or eliminate the Tong -term risk to human life and property from hazards. For the first time in years, Tukwila has witnessed unprecedented planning, collaboration, and cooperation with regional partners, Tukwila citizens and the business community in mitigating the effects of potential flooding from the problems associated with the Howard Hanson Dam. This is Tukwila's first Hazard Mitigation Plan. When approved by the Federal Emergency Management Agency (FEMA) and adopted by the City, this Plan will serve as a living, stand -alone document that will continue to be improved and updated in accordance with Section XII of this document. Once the Plan is adopted by Resolution, the City will meet all requirements of the Disaster Mitigation Act of 2000 (DMA 2000). Under DMA 2000, local governments with a FEMA- approved Hazard Mitigation Plan would be allowed to apply for and receive disaster mitigation project grants under the Hazard Mitigation Grant Program (HMGP), and Pre Disaster Mitigation (PDM) Program. 3 6 1. Planning Process The plan development process began in June 2009 when the City was invited by King County Emergency Management Department to participate in the update of the 2004 King County Regional Hazard Mitigation Base Plan. The City's Emergency Management Director designated the Deputy Public Works Director as the lead City representative to work with the King County Regional Hazard Planning Team which consisted of twenty -seven agencies from cities, fire districts, school districts and utility districts. These agencies served as a steering committee for the Regional Plan update. As part of the planning effort to update the Regional Plan, the twenty -seven representatives participated in group sessions and meetings to collect and develop data, provide input, review plan documents, discuss critical requirements for plan approval, and submit documentation confirming their intent to adopt the final approved plan. Participants also met with Washington State Emergency Management Division representatives to review draft plans, discuss FEMA requirements, identify gaps and make necessary changes. Initially, the participating agencies had focused on developing individual plan annexes that would be integrated into the King County Regional Plan and then submitted to the State and FEMA for approval. Due to the delay on the completion of the Regional Plan, the City proceeded to develop its own stand- alone plan. The development of Tukwila's Hazard Mitigation Plan was accomplished through input and collaboration with the Tukwila's Emergency Management Team (Fire Chief, Assistant Fire Chief, Police Chief, Assistant Police Chiefs, Public Works Director, Deputy Public Works Director, and Emergency Management Director), review of existing City documents including the Capital Improvement Program, Comprehensive Surface Water Management Plan, Operating Budget, Comprehensive Emergency Management Plan, Tukwila's Hazard Identification and Vulnerability Analysis (HIVA) document, after action reports, input from City subject matter experts, and information provided by local, state, and federal organizations. The Hazard Mitigation Plan was also discussed during an Emergency Management Council meeting. See meeting minutes at Attachment 1. Members of the Emergency Management Council include the Mayor, City Administrator, Emergency Management Director and the department directors. With the significantly increased flood risk in the Green River Valley due to the seepage issues at the Howard Hanson Dam, the City has participated in numerous mitigation planning meetings at the local and regional level. The City conducted several public meetings and outreach efforts to discuss flood risks, mitigation activities at the local and regional level and preparedness measures. 4 7 During a public meeting with the residential neighborhood along the Green /Duwamish River, residents were informed of the various flood protection options being considered for their community and the draft Hazard Mitigation Plan that the City has developed. See meeting agenda at Attachment 2. The planning process has resulted in the accomplishment of several flood mitigation initiatives including the placement of flood protection devices to increase levee capacity, and completion of priority capital improvement projects. This is Tukwila's first Hazard Mitigation Plan. The Plan was discussed in an open meeting during the February 17, 2010 Finance and Safety Committee Meeting (Attachment 3) and was posted on the City's website for four weeks to allow public comments (Attachment 4). A notice inviting residents, businesses, neighboring jurisdictions, interested parties, and the general public to view and comment on the draft Plan was published in the Seattle Times on February 25, 2010 and March 10, 2010. Two comments from the public were received. One comment (add two City facilities to the critical infrastructure list) was integrated into the final Plan. Upon approval by FEMA, this Plan will be sent to the City of Tukwila Finance and Safety Committee, Committee -of- Whole, and Regular Council Meetings. The Plan will ultimately be adopted by the Tukwila City Council through a formal resolution. A draft resolution is included at Attachment 5. 1I. Goals and Objectives The fundamental mission of this Plan is to reduce the effects of natural and technological and other manmade disasters in the City of Tukwila. This mission and the following supporting goals and objectives parallel the mission, goals and objectives developed by the Regional Hazard Mitigation Plan Steering Committee. a. Goal One: Protect Life and Property. Implement activities that assist in protecting lives and property by making homes, businesses, infrastructures, critical facilities, and other community assets more resistant to losses from hazards. Incorporate effective mitigation strategies into the City's Capital Improvement Program. Integrate new hazard and risk information into building codes and land use planning. Maintain essential services, facilities and infrastructures during disasters. A Identify populations with special needs or those vulnerable to the impacts of disasters. Reduce losses and repetitive damages from chronic hazard events. 5 8 Consider known hazards when siting new facilities. Develop or improve emergency warning and notification systems. b. Goal Two: Support Emergency Services. Participate in local and regional emergency response exercises. a Protect and maintain critical facilities, infrastructure and services critical to emergency and disaster response activities. c. Goal Three: Increase Public Awareness. Conduct education and public outreach meetings and programs to increase the public's awareness about disaster preparedness, mitigation, emergency response, and recovery activities. Enhance the public's knowledge about the hazards that could occur in the region and how those hazards could impact the community. Develop education strategies, programs and materials to assist vulnerable populations and those with special needs. Provide and support comprehensive education activities that address all sectors of the Tukwila community. o Partner with private sector to promote employee education about disaster preparedness at the jobsite and at home. d. Goal Four: Preserve Natural Systems and Resources. e Protect agriculture, fish, wildlife, and natural resources. e Balance natural resource management, and land use planning with hazard mitigation to protect life, property and the environment. e. Goal Five: Encourage partnerships. Strengthen communication and participation among public agencies, citizens, businesses and industry. Coordinate hazard mitigation planning efforts with other local and regional organizations involved in disaster preparedness, response and recovery activities. Consider participating in the King County Regional Hazard Mitigation Plan update process. f. Goal Six: Enhance Planning Activities. Improve data collection and evaluation processes for identifying critical facilities, infrastructure, essential services, and populations at risk. 6 9 Improve hazard assessment information and resources. Facilitate ongoing review and implementation of this Plan. a Actively monitor and evaluate the status, implementation and completion of mitigation action items. o Review, update and enhance this Plan. III. Profile The City of Tukwila lies in the heart of the Puget Sound region, sitting 12 miles south of downtown Seattle, 17 miles north of downtown Tacoma, and at the crossroads of two major interstate highways, I -5 and I -405. The City is made up of several geographically distinct areas. Most notably are the valley floor through which the Green River flows, and the West Hill that rises up out of the valley. Residential development and supporting commercial activity are predominant on the West Hill areas, with the major industrial area and central business district located on the valley floor. Its strategic location makes Tukwila an ideal site for over 2000 businesses that currently provide retail, manufacturing, industrial, technology and professional services for this region. Tukwila was once a farming community and is located within the Green River Valley. The landscape of Tukwila changed radically after the Howard Hanson Dam was completed in 1962, allowing the Valley bottom to fill with commercial interests as the regional economy grew. Today, the Valley is filled with businesses, multifamily households and single family residences. The City was incorporated on June 23, 1908. The population was approximately 400 people. Due to annexations, the population of Tukwila grew over 300% in 1989 from 4,500 to more than 14,500. Tukwila has an estimated population growth of 1% per year and currently has approximately 18,000 people. The demographic composition of Tukwila has changed over the years. According to the 2000 Census, Tukwila is one of King County's most ethnically diverse cities, with a larger population born outside of the United States. As of 2000, 4,512 (26.2 of Tukwila residents were foreign born. The number of people speaking a language at home other than English was 5,105 (29.7% of Tukwila's total population in 2000) and 2,759 (17.3 reported that they speak English less than "very well The 2000 U.S. Census found that Tukwila residents live primarily in rental units (57.6 versus home ownership (42.4 The majority of households are families (55 and the average size of households is 2.38 persons. Tukwila is a large player in the region's economy. Located near two large metropolitan shipping centers (Port of Seattle and Port of Tacoma), three major 7 10 highways (I -405, I -5 and SR 518) and two rail lines running through the Valley bottom, Tukwila has become a major regional center of commerce. The State's second largest shopping center combined with industrial, manufacturing, and distribution facilities provide the majority of jobs within Tukwila. The daytime population swells with a large and diverse employment sector consisting of approximately 50,000 employees. The City of Tukwila operates under a strong mayor /council form of government, with the Mayor making up the executive branch, and members of the City Council comprising the legislative branch. The seven council members are responsible for overall policy and City law by passing ordinances and resolutions. The Mayor is the Chief Executive Officer and is responsible for the administration, public health, safety, and welfare of the City. IV. Land Use and Development Geographically, Tukwila is a relatively small area within an extensive valley centered on the Green /Duwamish River drainage system. While the valley is relatively flat, the upland plateau has rolling undulating topography. Tukwila's residential neighborhoods consist of mix dense, small town residential areas and newer suburban areas. Those residential neighborhoods are distinct geographic areas within an urban setting that is becoming increasingly crowded with all the challenges of urban living. The Green /Duwamish River valley has evolved from an agricultural area to a regional industrial and retail area. Land use along the river system is mostly commercial and industrial with few residential areas. With the designation of the Tukwila Urban Center and the Manufacturing Industrial Center in the Duwamish Corridor, development along the shoreline is likely to evolve into more intensive commercial and industrial uses. Intense development over the years has already altered the natural environment along the river system. A Land Use Zoning map is included in this Plan (Attachment 6). It conveys the long -term plan for the primary-use character of the various City neighborhoods. All areas of the City have distinct characters established many years ago. There are few parcels of land that are remnants of the City's farming community but most of the land is now suburban residential, commercial and industrial. V. Hazard Identification and Vulnerability Analysis This Section provides information on potential hazards whose impacts would go beyond those considered "routine emergencies" within the City of Tukwila. Hazards are separated into two major categories, Natural, and 8 11 Technological /Manmade events and will serve as a basis for local emergency planning. This hazard analysis uses High, Moderate and Low adjective descriptors for each hazard's probability of occurrence and the City's vulnerability and the potential impact of hazard to life and property. The risk rating is assigned on the probability of a hazard occurring at certain intervals. A final risk rating is assigned based on a subjective estimate of their combination, and the risk rating will ultimately help focus the emergency management and hazard mitigation programs on the incidents with the greatest potential risk. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) (High Impact) Low Probability Low Probability Low Probability (Low Impact) (Moderate Impact) (High Impact) Hazard Analysis Table Probability of occurrence is an adjective (high, medium, low) of a particular hazard impacting the City of Tukwila during a certain time interval. Probability is based on a limited objective appraisal of a hazard's frequency from historical data, trends, and other information provided by reliable sources. For the purposes of this analysis, the criteria for high, moderate, and low probability are: High Probability: The likelihood that a hazard will occur within a year. Moderate Probability: The likelihood that a hazard will occur within the next 2 -10 years. Low Probability: The likelihood that a hazard event will occur with the next 10 -100 years. Events occurring once every 100 -plus years are considered as low probability. The criteria for evaluating impacts are subjective. While there is some financial data available for property damages, economic losses are more difficult to ascertain. Additionally, the cost for injuries and fatalities are also difficult to assess. 9 12 1st A 1 ti Vt, IX V tAilit R DS 0 DROUGHT Definition of Hazard Drought is a period of unusually dry weather that persists long enough to cause serious problems such as crop damage, extreme fire hazard, and /or water supply shortages. The severity of the drought depends upon the degree of moisture deficiency, the duration, and the size of the affected area. There are four different ways that drought can be defined. Meteorological a measure of departure of precipitation from normal. Due to climatic differences, what might be considered a drought in one location of the country may not be a drought in another location. Agricultural refers to a situation where the amount of moisture in the soil no longer meets the needs of a particular crop. Hydrological occurs when surface and subsurface water supplies are below normal. Socioeconomic refers to the situation that occurs when physical water shortages begin to affect people. History of Hazard as it Affects the City of Tukwila Historically, drought has not been a major concern for the Tukwila area. The Tukwila area experiences water shortages and low flow on rivers and streams every few years. A severe reduction in the flow of rivers and streams in the area could cause serious damage to the aquatic life in the wetland areas. In 2001 rainfall for western Washington fell to 30% below normal. The National Weather Service reports that 2000 -2001 had been the driest winter in Washington since 1976 -77. It is also one of the five driest in the past 100 years. In 1992, low flows in area rivers threatened fall salmon spawning. Stream flows were between 30 and 70 percent of normal. Hazard Identification Nearly all areas of Tukwila are vulnerable to the effects of drought. Water utilities are aware of this problem. They continuously monitor ground water levels, and will implement water conservation measures as necessary. 11 14 Highline water district intertie Water district 75 intertie Water district #75 intertie Vulnerability Analysis The agricultural and farming community would feel the greatest impact of a moderate drought. Farming and agriculture in the greater Tukwila area are comprised of small farms that produce fruit and vegetables. Several nurseries are also located in the area. Annual and perennial crop losses, damage to crop quality, and increased insect infestation would affect the farming community. A moderate drought would also force the added use of the community water system due to the diminished water supplies. This reliance would create a financial strain on the farming and agricultural community, causing higher prices in the marketplace. A lengthy drought combined with extremely hot weather would create cause for concern. The farming and agricultural community would face financial hardship if they had to rely solely on the municipal water supply to irrigate their crops and provide water for their animals. Severe problems could conceivably occur in the event of water shortages requiring rationing. Many businesses, small and large alike are high water consumers. These businesses require large amounts of water in their daily operations. A severe drought creating water rationing could force these businesses to cut back on operations until water levels improve. The loss to manufactures and sellers of recreational equipment and related activities would impact the local recreation and tourism industry. Financial losses and the layoff of workers could result. Fires from grass and brush with reduced moisture content would spread rapidly and pose a threat not only to farm crops and wildlife, but also to homes and businesses near susceptible wild land /urban interface areas. There may also be a reduction in water available to fight fires. A major urban fire requiring large volumes of water could have significant impact on local water supplies during a drought. Conclusion The most significant vulnerability in Tukwila from a prolonged period of dry weather is the elevation of fire threat in the land -urban interface along I -5 on the west. Because the Tukwila area is serviced by a commercial water system supplied by City- purchased water and is backed with subsequent interties, it is unlikely that a moderate drought would create an economic concern for the area. Such an event in the Tukwila area would not likely be a threat to human life. 12 15 High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) (High Impact) aiki0 41 :111ty Low Probability Low Probability ?'Y4 �.x 'o sd"v ,s :x, L hx y (t u I n ac t) (Moderate Impact) (High Impact) Drought Probability and Impact Analysis 13 16 EARTHQUAKE Definition of Hazard Earthquakes are defined as the sudden release of energy occurring from the collision or shifting of crustal plates on the earth's surface or from the fracture of stressed rock formations in that crust. This release of energy results in the earth shaking, rocking, rolling, jarring and jolting; having the potential to cause minimal to great damage in the Puget Sound area. Earthquakes are measured by units of magnitude, which is a logarithmic measure of earthquake size. This means that at the same distance from the earthquake, the shaking will be 10 times as large during a magnitude 5 earthquake as it would during a magnitude 4 earthquake. History of Hazard as it Affects the City of Tukwila Western Washington and the Tukwila area have a long history of documented earthquake activity. Tukwila is geographically located in an area known as the Pacific Ring of Fire. The same geologic events that result in the creation of volcanoes and volcanic events may also generate notable earthquakes. Western Washington is framed by the Pacific, North American, and Juan de Fuca plates, with a significant amount of active fault lines identified in the Puget Sound area. All of these have been the cause of earthquakes in history, with the most notable recent earthquakes being the 1949 magnitude 7.1 Olympia earthquake, which caused over $100 million in damages and killed 8 people; the 1965 magnitude 6.5 Seattle- Tacoma earthquake which caused over $50 million in damages and killed 7 people; and the 1999 magnitude 5.5 Satsop earthquake. The most recent 6.5 magnitude Nisqually earthquake caused over $2 billion damages and injured over 400 people in Western Washington. In Tukwila, a few commercial buildings received significant structural damages. Annually, hundreds of earthquakes occur in Washington, most of which go unnoticed (less than magnitude 2.5). Hazard Identification The earth is divided into three main layers a hard outer crust, a soft middle layer and a central core. The crust is broken into massive irregular pieces called "plates which have been moving very slowly over the earth's surface for billions of years, driven by energy deep within the earth. This movement has shaped the physical features of the earth its mountains, valleys, plains, and plateaus. As these plates move, stresses are built up and periodically release energy in areas where the plates come into contact with each other. 14 17 4,9 is... N tr '71 n CA 4 j i:n h ,a ll 1N s:h t 4 7 Ni l'k Pacific P itc, Juan de Fuc AS s (0cearii0 Pla D qlm N 'oft encan (CDrrtinenfal) a C x 4 x Plate a 0 M 4 9 o Deep Eart�q ua kes (10 rn Iles below the Earth's surface) are within the subducting oceanic plafe as it bends beneath the crntfnental PPlate. The largest deeep� Hortnwest earthquakes known were h 1949 (14 7.f), 1 ow G. and 2001 (MA 6.8). 0 Shaliawearthquakes (lass than 15 miles deep) are caused by faults h the Moult American Continent. The Seattle fau It prod a m ced a to shal w mart nude 7+ earthquake 1,100 years ago. Other agnitude 7+ eartnq uakes occurred 1872,1 918, and 1946. it SubBuction Earthquakes are huge quakes that result when the boundary between the oceanic and ca ttnental plates ruptures. In 1700, the mast recent Cascadia Subduction Zone earthquake sent a tsunami as far as japan. .3. Lit. St Helens/Other Cascade Volcanos There are three technically distinct types of earthquakes that have the ability to generate powerful damaging motion in the greater Puget Sound area: Benioff Zone /Interplate (Deep) earthquakes These earthquakes occur at depths of 15 to 60 miles from the subducting Juan de Fuca plate. The Olympia, Seattle- Tacoma, Satsop and Nisqually earthquakes are all examples of Benioff Zone earthquakes. They usually do not exceed magnitudes of 7.5, are 15 -40 seconds in duration, have normal faulting with no large aftershocks. These earthquakes are more frequent than subduction zone earthquakes, typically occurring every 30 or so years. 15 18 Subduction Zone Events These earthquakes occur along the interface between tectonic plates, generated from the collision of the Juan de Fuca, Pacific, and North American plates. This area is also known as the Cascadia Subduction Zone, and it ranges from southern British Columbia to Northern California. These earthquakes are considered great magnitude events and may reach 8.0 -9.0 on the Richter scale. Researchers say the stresses they observe off the coast of Washington could cause an earthquake measuring up to 9.5. The duration of shaking could last up to 3 minutes. A subduction zone earthquake may also generate tsunamis. The last known subduction earthquake in the Puget Sound area occurred in 1700. Geologic evidence indicates that these great earthquakes may have occurred at least seven times in the last 3,500 years, suggesting a return time of 400 -600 years. Shallow Crustal Earthquakes The largest known historic earthquake in Washington or Oregon occurred in 1872 in the North Cascades. This earthquake had an estimated magnitude of 7.4 and was followed by many aftershocks. It was probably at a depth of 10 miles or less within the continental crust. Many other crustal sources in Washington and Oregon could also produce damaging earthquakes. Recent studies have found geologic evidence for large shallow earthquakes 1,100 years ago within the central Puget Basin. Massive block landslides into Lake Washington, marsh subsidence and tsunami deposits at West Point in Seattle, tsunami deposits at Cultus Bay on Whidbey Island, and large rock avalanches on the southeastern Olympic Peninsula have all been dated to approximately 1,100 years ago. Earthquake energy is released on the earth's surface primarily through faults. A fault is a fracture in the crust of the earth along which rocks on one side have moved relative to those on the other side. Most faults are the result of repeated displacements over a long period of time. A fault trace is the line on the earth's surface defining the fault. Fault rupture almost always follows preexisting faults, which are zones of weakness. Rupture may occur suddenly during an earthquake or slowly in the form of fault creep. Sudden displacements are more damaging to structures because they are accompanied by shaking. The following is a map of major earthquake fault zones in the Puget Sound region. 16 19 Major Fault Zones In the P uget sound i ie.W.::::41,1z-„ ,i.,, !4 4•21•Nk- i,,•-i.:..•. •v' i g f Y` tt r r N. Whidbey Is. Fault g a d-- s z. F x Y K Y <'nrtAi e es F 'c F bl E verett 3 G S. W hldbey Is. Fault P i Seattle Fiat-lit J 1- i d r Bremerton i Tukwila a K p' 1 acnma 01ympis. 0 -I- 47 .L Centralia 1 1 1 1 I I 1v (1 5fl K hi 1 122 23 In addition to the different types of earthquakes, geologic factors affect how the Tukwila area will fare during an earthquake. The valley is composed of soft materials such as mud, artificial fill and layers of sand and clay that can amplify ground shaking and make overall damage more intense. Soft soils tend to liquefy during an earthquake creating a condition known as "liquefaction This condition can result in local areas experiencing severe damage, especially where the ground fails (or liquefies) under buildings, pipelines or bridges. Landslides and rock falls may be triggered on steep slopes. 17 20 Vulnerability Analysis i i r i. �'�i' d 37 3 9�1°^,£%'.., bs :0'L G3 e 1 y a j- y s" „.t r .r i r 1 4, 4 P ',41. tom+: k- .1 .Via -„n. u Vs 41 s fie' u a 4 1 11 w i t F Tom Reese The Seattle Times A worker inspects the damage from an earthquake- triggered mudslide that flowed into Cedar River in Renton's Maple valle Any building or structure built on land that sl i n an earthquake could be destroyed, creating an extreme hazard for those buildings or structures on the hillsides above the valley floor. Landslides could also po se a threa to transportation routes, preventing emergency vehicles from responding in an earthquake disaster. Additionally disruption of water, sewer, power and communication lines would be likely. �3. h i, 6 K rsx 1 G, 3 F III' F pt j y .P fit r e �r h s 4 i x, Steve Bloo The Ass Pre A sidewalk in Olympia that buckled from the Nisqually quake. Transportation and communication would be Iimited or inaccessible. Major transportation lifelines are built on liquefaction prone soils and hillsides that could be destroyed as a result of an earthquake. Bridges may be damaged or nee structural assessment resulting in road closures. Assessment of bridges, overpasses and roadways may be delayed, creating a potential for injuries. 18 21 Downed utility lines could cause more problems for transportation as well as the lass of communication an p ower. Fire, a hazard in itself, frequently accompanies earthquakes. Fire usually occurs as a result o damaged electrical equipment, broken gas lines, fuel spills, disrupted heating equipment or any combination thereof. These fires can break out in multiple locations in a short period of time following an earthquake, quickly causing firefighting resources to be overextended. Additional strain on firefighting capabilities could be caused by transportation route interruptions and broken waterlines, which could make firefighting challenging. -4 '''''31,:;-,4-,:t; pry,+.., te r. 4-- a 4,,,,,,,A.,:,....0.,, a S �cJl J 9'ei: X I it1: -1, ,fir. j� y ji $q 4''.4:r -11czs, i e r s .n tip is7 S F y �yu A� "N i 2 'S r'a M Damage in Seattle after the 2001 Nisqually earthquake Damage to existing structures in the area could be significant, with older brick buildings and tilt -up warehouses potentially being the most susceptible. Because the valley contains a large concentration of older buildings situated on soil prone to liquefaction, it is likely that this area would be heavily damaged in the event of an earthquake. Facilities such as schools and community buildings are of concern as well, due to the potential for high loss of life. The Howard Hanson Dam has a significant effect on the Duwamish /Green River. The structural issues recently discovered at the Dam poses a significant risk for flooding throughout the entire Green River Valley Commun An earthquake could potentially compound problems at the Dam and could create a serious flood hazard to downstream communities. The time that an earthquake occurs significantly determines the impact of the quake.. The most significant effect of time relates to the potential for human casualtes. Experts believe that casualties would be greatest during hours of heavy vehicular traffic and when large numbers of people are in concentrated 19 22 areas such as business and government districts, places of commerce and schools. Conclusion The effects of a major earthquake in the Tukwila area have the potential to be catastrophic. Potentially, there could be hundreds of fatalities and thousands left homeless. Damage to buildings and structures could be in the millions of dollars. Transportation and communication could be disrupted from flooding, landslides, structure damage, and downed lines. Building codes continue to be strengthened to address potential effects of earthquakes on structures. However, because of an earthquake's potential for catastrophic human and economic consequences, it is incumbent upon the City to continue taking appropriate actions that mitigate against its severity by enforcement of codes, implementing improved building standards, and by educating City employees, residents and businesses. Public awareness programs, school staff and student community "Drop, Cover and Hold" training and drills, Community Emergency Response Team (C.E.R.T) education and training, and community outreach on what to do before, during and after an earthquake are preparedness measures that should be incorporated into the mitigation strategy. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability w y 3�P (Low Impact) (Moderate Impact) Low Probability Low Probability Low Probability (Low Impact) (Moderate Impact) (Low Impact) Earthquake Probability and Impact Analysis 20 23 FLOODING Definition of Hazard A flood is an unusually large flow or rise of water, especially over land not usually covered with water. Of all possible natural hazards, Tukwila is most prone to flooding. There are two types of flooding which could conceivably occur in this area: Riverine flooding: Floods which occur because of prolonged rain, melting snow or both. The first element leading to a potential Riverine flood is a heavy, fresh snow in the mountains. If a weather front with warm winds, usually from the southeast, and heavy rainfall follow the snow before it has a chance to settle and solidify, a flood potential exists. Flash flooding and surface flooding: Several factors contribute to flash flooding. The two key elements are rainfall intensity and duration. Topography, soil conditions, urbanization and ground cover also play important roles. Flash flooding occurs within a few minutes to a few hours of excessive rainfall, a dam or levee failure, or a sudden release of water held by an ice or log jam. In addition, localized surface or "urban" flooding occurs as the result of drainage systems that are incapable of carrying exceptional volumes of snowmelt and heavy rain runoff. The first flooding type is the most likely to occur, with the second being possible as the result of dam or other flood control system failure, such as the Green River levee system. History of Hazard The Green River Valley was historically inundated by large floods until the construction of the Howard A. Hanson Dam. Since operation commenced in 1962, the Dam, together with the construction of a levee systems along the Green River, have prevented significant flooding and limited flood damages. r y N Green River Valley flooding in the 1930's 21 24 There have been five Presidential declarations for flood disasters in King County since 1970, with the most recent and memorable floods in the vicinity being the ones that occurred in November December 1990, the flood of February 1996, and the flood of 1997. All of these floods caused severe damage to several City parks and roadways. The rainfall was less intense during the recent 2001 New Year's storm. The most significant difference between the 1996 and 2001 events was the combination of heavy rainfall and melting of significant snow accumulations at low elevations in the most heavily populated areas of the county during the New Year's storm. This combination produced flooding and large volumes of runoff in the urban and suburban creek basins. In November 2006, the prolonged rain events damaged two sections of the Green River Levee in Tukwila. The damage was on the west side of the River (Sites 3 and 5). Site 3 is located southwest intersection of West Valley Highway and South 180 Street and Site 5 is southeast intersection of South 180 and Andover Park West. The total cost to repair the two sections was approximately $6 million dollars. The damages in Tukwila represent two of more than 50 levees damaged in the region. Following a record high level of water behind the Howard Hanson Dam in January 2009, the U. S. Corps of Engineers (USACE) discovered problems with the Dam that has the potential to cause serious flooding in the Green River Valley communities of Auburn, Kent, Renton, Tukwila and Seattle. To date, USACE has spent nearly $10 million dollars constructing a temporary seepage barrier and improving the drainage systems at the Dam. The downstream communities have also spent millions of dollars in flood fighting and flood protection activities. Hazard Identification Tukwila experiences some degree of flooding almost every year. This event is most likely to occur during "flood season" between the months of November and March when rains are the heaviest. The major problems have been lowland flooding and road closures as a result of standing water. Surface flooding is most likely caused by slow- moving thunderstorms or by heavy rains associated with spring or early summer storm systems or combined with Riverine flooding. A flash flood is likely to occur as a result of some form of flood control system failure. A failure of the levee system that has been built up and guards the banks of the Green River would also produce flash flooding. Since the banks of the Green River are built up several feet higher than the surrounding area, damage to these banks or levees would quickly inundate the adjacent areas and spread throughout the lower, valley floor. 22 25 Vulnerability Analysis A very common type of flooding in the lowland areas is due to the frequent two to three day storm. This flooding normally creates transportation difficulties like slippery roadways and poor visibility, increasing the likelihood of traffic accidents and a slowdown in emergency response. Basement flooding and mudslides are also likely occurrences. A storm lasting longer would worsen the effects considerably. Possibilities include: serious property damage, disruption of utility systems, inaccessibility of the valley area via normal traffic routes health and environmental hazards as a result of sewer and septic system backups and storage of hazardous substances in area businesses, displacement of those living and working in the affected area, and economic disaster for businesses and citizens alike. The Howard Hanson Dam is located approximately 40 miles upstream from Tukwila on the Green River. in the event of dam failure, the riverbanks in the Tukwila area would reach their peak (bank level elevation approximately 39 feet) in about 8 hours with the entire Green River Valley inundated with 8 15 feet of water within 24 -36 hours. s t... y yes: "fir C »c a ��.0 t x=�m �1. r s .3, dux fi� �+x.,,�' 'v aMa� p� S s Howard Hanson Dam Shortly after the discovery of two depressions on the right abutment of the Dam, USACE Engineers quickly excavated the sites, installe f the two d monitorin equipment and conducted tests. They have isolated the cause o depressions, but they are still concerned with the seepage within the abutment. USACE has 23 26 right roved the end has imp ermanently Wall conc erns a T h e r estricte d barrier CE °uld racy s ee p age until seepagep °o1 ain oc eleva USA eriods c ted a temp stem but ge tes curs longer p constru has Ced r es ts ►c oon s r °lond drainage if heaW and c higher flow ra for res i dents, CE h la T dep► uk`N►la t he abutment that map tin9 ed USA at mu of flOOdin9 for add e m V►ver t risk City t .7. floo s ed Into th Green a s i9nifican R ►Ver. plan a- achmen Water lion crea the Gr part of th ►s t n A re l e a s e This situa along a °o I elev of t►me' es, an pr v e a a� eas is p rov►ded re strictions on p busine d af the tempOrarY p oten t i a l flop t occu or flood even or raised top r ios: e lss- Sh °ul a s the fo llowing scena higher than the ar dize eO could c s th are tha C O U Id )p s uch Vert A ping flora t he le sys bu►Idi n9 s et infras tructure p s, tees or crit °r rNeCb bridges ero sio n of level 10 9 er ba nk, sC ou. or Debr Flow of the levee, an d utilit1es• could c ause the in tegrity cables t he leVee� struc icat►on high river flow e to und e tected as t In -e cy k de e thr ough at the levee an 5 a�P p ecto grea ore i n wdth u nexp r Levee failure ressure ch wa ter p cr eate a Brea defects. The uickly the g and an`" ro x e 4 t 'y„`,,,z.".�v'�' sir T" 2- Ok m op h ic Levee Fai lure to Catastr 24 Conclusion The permanent solution to fix the seepage pro !lions at the Howard Han s on Dam is a significant undertaking. It will cost mi of dollars Green and will take a few flood seasons to complete the massive project. In the mean time, the River Valley community is faced with the po tential loss of life and economic disaster should any of the scenarios occur. If heavy and prolonged rain occurs during the flood season, many homes and businesses in the Valley including parts of Auburn, Kent, Renton, South Seattle, and Tukwila could be flooded. Evacuations in some communities are possible, key transportation routes and transit services could be disrupted, power outages and sewage backups are possible, critical communications could be damaged and public safety asse would be strained. The entire Tukwila community must continue to work on preparedness measures and implement prudent and responsible flood protection mitigation activities. The City should continue. to participate in the National Flood Insurance Program and residents as well as usinesses should consider purchasing floo insurance. 2.--'''-.- k �n"c W M1"� '7;- t ,''ter t Y Tukwila Flood Mitigation Project November 2009 H igh Probability Hig Probability (Low Impact) (Moderat I mpact) 3 rjuy f Moderate Probability Moderate Probability Moderate Pro (High (Low Impact) (Moderate Impact) Impact) Low P Low Probability Low Probability (Low Impact) (Moderate Impact) (High Imp act) Flood Proba and Impac Analysis 25 28 I LANDSLIDE Definition of Hazard The term landslide refers to the downward movement of masses of rock and soil. Landslides in this area are for the most part masses of soil ranging in volume from just a few feet, to many yards. The rate of travel of a slide can range from a few inches per month to many feet per second, depending on slope, material and water content. Landslides can be initiated by storms, earthquakes, fires, erosion, volcanic eruptions and by human modification of the land. History of Hazard Tukwila's topography has made some areas prone to landslides. In recent years, there have been incidents of property damages from landslides. Heavy snowstorms in December 1996 and January 1997 were followed by a warming trend that caused quick melting, runoff, and flooding. This period was then followed by rain. This led to over 100 slides in King County over the subsequent two -month period. Most recently, during the December 2008 January 2009 severe winter storm, a major landslide occurred on a 120 -feet high steep bluff above the west side of Interurban Avenue, displacing approximately 100 feet of jersey barriers and blocking traffic for several hours. Fortunately, no injuries occurred but the City incurred several thousand dollars in clean -up and debris removal costs and overtime for Tukwila Police, Fire and Public Works Department personnel. Hazard Identification Conditions which lead to soil instability and sliding include steep slopes, water saturation and deep frost. Building and road construction are also a contributing factor to landslides as they often undermine or increase the slopes of otherwise stable soil. Landslide hazard areas include areas potentially subject to landslides based on combination of geologic, topographic, and hydrologic factors. They include any areas susceptible because of any combination of bedrock, soil, slope (gradient), slope aspect, structure, hydrology, or other factors. 26 29 Features that may indicate Landslides include: Ancillary structures such as decks and patios tilting and /or moving relative to the main house. Tilting or cracking of concrete floors and foundations. Leaning telephone poles, trees, retaining walls or fences. Rapid increase or decrease in creek water level. Sticking doors and windows, and visible open spaces indicating jambs and frames out of plumb. The following are some measures that can be taken to avoid landslide hazards: Reduce surface erosion, keep drains and culverts clear. Maintain and improve vegetation; trees and shrubs provide root strength to hold the soil in place and help dewater the slope. If such vegetation is removed, root strength will be gone within 2 to 12 years and will not be easily restored. Protect bluff from surface erosion; apply erosion mats, plastic sheeting, or other erosion control material where vegetation will not take hold. The hillsides on the east and west sides of the Green River Valley area are particularly vulnerable to landslide activity. Because there are many structures built along these hillsides more lives are endangered and there is greater potential for damage in the event of a major occurrence. Vulnerability Analysis Landslides can cause disruption of roads, water, sewer, gas, electric and phone lines, as well as serious damage to public and private property. Injuries, loss of life and property loss could occur. International Building Code and Tukwila Land Use Zoning Code regulations address impacts of potential development in landslide areas. 27 30 Conclusion Geologically hazardous areas include areas susceptible to erosion, sliding, earthquake, or other geologic events. They pose a threat to the health and safety of citizens when incompatible commercial, residential, or industrial development is sited in areas of significant hazard. Some geologic hazards can be reduced or mitigated by engineering, design, or modified construction or mining practices so that risks to health and safety are acceptable. When technology cannot reduce risks to acceptable levels, building in geologically hazardous areas must be avoided. The effects of landslides could be mitigated by considering and enforcing sensitive area and land use ordinances. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability IModerateProbabihty Moderate Probability I Z (High Impact) (Low Impact) (.Moderate T,mpact)k Low Probability Low Probability Low Probability (Low Impact) (Moderate Impact) (High Impact) Landslide Probability and Impact Analysis 28 31 SNOW /ICE STORM Definition of Hazard This type of hazard is an atmospheric disturbance characterized by strong wind and is usually accompanied by rain, snow, sleet, hail, and often thunder or lightning. Snowstorms or blizzards, are storms accompanied usually by high winds and /or snow drifts. These storms occur occasionally in the area. Hailstorms occur when freezing water in thunderstorm type clouds accumulates in layers around an icy core. Wind added to hail may batter crops, structures and transportation systems. An ice storm occurs when rain falls out of warm moist upper layer of atmosphere into a below freezing, drier layer near the ground. The rain freezes on contact with the cold ground and accumulates on exposed surfaces. If this is accompanied by wind, damage can occur to trees and utility wires. History of Hazard The Tukwila area like the rest of the Puget Sound area is known for its moderate climate. Snowfall rarely exceeds ten inches in an entire season. The snow that does fall seldom remains on the ground more than a couple of days. Chances for accumulation of snow in the event of a single severe weather front following another are historically minimal. However, since 1985 and most recently in January 2004 the area has experienced major winter storms that have created significant hazards and damages totaling millions of dollars. Hazard Identification All areas of Tukwila are subject to the effects of these hazards. In particular, people, power lines, transportation routes and structures are vulnerable to the effects of cold, weight of the snow, winds and falling trees. Snow, like other hazards, does not have the same impact on all areas. The depth of the snow as well as the temperature and location of the snowfall are major factors in determining the degree of hazard that is presented to the area. Building codes continue to be strengthened to address potential effects of snow and ice storms on the structural integrity of buildings. 29 32 Vulnerability Analysis The Tukwila area has hills on either side of the valley. The hillsides and infrequency of snowstorms make such .storms dangerous and difficult to deal with. Major transportation difficulties usually occur as the result of even a minimal snowfall. Heavy snowfalls create dangerous, inaccessible roads, poor visibility, and traffic accidents. Drivers in the area have little opportunity to gain experience driving on snow covered streets, with problems amplified by lack of proper tires and chains to mitigate the hazardous driving conditions. Snow removal operations are often affected by lack of manpower and equipment. Emergency response by fire, police, and public works personnel is often. hampered by ice and snow on roads that are sometimes inaccessible and dangerous. Most of the structural damage resulting from heavy snowfalls is roof and structure collapse, with downed power lines and trees providing major difficulties for repair crews and residents. Elderly and vulnerable people often find themselves isolated in these situations and have difficulty obtaining food, medicines and other necessities. Additionally, dangerous situations occur as the result of power outages that result in the lack of heat for many areas. Efforts made to create makeshift heating and lighting often lead to fires, explosions and asphyxiation. Ice and freezing rain, which frequently hits Tukwila create similar difficulties. Ice and freezing rain are not as visible as snow, and therefore intensify the driving and transportation hazards. Freezing conditions are a common occurrence from November to February. These conditions can exist as the result of a simple rain with temperatures dropping below the freezing level overnight creating an "unknown" hazard to the community as morning activities begin. Conclusion Snow and ice storms can strike the area with little warning. These incidents occur infrequently and as a result, the effects of them are often enhanced by the public's inexperience dealing with the challenges posed by them. The most significant effect of these storms is structural collapse, interruption of utilities and the disruption of transportation routes, injuries, hardship and economic Ioss. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate ProbabilityY Moderate Probability (Low Impact) (Moderate Impact) =r =;q (High Impact) Low Probability Low Probability Low Probability (Low Impact) (Moderate Impact) (High Impact) Snow /Ice Storm Probability and Impact Analysis 30 33 URBAN FIRE Definition of Hazard Urban Fires in cities or towns primarily involve buildings with potential for spread to adjoining structures. Additional risks can be found in the numerous modes of transportation that can potentially intermingle within a given jurisdiction. Although the statistics show a decline in fire casualty rates in recent years, the U.S. rate remains much higher than the reported fire death and damage rates for Australia, Japan, and most of the Western European countries. The urban fire hazard in the City of Tukwila involves areas where single family homes, multi family occupancies, multi -unit transient residential occupancies and /or business facilities are clustered close together, increasing the possibility of rapid fire spread to another structure. Other areas are characterized by adjoining buildings. Adjoining buildings are found in the commercial or industrial sectors of the city or include other closely spaced wood framed structures. Not to be overlooked are the numerous transportation modes and routes that intersect the city's landscape. Fire responses can and have been generated to all modes of private and commercial transportation on either of two interstate freeways and numerous state highways and local surface streets. The city of Tukwila hosts a major North /South rail line. Transportation of cargo is the primary use for this line, however, Amtrak and mass transportation commuter rail locomotives share this same stretch of track. The newly completed Sound Transit Light Rail system spans the length of the city, and poses the difficult threat of fires in mass transportation vehicles on elevated structures. Portions of Boeing Field (King County Airport) rest with the borders of the city. This airfield generates continuous private and commercial air traffic, with many annual take offs and landings generated, and much of these taking place above the city's airspace. Although private and commercial vessel traffic on the Duwamish /Green river system is somewhat limited within the city's jurisdiction, consideration must be given to the added risk of response to fires involving vessels during transit through the jurisdiction. As a transportation hub, the City of Tukwila's risk or exposure to fires involving some form of transportation nearly equals the potential risk associated with structural response. Hazard Identification Fire has many causes which can range from faulty wiring to improper storage and handling of flammables, illegal explosive devices, and arson. Fires range from small fires which can be easily managed to a conflagration. A conflagration is a fire that expands uncontrollably beyond its original source area to engulf 31 34 adjoining regions. Wind, extremely dry or hazardous weather conditions and explosions are usually the contributing elements behind a conflagration. There are certain sectors of the city and populations which are more vulnerable to fire than others. Those areas which have a high risk population density present a high risk for fire simply due to increased exposure and probability. Those same areas can also pose the threat of high casualty rates for the same reasons. A large urban fire puts a tremendous strain on many of the operating departments of the community. The fire service needs all available firefighters to control the blaze and yet must continue to meet normal demands for service; law enforcement provides for evacuation activities, traffic and crowd control; public works is tasked with supplying a continuous supply of critical utilities necessary to manage the incident. Zone resources may be asked for assistance in one form or another, resulting in reduced response capabilities in the supporting jurisdictions. Vulnerability Analysis The housing of low income persons is often in older structures which do not conform to modern building and fire codes and do not contain fire detection devices. These structures are also prone to faulty electrical, heating and other utility systems due to age and lack of proper maintenance. Many of these older structures were constructed in very close proximity to one another, enabling fire to spread rapidly from one structure to another. Older apartment buildings and hotels also face increased risk of rapid fire spread due to inadequate firewall protection and the lack of fire detection and sprinkler systems. Some of the newer residential structures and hotels, though still susceptible to high population risk, are not as vulnerable to fire as are older structures. These structures were designed and built to include fire resistive features which conform to modern fire and building codes. Fire detection and /or extinguishing systems were also installed in these buildings at the time of construction. Though a major fire could certainly occur in these structures, the likelihood of its spreading to adjoining structures or units before it can be brought under control is significantly reduced. Commercial, industrial and multi family fires present their own unique hazards. Some newer structures, like residential occupancies, are built with fire resistive construction and fire detection and /or sprinkler systems (in buildings over 10,000 sq. ft.) thereby reducing the risk of major fires. Older structures and single 32 35 family dwellings however, share many of the same problems as older housing and are at a greater risk of fire. Several commercial and industrial occupancies within Tukwila store and use hazardous materials. The storage and use of these materials not only increases the risk of fire, but also pose a significant threat to firefighters and the community if the material should become involved in a fire. A sizable earthquake in Tukwila could damage any or all of the city's main water supplies, transmission lines, and /or feeder lines. Without adequate water reserves, automatic sprinkler protection would fail and firefighters would be unable to attack a wide fire front. In such a setting, a small fire could easily spread beyond control. Conclusions The threat of a large scale urban fire is limited in Tukwila except for the introduction of an outside event such as an earthquake or hazardous materials incident. The number of commercial and industrial fires has been controlled in recent years due to the annual fire inspections performed by fire department personnel. These inspections not only identify potential problems, they also provide an opportunity for business owners and workers to be more aware of fire prevention through education provided at the time of inspection. Despite the best effort, however, some fires still occur. The science and art-form of Arson Investigation has also been a significant factor in the reduction of urban fires. Investigators and fire crews are working together to convict and or deter more arsonists than ever before. Despite the efforts of the fire service, aging buildings and acts intentionally or unintentionally made by people will contribute to the incidents of burning buildings in the Tukwila area. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) (High Impact) Low Probability Low Probability Low Probability (Low Impact) .'(Moderate Impact) (High Impact) Urban Fire Probability and Impact Analysis 33 36 VOLCANIC ERUPTION Definition of Hazard A volcano is a vent in the earth's crust through which molten rock (magma), rock fragments, gases, and ashes are ejected from the earth's interior. A volcano is created when magma erupts onto the surface of the earth. Volcanoes take many forms according to the chemical composition of their magma and the conditions in which the magma is erupted. When magma is erupted it is referred to as lava. Some lava known as 'basalts' is hot and fluid. Opposite of basalts are 'rhyolites', which are characterized by their inability to flow freely, erupt explosively or form steep domes. Midway in between are 'andesites' which are thick, flow slowly, and are mildly explosive. History of Hazard On May 18, 1980, Mt. St. Helens erupted with explosive force killing 57 people. Heavy ash fall blanketed much of Eastern Washington into Northern Idaho and Western Montana. Subsequent eruptions on May 25 and June 12, similarly affected Western Washington and Portland, Oregon, although to a i lesser degree. Cascade Eru ptions During The Past ,000�Y ars x 5 Bake x s`.. ra r�ss� Tr-T Mount Rainier at 4393 meters net «r qq G Pk hn (14,410 feet) the highest peak in the Cascade Range is a dormant Aaams_ a: t' YHOCI' �1 i� �i r,�a exceeds that of any other mountain volcano whose load of glacier ice 6,, Jefferson oTg Tfirees�sters' 1 Oti s �Ka -i ewb� rry a i in the conterminous United States. x� g ila i u l;rater Lake s r i {Medicine Lake I rr r, «rr x This tremendous rock and ice mass, Shasta poses a variety of geologic hazards. The written history of Mount Rainier a000 r sQOO Q encompasses the period since h A YeaA 20 about A.D. 1820, during which time t Mim' 4SC5,Cgo�zO?� McmAed /rain CVO iaga„yscs Orin t# 585 ,�..r,� �x� p;S .x- one or two small eruptions, several small debris avalanches, and many Recent eruptions in the Cascades (USGS) small Iahars (debris flows originating on a volcano) have occurred. 34 37 Hazard Identification A volcano is commonly said to be "active" when it is in the process of erupting and "dormant when it is not. Scientists, however, usually use the term "active" to refer to any volcano that has erupted in historic time or is seismically or geothermally active. By this definition Mounts Rainier, Baker, Hood and St. Helens are active volcanoes. w c RS ft r s F0 t o u ti t y'ki' „,04.-4,, I t a E ,1V 1C3rt �,?ri -t t .�j 0. E �(1L�, 1 1�C� u M EtJ�ilri� mn T �°roiphro A la r �8 s t., 5 i i _}'X f I 1 Sa R� G'1" L3fli ti�9 f "iFiilr (+'1UU h Oo:}5r F J 5 zF 4 ,j Z d n Y X 0 5? z r s^' L'. n{ i+h 91 1 'ate v ,x x r ^^r z rt 5 a 1 p no te vu t P f f 4,4' Yom w uL. v Y s r.:` brdi"C' n s proaiice tr a' r.: idevirir3ty r�aTtut 'a �.fr= or1d Cf s. fjGrcifAfil,TlhiS $frnf3fUft'+gc'S'.�r;Lten a V 1 axrt 2'.P! 1 �r"ii� a f5U/1 fir 'Lilo 1.4Icsr ird (ffiit i .S rar o, a f7i. k 5a�i iX) many [?f those irta?8?cff also pos6 tis;x; at 0bier' v.."JfL:i3(3CJs?:z, 1 &tCh c?, i the Sai in P iaii tf:)F* h3=c? "Cr fdrlars arrd fatt.e care o::Cur .a "�?rr wh n a voicat o Is nor r �riprmg, za, s an trrn� in &&S tfr s. ri b ea� a grain W t filahfighrCd rIl bO1d }ther0 May m—aa =JfCcus vd in trig tad r of,w 38 Volcanoes usually exhibit some warning signs before erupting. Most of these warnings can only be detected by instruments; therefore, it is not surprising that stories are told about volcanoes erupting without warning. Explosions caused by heated material coming into contact with ground water, and involving no new magma, do happen without warning. They are less spectacular than magmatic eruptions, but can still be violent and release great mud flows. The basic hazards of a volcanic eruption are: Steam and gas explosions: Explosions of steam or other gases, containing pulverized rock particles in suspension, fragments of older rocks from pea sized to hundreds of tons, newly erupted hot lava bombs, and a shock wave that may extend for several miles. Steam explosions can occur anytime hot material comes in contact with water, ice, or snow. No eruptive activity is necessary for this to occur. Volcanic eases: Pockets or clouds of toxic gases kill with chemical poisons, internal or external burns, or asphyxiation. As an example, carbon dioxide is heavier than air, and may collect in low areas near active and inactive volcanoes. Gases mixed with ash make up the eruptive cloud, the 'smoke' of the volcano. Tephra and volcanic ash: Ash fall normally accompanies the eruptions of andesitic volcanoes. The lava in these volcanoes is so thick and charged with gases that it explodes into ash rather than flow. Ash is harsh, acidic, gritty, smelly, and thoroughly unpleasant. Ash can cause respiratory problems even to the point of causing death. When ash combines with rain, sulphur dioxide combines with water to form diluted sulfuric acid that may cause burns to skin, eyes and mucous membranes. Hydrochloric acid rains have also been reported. Acid rains may affect water supplies, burn foliage, strip paint, corrode machinery, and dissolve fabric. Heavy ash fall blots out light, which can cause a heavy demand on power supplies, leading to possible power failure. Ash clogs water courses and machinery of all kinds. It causes electrical short circuits, and drifts into all transportation routes. It is slippery and its weight can cause structural collapse. Because it is easily carried by air current, it remains a hazard long after an eruption. Volcanic landslides and glacial outbursts floods: Avalanches of glacial ice or rocks may be set in motion by explosions, earthquakes or heat induced melting of ice and snow. The latter may also create a mud 36 39 flow. Earthquakes may release meltwater or a glacial outburst flood from behind an ice dam or within a glacier. This is a common event and can occur without apparent cause. Most cascade outburst floods have occurred between August and November, but they may happen at any time of the year. flte J-"' l yg •Puyallup I Puckl l Crcr_nr rt1.r E ma c.• I r 1 iII.G .rn 'tfaurugJn er :ri A rk 1D,v/ �t l3k 1 1 irna i5* 3.9anc r f� II ry Cal i, t•1II At¢:R ���rJLflt�lllll w H 3 t L f m �r 4 ,2 ry��[ --ter t EXPLAIN AT I01F] 7 f y Sinn II I rfl ,r., ;ilh nrrrrn:.•a Y Mrder U 1.11,075 411h r <cL:rr2ncn J J`? it N} arstv�sc2 --f. L r h,har rr e ae a crplr k.�rriod irn r ✓4 ao t( y aars 1C ,3- l lrc, n ia tl,kcl to bs ifFuasd b Inca 11u!.s and pJroc:la>lic tlo•.vs r x z.r Mi Post- lahar sedimentation ,a'i..^ .L.x r'7 5'. 1�D YIU7F9ETF. Volcano hazards from Mount Rainier, Washington: Pyroclastic -flow hazard zone and inundation zones for Case I, II, and III lahars Lahars: Mud and debris flows composed of melt water, rain, ash, pumice, rock and anything else in the way, may be released by explosions, heavy rains, or earthquakes. This danger continues for many years after an eruption. A volcanic mud flow, whether or not it involves an eruption, is called a lahar' it can move at speeds up to 90 miles per hour and may attain depths of hundreds of feet. A large lahar can flow over or destroy a dam. Further downstream lahars simply entomb everything in mud. Lava: Lava flows from Cascade volcanoes tend to be small and slow moving. The heat of the lava may start fires in its path. Flows may also bury roads and other escape routes. 3 7 40 Volcanoaenic earthquakes: Volcanic earthquakes are usually centered within or beneath the volcano. Tremors may cause the avalanche of rock and snow, landslides, and building collapse. Vulnerability Analysis The topographically low floor of the contiguous lower Green River and Duwamish River valleys, from Auburn north to Elliott Bay, is considered to be at significantly less (but not eliminated) risk of inundation by a Case I Iahar, relative to that risk in the lower White River valley. This area will also be at significant risk from Case II lahars or from subsequent redistribution of sediment from new Iahar deposits under either of the two following conditions: (1) lahars or post -Iahar sedimentation significantly reduces the available storage of Mud Mountain Reservoir; (2) aggradation of the lower White River valley south of Auburn by lahars or post -Iahar sedimentation from Puyallup valley causes the White and Puyallup Rivers to drain northward into the Green and Duwamish River valley. The largest Iahar originating at Mount Rainier in the last 10,000 years is known as the Osceola Mudflow. This cohesive Iahar, which occurred about 5,600 years ago, was at least 10 times larger than any other known Iahar from Mount Rainier. It was the product of a large debris avalanche composed mostly of hydrothermally- altered material, and may have been triggered as magma forced its way into the volcano. Osceola deposits cover an area of about 550 square kilometers (212 square miles) in the Puget Sound lowland, extending at least as far as Tukwila, and to Commencement Bay, now the site of the Port of Tacoma. Considering the active Cascade volcanoes, Tukwila could mostly likely receive significant ash fall from Mt. St. Helens, Mt. Rainier, or Mt. Baker. Volcanic ash is highly disruptive to economic activity because it covers just about everything, infiltrates most openings, and is highly abrasive. Ash is slippery, especially when wet; roads, highways, and airport runways may become impassable. Automobile and jet engines may stall from ash clogged air filters and moving parts can be damaged from abrasion, including bearings, brakes, and transmissions. Large tephra fragments are capable of causing death or injury by impact, and may be hot enough to start fires where they land. These hazards usually do not extend beyond about 10 kilometers (6 miles) from the vent. Most tephra related injuries, fatalities, and social disruptions occur at greater distances from the vent, where tephra fragments are less than a few centimeters (1 inch) across. Clouds of fine tephra can block sunlight, greatly restrict visibility, and thereby slow or stop vehicle travel. Such clouds are commonly accompanied by frequent lightning. 38 41 When inhaled, tephra can create or aggravate respiratory problems. Accumulation of more than about 10 centimeters (4 inches) of tephra on the roof of a building may cause it to collapse. Even thin tephra accumulations ruin crops. Wet tephra can cause power lines to short out. Finally, tephra clouds are extremely hazardous to aircraft, because engines may stop and pilots may not be able to see. After the eruption of Mount St. Helens in 1980, much attention has been given to the very real possibility of further volcanic activity in Washington State. Mount Rainier, lying to the south of Tukwila, has erupted three times in the past 150 years. Though we could conceivably experience ash fall from any volcano, Mt. Rainier poses the greatest variety of threats to our area. Other dangers to life and property would depend on the degree of volcanic hazard, and the type and size of the eruption. Conclusion A volcanic event in the Cascade Mountains may occur once or twice in a lifetime. The Tukwila area is close enough to be directly affected by eruptions from any one of five volcanoes. We are susceptible to a variety of hazardous situations during a volcanic eruption; perhaps of greatest concern is the threat of large mudflows causing damage to either the Mud Mountain or the Howard Hanson Dam. Seismic intensities great enough to damage these dams would be of serious concern. Geologic evidence shows major lahar and debris flows have filled the Green River valley in the past. The overall effects of a major eruption could possibly produce an incident of disaster that could be compared to the devastation of a major earthquake. Tephra and ash fall from a volcanic eruption could pose health concerns for residents as well as damage property, disrupt communications, interrupt transportation, and disrupt industry and the local commerce. Experience at Mount St. Helens showed the need to identify specialized protective equipment for both vehicles and people working in the shadow of a volcanic eruption. Essential equipment for personnel would likely include breathing masks or other respiratory protection. Similar air filtration would be required for vehicles operating in heavy ash fall. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) (High Impact) Low Probability :Low, Probability Low Probability (Low Impact) (High Impact) Low Im act ::(Moderate Impact a�-, Volcanic Eruption Probability and Impact Analysis 39 42 WINDSTORM /TORNADO Definition of Hazard This type of hazard is an atmospheric disturbance characterized by a strong wind and usually accompanied by rain, snow, sleet, hail and often thunder and lightning. The National Weather Service classifies wind from 38 to 55 MPH as gale force winds; 56 to 74 MPH as storm force winds and any winds over 75 MPH as hurricane force winds. Destructive winds like those described normally occur between October and March. The highest recorded wind speed recorded in the greater Tukwila area was more than 81 miles per hour. A tornado is violently rotating column of air, pendant from a cumuliform cloud or underneath a cumuliform cloud, and often (but not always) visible as a funnel cloud. Tornados are the most violent weather phenomena known. Their funnel shaped clouds rotating at velocities of up to 300 miles per hour generally affect areas of 1/4 to 3/4 of a mile wide and seldom more than 16 miles long. Tornados are produced by strong thunderstorms. Such thunderstorms can also produce large damaging hail, heavy amounts of rain, and strong damaging winds. History of Hazard Winds of a destructive speed bringing varying degrees of damage, including downed trees and utility lines, transportation interruptions and property damage occur fairly regularly in this area. The most recent windstorms in our area of disastrous proportion were the Inauguration Day Windstorm in January 1993 and the storm in November 2006. Several hundred calls assistance were received by Tukwila Police /Fire /Public Works during the storm events. The City experienced power outages and had to close several roads for hours. These Presidential declared disasters had winds clocked at approximately 80 miles per hour _and caused hundreds of thousands of dollars in damage. S t 7 t d 1*M :,qc 3 :.i 7 t 4 k 4 sfi 9 W;;; T' t .y 1 H ey' t --;.;,—.:14,54...' ..14,,---7: K {^li" 4+' 4 rb.. .r^a3t .+y, r .:2.'»N�„tdc�'�``°_ M n v.:. `t4,.:: '1z..:,.i .".43Z—.V4, f a. `C 2003 W damage 40 43 Other recent windstorms: December 1995 California Express Windstorm January March 1999 La Nina Winter Windstorm December 2003 December Storm Tornado sightings in Washington average 2 per year. During the past 30 years there have been several tornados recorded in the area. In 1972, a tornado struck the City of Vancouver, Washington 150 miles to our south. During the course of this disaster, an elementary school full of children was destroyed, as was a shopping center, a bowling alley and many homes. Six people were killed and some three hundred were injured; damages were upward of six million dollars. Most recently, the National Weather Service confirmed that a F -1 tornado (100 -110) hit Enumclaw, during intense thunder and lightning squalls that hovered over Western Washington on September 7, 2009. The tornado caused property damage, destroyed several trees and caused power outage. Hazard Identification A strong windstorm or tornado would likely affect power lines, transportation, and lifeline routes. Structures are also vulnerable to the effects of wind from falling trees and other debris. If a tornado struck Tukwila, damage could be widespread. Businesses could be forced to close for an extended period or permanently. Fatalities could be high in densely populated areas. Many people could be homeless for an extended period and routine services such as telephone or power could be disrupted. Building codes continue to be strengthened to address potential impacts of windstorms on structures. Vulnerability Analysis All areas of Tukwila are vulnerable to severe windstorms. Windstorms can usually be predicted more accurately than other local storms. Tukwila can expect at least one windstorm each year. The problems arising from high winds, whether they come in the form of the common windstorm or the destructive forces of a tornado, are many. Principal damage occurs in the form of downed trees, utility lines, signs and traffic lights. 41 44 Damage to buildings potentially could occur. Secondary hazards associated with high winds include power and other utility failures, as well as automobile, railroad and air traffic accidents. While it is possible to forecast the potential for a tornado formation, it is not possible to forecast that one will in fact occur or where it will strike. Conclusion Windstorms are a common natural hazard that will affect not just Tukwila, but will have widespread regional impacts. A windstorm of destructive velocity or a deadly tornado could strike this area with little warning. Citizens should be prepared and family plans and contingencies developed. Schools and businesses should also support preparedness campaigns and programs to mitigate the effects of a windstorm. The most effective tool for alerting the public of severe storms is the National Weather Service (NWS) weather warning network. Broadcasted over VHF radio, NOAA weather radios with Emergency Alert System capabilities provide early warning and notification needed to prepare for windstorms and tornado watches /warnings. The most common effects of these storms is the disruption of electrical and transportation routes causing hardship and economical Toss to citizens, businesses and public assets. High Probability Hi h Frob f High i Hi gh Probability 9 tY 9 n (Low Impact) :'(Moderate, Impact) (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) (High Impact) Low Probability Low Probability Low Probability (Low Impact) (Moderate Impact) (High Impact) Windstorm Probability and Impact Analysis 42 45 This page intentionally left blank 43 46 TECVISOL 8pipRps AIR TRANSPORTATION CRASHES Definition of Hazard This type of hazard is the failure of an aircraft to suspend itself in flight due to mechanical or human error resulting in a collision with the ground. A portion of Boeing Field (King County International) is located within Tukwila and we are surrounded on all sides by local and international airport facilities. Those in closest proximity are Sea -Tac International, Renton Municipal, Auburn Municipal, Crest Air Park (south of Covington), and Cedar Grove Air Park (southeast of Renton). Most commercial air traffic is concentrated at Sea -Tac International and Boeing Field. Renton Municipal and Auburn Municipal may be utilized as reliever airports by charter and commuter aircraft; however, their primary function is use by private and recreational aircraft. Crest and Cedar Grove Airparks are used specifically for small private and recreational aircraft. History of Hazard Fortunately the Tukwila area has not experienced an incident with high loss of life or the devastation possible from the crash of a commercial airliner. However, over the years small aircraft have come down in our area and serve as a reminder of the possibility. Hazard Identification Due to the devastating effect on life and property when an air carrier accident occurs, and the frequent news media accounts of what is termed the 'near miss', we are aware that virtually every community is vulnerable to air traffic accidents. The Tukwila area is no exception. Small aircraft traffic is nearly impossible to control or predict, as current regulations and safety equipment requirements are not as strict for small private planes as they are for commercial carriers. Therefore one cannot logically determine the probability or the possible location of a small aircraft accident. We do know, however, that several accidents occur each year in the area. We must, therefore, assume that the small aircraft disaster could conceivably happen anytime or anyplace. Statistics are more readily available on major aircraft accidents, giving a more accurate picture of the potential for disaster and where it may strike. In recent 45 48 years airport congestion and air traffic noise have increased. Consequently, commercial airline flight paths are alternated on a daily basis to decrease noise exposure to specific neighborhoods. While the exposure to aircraft noise is decreased by this method, the possible areas that could be affected by air transportation crashes have increased. It is known that 16% of all major airline crashes are low impact crashes on the airport runway. 79% are high impact crashes with few or no survivors and are within one and one half miles of the airport. The remaining 5% of crashes occur enroute. In consideration of these facts and the proximity of Sea -Tac International Airport and Boeing Field to Tukwila, we must consider the potential of a major air transportation accident occurring in our area. The area in which an aviation accident occurs will influence the effects of the disaster on the community. If an aircraft goes down in an industrial or residential area the number of fatalities may be much higher and the danger of fire is enhanced. If the accident occurs during peak traffic periods the responding forces may have problems reaching the area or transporting the injured out of the area. An accident in a large open area could also present a problem. With airplane wreckage scattered over a large area, crowd control could be difficult, especially if there is easy access to the area. Such a circumstance could easily overwhelm first response forces. When a commercial airliner crashes the fire service will bear the burden of the immediate effects; however, while the effects are often intense they are usually of short duration. This type of disaster would place an unexpected burden on Tukwila, mutual aid and Zone 3 agencies and the entire County. This would be especially true if a large number of people on the ground were involved in the accident. There are other emergency elements impacted by an aircraft accident. Area hospitals could be flooded with injured persons and blood banks could receive large orders for blood. Law enforcement agencies would be hard pressed to establish an effective crowd /traffic control; both Fire and Police would have to establish effective, unified command operations; and a temporary morgue would be required affecting the public health component. Vulnerability Analysis The potential for disaster exists for both the commercial air carriers and the small private planes. Though we may think of an "air disaster" as being the major commercial aircraft crashing and killing many passengers, we must also consider the small private plane that could crash into a large business, apartment 46 49 building, shopping center or school housing several hundred people. Such an occurrence would quickly exhaust emergency response capabilities and create panic within the community. The most obvious effect of this hazard is the potential Toss of many lives, both on board the plane and on the ground. Additionally, we must consider property damage from ground impact and the potential fire and explosion hazard associated with jet fuel. Aircraft impact with a fixed facility warehousing hazardous substances should also be considered likely, given the prevalence of those types of facilities in the valley area. The major traffic patterns and the areas adjacent to airports present the greatest potential locations an aircraft incident. Aircraft in a flight pattern merely passing over Tukwila presents a small risk by itself. Weather related problems, equipment malfunction and mid -air collision are the most likely scenarios for a large disaster. The largest number of aircraft accidents occurs within a five -mile radius of the airport. Areas in the immediate vicinity and downwind of crash sites may also be vulnerable to the effects of toxic air pollution. While the airline industry has an excellent safety record, accidents continue to happen and they will continue into the future. Even though the chance of a major disaster resulting from an aircraft accident is relatively small, the potential impact of an occurrence forces emergency planners to be aware of the possibility. Conclusion Although a rare possibility, the catastrophic potential of a major aircraft crash in Tukwila cannot be ignored. Tremendous damage to property, utilities and transportation routes could result. Huge financial impact could occur, as well as the inevitable heavy loss of life. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) High Impact) Low Probability Low Probability h b Y• (Low Impact) (Moderate Impact) S L• Air Transportation Crash Probability and Impact Analysis 47 50 COMMUNICATION FAILURE Definition of Hazard Communication failure is defined as the severe interruption or Toss of private and or public communications systems, including but not limited to transmission lines, broadcast, relay, switching and repeater stations as well as communications satellites, electrical generation capabilities, and associated hardware and software applications necessary to operate communications equipment. These disruptions may result from equipment failure, human acts, (deliberate or accidental) or the results of natural or manmade disasters. History of Hazard Communication failures in our area have been limited to small -scale outages associated with natural events such as severe weather storms and mainly affecting landline and cellular telecommunication capabilities. The Nisqually earthquake in 2001 caused a temporary disruption of the Regional 800MHz Radio system used primarily for public safety. Electronic mail failure has occurred more frequently and is usually a short -term interruption causing assets or data to be lost or unusable for a period of time. Hazard Identification All areas of Tukwila are susceptible to communications failures. A communications failure would affect essential facilities and the day -to -day operations of local government as well as the business community. Sites of concern would range from dispatch agencies, Supervisory Control and Data Acquisition (SCADA) systems, satellite uplink and downlink sites, Internet service provider sites, and the telecommunication industry switching sites. Vulnerability Analysis Communication systems, like other utilities may suffer disruption from natural or manmade disasters. Seismic bracing should be reviewed on a regular basis to ensure system stability. Transmission stations, land lines, satellites, cellular and other facilities cannot be made completely secure and are therefore vulnerable to disruption. 48 51 Satellites are vital in the respect that they provide communication capabilities with the world outside of our local area. We depend on them daily for news, weather forecasts and national defense. They are subject to the effects of natural disasters such as cosmic debris and mass corona) ejections (MCE). They are also subject to mechanical and electrical system failure like any other communication device. Emergency response capabilities are dependent upon communication systems such as radio and telephone to direct and .coordinate resources and to provide vital public information and warning during emergencies. k i N a tt f 1 57' 2 e L \Y 4 �i 4 4 ,1 1 1 t;'1 $s -Y •t'y,r i Communications Tower Conclusion Interruptions in day -to -day communications would create problems for businesses, public agencies, citizens, and emergency services. The most common problems would range from minor inconveniences of our citizens to loss of 49 52 production and revenues for businesses. Emergency services could face more serious consequences, as poor or nonexistent communications could escalate what would have been a minor emergency into a disaster situation. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) M. R bra et P�bai% Moderate Probability Moderate Probability L�„ow po Y N (Moderate Impact) (High Impact) Low Probability Low Probability Low Probability (Low Impact) (Moderate Impact) (High Impact) Communications Failure Probability and Impact Analysis 50 53 ENERGY SHORTAGE Definition of Hazard An energy shortage could involve various types of energy resources. Those shortages of primary concern would be petroleum, electricity, and natural gas. Puget Sound Energy (PSE) and Seattle City Light (SCL) supply Tukwila with electricity. PSE is a private company whose services are regulated by the Washington Utilities and Transportation Commission. Six hydroelectric plants, four coal -fired plants and six oil and natural gas fired plants fuel PSE's electrical infrastructure. SCL is a publicly owned utility. Ninety percent of its electricity is from hydroelectric plants on the Skagit and Pend Oreille Rivers and the Bonneville Power Administration. Nationally, 99% of all power lines are above ground. These above ground lines are susceptible to high winds and interference from trees and other vegetation. Most natural gas lines are owned by PSE and are located underground. Underground lines vary in sizes and pressures and are susceptible to age, ground movement, anomalies and flaws, and third party damage. History of Hazard The problems associated with petroleum shortages were vividly demonstrated in 1973 and 1974 during the Arab Oil Embargo, and again in 1979 when the United States imposed an oil embargo on Iran. Minor petroleum shortages developed during the 1989 Exxon Valdez incident and during the Persian Gulf War in 1990- 91. These events and others have caused the United States to utilize better conservation measures and increase domestic petroleum production, thereby reducing the need for imported petroleum products. Despite these efforts, the United States still remains dependent upon imports for about 35% of its petroleum needs. Hydroelectric dams produce the majority of the electricity in Washington State. Low precipitation years have produced low river flow conditions that have resulted in insufficient amounts of water to operate hydroelectric plants. The national energy system has three regions with each having a series of interconnected grids. The Western region has recently been exposed to scant sufficiency and power shortages, particularly in California. Some areas have experienced rolling blackouts dating back from 1996 to as recently as 2001. Rolling blackouts can occur due to line loading, when the transmission system is stressed because it is operating at or near full capacity. Rolling blackouts are also known as emergency Toad curtailments and involuntary conservation. 51 54 The Inaugural Day Storm of January 20, 1993, caused massive electrical power outages throughout the Puget Sound area. A total of 880,000 customers were without power from Olympia to Everett. During the December 1996, December 2003, and November 2006 wind and ice storms, hundreds of thousands of area residents lost power and in some cases, lost the ability to heat their homes and businesses for days. Hazard Identification All areas of Tukwila are susceptible to petroleum, electrical, and natural gas shortages. Vulnerability Analysis Electricity: An electrical shortage is not a major concern for Tukwila due to Washington's proximity to substantial amounts of electricity transmitted from Canada to California. Although load- resource balance and the likelihood of rolling blackouts are minimal, regional supplies are tight. The transmission system is more than 40 years old. It experiences high utilization and requires more frequent maintenance. Interruptions in the transmission system due to interference would be of concern. This could be the result of a drought condition where increased loads cause electric lines to heat up; when lines get too hot they sag. Lines can sag into trees and other vegetation. Large wild land fires also cause carbon buildup on transmission lines and may weaken tower structures, causing them to collapse. A major failure of electrical supply systems (blackout) would have a large -scale impact on everyone affected. Major electrical failure would have a domino effect on nearly all supplies and services. Homes would have no electricity. Businesses would be unable to operate and would close their doors. Other utility systems would fail without power to run them. Disruption of emergency services would occur. There are few things which we depend in our day -to -day lives which would be unaffected by electrical failure. Natural Gas: The vulnerabilities of the natural gas system are less than those of the electricity system mainly because the infrastructure is underground. The two most common causes of gas system failures are: Land movement mainly from earthquakes and landslides. This damage 52 55 could include a catastrophic systems failure in which ground movement may sever pipe segments allowing gas to escape. Because gas is lighter than air, gas leaks in open areas are not as major a concern as leaks in an urban or confined setting. Integrity loss mechanical damage mainly through third party damage by excavators or utility owners /operators. Although RCW 19.122 requires the use of a "one call" system, this does not always occur. Third party damage can introduce dents with gauging leading to pipe failure or an outright rupture of the line. Internal anomalies can also lead to the loss of pipe integrity. Internal corrosion, the age of the pipe and general thinning, or other construction flaws can lead to pipe failure. Conclusion Major effects of energy shortages include inconvenience to consumers, reduced heating and lighting capability, reduced production in all sectors, potential failure of transportation, water and waste, communications, information and banking systems. Efforts made to create makeshift heating and lighting often lead to fires, explosions and asphyxiation. In addition, emergency response capabilities may be severely hampered. Homeowners and businesses need to educate themselves on all safety measures associated with energy outages and shortages. The safe use of emergency generators and how to shut off utilities are key first steps to safely mitigate an event. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) (High Impact) ow Prbbtiity r Low Probability Low Probability k(5, u mp cf) R ia (Moderate Impact) (High Impact) Energy Shortage Probability and Impact Analysis 53 56 HAZARDOUS MATERIALS Chemicals are found everywhere. They purify drinking water, increase crop production, and simplify household chores. But chemicals also can be hazardous to humans or the environment if used or released improperly. Hazards can occur during production, storage, transportation, use, or disposal. Our citizens and community in general are at risk if a chemical is used unsafely or released in harmful amounts into the environment where citizens live, work, or play. Hazardous materials in various forms can cause death, serious injury, long lasting health effects, and damage to buildings, homes, businesses and other property. Many products containing hazardous chemicals are used and stored in homes and businesses routinely. These products are also shipped daily on the nation's highways, railroads, waterways, and pipelines. Chemical manufacturers are one source of hazardous materials, but there are many others, including service stations, hospitals, and hazardous materials waste sites. Varying quantities of hazardous materials are manufactured, used, or stored at an estimated 4.5 million facilities in the United States -from major industrial plants to local dry cleaning establishments or gardening supply stores, of which we have plenty in Tukwila. Hazardous materials come in the form of explosives, flammable and combustible substances, poisons, and radioactive materials. These substances are most often released as a result of transportation accidents or because of chemical accidents in plants. Definitions The following definitions include types of hazardous materials. Understand these definitions include their production, use, storage, transportation and disposal. If found uncontrolled, they place life, environment and property at significant risk. Illegal drug /meth labs present yet another significant risk. Recent history and current events show an increased threat from terrorists using hazardous materials, including Weapons of Mass Destruction, (WMD). For the purpose of this document, the terms hazardous materials and dangerous goods will be used interchangeably. Hazards are things that are potentially dangerous or harmful; often the root cause of an unwanted outcome. 54 57 Hazardous substances are materials that pose a threat to human health and /or the environment, and any substance designated by the Environmental Protection Agency (EPA) to be reported if a designated quantity of the substance is spilled into the waters of the United States or is otherwise released into the environment. Hazardous wastes are by- products of society that can pose a substantial or potential hazard to human health or the environment when improperly managed, that possess at least one of five characteristics (flammable, explosive, corrosive, toxic, or radioactive), or that appear on the EPA lists. Hazardous chemical is any hazardous material requiring an MSDS (Material Safety Data Sheet) under OSHA's Hazard Communication Standard. Such substances are capable of producing fires and explosions or adverse health effects such as cancer, burns, or dermatitis'. Hazardous materials are subject to regulation by a variety of local, state and federal agencies through an assortment of labor, building, environmental, and transportation laws, and their amount and location are also subject to City of Tukwila Zoning Code and State of Washington regulations. History of Hazard On December 4, 1984, a cloud of methyl isocyanate gas, an extremely toxic chemical, escaped from a Union Carbide chemical plant in Bhopal, India. More than 2,500 people lost their lives. Tens of thousands more were injured, some with permanent disabilities. Over the years and throughout the United States, concerns over incidents of hazardous material incidents has risen due to the frequency and potential damage these events can cause. This concern has led to the development and formation of specialty teams, trained and equipped with advanced technical tools and proper personal protective equipment to handle these situations. Demand for use of these teams with their advanced training and procedures have grown significantly over the years. As a retail and transportation hub in the state of Washington, Tukwila has over 2000 businesses in our city, several of which store, use, sell or manufacture hazardous materials. Of those 2000 44 are classified as a type "H" (hazardous) occupancy, per the International Fire Code. We have over 44 sites that Fire Prevention Bureau has issued Hazardous Materials permits to. During the period from 2000 to present, Tukwila has responded to over 1100 incidents categorized as calls involving hazardous materials. That is an average of over 55 58 150 Hazardous Materials related calls per year. These calls range from flammable liquid spills and Teaks, to unknown chemicals, to a full specialized team response. Tukwila has had two fuel tractor trailer tanker fires in recent history. Both resulted in major disruption to regional transportation and environmental problems. We have had multiple train derailments and recently added the Sound Transit Light Rail that runs the full length of our city. There have been airplane crashes that resulted in national and international news coverage. Finally, we have had many river incidents involving cars in the river, and most recently a boat that was leaking several gallons of fuel. Hazard Identification With our large retail and manufacturing districts, our city has an above average exposure to the use, shipment and storage of host different types of hazardous materials. Being the central point between Seattle, Tacoma and SeaTac International Airport, having three major freeways /highways, a major underground pipeline and two major rail lines, we have become a main traffic pipeline for hazardous materials. If they are not stored in town, they are en- route to other hazardous materials centers in the Puget Sound Region. Tukwila's exposure /risk to hazardous materials throughout the City is critical. Transportation of hazardous materials over the highways poses the greatest potential threat to the community. It is dominated by flammable and combustible liquids such as gasoline and fuel oil that represent about 30% of the total. Other hazardous materials transported by truck include; nuclear materials, sulfuric acid, anhydrous ammonia, caustic soda, liquefied petroleum gas (LPG), hydrochloric acid, nitrogen, nitric acid and sodium chlorate. These materials are heavily transported and move through Tukwila on a daily basis. Interstate 5 carries the heaviest volume of hazardous materials in the state. The intersection of Interstate 5 and Interstate 405, which is in Tukwila, is the busiest intersection in the state! Very little hazardous materials transported across state doesn't go through this intersection. State Routes 99, 518, 599, and I -405 also run through our city, and are major hazardous materials routes. The shipments of hazardous materials by truck are conservatively estimated in excess of 60,000 bulk shipments annually and do not include materials transported between locations within the City. Rail transportation of hazardous materials is also a factor to be considered. Rail transportation of hazardous materials along the corridor between Tacoma and Everett is the heaviest in the state. Two major rail lines run through the Green River Valley and through our city from the north to the south. Regular shipments of chlorine, LPG, caustic soda, anhydrous ammonia, methanol, vinyl 56 59 chloride, and motor fuel have origins or destinations along this corridor. Tukwila also has the Burlington Northern Santa Fe intermodal rail yard. Storage and use of hazardous materials within Tukwila is currently so widespread that it is impossible to single out one particular area that has the greatest potential for an incident. Tukwila has over 30 facilities with Class H occupancy and close to 50 that have reportable quantities requiring a Hazardous Materials permit. There are multiple underground pipelines that run through the city. There are two major fuel pipelines, one of which runs directly under our central business district. The other runs along the railways. Both lines carry thousands of gallons of fuels per minute and pose a huge risk to our community. We also have a web of underground natural gas lines throughout the city. These pose a risk in and of themselves due to the extreme flammability of the vapors. Natural gas is used in the majority of our businesses and residence, including the Westfield Mall. 6. 4 T i i .j elillit r4P" ,,,,Llt fr� f fi t a c a. t i 2 1,,,-i,40. g, I:- r 1,11' TO h t 1 s a t. i, X "i f 47. 3 w e H-.. k a 1,, 1 s sr i t 4 1 t n- k L e i `t r l' i' t sue* 'W nS. 33 S tr. l'.;›,;-: 51 �A f k J ,Z z i �'x z 414 5 x 41 1 ,i• i s: 'F 4 x Y a x '4r [:bi x 4 i Ss ra, i+ r s ,34,74, ii-'''`,, 4 76 1„ 47* "l 1 b `4 a ,...1 o f r ..:a e e �s Tukwila Hazardous Material Team members 57 60 Vulnerability Analysis The potential exposure to hazardous materials is very complex and probably the most technological hazard in the City. Tukwila has a few chemical producers and several storage and warehouse facilities. With all our industrial and manufacturing plants, we are a major industrial consumer of hazardous materials. Since the adoption of SARA (Superfund Amendment and Reauthorization Act) Title III/ EPCRA (Emergency Planning and Community Right to Know Act), there have been facilities identified within Tukwila which use and store "Extremely Hazardous Substances" in quantities large enough to require emergency planning for those individual facilities and surrounding area. The chemicals included in the EPA list of "Extremely Hazardous Substances" are primarily chemicals which are extremely toxic, and when released are immediately dangerous to life and health of humans and animals and can cause serious damage to the environment. An accident involving hazardous materials can happen anytime and anyplace. The danger to life, environment and property is dependent on the product type and amount of material involved. A small amount of an extremely hazardous substance, (EHS), can be more dangerous than a large spill of a less hazardous substance. The release of hazardous materials into the air has the highest potential of being life threatening. This type of release can occur as the result of a tank rupture due to an accident or over pressurizing, pressure release valve operating for a variety of reasons, or simply a leaking valve from mechanical failure, or lack of maintenance. Many life threatening gaseous chemicals routinely found in the area are in abundance and include propane, acetylene, nitrogen, chlorine, anhydrous ammonia, formaldehyde and cyanides. Many other hazardous chemicals stored locally can become airborne as the result of fire or reaction to other chemicals. Flammable and combustible liquids such as gasoline and diesel represent the largest class of hazardous materials in Tukwila. Because of their commonality, they are probably the most likely substance to cause a chemical emergency in Tukwila. An often overlooked, but very common hazardous material is gasoline. The average individual may not consider the fuel they put in their car extremely dangerous. Considering the fact that the vapors from one gallon of gasoline provide the same damage potential as fourteen sticks of dynamite! We have had two gasoline tanker fires in Tukwila. Both resulted in huge environmental problems and major disruption to the regional transportation routes. Another potential scenario is the train tank car rupture and explosion of liquefied 58 61 petroleum gas (LPG). Many trains moving through Tukwila carry multiple tanks of this substance. An accident involving this material could result in a Boiling Liquid Expanding Vapor Explosion, known as a BLEVE. These incidents will certainly destroy property and has a very real potential to cause casualties. The cleanup and recovery from a hazardous materials incident is very time consuming as well as costly. It is possible that a spill in Tukwila could enter storm drains and waterways before it could be contained. Ecological damage to the area aquifers and wildlife could be substantial. As happened with both our tanker fires, an incident could send dangerous chemicals into the Green River, downstream to the Duwamish River and into Puget Sound. Hazardous substances entering sanitary drains could create serious problems at Metro treatment facilities should they mix with incompatible material. Costs associated with a hazardous material spill cleanup can run several thousand dollars for a small spill, and into the hundreds of millions for an accident of disastrous proportion. Thousands of possibilities exist for hazardous material emergencies. Everything from toxic gas releases which have the potential to kill thousands, to oil spills which can ruin environmentally sensitive areas for generations, can and do happen. Spills along roadways, parking Tots and inside facilities occur almost daily to some degree. We must remember that each of us is vulnerable to the dangers of chemicals on the highway, in our work places, our schools, and our homes. Conclusions Tukwila has an above average amount of hazardous materials, and an extremely high risk and potential for several scenarios that could result in disaster! Between our having underground pipelines, major freeways, an International Airport, two major railways, a river and major industrial and manufacturing plants, we are at high risk. Any incident in which hazardous materials are involved has the potential for escalation from a minor incident into a full scale disaster. The hazardous properties of chemicals, fuels, radioactive materials and other potentially dangerous substances have the ability to contaminate the air, water and other areas of the environment. We all know they are harmful to human, animal and plant life as well. The potential for loss of life, environmental contamination and extensive property damage is always high when hazardous materials are involved in an accident or are improperly handled. We have 59 62 identified and recognize the risks we have. We are confident that our training, equipment and dedication to protecting our citizens and community will enable us to respond quickly, professionally and efficiently. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability F �`�e4� (Low Impact) (Moderate Impact) Low Probability Low Probability Low Probability (Low Impact) (Moderate Impact) (High Impact) Hazardous Materials Incident Probability and Impact Analysis 60 63 HAZARDOUS LIQUID PIPE Definition of Hazard The Olympic Pipe Line Company p system consists of over 400 miles of pipelines extending from refineries in northwest Washington to Portland Oregon. These pipe lines carry refined liquid petroleum products incll, aviation fuel and gasoline. f fuel daily. Underground high pressure pipelines carry 441,0 b arrels or 18,700,000 gallons o The pipeline system in Tukwila was con structed in 1965. One segment of the pipeline system enters Tukwila fr the Renton Pu Station to a location i the n vicinity of Strander and Interurban Trail. This pipeline system exits the City limits at S -180 Street and continues south into the City of Kent. The second segment also enters the City f rom the Renton P ump Station and travels into the City of SeaTac. History Hazar 43 spills have b een reported since 1965 totaling a0 gallons. Olym d lmost 821,00 Pipeline accounts for 65% of liquid fuel spills in Washington since 1985. In 1986, 31,000 gallons of jet fuel leaked into the Des Moines Creek. In 1 999 a rupture in the pipeline located n Bellingham resulted in three fatalities, and the release of approximately 236,000 gallons of gasoline into the Whatcom and Hannah Creeks. The explosion caused extensive damage to the creeks, shorelines and o ther natural resources. 6 ^r�r'� 2 �Z as p""°' Y` 9. aF g4Y ..z,., n i. <j t r 4 'e a '7i ps„, b -e L t rd 7.— t� ate^ a 2" i ���'r� -.�*,e u -U r x Pipeline Explosion June 1999 61 64 The estimated property damage in Washington State is $10,759,357 from pipeline accidents. Tukwila has been fortunate not to have a significant pipeline incident. Hazard Identification General Physical and chemical properties of petroleum products. Gasoline is highly flammable and is easily ignited when released into air. Diesel and jet fuel are combustible liquids and produce fewer vapors than gasoline. Petroleum product vapors are heavier than air. Vapors can spread along the ground and collect in low or confined areas, creating a vapor explosion hazard indoors, outdoors, or in sewers. All products have increased volatility and may form explosive mixtures with air when released under pressure from the pipeline as an aerosol. Vapors may travel to source of ignition and flash back. Petroleum products are lighter than water, (Thus will travel on the surface). Runoff to sewer or storm drain may create fire or explosive hazard. Health hazards via inhalation or contact with material may irritate or burn skin and eyes. Fire may produce irritation and /or toxic gases. Vapors may cause dizziness or suffocation, Runoff may cause pollution. The pipe is made by U.S. Steel via a High Frequency electric resistance welded (ERW) process. The four cause categories of incidents in liquid pipelines are: Anomalies, such as damage from construction equipment and corrosion, cause 62% of the incident on liquid pipelines. An anomaly is an imperfection in the pipe that if large enough could cause it to become a defect which is generally considered to reduce the failure pressure of the pipe to below the yield pressure of the pipe. The yield pressure is the design strength of the pipe which if exceeded will be on the verge of causing the pipe to permanently enlarge in diameter. Incorrect operation causes 7% of the incidents on liquid pipelines. O Malfunction of pressure control equipment causes 5% of the incidents on Liquid pipelines. "Other" Causes such as gaskets, flanges, fittings, etc cause 27% of the incidents on liquid pipelines. 62 65 FACTORS CONTIBUTING TO PIPELINE FAILURE Movement. The Puget Sound region is seismically active, with hundreds of earthquakes occurring each year. The pipeline is located in the Duwamish valley which is made of soft soil or a sandy loam and is susceptible to soil liquefaction during an earthquake. This force is analogous to those that move an unsecured garden house causing lateral forces that strain the pipe. Some communities have reported that the actual pipeline location, when checked by probing, is well outside the supposed location or right -of -way (5 -10 feet wide). This outside force can fatigue the pipe producing a partial collapse or buckling of the pipe. Mechanical Damage. Most commonly caused through third party damage by excavators or utility owners /operators. Although 19.122 RCW, Underground Utilities provides legislation requiring the use of `one call" system, this does not always occur. Third party damage can introduce dents with gauging leading to pipe failure. The pipeline runs parallel to the Union Pacific tracks also exposing it to mechanical damage should a derailment occur. Internal corrosion. Corrosion leading to metal Toss may cause general thinning of the pipe, pitting of the pipe, crevice corrosion in electric resistance and flash weld seams or stress corrosion cracking (SCC). Cracks in the Seam weld that may be increasing in length and depth from the operational pressure cycles that were created from inclusion on the weld line, inadequate pressure during welding, and excessive trim of the excess metal extruded during electric resistance welding. Gouges without a dent in the body of the pipe that may be due to construction damage. Also, cracks due to fatigue during shipment, stress corrosion cracks, or hydrogen cracks due to the environment that forms at the pipe surface. (Generally, these cracks are oriented along the length-of the pipe or axially as this is the direction that is perpendicular to the maximum stress in a pipe or axially as this is the direction that is perpendicular to the maximum stress in a pipe which is due to pressure.) System failure such as: Safety critical devices such as shutdown switches, control valve interlocks and pressure relief valves. Management of change to pipeline modifications that can impact pipeline flow, surge pressures as well as the effectiveness of existing safety equipment. Improper tool selection or inadequate data review of inline inspections devices. The type of defect expected must be known or 63 66 suspected so that the proper ILI tools can be selected for the inspection. Several types of tools generally have to be run in order to inspect the pipe for all of the potential types of defects. Flaws may be missed due to the complex nature of the log interpretation. Supervisory Control and Data Acquisition (SCADA) breakdown, programming errors entered into the main computer can transfer to the backup system if they are not independent of each other. For safety critical equipment, redundancy does not truly provide increased reliability if such systems can be easily linked to the same failure (mirroring). Vulnerability Analysis The potential for damage to the liquid petroleum pipeline by a large earthquake, third party damage, internal failure, terrorist act, or other initiating event presents a risk of release incident. Only through continued training and preparation by response personnel, maintenance on and the practice with equipment, and safety- oriented integrity management principles can this risk be reduced. British Petroleum and their subsidiary, Olympic Pipeline, have responded with a significant improvement to the safety of their system. A leak or rupture of the pipeline would expose vulnerabilities from: Fire or explosion: Fire could cause a conflagration to surrounding occupancies and put a tremendous strain on City resources. The Fire department would need all available firefighters to control the blaze; law enforcement to provide traffic and crowd control and possibly evacuations; Public Works in supplying infrastructure expertise, barricading and utility support. Other departments may receive emergency tasking as well to assist with longer term issues of support and recovery. Medical services, both public and private, may be overwhelmed if casualties are high. Movement of product through creeks, rivers and storm drains could cause downstream impacts and widespread fires. Ground Contamination: This is a long -term problem as contamination spreads over the permeable ground surfaces. While a concern, there is little that can be done to stop or limit it unless there is a feature of the topography that lends itself to natural containment. This includes paved parking lots with curbs, streets, and natural depressions in the earth. Ground contamination could require a massive clean -up operation lasting several months. Waterway Contamination; a rupture of the pipeline near the Green 64 67 River that allows product to flow down the banks into the waterway is more likely than a rupture of the pipe under the river. Once in the river the steep banks should help contain the vapors that are carried along with the current and winds not allowing them to spread into adjacent businesses and residences. The City has extensive storm drain systems. Many of the storm drains are interconnected and create an ideal path for flammable or combustible liquids as well as the resulting vapors. The spread of product can be undetectable from surface streets until there is either an explosion or a monitoring device is lowered into the storm system. Transportation; the proximity of the pipeline to major rail, highway, and population centers would impact movement and commerce in the Green River Valley and the region. Effects would be dependent on the type and amount of product (leak or rupture), vapor, fire or both, time of day, weather conditions, and delay in detection or reporting. Conclusion Since the June 1999 pipeline explosion in Bellingham some noted improvements have been made in pipeline safety. The issue of Federal Pre emption over interstate pipelines prevents local communities from having stronger safety requirement of their own which could be tailored to the area's unique environment. Issues of testing type and frequency, valve type placement, and improved leak detection remain vague or non existent within Federal Regulations. Since the placement of the pipeline, the Tukwila population has grown. Education of the risks, review of local ordinances, and the adoption of local land use measures should be considered. Economic losses resulting from a pipeline accident would be 'significant. Clean- up costs and environmental remediation coupled with the possible loss of critical utilities /infrastructure and transportation corridors would likely occur. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) (High Impact) Low Probability Low Probability (Low Impact) (Moderate Impact) Hazardous Liquid Pipeline Accident Probability and Impact Analysis 65 68 TRANSPORTATION Definition of Hazard Transportation, for the purpose of this analys will be defined a a ll forms of ground transportation which move people and materials through Tukwila. History nsportation of Hazard While no major tra disasters have occurred in Tukwila, traffic accidents are a common occurrence. Development of the area has generally decreased the speed of impact of our accidents, but unfortunately has increased the frequency. Hazard Identification Increasing traffic congestion within the Tukwila area has given way to more and more transportation hazards over a wider area. Freeways filled to capacity have caused overflow on to alternative north south routes such as Pacific Highway, Military Road, and the East and West Valley H i g hways. The Sound Transit Light Rail station at the intersection of Southcenter Blv and International Highway will create a significant impact on local traffic. t J. Y S g am-- G e .-.457,-68: -1 �7 �i i` q ,F ti7 a fi f s, s t i s k r1:1 „114 tea t —"z ,m 3 t a'i'�7 k a." i a w b c' n f. 4 a 4 r k i Y 47 ;'W ..1„;::, a s 7. x 'F.. 3 0j, 'T ,,'..„-,7„..44,10.-°‘-r-, t °P t'. .S 4+, i�G�' a t sue d 7 aka i 4. s tiv -S `l' �F r "v t q n r girl mow` 4 L t. "r' 's �y .4t. k a'� R per,, r A k 'r t t r i ro€ Y i pa 1 ,4 ..,,,'„:4,,,,,4,V, rz r Y b "r 'ti'-'` S '..^:A';',%. ly,,i` `��t s{ z ,fit ham, 'fit, zz .1Y _ca a �n�' .,T. ;.a s;-"- -2e. 1,,, a',9'i .,»vi.�axoa�o'# 66 69 Vulnerability Analysis The highway system which runs through Tukwila is the most commonly used ground transportation system within the area. Though there is no accurate figure for the number of vehicles traveling through the area daily, it does not take an expert to recognize the traffic problems that currently exist. Two state highways and two interstate highways run through Tukwila. Due to the limitation of access points to these highways, many feeder roadways are subject to interruption or gridlock during peak commuting hours. The vast amount of construction in the area has also led to frequent traffic disruptions as a result of detours and slow downs. An item of major concern is the potential for complete gridlock in an emergency situation such as flood, earthquake, hazardous material or other emergency, requiring an evacuation of homes and businesses in a given area. Bus traffic is steadily increasing bringing with it greater possibilities of multiple casualty incidents due to traffic accidents. While intersections and major highways are particularly susceptible, major accidents can occur at any point along the roadway network. In addition to the obvious injuries and property damage incurred at a major traffic accident, there is great potential for hazardous materials to be involved in such an accident. Emergency vehicles and crews are sometimes badly hampered by traffic congestion. These delays may add to the seriousness of injury and increase the potential for loss of life at accident scenes and other emergency responses. A slowdown in response to any type of an emergency due to traffic congestion is detrimental to life and property within the community. Railroad transportation routes run parallel to industrial development. There are two rail systems within Tukwila, both running through the valley floor. The addition of Sounder commuter trains running several scheduled trains through the Tukwila area on a daily basis has created further congestion issues during the heavy commute times. The hazard potential of railroad systems is much like that of highway transportation. Trains, like any other form of transportation, are vulnerable to accidents with other vehicles, derailments, terrorist activity, and potential complication involving rail accidents with the extremely large quantities of hazardous materials transported through Tukwila on a daily basis. 67 70 Conclusion The transportation system running throughout greater Tukwila is heavily impacted and greatly increases our risk of major transportation emergencies. High Probability der ighProbabilityr H igh Probability (Low Impact) (Moate ,Impact) d (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) (High Impact) Low Probability Low Probability Low Probability (Low Impact) (Moderate Impact) (High Impact) Transportation Accident and Impact Analysis 68 71 WATER SHORTAGE /SYSTEM FAILURE Definition of Hazard This type of hazard includes the reduction in performance or complete failure of part or all of the water supply system due to equipment failure, and natural or manmade disasters. History of Hazard No catastrophic system failures have been experienced however shortages have been and will continue to be of concern as a result of rapid growth in the area and drought. Hazard Identification Tukwila and surrounding jurisdictions are susceptible to water shortages or system failures regardless whether they are served by private or public systems. Vulnerability Analysis The City of Tukwila operates its own water supply system and provides water service for most of the Greater Tukwila Area. Any interruption or failure of this system would leave most of Tukwila's water needs unfilled. Any utility system is subject to interruption or failure. The Tukwila water supply is no exception. The City has taken precautions to safeguard the system such as installing tie lines to other water districts. Water system failure may still occur for a number of reasons including the lack of on -site generators for emergency power. Anticipated water system hazards are earthquake, severe weather, power failure, or system failure. The system is also subject to shutdown due to environmental contamination from accidental or intentional causes. Numerous problems may occur as the result of water shortages or system failures. In addition to the obvious inconvenience of being without water for daily needs, firefighting operations would be impacted. Sewer systems would fail. The lack of necessary water supplies would create a serious public health concern, and unemployment would occur at those businesses requiring water to run day -to -day operations. Agricultural businesses would fail without water, causing an interruption in the local food chain. 69 72 Conclusion Water shortages, system failures and the chain of associated events would interrupt businesses and day -to -day activities. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) (High Impact) L.o+ P ILL341 1l ty0 s Low Probability Low Probability Z (Moderate Impact) (High Impact) Water Shortage Probability and Impact Analysis 70 73 CIVIL DISTURBANCE Definition of Hazard This type of hazard is a planned or random public uproar or disturbance of daily community life. This hazard occurs most often when participants in mass acts of civil disobedience become antagonistic toward authority, and authorities must struggle to wrest the initiative from an unruly crowd. In the extreme, civil disturbances include criminal acts of terrorism. Civil disturbances, in any form, are prejudicial to public law and order. History of Hazard Turbulent eras of our areas history, notably the civil rights campaigns of the 1960's and the Boeing layoffs of the 1970's have produced civil disturbances that have affected the Tukwila area. More recently in 1999, the Seattle Police Department experienced the WTO demonstrations that resulted in major `�f rioting in downtown Seattle. a t 3;11:141--C*, 1-� ii mod 5, g r R J A The Tukwila Police Department was one i f�, t G of several agencies called to assist. i ro 14 Prisoners from the riots were ,a �1lIB97� e�c ii _z� transported to the King County Regional t2,.rs°�,' i(� itirl ;i ,s Justice Center in downtown Kent. Intelligence revealed that demonstrators were threatening to riot and demand the release of prisoners. Fortunately, it did not happen. King County Regional Justice Center Other times, high profile trials have been conducted at the Regional Justice Center and resulted in a much higher concern for security. Large crowds at clubs and other public places have caused problems. Fights have broken out in the parking lots. Some of these events have been controlled by calling more police officers from surrounding jurisdictions to help (mutual aid). Demonstrations have the potential to develop into a large scale disturbance. Since the war in Iraq, anti -war demonstrations have become more prevalent. 71 74 Hazard Identification Those areas normally vulnerable to civil disturbances are often thought to be larger cities. However, the City of Tukwila is just as vulnerable. We are not immune from activities and issues that lead to civil disturbances. Vulnerability Analysis The likelihood of civil disturbances increases daily given the fact that gang members formerly staking their territory in large cities in California have migrated north. Gang members do live in Tukwila. Others travel through or socialize in Tukwila. Other groups with extremist viewpoints are also of concern. Many of these groups have chosen to locate in our area. Civil disturbance as a hazard could involve any large group of people assembled for any reason. Included are large assemblies of people such as at Tukwila Days, All Nations Cup, Rock and Roll Marathon, or other local /regional events. Conclusi ®n In the event that a civil disturbance should occur, it would likely require crowd control measures by law enforcement agencies and the need for rescue and medical aid. Complications of this type of occurrence are: injuries, property damage, traffic congestion, inaccessibility to the area involved and the possible need to impose a curfew or even evacuate area residents. High Probability High Probability High Probability (Low Impact) (Moderate Impact) (High Impact) Moderate Probability Moderate Probability Moderate Probability (Low Impact) (Moderate Impact) (High Impact) 41: i1� ©baby ty Low Probability Low Probability (Moderate Impact) (High Impact) Civil Disturbance Probability and Impact Analysis 72 75 VI. Summary of Hazard Risk in Tukwila The conclusion drawn from the Hazard Vulnerability Analysis and Risk assessment is that Tukwila's highest risk is Flooding. Despite USACE's efforts to construct an interim seepage barrier wall, and improve the right abutment drainage system at the Howard Hanson Dam, and efforts to construct /install flood protection equipment along the entire levee system, there is still a significant risk of flooding to the Green River Valley communities for the next few flood seasons. r 4v z a q %'^s K w x q cy/ try p obabil ty >I.mpact)� �za��i ire uen P`t ®babe Im actr�� Pr p c$, a �`,5��"X x ,w u t r y r N z y S' S ISZU .v G� d "te r k Par .$F 'f C y F 7 1 -,W 41 u<,� a�»�.,,..�. ».�z.t�.k t .�a:� T..��.+, ti,..., s ....ax��:�. sit'; ins s `.rr»�., x s«, r Flooding High High High Windstorm/Tornado High Moderate High Earthquake Moderate High High Snow /Ice Storm Moderate Moderate Moderate Landslide Moderate Moderate Moderate Hazardous Materials Moderate High Moderate Transportation Moderate Moderate Moderate Hazardous Liquid Pipeline Low High Moderate Air Transportation Low High Moderate Communications Moderate Low Moderate Volcanic Eruption Low Moderate Moderate Urban Fire Low Moderate Moderate Civil Disturbance Low Low Low Energy Shortage Low Low Low Drought Low Low Low Water Low Low Low Shortage /System Failure Summary of Hazard Risks 73 76 Flooding is followed by other natural hazards including Severe Windstorm/Tornado, Earthquake, Snow /Ice Storm, and Landslide. This analysis is consistent with the disasters that have struck the City. Based on the hazard risk assessments and conclusion drawn above, the focus of Tukwila's Hazard Mitigation Plan will be on those hazards determined to be "high" or "moderate" risk. Other hazards that pose a "low" risk will continue to be evaluated during future updates to the Plan, but they may not be fully addressed until they are determined to be of high or moderate risk. This enables the City to prioritize mitigation actions based on those hazards present the greatest risk to lives and properties. VI1. Critical Facilities Infrastructure Critical facilities are those that support government and first responders' ability to take action in an emergency. They are a top priority in any comprehensive hazard mitigation plan. The matrix below includes a list of facilities and /or structures that have been determined to be critical in nature, structures or facilities that would seriously impact not only the quality of life in Tukwila, but also the sustainability and survivability of the City residents. Critical Facilities include: Essential facilities which are necessary for the health and welfare of an area and are essential during the response and recovery phase of a disaster. These include: governmental facilities, public safety facilities, schools; Transportation systems such as arterial roads; Lifeline utility systems such as: potable water, waste water facilities, power grid and communications systems. The City's critical facilities are all vulnerable to most natural and technological /manmade hazards identified in Section V of this Plan. Tukwila's critical facilities are provided at Attachment 8. VIII. Capability Assessment A matrix is provided below to portray Tukwila's legal, regulatory, administrative and technical capabilities. These capabilities play a significant role in the City's effort to mitigate potential hazards that adversely affect residents, businesses, and infrastructure. 74 77 CITY OF TUKWILA CAPABILITIES i, RA' rt; a o Building Code X X X X Zoning Ordinance X X Special Purpose Ordinance (Critical or Sensitive areas Ordinance) X X X Growth Management X X Stormwater Management Plan /Ordinance X X X FEMA National Flood Insurance Program X Capital Improvements Program X X X X Site Plan Review Requirement X X Comprehensive Plan X X X Comprehensive Emergency Management Plan X X X X Shoreline Master Plan X X X E b =^s .4 4 v -x V o g o y t i a ..44.t.--75.1ta N y y 'tr 'uV °'i' a;, Planners Engineers with knowledge of land development and land management practices X X X X Engineers /professionals trained in construction practices related to buildings and /or infrastructure. X X X X Planners or engineers with an understanding of natural hazards. X X X X Floodplain Manager X X X 75 78 Personnel skilled /trained in GIS applications X X X X Emergency Manager X X X X Grant Writer X X X X t :s Via- '•c. :s i3 `v k= :b''c$ S' .'u 'y s r- i 'Y:et '�i Y ':6`" .r i»s.. Si, �'a tom• -,,'"E r �A` bt e� ���.j z f r x `s.�';p at ,te w o cT� 4._ x,�t3.�:, 3 'e- 'Z°a''+k 4'u �'x <r+ Z6- Community Development Block Grants (CDBG) X X X X Capital Improvements Project Funding X X X X Authority to Levy Taxes for specific purposes X X X X User fees for water, sewer, gas or electric service X X X X Incur debt through special tax and general obligation bonds X X X X IX. Mitigation Strategy The City's mitigation strategy is derived from an in -depth review of the existing vulnerabilities and capabilities outlined in previous sections of this Plan combined with the underlying purpose of strengthening Tukwila's resilience to natural and manmade hazards summarized in Section V of this Plan. The strategies are all tied directly to the six goals (Protect Life and Property, Support Emergency Services, Increase Public Awareness, Preserve Natural Systems and Resources, Encourage Partnerships, and Enhance Planning Activities) and the supporting objectives summarized in Section II of this Plan. Vital to the City's mitigation strategy are three major components: Continuation and enforcement of City codes, policies, plans, and programs. The City's land use, and zoning regulations and building codes that mandate requirements for new construction and upgrades all play a vital role in keeping the community and the environment safe. Adopting certain land use restrictions that limit private rights to use of 76 79 property must be accomplished through a strong public education and input process. The National Flood Insurance Program (NFIP) is one of the most important components to the City's mitigation strategy. Together with thousands of communities across the United States and its territories, Tukwila participates in the National Flood Insurance Program (NFIP), CID Number 53091. Records indicate that Tukwila entered the NFIP on August 3, 1981. Participation in the NFIP allows Tukwila homeowners, renters, and businesses to purchase federally backed flood insurance. Currently, there are 1,068 flood insurance policies in force in Tukwila. This represents $362 million total insurance in force. Fortunately, as of April 2010, there are no repetitive Toss properties in the City. To date, there is one paid loss totaling $1,300. The City will continue its efforts to communicate the importance of the NFIP through public outreach and education programs. A wide array of audience will be targeted in future outreach and education forums including elected officials, residents, businesses, developers, and special interest groups. A concerted effort will be made to encourage particularly those businesses, renters, and homeowners that are adjacent to Flood Zone X areas (Tukwila's current Map date is April 19, 2005) to obtain flood insurance. The City's Flood Plain Manager plays an integral role in implementing the mitigation strategy. The City is very fortunate to have a technically adept senior engineer who oversees and manages the City's flood plain management program. He aggressively enforces the local floodplain management ordinance by reviewing, approving /disapproving, and managing all flood zone control permit requests and activities that may impact special flood hazard areas within the City. In 2011, the Flood Plain Manager will work closely with the Department of Community Development Building Official in the adoption of the new Flood Plain Management Ordinance. In the short term, they will work together to identify short term training requirements that may be required to implement the new flood plain regulation. In 2013, the City expects a Community Assistance Visit (CAV) from Washington State of Ecology. The CAV is usually every five years with the last visit conducted on May 21, 2008. The visit will assist the Flood 77 80 Plain Manager in identifying any shortfalls, strengthening the City's Flood Plain Management Program and meeting regulatory requirements. For the first time in its history, the City has all its critical facilities that are located in the potential flood affected areas covered under the NFIP. The City will continue maintaining compliance and good standing in the NFIP and will consider participating in the NFIP Community Rating System. Investment of resources. It must be recognized that enhancing the resiliency and sustainability of the City will require substantial investment of resources. The City will continue to make improvements within its current resource capacity and funding authorization; however many of the mitigation goals, and objectives included in this Plan cannot be implemented without external funding sources. The City must aggressively pursue State and Federal grants to accomplish vital mitigation initiatives. Implementation of Mitigation Initiatives. This component of the City's mitigation strategy poses some challenge because in many cases, significant capital investments are required. Each of the mitigation initiatives in this Plan was identified by City first responders and subject matter experts within City departments as they relate to protecting lives and property, supporting emergency services, and accomplishing other goals and objectives. For this 5 -year Hazard Mitigation Plan, mitigation initiatives are focused on the natural hazards that pose the highest risk to the City. Based on the conclusions drawn from the Hazard Vulnerability Analysis and risk assessment (Section V), Tukwila's highest risk is flooding followed by severe windstorm, earthquake, snow /ice storm and landslide. Due to the issues at the Howard Hansen Dam, the Tukwila Team which includes representatives from all departments has been engaged in one of the most comprehensive flood planning effort in years. This planning effort includes meetings, and partnerships with Auburn, Kent, Renton, Seattle, King County, and the U.S. Army Corps of Engineers (USACE). The City has conducted over twenty (20) flood preparedness meetings with residents, property owners and businesses. During the past few months, the City spent approximately $2.2M in emergency flood mitigation initiatives. These activities include: Gilliam Creek Basin Storm water Overflow Project. This Project involved the construction of a 24" overflow pipe that 78 81 would allow the Gilliam Creek Basin to drain to a City pump station reducing the potential of flooding in the City's commercial business district. Storm Lift Station #18 Improvements. This Project provides a secondary backup pump and increasing capacity by replacing the existing 8" pump with two 10" pumps. Levee Reinforcement Project. Partnering with the USACE, and King County, the City embarked on an emergency levee reinforcement project that is now substantially complete. The installation of approximately 25,000 lineal feet of supersacks (giant 4,000 pound heavy duty sandbags) and 10,000 lineal feet of HESCO sand containers on top of Tukwila's levee system has raised the levee's capacity to handle an estimated 16,900 cfs flow at the Auburn Gauge. Flood Protection Demonstration Project: This project included the demolition of an old cabin, land clearing and the installation of 225' of HESCO sand barriers along a segment of the Duwamish River. Installation of an All-Hazards Alert Broadcasting (AHAB) System. In 2010, the City installed and tested an AHAB system at the City of Tukwila Fire Station 51 to provide all- hazards warning to the surrounding areas. While the primary focus during the past few months was on flooding, the City's first responders consisting of police, fire and public works personnel identified other mitigation initiatives that became part of the preparedness strategy to deal with other hazards. These mitigation actions /initiatives include: Standby Power Upgrades: Installation of standby generators to City Hall, and Fire Stations 52, 53, and 54 to facilitate continuity of operations during power outages due to windstorms, earthquakes, and other natural disasters. This initiative was completed in September 2009. Total cost was $595,279. Responsible Department: Public Works. Seismic Study: The City invested $232,746 to conduct a seismic evaluation of some of its City facilities to determine the buildings expected performance during an earthquake and to identify potential structural deficiencies. In general, all the City facilities evaluated 79 82 were determined seismically insufficient and would require either seismic upgrades or replacement. The results of the study will be incorporated into Tukwila's Facilities Plan and will be considered in this Plan and subsequent Plan update. Responsible Department: Piiblic Works. Permanent City Emergency Operations Center: The City's EOC is located in the Police Department Training Conference Room. The facility is small and cannot accommodate all the anticipated EOC functions and personnel needed to manage a protracted emergency event and support the City's Continuity of Operations Plan (COOP). Construction cost for an EOC is approximately $1.2M. Responsible department: Emergency Management /Public Works. City Maintenance Facility Replacement Project: The City's current facilities, fleet and maintenance shops are inadequate to support and restore essential services following a significant emergency event. The shops currently don't have back -up emergency power and have failed seismic evaluations performed by a certified structural engineering firm. A new City Maintenance and Operations facility would allow continuity of operations under emergency conditions for an extended period of time. Cost of the Project is approximately $10M. Responsible department: Public Works. Boeing Access Road Bridge Replacement Project: This bridge is structurally and seismically deficient. The Boeing Access Road Bridge is a major east west arterial that provides access between East marginal Way and the 1-5 corridor. Bridge failure will severely impact freight mobility, and threaten public safety. The replacement cost is estimated at approximately $30M. Responsible department: Public Works. Interurban Ave South Project Wall Containment: During severe winter storms, landslides have occurred on the steep hillside along the west side of Interurban Avenue. Construction of the containment wall will prevent landslide debris from blocking the traffic lanes of Interurban Avenue which serve as a principal arterial for over 20,000 motorists. Containment wall will also enhance the safety of motorists and pedestrians. Project cost is estimated to be approximately $.5M. Responsible department: Public Works. Community Outreach and Education: Public outreach and education efforts are critical to the City's overall preparedness 80 83 strategy. The recent meetings and outreach efforts that the City conducted have raised the public's awareness regarding hazards that could occur in Tukwila, and how those hazards could impact the community. The City will continue to conduct meetings and outreach activities that will cover more than just high risk natural and man -made hazards. Low risk hazards such as drought, water shortage, and civil disturbance will be included in future agendas. Responsible department: Emergency Management. X. Mitigation Priorities. As emphasized earlier, for this first 5 -year Hazard Mitigation Plan, Tukwila will concentrate on the highest priority mitigation initiatives. The following criteria were considered in establishing the priorities for the mitigation initiatives that are planned for implementation: Life /Safety Consideration. Does the initiative address a life /safety issue? An evaluation of the urgency of the initiative. How urgent is the initiative? Cost Benefit Analysis. In determining the feasibility of the mitigation initiative, a cost benefit analysis was performed by dividing the estimated cost into the estimated saving or benefit. Where life- saving initiatives will be involved, the cost benefit analysis will reflect a base figure of $2.3 million is determined to be the "benefit" or "savings This figure was suggested by King County. An evaluation of funding availability and how the initiative fits into the City's operations and budget policies. While life /safety and other criteria are important guiding principles, the availability of funding plays a significant role in setting priorities. Given the criteria summarized above, the mitigation initiatives for the next few years are provided in greater detail at Attachments 9 -12 and are prioritized as follows: Priority 1: Construction of a permanent City EOC Priority 2: Retrofit /Replacement of City Facilities Priority 3: Boeing Access Road Bridge Replacement Priority 4 Interurban Avenue S Project Concrete Containment Wall 81 84 XI. Relationship with City Plans and Policies The City of Tukwila will integrate the proposed mitigation initiatives, projects, and strategies into all current and future City plans and policies. Hazard mitigation projects will be included in the Capital Improvement Program (CIP), operating budget, and grant proposals to State and Federal agencies. The City will consider hazard risks and vulnerabilities data when amending the City's Comprehensive Plan, Zoning Ordinance, Building Codes, Sensitive Area Ordinance, Flood Plain Management regulations, Comprehensive Water System Plan (to mitigate Drought Hazard), and other planning and policy documents as appropriate. XII. Plan Maintenance and Update This Hazard Mitigation Plan will continue to be updated and refined to mitigate potential human and property losses in Tukwila and ensure that it is in line with the goals and objectives, and compliance with State and Federal regulations. Once adopted, the City's Emergency Management Director will be responsible for the maintenance and update of the Plan. Tukwila's Plan will be reviewed on an annual basis by the Emergency Management Director or his /her designee. At a minimum, the following actions will be taken during the review process: Re- evaluate Tukwila's hazard reduction goals and objectives to ensure that they are current and still valid. 9 Determine whether there are components of the Plan's risk assessment that need update /refinement. Review and update the Plan to reflect progress in mitigation efforts /activities and changes in priorities, funding availability or strategies. O Reassess and re- evaluate recent and future and changes in land development and annexations including Tukwila South. Discuss /determine potential community outreach activities. Additional reviews may be conducted periodically following drills, exercises or an actual disaster or significant event. As part of the annual review, the Emergency Management Director will schedule a meeting and solicit comments and recommendations from City departments 82 85 including the City's first responders (Fire, Police and Public Works Departments), subject matter experts and Tukwila residents and businesses. The current Plan with updates will be posted for public comment on the City's website for at least 30 days. After the public comment period, the Emergency Management Director will evaluate comments and recommendations and make the necessary changes. Significant changes will be briefed to the City Council. Section 201.6 of 44 Code of Federal Regulations (CFR), requires all jurisdictions with an approved Hazard Mitigation Plan to review and revise its Plan and resubmit it for approval within 5 years from the date of FEMA approval. The Emergency Management Director will be responsible for carrying out the actions required for the plan update. The actions required for the 5 -year plan update will be similar to the annual update process described above but will follow a more comprehensive process including but not limited to: Assessment of Tukwila's hazard reduction goals and objectives. Assessment of any changes to the hazards and risks that the hazards pose to Tukwila residents, businesses and properties. Evaluation of the progress in mitigation efforts /activities and changes in priorities, funding or strategies. Assessment of recent and future and changes in land development. Assessment of changes to City critical infrastructure. Assessment of resources required for plan implementation. To accomplish the 5 -year plan update process, the Emergency Management Director will follow a more formal plan update process by forming a team (steering committee) consisting of Tukwila First Responder Representatives, City department representatives, and subject matter experts (including State EMD, FEMA, etc.) as required. Additionally, the Plan will be posted on the City's website for at least 30 days for public review and comments. Once the Plan updated is completed, it will go through a public process that includes presentation to the Finance and Safety Committees and the Council for adoption. During this process, the community will have more opportunities to provide comments and input to the Plan. After Council approval, the Plan will be forwarded to the State and FEMA for final approval. As a regional partner, Tukwila will consider joining King County and other entities in "adding on" to the King County Regional Hazard Mitigation Plan. 83 86 Emergency Management Council Attachment 1 November 16, 2009 10:30 a.m. Conference Room #2 Meeting Minutes Attendance: Not taken. 1. Update from Hillman: a. Current weather does not indicate flooding risk b. New Doppler units are being deployed c. Corps and FEMA working on a decision support tool. Expected outcome is a chart showing level of concern related to rainfall scenarios. Estimated completion this week. d. If power loss in 6300 building, phones and Nextel should work but email may be out. e. Hillman to provide a communication degradation protocol f. Corps completed grout curtain and additional drains. Corps estimates a 1 in 25 chance for flood event. g. Staff is working on budget request. h. Hillman to work with WA State EMD re: city authority to raise revenue 2. Bob G update: a. Looking for a `spay estimate" request from King County Flood Control District b. Sandbags /HESCOs on left bank are 99% complete. c. Sandbags /HESCOs on right bank still underway. 12 new culverts were identified during the work and they may need valves /flapgates. Estimated completion within 10 days (except flapgates). d. Allentown flapgate should be installed this week. e. Surveyed 5 areas this week including Gateway and Foster Point. Should have map by end of week to assess what steps are needed. 3. Hillman a. Response Plan Team is doing well on the plan. b. Looking at buying 2 boats for response since the inflatable would be easily damaged in flood response and have not found any mutual aid boats. Cost for 2 around $100,000. c. Will not activate "sand bag factory" at this time. 4. Foster Point Meeting a. City to survey Foster Point properties and assess alternatives. May consider HESCOs and sandbags along banks. b. Approx 2/3 of homes are on septic, 1/3 on sewer. 60 homes total. Sewer connection fee approx $30,000 per home. c. Homes would be eligible for flood insurance. 5. Multi- Hazard Mitigation Plan a. Draft plan is complete and will go to Council for approval soon. Next Meeting: November 23, 2009 10:30 a.m. Conf Room #3 Minutes prepared by Derek Speck 11/20/09 84 87 Attachment 2 1744:S/ y n Wg) i .fi 4 rr AGENDA Foster Point Public Meeting 11/13/09 1. Introduction Hillman Mitchell 2. NW Hydraulics Model FP Hillman Mitchell 3. Tukwila Hazard Mitigation Plan Hillman Mitchell 4. Flood Preparedness Hillman Mitchell 5. License to Construct Hillman Mitchell 6. Q &A Department Heads 85 88 J q sy Attachment 3 0 Distribution: S. Hunstock D.Speck r, o �9t� of Tukwila D. Quinn M. Hart R. Still Finance and Safety A. Ekberg K. Hougardy S. Kerslake D. Tomaso K. Kertzman M. Villa 190a D. Robertson T. Judge Walden /ttee Mayor Haggerton K. Mate Kinlow j B. Arthur O De'Sean Quinn, S. Lancaster M. Miotke C. Parrish C. O'Flaherty G. Labanara K. Narog Chair S. Brown D. Lincoln S. Kirby O Allan Ekberg B. Giberson N. Olivas S. Norris D. Haynes J. Pace O Kathy Hougardy AGENDA WEDNESDAY, FEBRUARY 17, 2010 CONFERENCE ROOM #3; 5:00 PM h l Itern�l $Action to be Taken Pa e :.,':#A7 K, .Un ..r ,i: ;%0 2 RM.. '`O 4 4P5 f ,h. a"'t. s.2:«s„'3e :u s. ,:e., 1. PRESENTATION(S) 2. BUSINESS AGENDA a. Hazard Mitigation Plan; a. Information only. Pg.1 Frank Iriarte, Deputy Public Works Director. b. 2009 Fourth Quarter Report b. Information only. Pg.3 c. Pre Retreat Budget Review c. Discussion. Pg.23 (please bring your budget books). Next Scheduled Meeting: Tuesday, March 2, 2010 Committee Goals: Work together in cooperation with nearby cities to address common problems in the Highway 99 corridor and Military Road. Ensure a commitment to continued human services funding in relation to the cost of living through consistent review of regional, state and federal budgets affecting human services programs and services (also assigned to CAP). Research the viability of sponsoring a City -wide Citizens' Academy (also assigned to CAP). 86 89 Attachment 4 01 ILA 4, 0 r) GI1 '11 ✓e rr DRAFT HAZARD MITIGATION PLAN DRAFT TUKWILA HAZARD MITIGATION PLAN AVAILABLE FOR COMMENT Using the guidelines provided by the Federal Emergency Management Agency (FEMA), the City of Tukwila has developed a draft five -year Hazard Mitigation Plan with the goal of reducing the impacts of natural, technological and man -made disasters in the City. The next steps are to: 1. Provide a public comment period. 2. Finalize the Plan. 3. Seek approval from FEMA. The public is invited to view the draft plan and provide comments. The comment period ends on Monday, March 15, 2010° For more information or questions about the Plan, please call Frank Iriarte at 206 431 -2445. s View /Print the Draft Hazard Mitigation Plan s Submit Comments on the Draft Hazard Mitigation Plan 87 90 Attachment S DRAFT COPY ya1. d i u 1 N3�\ s CITY OF TUKWILA WASHINGTON RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ADOPTING THE TUKWILA HAZARD MITGATION PLAN WHEREAS; the City of Tukwila and surrounding areas are subject to various hazards including flooding, earthquakes, landslides, severe windstorms, and other natural and technological /manmade hazards, and WHEREAS; the City of Tukwila is committed to strengthening the City's resilience to the effects of natural and technological /manmade hazards, and WHEREAS; the federal Disaster Mitigation Act of 2000, specifically Section 322, addresses local mitigation planning and requires local governments to develop Local Hazard Mitigation Plans as a condition of receiving Hazard Mitigation Grant Program funding, Flood Management Assistance, and Pre Disaster Mitigation funding from the Federal Emergency Management Agency (FEMA) and WHEREAS; FEMA has completed a pre adoption review of the City's Hazard Mitigation Plan and will approve the Plan upon receiving documentation of its adoption by the City, and NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: 88 91 Section 1. The City Council approves participation in the hazard mitigation planning process, development of a City -wide Hazard Mitigation Plan, and adoption of the final FEMA- approved Hazard Mitigation Plan. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of 2011. Allan Ekberg, Council President ATTEST /AUTHENTICATED: Christy O'Flaherty, CMC, City Clerk APPROVED AS TO FORM BY: Filed with the City Clerk: Passed by the City Council: Office of the City Attorney Resolution Number: 89 92 LAND USE ZONING MAP ATTACHMENT 6 r 1 City ofTukwila Zoninq Map tC J 1/ 1 j 1 1 11 L, t i iI1 t 'T Th 1 ATAC I i- 4 M. i,, �IR I hfh..y R.$d'?! ttJ s.jw-onn, /1 UCC 7 1 Yl ,rC 7k.J774C%.?7-7 7'. .1 /1 1' 11,1 wIackr..,1C4I,1 jIj C.tt Eu44,4-thI 14,Ltr.tn.4 .4/J r.,. fl r; t 47117.4'4 7 h, N i j. .7,I 'J' 4 74' -y 440,*J,•M '4':,'.. M144*r ,,ph,q t,*1..,Q., C.',,4,fl t.! N,hr.,n.,l MEd}} Mn4. t,,,r*.j'Je?,al i: 'c, 114,',y 7,7,,, i 4',",' ',.7!, 7,"77* •O"-'i'y 777 l*bJsfl P*'74-w7I Owrtay IHS4U_* 90 93 POTENTIAL FLOOD AFFECTED AREAS ATTACHMENT 7 e v "s j +roa i.; City of Tukwila 'NA Potential Flood Affected Areas vl 1 W,yr f, y am f ....1 �.3 i p f ,^fix`,,, iI 0 f f f NOT TO SCnCE Y q 'I Map Legend 4 1 P t e Flood nrtttled Arta e r'+^, a/ /j k �CIyUrn. S 14 6 i }'`s r /tip %t CI S Tae 0 remmep 004 i' TURVAI9 t Intended for r crzeno orf4 Date: aeptemtm 2E. 2009 B 91 94 Tulcvrila Critical Facilities Inventory Attachment 8 Maximum Facilities Not Critical Facility Jurisdiction Controlled Loss Controlled under Type Facilities Facilities Jurisdiction Control *City Hall Complex 8.3M (Includes Police, EOC Continuity of Court) Government or *Building 6300 Complex 5.3M Administration (Includes Public Works, DCD, Police, Personnel IT Dept) *Fire Stations: 51,52,53, &54 $8.4M *Police Equipment 250K Communications *Fire Equipment 250K *IT Equipment *City Telephone 250K *Arterial /Collector Streets 980K Transportation *Local Streets 30M *Bridges 60.5M *Foster High School 17.7M Tukwila School Education *Showalter Middle School 15.3M District *Cascade View Elementary 9.3M *Thorndyke Elementary 10.8M *Tukwila Elementary 10.8M *City Water Reservoir 4.8 M Utilities *Sewage lift Stations 2.3 M *Surface Water Lift 3.4 M Stations Community Services *Tukwila Community 9.2 M Center Maintenance shops *Minkler Shops 3.7M *George Long Shops 2.3M 92 95 HAZARD MITIGATION PLAN INITIATIVES Attachment 9 Jurisdiction Agency: City of Tukwila Emergency Management Type of Hazard: Earthquake, Severe Winter Storm, Flooding, Landslide and other hazards including Volcanic Eruption, Urban Fire, Tornado, and Drought. Cateaory: Permanent City Emergency Operations Center Priority: 1 Brief Description of Project: Construct a new City Emergency Operations Center (EOC) facility to support emergency response and recovery coordination. Rationale for Project: The City's EOC is located in the Police Department Training Conference Room. The facility is small and cannot accommodate all the anticipated EOC functions and personnel needed to manage a protracted emergency event and support the City's Continuity of Operations Plan (COOP). RHMP Goals: 1. Protect Life and Property 3. Support Emergency Services 2. Enhance Planning Activities Lead Jurisdiction: City of Tukwila Public Works Participating Jurisdictions: None Cost of Project: $1,250,000 Estimated time period Implemented: Beyond 2014 Funding Sources: City Operating Revenue; Grants Source and Date: City of Tukwila 2009 -2014 Financial Planning Model /Capital Improvement Program. Adoptive date and /or Ordinance /Resolution December 15, 2008; Resolution 1674 Status: New project Benefit /Cost Ratio: 1.8:1 ($2.3 million planning figure from King County Regional Hazards Mitigation Plan for at least one life saved divided by construction cost). 93 96 HAZARD MITIGATION PLAN— INITIATIVES Attachment 10 Jurisdiction Aaencv: City of Tukwila Emergency Management Type of Hazard: Earthquake, Flooding, Urban Fire, Drought and other hazards. Cateaorv: City Maintenance Facility Replacement Project Priority: 2 Brief Description of Project: Construct new City maintenance and operations center to support critical City functions including fleet services, facilities maintenance, water, sewer, surface water, streets and traffic control operations. Rationale for Project: The City's current facilities, fleet and maintenance shops are inadequate to support and restore essential services following a significant emergency event. The shops currently don't have emergency power and have failed seismic .evaluations performed by a certified structural engineering firm in August 2008. A new City Maintenance and Operations facility would allow continuity of operations under emergency conditions for an extended period of time. Goals: 1. Protect Life and Property 3. Support Emergency Services 2. Enhance Planning Activities Lead Jurisdiction: City of Tukwila Public Works Participating Jurisdictions: None Cost of Project: $10,000,000 Estimated time period Implemented: Beyond 2014 Funding Sources: City Operating Revenue and bond Source and Date: City of Tukwila 2009 -2010 Financial Planning Model /Capital Improvement Program Adoptive date and /or Ordinance /Resolution: December 15, 2008; Resolution 1674 Status: New project Benefit /Cost Ratio: .55:1 ($5,575,000 retrofit cost divided by $10M replacement cost). 94 97 HAZARD MITIGATION PLAN INITIATIVES Attachment 11 Jurisdiction Agency: City of Tukwila Emergency Management Type of Hazard: Earthquake Cateaory: Boeing Access Road Bridge Replacement Priority: 3 Brief Description of Project: Replace the existing bridge with a 340' long concrete or steel bridge structure. Bridge will be 110' wide curb to curb with sidewalks on both sides. Rationale for Project: The existing bridge is structurally and seismically deficient. Several pedestals are leaning and have concrete spalls, exposed rusty anchor bolts /reinforcements and some cracks. The existing railings do not meet standards. The Boeing Access Road Bridge is a major east west arterial that provides access between East marginal Way and the I -5 corridor. Bridge failure will severely impact freight mobility, and threaten public safety. Goals: 1. Protect Life and Property 3. Support Emergency Services 2. Enhance Planning Activities Lead Jurisdiction: City of Tukwila Public Works Participating Jurisdictions: None Cost of Project: $30,000,000 Estimated time period Implemented: 2 -5 years Funding Sources: Federal Funds; Bonds; City Operating Revenue Source and Date: City of Tukwila 2009 -2014 Financial Planning Model /Capital Improvement Program Adoptive date and /or Ordinance /Resolution December 15, 2008; Resolution 1674 Status: New project. Benefit /Cost Ratio: .70 ($21 million cost to repair /retrofit divided by the $30 million replacement cost). 95 98 HAZARD MITIGATION PLAN— INITIATIVES Attachment 12 Jurisdiction Aaencv: City of Tukwila Emergency Management Type of Hazard: Landslide, Severe Weather, Flooding, and Earthquake Cateaorv: Interurban Ave South Project- Wall Containment Priority: 4 Brief Description of Project: Construct a concrete containment wall (4' high by 275' long) along the west side of Interurban Avenue South. Rationale for Project: During severe winter storms, landslides have occurred on the steep hillside along the west side of Interurban Avenue. Construction of the containment wall will prevent landslide debris from blocking the traffic lanes of Interurban Avenue which serve as a principal arterial for over 20,000 motorists. Containment wall will also enhance the safety of motorists and pedestrians. Goals: 1. Protect Life and Property 3. Support Emergency Services 2. Enhance Planning Activities Lead Jurisdiction: City of Tukwila Public Works Participating Jurisdictions: None Cost of Project: $500,000 Estimated time period Implemented: 2 -5 years depending on availability of grant funds. Funding Sources: City Operating Funds; Grants Source and Date: City of Tukwila 2009 -2014 Financial Planning Model /Capital Improvement Program Adoptive date and /or Ordinance /Resolution December 15, 2008; Resolution 1674 Status: New Project Benefit /Cost Ratio: At least a 1:1 ratio due to clean up costs and financial impact on businesses in the Commercial Business District. 96 99 This Page Intentionally left blank 97 1 00 U.S. Department of 1- tomeland Security Region X 130 22Sth Street, S\V [3othel 1. \VA 98021 -9796 laa t i FE November 9, 2010 Ms. Beverly O'Dea State Hazard Mitigation Strategist Washington State Emergency Management Division Building 20, MS TA -20 Camp Murray, Washington 98430 -5122 Dear Ms. O'Dea: As requested, the U.S. Department of Homeland Security's Federal Emergency Management Agency (FEMA) has completed a pre- adoption review of the City of Tukwila Hazard Mitigation Plan. The plan successfully contains the required criteria, excluding the adoption, for hazard_ mitigation plans, as outlined in 44 CIF Part 201. This letter serves as Region 10's commitment to approve the plan upon receiving documentation of its adoption by the city. The plan will not be formally approved by FEMi -1 until it is adopted. The community is not eligible for mitigation project grants until the plan is formally approved by FIMA. Please contact our Regional Mitigation Planning Manager, Kristen Meyers, at (425) 487 -4543 with any questions. Sincerer;, Ry in Ik A sk Analysis Branch Chief Mitigation Division BI1:bb Nvww.fetna.gov 101 ,n2 s City of Tukwila a Jim Haggerton, Mayor 90� INFORMATIONAL MEMORANDUM TO: Mayor Haggerton Finance Safety Committee FROM: Public Works Director ,1 1 DATE: January 11, 2011 SUBJECT: Resolution to Surplus City Equipment ISSUE Approve Resolution authorizing the sale of surplus equipment no longer needed by the City. BACKGROUND The Fleet Department has identified 6 pieces of equipment that have outlived their service life and are no longer needed by the City. These items still operate but in some cases require extensive repairs and are no longer used or too costly to overhaul. All of the pieces of equipment are fully depreciated and are currently valued at $42,500.00. Selling these at auction in an "as is" condition is now the most practical solution for disposal. RECOMMENDATION The Council is being asked to approve the Resolution declaring the 6 pieces of equipment as surplus and authorizing their sale and consider this item at the January 24, 2011 Committee of the Whole Meeting and the subsequent February 7, 2011 Regular Meeting. attachments: Draft Resolution Exhibit A Surplus Equipment Detail Listing Exhibit B Photos of Equipment W: \PW Eng \OTHER \Pat Brodin \Info Memo 2010 Surplus Vehicles.doc 1 03 in4 DR A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, DECLARING CERTAIN EQUIPMENT AS SURPLUS, AND AUTHORIZING THEIR SALE. WHEREAS, the City.of Tukwila purchased the 6 pieces of equipment utilized by the Police, Fire, and Public Works Departments, as described in Exhibit "A" and illustrated on Exhibit_ "B and WHEREAS, the equipment listed on Exhibit "A" have outlived their usefulness and they are no longer needed by the City of Tukwila's Fleet (Equipment Rental) Department or any other City Department; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. Declaration of Surplus. The equipment/vehicles described on Exhibit "A" have a total combined value of $42,500 and are hereby declared surplus to the needs of the City. Section 2. Fleet Department authorized to sell. The Fleet Department, as part of the replacement program, is hereby authorized to sell the 6 pieces of equipment described on Exhibit "A," for the best available price, or properly dispose of items that it is unable to sell. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of 2011. ATTEST /AUTHENTICATED: Allan Ekberg, Council President Christy O'Flaherty, CMC, City Clerk APPROVED AS TO FORM BY: Filed with the City Clerk: Passed by the City Council: Office of the City Attorney Resolution Number: Attachments: Exhibit A, Surplus equipment detailed listing Exhibit B, Surplus equipment photographs W: Word Processing Resolutions\ Fleet EQ Surplus 2010 GL:mrh 1/12/2011 Page 1 of 1 105 O O O O O O) O 0 0 O O O 0 O 0 0 0 0 0 0 0 7 CO O) 0 N in O N I- (6 a- M (O N 3 el `Q 0 va va va va va va va o 0 0 0 0) o 0) I� (0 m CO 7 0 r 0 0 0 Q 0 0 r0 U N O 0) CO CO 0 M V V Q N CD 0 O N Z d' co co a 0 O O O O O O 0 O O O O O O 0 c r 0 0 Q) 0 N- 00) CO N O U (_o tr) (0 u) o N CO r r va 69 va 69 va CD t- a) oo Lo M a d 0) O 0) 0) a0 O U N 0) O 0 L 0 CD a 0 0 0 0 N C O Q CO 0 CO co (O U CD O co M (f) Z V CO r O 0 r N S (O M 0 CD CO O CO W CO N M U CO v N- U c U co CO CO (L CV LO 0 a CV 01 F J CO 0 0 0 N- a 0 0 0 0 CO CO N r r U) Cr (0 N CO N R O V N N M Q 1,-. r 0 0 0 0) (6 C T (0 E r N R Q o o U 0 a m (0 a) c a 0 i U Y Q x -c 7 r Y w C O CO CO U 0 0 as 0 m a) E c a a) H- 0 0- c -o a) ate) D o o H o a) o 2 N 0 0) 0 o0 (-N 0) U 2 li 0 in 0 L 0 V (0 CO N N 0 CO O 0) [o CO 0) 0) (y C0 O 0) 0) 0) 0) 0) C N r r r r r o 2 m (0 col m O.) co a) a P Et (D w U U (6 a3 F- 13. .0 v_ U CD LL a) o) o 0_ a a CL a ii w a W a- N CO N CO co w 1 06 Exhibit B EQ# 1247, 1994 GMC Cube Van with cracked EQ #1122, 2000 Chevy Lumina: Value $600.00 engine block: Value $900.00 x y+ a t. -?Z a.. c 5- w r 'Y, .te a a x F w 1 7., ii s-J'. 1 t s .s 'c ,r J G m s X .3ro ..«Z 3 t 1 7 EQ #1312, 1986 Chevy 2 -ton Boom Truck, with 35 ft bucket lift, hydraulic system out EQ #1 240, 1988 SWAT /sewer Chevy Step Van: of service: Value $1,000.00 Value $1,500.00 i r i d a1 y Ri t f f l.. i t wx ,s r .s? °te 'F,,e7,, .c .r. r -;e w e t 7 r'- p i 4 u 4 a '''''''k c i f s, fi 'd` r_ l l -a ,�1 I� .1: A, i� 1 arr"- �C -p A n i e E ast t w i ra i�� g i i s s .-v. S." is x i T. 14 1, i 7 P �e s F s S u.['t- "t ,i y y 1 S .S c9 1 ;r" ��..aa �s ,f-� 7: .Tk.hs E iJ 'c i i It l 4 1 y,. i ,i2 F `'x- x J--W-4." -�e 4. %.;art P t Y a t sa t� t J rn� r .4:10.4.'"",'",;..,0,--..z__'•'.4 i 5f3' z .'rs r a C *.F f�:1 hu `�FiwM.vset'�3 j1 r.�e ulc E •f.,; EQ #1861, 1992 Katolight 175 KW Generator, EQ #1351, 1992 Simon LTI r Truck Model C11205CL Value with Spartan Cab /Chassis: Va ial Fire $35,000.00 r 'Y 4' F u l:K -w .4 i ..g Q -f r S 4 T 3 i'y}- 3�� 8 V5 It q sT" rrzr i .rgew 1 cr ham. 1 4,E I +i, h p#f B Sc s' Ya°n FF� P 5 r y E S`� —2 W i 4,t' t 1 t as 3. S f x{ I 't t z T 1 a .s 2 9 'v V 1 x s r{': a a g t f 3 .yY L, \10 1 �l }i �J 4 S3`J1Yom ,p rd k f -;3 i ....'17. CITYaOF2TUCC.r 1- 3 "3 a C'1'3 '3 u lJ 3 x- .4, 3 a r. x..{'�' ,T y a a i dc S Y ''us1,, +t S 3 r .v.- t f _f- ,a Y F�� t a e �3=- -fir t S �3�-�� 1 1 M L -r t Y W: \PW Eng \OTHER \Pat Brodin12010 EQ Surplus Exhibit B.doc O 4 nR 4�, ILIA.: 4 City of Tukwila Jim Haggerton, Mayor if)-: i 4,7 1 -,9p y. INFORMATIONAL TIONAL MEMORANDUM TO: Mayor Haggerton Finance Safety Committee FROM: Martin F. Grisham, Emergency Manager DATE: January 12, 2011 SUBJECT: Emergency Management Ordinance Update ISSUE Tukwila Municipal Code Chapter 2.57, "Emergency Management" was last updated by Ordinance No. 2198 on February 19, 2008. The issue being addressed with this update to the ordinance is to bring definitions, duties and language in line with state law as found in RCW 38.52.010 DISCUSSION Section 2.57.060 of the current Emergency Management ordinance assigns the Director of Emergency Management to "oversee implementation of annual updates of the City's Comprehensive Emergency Management Plan (CEMP), consistent with the requirements specified in Chapter 38.52 RCW..." In reviewing the current "Emergency Management Ordinance, which drives the CEMP, we found discrepancies between our language and the RCW. The following list highlights the changes we made; Updated the purpose (2.57.010) to reflect this change Changes in the definition section (2.57.020) were done to bring it in harmony with state definitions. We gave clarifying wording to the Directors position, taking out words like control and direct, and replaced with words like oversee and coordinate. 2.57.030 Minor change to City Council Duties o changed "give advice and consent" to "give input and consent." o Eliminated #5 regarding mutual aid agreements, as it is covered in item #2 Changed throughout the document, the title of Emergency Management Coordinator, to Emergency Manager. 2.57.050 changed the structure to bullet format. 2.57.060 Directors Powers and duties o A) We rewrote this section to allow flexibility in who serves in this position. This confirms the power of the Mayor to appoint, as it states in RCW 38.52.070(1). o Replaced words like "control" and "direct" to oversee and coordinate. No other major changes 109 INFORMATIONAL MEMO Page 2 RECOMMENDATION The Council is being asked to consider this item at the January 24, 2011 Committee of the Whole meeting and subsequent February 7, 2011 Regular Meeting. ATTACHMENTS Ordinance in strike -thru underlined format showing changes Ordinance in draft form Ordinance No. 2198 1 1 0 W :12011 Info MemoslEmergencyMgmtOrd.doc STRIKE -THRU UNDERLINED VERSION AFT AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, AMENDING TUKWILA MUNICIPAL CODE CHAPTER 2.57, "EMERGENCY MANAGEMENT," TO UPDATE DEFINITIONS AND REGULATIONS AND CLARIFY ROLES AND RESPONSIBILITIES; REPEALING ORDINANCE NO. 2198; PROVIDING FOR SEVERABILITY; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the City of Tukwila recognizes the importance of providing for the preparation, implementation and updating of emergency management plans, to protect the health, safety and welfare of persons and property within the City in the event of an emergency or disaster; and WHEREAS, TMC Section 2.57.060.B.1 calls for an review and update of the City's Comprehensive Emergency Management Plan for needed improvements or revisions; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY ORDAINS AS FOLLOWS: Section 1. TMC Chapter 2.57 Amended. Tukwila Municipal Code Chapter 2.57 is hereby amended to read as follows: CHAPTER 2.57 EMERGENCY MANAGEMENT Sections: 2.57.010 Purpose 2.57.020 Definitions 2.57.030 City Council Duties 2.57.040 Emergency Management Council Created Membership 2.57.050 Emergency Management Council's Powers and Duties 2.57.060 Director's Powers and Duties 2.57.070 Emergency Manager e e e 2.57.080 Emergency Management Organization 2.57.090 Departments, Divisions, Services, and Staff 2.57.100 Mutual Aid Agreements 2.57.110 Punishment of Violations 2.57.120 No Private Liability W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 1 of 8 111 O 2.57.010 Purpose The declared purposes of this chapter are to provide for: the preparation and implementation of emergency --pl -arc, e as; the event of a disaster; and the coordination of the emergency and disaster response functions of the City with all othcr public agcncias acted private persons, corporations and organizations. ---e management and disaster activities, ;ncluding mutual aid activities and mock or practice excrcisos- e e e inhabitants and property of the City. 2.57.020 Definitions emergency function, 'e C arc primarily -r-c. !t dn�rn include, nor does any provision of this chapter apply to, any condition relating to a labor controversy. e. e storm, epidemic, riot, garthquake, enemy attack, c e e e _ec, or similar public calamity. «p ••e e e procedures and policies to prepare for a disaster. It includes coordination with local, County, State and F=ederal ag ncioc t-- o— i ^curc coh.esivc working relationships and compatible emergency plans. 4. `Mitigation" includes e e e e natural and man made, development of strategies to minimize those hazards, and development of resources u s to respond effectively to risks not controlled 5. actions necessary to effectively act during a disaster, damago asse "cment and evaluation, coordination of operations, logistics, and planning activities during a disaster, and documentation of actions taken during a disaster. e. "Recovery" includes e of actions for recovery, coordination of agencies during recovery, documentation of costs for future recovery of costs, and facilitation of disaster assistance officos 'n providing the community with efficient mechanisms to obtain Fedora!, State and local assistance after disasters. W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 2 of 8 112 NEW 2.57.010 Purpose. Recoanizina the existina and future possibility of the occurrence of disasters in the City and surroundina regions, the declared purposes of this chapter are: to insure that preparations of the City will be adeauate to deal with disasters; to protect the public peace. health and safety and to preserve the lives and property of the people of the City; to provide for emeraencv manaaement of the City; to confer upon the Mayor and others emeraencv powers and authority: and to declare that all emeraencv management functions of the City be coordinated to the maximum extent with other Governmental entities, tribal nations, and private entities to provide the most effective preparation and use of City staff. resources and facilities to deal with any disaster or emeraencv situation that may occur. 2.57.020 Definitions. As used in this chapter, these terms shall be defined as follows: 1. "Disaster' An event. expected or unexpected, in which a community's available pertinent resources are expended, or the need for resources exceeds availability, and in which a community underaoes severe dancer, incurring losses so that the social or economic structure of the community is disrupted and the fulfillment of some or all of the community's essential functions are prevented. 2. "Emeraencv' A sudden. usually unexpected event that does or could do harm to people. resources, property, or the environment, that reauires a normal response from Public Works, Police. Fire or Emeraencv Medical Services. Emeraencies can ranae from simple localized events that affect a single office or building, to human, natural, or technoloaical events that damage, or threaten to damaae. local operations. 3. "Emeraencv Manaaemenr' The preparation for and the carrying out of all emeraencv functions to mitiaate, prepare for. respond to, and recover from emergencies and disasters. and to aid victims sufferina from iniury or damage, resultina from disasters caused by all hazards, whether natural, technological or human caused, and to provide support for search and rescue operations for persons and property in distress. 4. "Emeraencv Worker' Any person registered with the City's Emeraencv Management Organization under the provision of TMC Section 2.57.080, or any member of the military, and who holds an identification issued by said organizations, for the purpose of engaging in authorized emeraencv management activities or any employee of the City or any subdivision of the City who is called upon to perform emergency management activities. 5. "Hazardous Materials" Materials which. because of their chemical, physical, or biological nature, pose a potential risk to life, health, environment, or property when released. 6. "Incident Command System" (ICS) A standardized on -scene emeraencv management construct specifically designed to provide an intearated organizational structure that reflects the complexity and demands of sinale or multiple incidents, without being hindered by iurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common oraanizational structure. designed to aid in the manaaement of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as larae and complex incidents. ICS is used by various iurisdictions and functional agencies, both public and private. to organize field -level incident management operations. W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 3 of 8 1 13 7. "Mitiaation" Activities providina a critical foundation in the effort to reduce the Toss of life and property from natural and /or manmade disasters by avoidina or lessenina the impact of a disaster and providina value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damaae. reconstruction, and repeated damage. These activities or actions. in most cases. will have a Iona -term. sustained negative effect. 8. "Preparedness" Actions taken in advance of an emeraencv or disaster to develop operational capabilities and to facilitate an effective response in the event an emergencv /disaster occurs. Preparedness measures include, but are not limited to. continuity of aovernment. emeraencv alert systems, emeraencv communications. emeraencv coordination centers. emeraencv operations plans. emeraencv public information materials. trainina and exercises. mutual aid aareements. resource management, response personnel. and warning systems. 9. "RecoverV' a. Activity to return vital life support systems to minimum operatina standards and Iona -term activity designed to return life to normal or improved levels, including some form of economic viability. Recovery measures include, but are not limited to, crisis counselina, damage assessment. debris clearance. decontamination, disaster application centers, disaster insurance payments, disaster loans and arants, disaster unemployment assistance, public information, reassessment of emeraencv plans, reconstruction, temporary housing, and full -scale business resumption. b. The extrication, packaging, and transport of the body of a person killed in a search and rescue incident. 10. "Response" Actions taken immediately before, during, or directly after an emeraencv or disaster occurs to save lives, minimize damaae to property and the environment. and enhance the effectiveness of recovery. Response measures include, but are not limited to. emeraencv plan activation. emeraencv alert system activation, emeraencv instructions to the public. emergency medical assistance, staffing the emergency operations center, public official alerting, reception and care, shelter and evacuation, search and rescue, resource mobilization, and warning systems activation. 2.57.030 City Council Duties. It shall be the duty of the City Council, consistent with the provisions set forth in TMC Section 2.57.060, to: 1. Give input and consent to the Mayor regarding appointments made pursuant to TMC Section 2.57.040. 2. Consider adoption of or ratify emergency management mutual aid plans and agreements, and such ordinances, resolutions, rules and regulations as necessary to implement such plans and agreements as are referred to them by the Emergency Management Council, pursuant to TMC 2.57.050, provided the same or parts thereof are not inconsistent with this chapter. 3. Approve or ratify, at the earliest possible time after their issuance, rules and regulations related to the protection of life, environment and property that are affected by a disaster, such rules and regulations having been made and issued by the Emergency Management Director pursuant to TMC Section 2.57.060, provided the same or parts thereof are not inconsistent with this chapter. W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 4 of 8 1 14 4. Distribute pursuant to resolution the functions and duties of the City's Emergency Management Organization among the departments, divisions, services and special staff referred to in TMC Section 2.57.090. 5. Approve mutual aid agreements reference in and pursuant to TMC 2.57.040 Emergency Management Council Created Membership. The Emergency Management Council is hereby created, and shall consist of the following: 1. The Mayor, who shall be chairperson. 2. The Director of Emergency Management, who shall be vice chairperson. 3. City Administrator, all City department heads and the Emeraencv Manager. 4. Such City employees and other citizens with technical expertise in related areas as may be appointed by the Mayor, with the input and consent of the City Council. 2.57.050 Emergency Management Council's Powers and Duties. The Emeraencv Manaaement Council shall have the following powers and duties consistent with the purposes of this chapter: 1. Advise the Mavor and the Director of Emeraencv Management in all matters Pertaining to City emergency management; appoint such ad hoc committees, subcommittees and working groups as are required to develop specific recommendations for the improvement of emergency management practices, standards. policies or procedures. 2. Ensure the Mavor receives an annual assessment of Citywide emergencv preparedness. including but not limited to, specific progress on hazard mitigation and reduction efforts. implementation of seismic safety improvements, reduction of flood hazards and coordination of hazardous materials planning and response activities. 3. Review administrative rules Governing Citv emergency management practices and recommend necessary revisions to the Director of Emeraencv Manaaement. 4. Meet regularly. as called by the chairperson or, in his /her absence from the City or inability to call such meeting. the vice chairperson. 2.57.060 Director's Powers and Duties A. The position of Director of Emergency Management "Director is herby created. The Mayor, pursuant to RCW 38.52.070 (1), appoints the Director of Emergency Management. In the absence of the Director of Emergency Management, the Mayor shall appoint a temporary Director until the Director returns, or a replacement is found. B. The Director or his/her designee shall have the following powers and duties consistent with the purposes of this chapter: 1. Responsible for the organization, administration, and operation of emergency management in the City, subiect to the direction and control of the Mavor. 2. Oversee implementation of and annual updates to the Citv's Comprehensive Emergency Management Plan "the Plan consistent with the requirements specified in Chapter 38.52 RCW, and coordinated with other state and county plans and programs; W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 5 of 8 1 15 ensure compliance with the National Incident Manaaement System and ensure operation and maintenance of the City's ICS: coordinate with the Emeraencv Management Council to conduct at least one tabletop exercise annually and one full scale exercise every 3 to 5 years to maintain proficiency in the use of the Plan. 3. Coordinate efforts of the Emeraencv Management Organization of the City for the accomplishment of the pu rposes of this chapter. 4. Coordinate efforts between departments. divisions, services. and staff of the Emergency Management Organization of the City. and resolve questions of authority and responsibility that may arise between them. 5. Represent the Emeraencv Management Organization of the City in dealings with public or private agencies pertaining to emergency management and response to emergencies and disasters. 6. Coordinate the ongoing development and evaluation of emergency plans concerning the application of mitigation strategies, preparation, response, and recovery mechanisms. and include such in the City's emeraencv management activities with various federal, state, tribal, and local governments. nongovernmental organizations (NGOs), and the private sector: conduct and evaluate testing of emergency plans; and preside over and auide interdepartmental emeraencv management planning committees that may be created by the Emeraencv Management Council. 7. Coordinate development and presentation of rules and regulations to the Emeraencv Management Council that will assist in efforts to reasonably protect life, environment. and property during an emeraencv or disaster. 8. Prepare for the Mayor's signature any proclamation of local emergency and, upon approval, submit it to federal, state, regional, and local agencies as required. This proclamation authorizes the City to take necessary measures to combat a disaster; protect persons, environment and property, and provide emergency assistance to victims of the disaster; and exercise powers authorized in RCW 38.52.070. These include, but are not limited to, rationing; curfew; and waiver of requirements pertaining to budget law limitations, competitive bidding processes, publication of notices, provisions to the performance of public work, entering into contracts, incurring obligations, the employment of temporary workers, the rental of equipment, the purchase of supplies and materials, the levying of taxes, and the appropriation and expenditures of public funds. Such proclamation must be confirmed and ratified by the City Council, as soon as is reasonably practical, and provided the purposes of any such proclamation are consistent with the purposes of this chapter. 9. As required by state law and upon approval by the Mayor and the City Council. submit all plans and programs for State review and certification. 10. Coordinate the services and resources of volunteers, provided that volunteers so directed shall be entitled during the period of such service to all privileges. benefits and immunities as are provided by state law and federal and state emeraencv management regulations for registered emeraencv workers. 11. Execute all the special powers conferred by this chapter or by resolution adopted pursuant thereto. and all powers conferred by statute, by agreement approved by the Emergency Management Council. or by any other lawful authority. W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 6 of 8 1 16 2.57.070 Emergency Manager. The Emergency Management Coordinator Manager (EM) is a full -time position that reports to the Director of Emergency Management. As part of the position's responsibilities, the EM will ensure the Comprehensive Emergency Management Plan and its supporting procedures are reviewed and updated annually; an education and training program is developed and implemented in emergency management tasks for City employees, residents and businesses; and periodic training and exercises are conducted pursuant to TMC Section 2.57.060. 2.57.080 Emergency Management Organization. All officers and elected officials employees of the City, together with those citizens enrolled to aid them during a disaster, and all groups, organizations and persons who may, by agreement or operation of law, including persons pressed into service under the provisions of TMC Section 2.57.060 who shall be charged with duties incident to the protection of life, environment and property in the City during such disaster, shall constitute the Emergency Management Organization of the City. 2.57.090 Departments, Divisions, Services, and Staff. The functions and duties of the City's Emergency Management Organization shall be distributed among such departments, divisions, services and special staff as the Director of Emergency Management shall direct. 2.57.100 Mutual Aid Agreements. The Mayor shall have the power to sign, on behalf of the City and the Emergency Management Council, mutual aid agreements with other governmental entities, tribal nations and non governmental entities that have been approved by the City Council. All previous mutual aid agreements that have been signed by the Mayor are hereby confirmed and ratified, provided the same or parts thereof are not inconsistent with this chapter. 2.57.110 Punishment of Violations. It is a misdemeanor punishable as provided in TMC Section 1.08.010 for any person, during a disaster, to: 1. Willfully obstruct, hinder, or delay any member of the Emergency Management Organization in the enforcement of any lawful rule or regulation issued pursuant to this chapter or in the performance of any duty imposed by virtue of this chapter. 2. Do any act forbidden by any lawful rules or regulations issued pursuant to this chapter, if the act is of such a nature as to give or be likely to give assistance to the enemy, or to encourage or assist in theft of or endanger property of inhabitants of the City, or to prevent, hinder or delay the defense or protection thereof. 3. Wear, carry or display, without authority, any means of identification specified by the State Department of Emergency Management. 4. In any manner loot or carry off any items of value during an emergency and /or disaster or its aftermath. W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 7 of 8 1 17 2.57.120 No Private Liability No individual, firm, association, corporation or other party, or their successors in interest. or the agents or employees of any of them. ownina, maintaining or controlling any building or premises, who voluntarily and without compensation grants to the City a license or privilege or otherwise permits the City to inspect, designate and use the whole or any part or parts of the building or premises for the purpose of sheltering persons, property and /or animals during an actual or impending emergency or disaster, or during a game, full scale exercise or any other training type event. shall be subiect to Ieaal liability for damage to pror ertv or injury or death to any persons or animals while in or upon the building or premises for the purposes expressed above. All legal liability for damage to property or injury or death to persons or animals caused by acts done, or attempted, under color of this chapter and a bona fide attempt to comply therewith, other than acts done in bad faith, gross negligence, or willful misconduct, shall be the obligation of the State of Washington. The City is immune from liability under this chapter to the fullest extent allowed by law. Section 2. Repealer. Ordinance No. 2198 is hereby repealed. Section 3. Severability. If any section, subsection, paragraph, sentence, clause or phrase of this ordinance or its application to any person or situation should be held to be invalid or unconstitutional for any reason by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of the remaining portions of this ordinance or its application to any other person or situation. Section 4. Effective Date. This ordinance or a summary thereof shall be published in the official newspaper of the City, and shall take effect and be in full force five days after passage and publication as provided by law. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of 2011. ATTEST /AUTHENTICATED: Christy O'Flaherty, City Clerk Jim Haggerton, Mayor Filed with the City Clerk: APPROVED AS TO FORM BY: Passed by the City Council: Published: Effective Date: Shelley M. Kerslake, City Attorney Ordinance Number: W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 8 of 8 118 D AFS AN ORDINANCE OF THE CITY C THE CITY OF TUKWILA, WASHINGTON, AMENDING TUKWILA MUNICIPAL CODE CHAPTER 2.57, "EMERGENCY MANAGEMENT," TO UPDATE DEFINITIONS AND REGULATIONS AND CLARIFY ROLES AND RESPONSIBILITIES; REPEALING ORDINANCE NO. 2198; PROVIDING FOR SEVERABILITY; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the City of Tukwila recognizes the importance of providing for the preparation, implementation and updating of emergency management plans, to protect the health, safety and welfare of persons and property within the City in the event of an emergency or disaster; and WHEREAS, TMC Section 2.57.060.B.1 calls for an review and update of the City's Comprehensive Emergency Management Plan for needed improvements or revisions; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY ORDAINS AS FOLLOWS: Section 1. TMC Chapter 2.57 Amended. Tukwila Municipal Code Chapter 2.57 is hereby amended to read as follows: CHAPTER 2.57 EMERGENCY MANAGEMENT Sections: 2.57.010 Purpose 2.57.020 Definitions 2.57.030 City Council Duties 2.57.040 Emergency Management Council Created Membership 2.57.050 Emergency Management Council's Powers and Duties 2.57.060 Director's Powers and Duties 2.57.070 Emergency Manager 2.57.080 Emergency Management Organization 2.57.090 Departments, Divisions, Services, and Staff 2.57.100 Mutual Aid Agreements 2.57.110 Punishment of Violations 2.57.120 No Private Liability W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 1 of 7 1 19 2.57.010 Purpose. Recognizing the existing and future possibility of the occurrence of disasters in the City and surrounding regions, the declared purposes of this chapter are: to insure that preparations of the City will be adequate to deal with disasters; to protect the public peace, health and safety and to preserve the lives and property of the people of the City; to provide for emergency management of the City; to confer upon the Mayor and others emergency powers and authority; and to declare that all emergency management functions of the City be coordinated to the maximum extent with other governmental entities, tribal nations, and private entities to provide the most effective preparation and use of City staff, resources and facilities to deal with any disaster or emergency situation that may occur. 2.57.020 Definitions. As used in this chapter, these terms shall be defined as follows: 1. "Disaster" An event, expected or unexpected, in which a community's available pertinent resources are expended, or the need for resources exceeds availability, and in which a community undergoes severe danger, incurring losses so that the social or economic structure of the community is disrupted and the fulfillment of some or all of the community's essential functions are prevented. 2. "Emergency' A sudden, usually unexpected event that does or could do harm to people, resources, property, or the environment, that requires a normal response from Public Works, Police, Fire or Emergency Medical Services. Emergencies can range from simple localized events that affect a single office or building, to human, natural, or technological events that damage, or threaten to damage, local operations. 3. "Emergency Management' The preparation for and the carrying out of all emergency functions to mitigate, prepare for, respond to, and recover from emergencies and disasters, and to aid victims suffering from injury or damage, resulting from disasters caused by all hazards, whether natural, technological or human caused, and to provide support for search and rescue operations for persons and property in distress. 4. "Emergency Worker" Any person registered with the City's Emergency Management Organization under the provision of TMC Section 2.57.080, or any member of the military, and who holds an identification issued by said organizations, for the purpose of engaging in authorized emergency management activities or any employee of the City or any subdivision of the City who is called upon to perform emergency management activities. 5. "Hazardous Materials" Materials which, because of their chemical, physical, or biological nature, pose a potential risk to life, health, environment, or property when released. 6. "Incident Command System" (ICS) A standardized on -scene emergency management construct specifically designed to provide an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field -level incident management operations. W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 2 of 7 120 7. "Mitigation" Activities providing a critical foundation in the effort to reduce the Toss of life and property from natural and /or manmade disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a long -term, sustained negative effect. 8. "Preparedness" Actions taken in advance of an emergency or disaster to develop operational capabilities and to facilitate an effective response in the event an emergency /disaster occurs. Preparedness measures include, but are not limited to, continuity of government, emergency alert systems, emergency communications, emergency coordination centers, emergency operations plans, emergency public information materials, training and exercises, mutual aid agreements, resource management, response personnel, and warning systems. 9. "Recover/ a. Activity to return vital life support systems to minimum operating standards and long -term activity designed to return life to normal or improved levels, including some form of economic viability. Recovery measures include, but are not limited to, crisis counseling, damage assessment, debris clearance, decontamination, disaster application centers, disaster insurance payments, disaster loans and grants, disaster unemployment assistance, public information, reassessment of emergency plans, reconstruction, temporary housing, and full -scale business resumption. b. The extrication, packaging, and transport of the body of a person killed in a search and rescue incident. 10. "Response" Actions taken immediately before, during, or directly after an emergency or disaster occurs to save lives, minimize damage to property and the environment, and enhance the effectiveness of recovery. Response measures include, but are not limited to, emergency plan activation, emergency alert system activation, emergency instructions to the public, emergency medical assistance, staffing the emergency operations center, public official alerting, reception and care, shelter and evacuation, search and rescue, resource mobilization, and warning systems activation. 2.57.030 City Council Duties. It shall be the duty of the City Council, consistent with the provisions set forth in TMC Section 2.57.060, to: 1. Give input and consent to the Mayor regarding appointments made pursuant to TMC Section 2.57.040. 2. Consider adoption of or ratify emergency management mutual aid plans and agreements, and such ordinances, resolutions, rules and regulations as necessary to implement such plans and agreements as are referred to them by the Emergency Management Council, pursuant to TMC 2.57.050, provided the same or parts thereof are not inconsistent with this chapter. 3. Approve or ratify, at the earliest possible time after their issuance, rules and regulations related to the protection of life, environment and property that are affected by a disaster, such rules and regulations having been made and issued by the Emergency Management Director pursuant to TMC Section 2.57.060, provided the same or parts thereof are not inconsistent with this chapter. W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 3 of 7 1 21 4. Distribute pursuant to resolution the functions and duties of the City's Emergency Management Organization among the departments, divisions, services and special staff referred to in TMC Section 2.57.090. 2.57.040 Emergency Management Council Created Membership. The Emergency Management Council shall consist of the following: 1. The Mayor, who shall be chairperson. 2. The Director of Emergency Management, who shall be vice chairperson. 3. City Administrator, all City department heads and the Emergency Manager. 4. Such City employees and other citizens with technical expertise in related areas as may be appointed by the Mayor, with the input and consent of the City Council. 2.57.050 Emergency Management Council's Powers and Duties. The Emergency Management Council shall have the following powers and duties consistent with the purposes of this chapter: 1. Advise the Mayor and the Director of Emergency Management in all matters pertaining to City emergency management; appoint such ad hoc committees, subcommittees and working groups as are required to develop specific recommendations for the improvement of emergency management practices, standards, policies or procedures. 2. Ensure the Mayor receives an annual assessment of Citywide emergency preparedness, including but not limited to, specific progress on hazard mitigation and reduction efforts, implementation of seismic safety improvements, reduction of flood hazards and coordination of hazardous materials planning and response activities. 3. Review administrative rules governing City emergency management practices and recommend necessary revisions to the Director of Emergency Management. 4. Meet regularly, as called by the chairperson or, in his /her absence from the City or inability to call such meeting, the vice chairperson. 2.57.060 Director's Powers and Duties A. The position of Director of Emergency Management "Director is appointed by the Mayor, pursuant to RCW 38.52.070(1). In the absence of the Director of Emergency Management, the Mayor shall appoint a temporary Director until the Director returns, or a replacement is found: B. The Director shall have the following powers and duties consistent with the purposes of this chapter: 1. Responsible for the organization, administration, and operation of emergency management in the City, subject to the direction and control of the Mayor. 2. Oversee implementation of and annual updates to the City's Comprehensive Emergency Management Plan "the Plan consistent with the requirements specified in Chapter 38.52 RCW, and coordinated with other state and county plans and programs; ensure compliance with the National Incident Management System and ensure operation and maintenance of the City's ICS; coordinate with the Emergency Management Council to W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 4 of 7 122 conduct at least one tabletop exercise annually and one full scale exercise every 3 to 5 years to maintain proficiency in the use of the Plan. 3. Coordinate efforts of the Emergency Management Organization of the City for the accomplishment of the purposes of this chapter. 4. Coordinate efforts between departments, divisions, services, and staff of the Emergency Management Organization of the City, and resolve questions of authority and responsibility that may arise between them. 5. Represent the Emergency Management Organization of the City in dealings with public or private agencies pertaining to emergency management and response to emergencies and disasters. 6. Coordinate the ongoing development and evaluation of emergency plans concerning the application of mitigation strategies, preparation, response, and recovery mechanisms, and include such in the City's emergency management activities with various federal, state, tribal, and local governments, nongovernmental organizations (NGOs), and the private sector; conduct and evaluate testing of emergency plans; and preside over and guide interdepartmental emergency management planning committees that may be created by the Emergency Management Council. 7. Coordinate development and presentation of rules and regulations to the Emergency Management Council that will assist in efforts to reasonably protect life, environment, and property during an emergency or disaster. 8. Prepare for the Mayor's signature any proclamation of local emergency and, upon approval, submit it to federal, state, regional, and local agencies as required. This proclamation authorizes the City to take necessary measures to combat a disaster; protect persons, environment and property, and provide emergency assistance to victims of the disaster; and exercise powers authorized in RCW 38.52.070. These include, but are not limited to, rationing; curfew; and waiver of requirements pertaining to budget law limitations, competitive bidding processes, publication of notices, provisions to the performance of public work, entering into contracts, incurring obligations, the employment of temporary workers, the rental of equipment, the purchase of supplies and materials, the levying of taxes, and the appropriation and expenditures of public funds. Such proclamation must be confirmed and ratified by the City Council, as soon as is reasonably practical, and provided the purposes of any such proclamation are consistent with the purposes of this chapter. 9. As required by state law and upon approval by the Mayor and the City Council, submit all plans and programs for State review and certification. 10. Coordinate the services and resources of volunteers, provided that volunteers so directed shall be entitled during the period of such service to all privileges, benefits and immunities as are provided by state law and federal and state emergency management regulations for registered emergency workers. 11. Execute all the special powers conferred by this chapter or by resolution adopted pursuant thereto, and all powers conferred by statute, by agreement approved by the Emergency Management Council, or by any other lawful authority. W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 5 of 7 123 2.57.070 Emergency Manager. The Emergency Manager (EM) is a full -time position that reports to the Director of Emergency' Management. As part of the position's responsibilities, the EM will ensure the Comprehensive Emergency Management Plan and its supporting procedures are reviewed and updated annually; an education and training program is developed and implemented in emergency management tasks for City employees, residents and businesses; and periodic training and exercises are conducted pursuant to TMC Section 2.57.060. 2.57.080 Emergency Management Organization. All officers and employees of the City, together with those citizens enrolled to aid them during a disaster, and all groups, organizations and persons who may, by agreement or operation of law, including persons pressed into service under the provisions of TMC Section 2.57.060 who shall be charged with duties incident to the protection of life, environment and property in the City during such disaster, shall constitute the Emergency Management Organization of the City. 2.57.090 Departments, Divisions, Services, and Staff. The functions and duties of the City's Emergency Management Organization shall be distributed among such departments, divisions, services and special staff as the Director of Emergency Management shall direct. 2.57.100 Mutual Aid Agreements. The Mayor shall have the power to sign, on behalf of the City and the Emergency Management Council, mutual aid agreements with other governmental entities, tribal nations and non governmental entities that have been approved by the City Council. All previous mutual aid agreements that have been signed by the Mayor are hereby confirmed and ratified, provided the same or parts thereof are not inconsistent with this chapter. 2.57.110 Punishment of Violations. It is a misdemeanor punishable as provided in TMC Section 1.08.010 for any person, during a disaster, to: 1. Willfully obstruct, hinder, or delay any member of the Emergency Management Organization in the enforcement of any lawful rule or regulation issued pursuant to this chapter or in the performance of any duty imposed by virtue of this chapter. 2. Do any act forbidden by any lawful rules or regulations issued pursuant to this chapter, if the act is of such a nature as to give or be likely to give assistance to the enemy, or to encourage or assist in theft of or endanger property of inhabitants of the City, or to prevent, hinder or delay the defense or protection thereof. 3. Wear, carry or display, without authority, any means of identification specified by the State Department of Emergency Management. 4. In any manner loot or carry off any items of value during an emergency and /or disaster or its aftermath. W: Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 6 of 7 124 2.57.120 No Private Liability No individual, firm, association, corporation or other party, or their successors in interest, or the agents or employees of any of them, owning, maintaining or controlling any building or premises, who voluntarily and without compensation grants to the City a license or privilege or otherwise permits the City to inspect, designate and use the whole or any part or parts of the building or premises for the purpose of sheltering persons, property and /or animals during an actual or impending emergency or disaster, or during a game, full scale exercise or any other training type event, shall be subject to legal liability for damage to property or injury or death to any persons or animals while in or upon the building or premises for the purposes expressed above. All legal liability for damage to property or injury or death to persons or animals caused by acts done, or attempted, under color of this chapter and a bona fide attempt to comply therewith, other than acts done in bad faith, gross negligence, or willful misconduct, shall be the obligation of the State of Washington. The City is immune from liability under this chapter to the fullest extent allowed by law. Section 2. Repealer. Ordinance No. 2198 is hereby repealed. Section 3. Severability. If any section, subsection, paragraph, sentence, clause or phrase of this ordinance or its application to any person or situation should be held to be invalid or unconstitutional for any reason by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of the remaining portions of this ordinance or its application to any other person or situation. Section 4. Effective Date. This ordinance or a summary thereof shall be published in the official newspaper of the City, and shall take effect and be in full force five days after passage and publication as provided by law. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of 2011. ATTEST /AUTHENTICATED: Christy O'Flaherty, City Clerk Jim Haggerton, Mayor Filed with the City Clerk: APPROVED AS TO FORM BY: Passed by the City Council: Published: Effective Date: Shelley M. Kerslake, City Attorney Ordinance Number: W. Word Processing \Ordinances \Emergency Management -2011 MG:mrh Page 7 of 7 125 ,9F% 0 1-A. ...is4, 0 fi r' vz toy' City of Tukwila Washington Ordinance No. 1 9 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, AMENDING TUKWILA MUNICIPAL CODE CHAPTER 2.57, "EMERGENCY MANAGEMENT," UPDATING THE REGULATIONS TO REFLECT THE ADDITION OF THE CITY'S EMERGENCY MANAGEMENT COORDINATOR POSITION, AND INTEGRATING THE USE OF THE INCIDENT COMMAND SYSTEM PER THE NATIONAL INCIDENT MANAGEMENT SYSTEM; REPEALING ORDINANCE NO. 2018; PROVIDING FOR SEVERABILITY; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the City of Tukwila recognizes the importance of providing for the preparation and implementation of emergency management plans, to ensure the health, safety and welfare of its citizens; and WHEREAS, RCW 38.52.070 requires the City to incorporate the use of the Incident Command System (ICS) per the National Incident Management System (NIMS); NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. TMC 2.57 Amended. Tukwila Municipal Code Chapter 2.57, is hereby amended to read as follows: CHAPTER 2.57 EMERGENCY MANAGEMENT Sections: 2.57.010 Purpose 2.57.020 Definitions 2.57.030 City Council Duties 2.57.040 Emergency Management Council Created Membership 2.57.050 Emergency Management Council's Powers and Duties 2.57.060 Director's Powers and Duties 2.57.070 Emergency Management Coordinator 2.57.080 Emergency Management Organization 2.57.090 Departments, Divisions, Services and Staff 2.57.100 Mutual Aid Agreements 2.57.110 Punishment of Violations 2.57.120 No Private Liability 2.57.010 Purpose The declared purposes of this chapter are to provide for: the preparation and implementation of emergency plans, including mock or practice exercises; the emergency management and protection of persons and property within the City in the event of a disaster; and the coordination 9f the emergency and disaster response functions of the City with all other public agencies and affected private persons, corporations and organizations. Any expenditures made in connection with emergency management and disaster activities, including mutual aid activities and mock or practice exercises, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of the City. C:\Documents and Settings \All Users \Desktop\Kclly\MSDATA \Ordinances \Emcrgency Management.doc )M:ksn 2/14/2008 Page 1 of 5 127 2.57.020 Definitions As used in this chapter, these terms shall be defined as follows: 1. "Emergency Management" means the preparation for and the carrying out of all emergency functions, other than functions for which military forces are primarily responsible, to prevent, minimize and repair injury and damage resulting from disasters. It includes preparation, mitigation, response and recovery from disasters. It does not include, nor does any provision of this chapter apply to, any condition relating to a labor controversy. 2. "Disaster" includes in its meaning, but is not limited to, extraordinary fire, flood, storm, epidemic, riot, earthquake, enemy attack, sabotage, other emergencies, or similar public calamity. 3. "Preparation" means the active planning, testing, and revising of operational procedures and policies to prepare for a disaster. It includes coordination with local, County, State and Federal agencies to insure cohesive working relationships and compatible emergency plans. 4. "Mitigation" includes risk analysis, review and identification of hazards both natural and man-made, development of strategies to minimize those hazards, and development of resources and capabilities to respond effectively to risks not controlled through conventional methods. 5. "Response" includes the initiation of warnings to potential disasters, initiation of actions necessary to effectively act during a disaster, damage assessment and evaluation, coordination of operations, logistics, and planning activities during a disaster, and documentation of actions taken during a disaster. 6. "Recovery" includes assessment of community needs after an event, prioritizing of actions for recovery, coordination of agencies during recovery, documentation of costs for future recovery of costs, and facilitation of disaster assistance offices in providing the community with efficient mechanisms to obtain Federal, State and local assistance after disasters. 2.57.030 City Council Duties It shall be the duty of the City Council under the Emergency Management Program to: 1. Give advice and consent to the Mayor regarding appointments made pursuant to TMC 2.57.040. 2. Consider adoption of emergency management mutual aid plans and agreements, and such ordinances, resolutions, rules and regulation as are necessary to implement such plans and agreements as are referred to them by the Emergency Management Council, pursuant to TMC 2.57.050. 3. Approve at the earliest practicable time after their issuance, rules and regulations reasonably related to the protection of life and property which are affected by a disaster, such rules and regulations having been made and issued by the Emergency Management Director pursuant to TMC 2.57.060. 4. Distribute pursuant to resolution the functions and duties of the City's emergency management organization among the divisions, services and special staff referred to in TMC 2.57.090. 5. Approve mutual aid agreements referenced in and pursuant to TMC 2.57.100. 2.57.040 Emergency Management Council Created Membership The Emergency Management Council is hereby created, and shall consist of the following: C: \Documents and Settings \All Users Desktop\ Kelly \MSDATA \Ordinances\Emergency Management.doc 128 JM:ksn 2/14/2008 Page 2 of 5 1. The Mayor, who shall be chairperson. 2. The Director of Emergency Management, who shall be Vice chairperson. 3. All department heads of the City of Tukwila, the Emergency Management Coordinator, and the City Administrator. 4. Such City officials and other citizens with technical expertise in related areas as may be appointed by the Mayor, with the advice and consent of the City Council. 2.57.050 Emergency Management Council's Powers and Duties It shall be the duty of the Emergency Management Council, and it is hereby empowered, to review and recommend for City Council adoption emergency management and mutual aid plans, and agreements and such ordinances, resolutions, rules and regulations as are necessary to implement such plans and agreements. The Emergency Management Council shall meet upon call of the chairperson or, in the chairperson's absence from the City or inability to call such meeting, upon the call of the vice chairperson. 2.57.060 Director's Powers and Duties A. The position of Director of Emergency Management is hereby created. The Director of Public Works of the City of Tukwila shall serve in such position ex officio. B. The Director or his /her designee is hereby empowered and directed to: 1. Prepare a Comprehensive Emergency Management Plan for the City, conforming to the requirements specified in Chapter 38.52 RCW. To the greatest extent possible, the City plan shall be coordinated with the King County and the State Office of Emergency Management plans and programs; prepare and implement the National Incident Management System; direct staff to conduct at least one exercise annually to maintain proficiency in the use of the plan; and review and update the plan annually for needed improvements or revisions. 2. Control and direct the effort of the emergency management organization of the City for the accomplishment of the purposes of this chapter. 3. Direct coordination and cooperation between departments, divisions, services and staff of the emergency management organization of the City, and to resolve questions of authority and responsibility that may arise between them. 4. Represent the emergency management organization of the City in all dealings with public or private agencies pertaining to emergency management and response to disasters. 5. Develop and evaluate emergency plans concerning the application of mitigation strategies, preparation, response, and recovery mechanisms, and include such in the City's emergency management activities with various city, county, state, and federal agencies; conduct and evaluate testing of emergency plans; and preside over and guide interdepartmental emergency management planning committees that may be created by the Emergency Management Council. 6. Make appointments to the Emergency Management Council. 7. Make rules and regulations to reasonably protect life, property, and natural resources during an emergency. 8. Prepare for the Mayor's signature any proclamation of local emergency, and upon approval transmit it to federal, state, regional, and local agencies. This proclamation authorizes the City to take necessary measures to combat a disaster; protect persons, property, and natural resources; provide emergency assistance to victims of the disaster; and exercise powers authorized in RCW 38.52.070. These include but are not limited to rationing, curfew, budget law limitations, competitive C:\Documents and Settings\All Users\ Deskt op\ KeIly \MSDATA \Ordinances\Emergency Managementdoc JM:ksn 2/142008 Page 3 of 5 12 9 bidding processes, publication of notices, provisions to the performance of public work, entering into contracts, incurring obligations, employment of temporary workers, rental of equipment, and purchase of supplies and materials. Such proclamation must be sustained by the City Council when practical. 9. Upon their approval by the City Council, submit all plans and programs, including the ordinance codified in this chapter, for State review and certification. 10. Command the service and equipment of as many citizens as considered necessary in light of the disaster; provided, that citizens so commandeered shall be entitled during the period of such service to all privileges, benefits and immunities as are provided by state law and federal and state emergency management regulations for registered emergency workers. 11. Execute all the special powers conferred by this chapter or by resolution adopted pursuant thereto, all powers conferred by statute, agreement approved by the emergency Management Council, or by any other lawful authority. 2.57.070 Emergency Management Coordinator The Emergency Management Coordinator (EMC) is a full -time position that reports to the Director of Emergency Management. As part of the position's responsibilities, the EMC will assure that the Comprehensive Emergency Management Plan and its supporting procedures are reviewed and updated annually; that an education and training program is developed and implemented in emergency management tasks for City employees, residents and businesses; and that periodic training and field exercises are conducted. 2.57.080 Emergency Management Organization All officers and employees of the City, together with those citizens enrolled to aid them during a disaster, and all groups, organizations and persons who may, by agreement or operation of law, including persons pressed into service under the provisions of TMC 2.57.060 who shall be charged with duties incident to the protection of life and property in the City during such disaster, shall constitute the emergency pre- paredness organization of the City. 2.57.090 Departments, Divisions, Services and Staff A. The functions and duties of the City emergency management organization shall be distributed among such departments, divisions, services and special staff as the Director of Emergency Management shall direct. 2.57.100 Mutual Aid Agreements The Mayor shall have the power to sign, on behalf of the City and the Emergency Management Council, mutual aid agreements with other municipalities, the County and other governmental subdivisions which have been approved by the City Council. All previous mutual aid agreements which have been signed by the Mayor are hereby confirmed and ratified, provided the same or parts thereof are not inconsistent with this chapter. 2.57.110 Punishment of Violations It is a misdemeanor punishable as provided in TMC 1.08.010 for any person, during a disaster, to: 1. Willfully obstruct, hinder or delay any member of the emergency management organization in the enforcement of any lawful rule or regulation issued pursuant to this chapter or in the performance of any duty imposed by virtue of this chapter. 2. Do any act forbidden by any lawful rules or regulations issued pursuant to this chapter, if the act is of such a nature as to give or be likely to give assistance to the C:\Documents and Settings\All Users\ Desktop. Kelly \MSDATA \Ordinances\Emergency Management.doc 1 3 .1M:ksn 2/14/2008 Page 4 of 5 enemy, or to encourage or assist in theft of or endanger property of inhabitants of the City, or to prevent, hinder or delay the defense or protection thereof. 3. Wear, carry or display, without authority, any means of identification specified by the State Department of Emergency Management. 4. In any manner loot or carry off any items of value during the aftermath of a disaster. 2.57.120 No Private Liability No individual, firm, association, corporation or other party, owning, maintaining or controlling any building or premises, who voluntarily and without compensation grants to the City a license or privilege or otherwise permits the City to inspect, designate and use the whole or any part or parts of the building or premises for the purpose of sheltering persons during an actual, impending, mock or practice disaster, or their successors in interest, or the agents or employees of any of them, shall be subject to liability for injuries sustained by any person while in or upon the building or premises for the purpose of seeking refuge therein during an actual, impending, mock or practice disaster or test ordered by lawful authority. All legal liability for damage to property or injury or death to persons caused by acts done, or attempted, under color of this chapter and a bona fide attempt to comply therewith, other than acts done in bad faith, gross negligence, or willful misconduct shall be the obligation of the State of Washington. The City is immune from liability under this chapter to the fullest extent allowed by law. Section 2. Repealer. Ordinance No. 2018 is hereby repealed. Section 3. Severability. If any section, subsection, paragraph, sentence, clause or phrase of this ordinance or its application to any person or situation should be held to be invalid or unconstitutional for any reason by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of the remaining portions of this ordinance or its application to any other person or situation. Section 4. Effective Date. This ordinance or a summary thereof shall be published in the official newspaper of the City, and shall take effect and be in full force five days after passage and publication as provided by law. PASSED BY THE CITY COUNCIL O) THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this 1 I P day of C') r LACY' N 2008. ATTEST /AUTHENNyTICATED: Hagger�y ayor J E. Cantu, CMC, City Clerk Filed with the City Clerk: Dc1 APPROVED TO M BY: Passed by the City C9uncil: -1 -0 3-/ Published: /.Z S 08 Effective Date: U8" O f' of the City ttorney Ordinance Number: 1 q C:\Documents and Settings\AII Users Desktop\ Kclly \MSDATA \Ordinances\Emergency Managcment.doc JM:ksn 2/14/2008 Page 5 of 5 131 1q7 H:A,: `PI- 4 ti City of Tukwila Jim Haggerton, Mayor 9A INFORMATIONAL MEMORANDUM TO: Mayor Haggerton Finance and Safety Committee FROM: Shawn Hunstock, Finance Director DATE: January 12, 2011 SUBJECT: Central Treasury Fund ISSUE The City currently maintains cash and investment accounts in all thirty two funds that are used on a regular basis. Maintaining cash and investment accounts in each fund makes the process much more complex for posting investment income and purchasing investments or recording the maturity of investments. Each interest posting or investment purchase /maturity must be recorded against all funds involved. The process can take hours based on the complexity of the journal entry and the number of people involved with preparing, reviewing and recording the entries. An alternative to maintaining cash and investment accounts in each fund is to maintain a Central Treasury fund that holds all cash and investments for the City. Such a fund would simplify the processes already mentioned, and would also greatly simplify the bank reconciliation process and improve the timeliness of completion of monthly bank reconciliations. BACKGROUND The City has used the current method of allocating cash and investments to all funds for many years. Posting of investment income was always time consuming because we are mandated to apply interest earned to all funds currently holding a positive balance of cash or investments. Previously the City did not spend a good deal of time purchasing investments or managing our investment portfolio. However, now with the City's new investment policy and the need to more actively manage our investments due to the historically low earnings on the Local Government Investment Pool, Finance staff are much more involved with managing the City's money. This activity requires a good deal of time to maintain the accounting because investments must currently be allocated to different funds based on the availability of cash in those funds and the projected cash flows within the fund. DISCUSSION The Finance department proposes creation of a Central Treasury fund. This would be an agency fund with only Balance Sheet accounts. The fund would include cash and investments as assets, and Due to Other Funds as liabilities. No income or expense 133 INFORMATIONAL MEMO Page 2 would be recorded in the Central Treasury fund. All income associated with the pooled cash and investments would still be credited back to the thirty -two individual funds. A Central Treasury fund would eliminate the need to account for cash and investments within each of the separate funds, and instead would be accounted for in a Treasury fund. This would be an agency fund with "Cash," "Investments" and "Due to Other Funds" only. The General Fund and all other funds would have a "Due from Central Treasury" G/L account to account for their ownership of the cash and investments in the Central Treasury fund. Investment income would still accrue to the General Fund and all other funds, but the cash receipt would be recorded in the Central Treasury fund. At year -end all interfund balances are eliminated for financial reporting purposes, which means there would be no financial statements for the Central Treasury fund, and each other fund would report "Cash" and "Investments" as they have in the past.. Again, this is just for financial reporting purposes, no entries would be made in EDEN for this elimination of interfund balances. Sample Journal Entries (not including automatic summary entries) A. Purchase of investment (old method): Dr. Investments 104.118.000 Cr. Cash 104.111.100 Dr. Investments 301.118.000 Cr. Cash 301.111.100 Dr. Investments 501.118.000 Cr. Cash 501.111.100 Purchase of investment (new method): Dr. Investments 690.118.000 Cr. Cash 690.111.100 B. As investment income is received (old method): Dr. Cash 000.111.100 Cr. Investment Income Rev. 000.361.110.00.00 Dr. Cash 104.111.100 Cr. Investment Income Rev. 104.361.110.00.00 Dr. Cash 301.111.100 Cr. Investment Income Rev. 301.361.110.00.00 Dr. Cash 501.111.100 Cr. Investment Income Rev. 501.361.110.00.00 As investment income is received (new method): Dr. Cash 690.111.100 Cr. Investment Income Rev. 000.361.110.00.00 Cr. Investment Income Rev. 104.361.110.00.00 Cr. Investment Income Rev. 301.361.110.00.00 Cr. Investment Income Rev. 501.361.110.00.00 13 4 W:12011 Info Memos\CentralTreasury.doc INFORMATIONAL MEMO Page 3 As you can see from the above illustrations, the entries needed for cash and investments with a Central Treasury fund are less complex than that required from our current method of accounting. As revenue is received and recorded in the various funds, the actual cash deposit is recorded in the Central Treasury fund. Each of the thirty -two funds we have now that have cash and investments will have a "Due from Central Treasury" account rather than Cash and Investment accounts. The Due from Central Treasury account will be a receivable account, and will essentially represent that fund's percentage ownership of the cash and investments in the Central Treasury fund. Another advantage of utilizing a Central Treasury fund is it creates additional investment opportunities that would otherwise be difficult or impossible with the current method of accounting. Specifically, we are somewhat limited now with the number and amount of investments we can make because we are limited to cash available within specific funds. If a particular fund does not have a lot of excess cash, beyond that needed for regular operations, we cannot make any investments and so the particular fund currently receives less in investment income now. With a Central Treasury fund concept, all cash will be pooled into one fund and any "excess" beyond current operating needs will be invested in order to maximize investment income. As such, all funds will benefit from the higher returns we will be able to earn with the pooled resources in the Central Treasury fund. RECOMMENDATION The Finance and Safety Committee is being asked to approve an ordinance repealing the current TMC Chapter 3.24, Payroll and Claims Funds, and creating a Central Treasury fund for the City. This item is scheduled for the January 19 Finance and Safety Committee meeting, the January 24 Committee of the Whole meeting, and the February 7 Regular Council meeting. ATTACHMENTS Draft Ordinance W Info Memos\CentralTreasury.doc 13 5 1�6 DR leatO AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, RELATING TO THE ESTABLISHMENT OF A CENTRAL TREASURY FUND, SPECIFICALLY REPEALING AND RESTATING TUKWILA MUNICIPAL CODE CHAPTER 3.24; REPEALING ORDINANCE NO. 659 §1; PROVIDING FOR SEVERABILITY; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the current Payroll and Claims Funds chapter of the Tukwila Municipal Code was established in 1971 by Ordinance No. 659, and operational changes require an update to the regulations; and WHEREAS, the City Council recognizes the efficiencies gained by consolidating and simplifying the accounting for cash and investments for the City; and WHEREAS, the City Council has considered the additional opportunities for investing and increased investment earnings potential with a Central Treasury Fund; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY ORDAINS AS FOLLOWS: Section 1. Regulations Established. Tukwila Municipal Code Chapter 3.24, "Central Treasury Fund," is hereby restated to read as follows: TMC Section 3.24.010, "Established." There is hereby established in the City, pursuant to RCW 35.21.085, a special fund to be known as the Central Treasury Fund for payment of salaries, wages, employee benefits, and claims against the City. Section 2. Repealer. Ordinance No. 659 §1 is hereby repealed. Section 3. Severability. If any section, subsection, paragraph, sentence, clause or phrase of this ordinance or its application to any person or situation should be held to be invalid or unconstitutional for any reason by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of the remaining portions of this ordinance or its application to any other person or situation. Section 4. Effective Date. This ordinance or a summary thereof shall be published in the official newspaper of the City, and shall take effect and be in full force five days after passage and publication as provided by law. W: \Word Processing \Ordinances \Payroll and Claims Funds.doc SH:mrh Page 1 of 2 1 37 PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this day of 2011. ATTEST /AUTHENTICATED: Christy O'Flaherty, City Clerk Jim Haggerton, Mayor Filed with the City Clerk: APPROVED AS TO FORM BY: Passed by the City Council: Published: Effective Date: Shelley M. Kerslake, City Attorney Ordinance Number: W: \Word Processing \Ordinances \Payroll and Claims Funds.doc SH:mrh Page 2 of 2 138 i lA, f Ci ty of Tukwila WO Jim Haggerton, Mayor 90... INFORMATIONAL MEMORANDUM TO: Mayor Haggerton Finance and Safety Committee FROM: Shawn Hunstock, Finance Director DATE: January 13, 2011 SUBJECT: Discussion of Business License and RGRL Issues ISSUE Since implementation of the new business license fee amounts and the new Revenue Generating Regulatory License (RGRL) fee, the Finance department and others have had considerable feedback about the new fees themselves, and implementation of the new online process. Council requested a review of the issues and concerns that have been raised by businesses, which are summarized below. BACKGROUND The Finance department began distribution of 2011 business license renewals, incorporating the new RGRL fee, on December 7, 2010. Almost immediately we started receiving calls, emails and letters regarding the new fees, how they were calculated, why they were adopted, etc. The discussion below is an overview of the major issues we have encountered since December 7 and an example of the responses we and others have provided. DISCUSSION The issues that have been raised since December 7 include the following major areas: e Lack of notification or outreach on the part of the City. e Confusion about the fee calculation methodology. e Technical issues with online renewal /application process. e Confusion and /or questions regarding the renewal forms. Lack of understanding of the comprehensive approach Council and the Mayor took in addressing the budget crisis and the decisions that were reached. Confusion about the application of the RGRL fee to specific situations, such as multiple businesses and /or rental properties owned by the same individual. Each of these issues will be discussed in more detail below. 139 INFORMATIONAL MEMO Page 2 Lack of Notification or Outreach by the City The Finance department and others have had a large volume of calls from businesses expressing concern over a perceived lack of notice or outreach on the part of the City. We have used these calls as an opportunity to remind business owners that they can keep themselves updated on Council agenda items by visiting the City's website, reviewing published public notices, visiting City Hall to review the agenda, etc. We have reviewed the process used by Council and the Mayor beginning with outreach to businesses in April 2010 by the Mayor and continuing with seventeen different meetings during which the RGRL was discussed. In addition to the published public notices for many of those meetings, we also reminded businesses of the Hazelnut and Tukwila Reporter articles on the topic as well as the inserts with background information on the RGRL included in the October 2010 utility bills for all businesses in the City. Confusion about Fee Calculation Methodology According to the RGRL ordinance, businesses have the option of calculating the fee based on number of full -time equivalent employees (FTE), or based on number of hours worked as reported to the Department of Labor and Industries (L &I). We have had several customers indicate they do not know how to calculate a full -time equivalent employee, and they do not have immediate access to the quarterly L &I reports to calculate the fee based on worker hours. Many such situations were resolved by Finance staff spending time with the customer on the phone or at the front counter walking them through the two fee calculation options and answering their questions throughout the process. Initially we had a vast majority (at least 75 of renewal notices come back with no RGRL included in the calculation or the payment. This required staff to contact these businesses with a call and /or letter letting them know of the incorrect payment. The proportion of renewal notices coming in without an RGRL, or with an incorrect calculation, is now down to less than 50 I believe this is due to the amount of time staff has spent with business owners on the phone and at the front counter answering their questions. Technical Issues with Online Renewal /Application Process There was a delay in the typical schedule for getting renewal notices sent out for 2011 primarily due to technical issues encountered with the new EDEN software product and its online component. Our goal was to have the renewal notices out by mid November. Due to the technical issues and testing of the fixes, renewal notices did not go out until December 7th, We felt that we had tested the system sufficiently and all issues were addressed by EDEN at the time that renewal notices went out. Once businesses received the notices and tried to renew (or apply) online, other software problems were identified. We had to take the online system down for several days in December to give EDEN time to fix the problems and testing of those fixes. Below are some of the technical problems that were encountered. 14 0 W12011 Info Memos \BusinessLicense _RGRL_Issues.doc INFORMATIONAL MEMO Page 3 Customers calculating and paying the business license fee only (no RGRL). Existing businesses creating a new application rather than processing as a renewal. Fee payment portion of the software went down for some time. Business name or address mismatch when trying to set up a new account. The business name or address entered by the business owner had to exactly match the name and address that was in EDEN and printed on the renewal form. All of the issues identified above have either been fixed, or we have temporarily put a workaround in place. For the first item listed above, the system now requires a minimum RGRL fee of $55, even if the customer puts nothing in the fee calculation area. If the RGRL is not applicable because the business has less than $12,000 per year in gross receipts, we are asking those businesses to either mail in the license payment and renewal form, stating they earn less than $12,000 annually, or come to City Hall for processing. Questions Regarding the Renewal Form As mentioned above, we have had a very large number of renewal forms come in with no RGRL fee calculated or paid. Either the customer does not see the RGRL fee calculation section, they don't follow it because they are confused, or they don't want to pay it. One of the causes of confusion on the part of business owners has to do with the layout of the renewal form itself. We are limited in the changes we could make to the EDEN "canned" report when developing the renewal form. We attempted to include as much direction and instructions as we could within the system limitations we had. Some of the terms, such as "EE" or "FTE" were not defined on the renewal form and thus created additional confusion for those trying to complete the form. Although the renewal forms went out for 2011 already, we are working on improving the existing forms for now, and looking for other ways potentially outside of EDEN to create a better form that is easier for business owners to understand. Lack of Understanding of Budget Decisions Made by Council and Mayor Finance department staff and others have received many comments to the effect of the City "just raised fees" and did nothing else to deal with the budget crisis. Since we started receiving those comments in early December, we have worked from a prepared script that outlines many of the decisions made by Council and the Mayor. Several of those items from the script are outlined below: e Eliminated one position in the Mayor's Office e Eliminated one position in the City Clerk's Office Eliminated two positions in the Community Development Department and reduced two employees from full time to half time Eliminated one position in the Municipal Court Eliminated three positions in the Public Works Department and reduced one position from full time to half time Eliminated six positions in the Parks and Recreation Department Eliminated three positions in the Police Department W:12011 Info Memos\ BusinessLicense_RGRL_Issues.doc 141 INFORMATIONAL MEMO Page 4 Eliminated one position in the Fire Department and reduced one position from full time to three quarters time Eliminated one position in the Finance Department Froze salaries for all management employees and sought wage freeze agreements and other concessions from unions The Tukwila Professional Firefighters agreed to a wage freeze in 2011 even though their contract called for a 4 percent increase Reduced the City's annual contribution to our employees health care account by $1.225 million without reducing coverage Negotiated reductions in our legal and legislative representation contracts that will save the City $150,000 per year The items above included in the budget recently adopted by the City Council will reduce City expenditures in 2011,, 2012 and beyond by over $5 million per year. Although business owners are still not completely satisfied with the new business license and RGRL fees, several have expressed appreciation for knowing the additional steps the City took to address our budget crisis. We have consistently heard that our efforts mirror to a great extent the efforts business owners have taken to address their own financial situation. Confusion about the Application of the RGRL Fee to Specific Situations We have received many comments or complaints regarding the RGRL fee and how it applies to specific situations. Several examples are outlined below: Multiple businesses with one owner. We have had several business owners call and state that they are a sole proprietor with more than one business. This might be an individual with a home occupation who also owns one or more rental properties. Each business now is paying a business license fee (or rental license fee) plus an RGRL fee. Because the owner is the same for both businesses, they are essentially paying an RGRL fee for themselves more than once because each license has a minimum $55 RGRL fee associated with it. For instance, an individual with a home occupation plus a rental property would pay the $50 home occupation business license fee and the $55 minimum RGRL fee for their home business, plus pay a $50 rental housing license fee and another $55 minimum RGRL fee for the rental property. It should be noted that if the home occupation business earns less than $12,000 annually, then no RGRL fee would be due. The same goes for the rental property. No RGRL fee is due if the total annual rents received are less than $12,000. e Application of business license and RGRL fee to rental property owners of less than five units. This category of rental property owners (less than five units) never needed a business license in the past. With the adoption of the rental housing inspection and licensing program, the property owners now pay a $50 licensing fee per property. In addition to the license fee they are also paying the minimum $55 RGRL fee for each property. Some business owners and /or property owners are asking why they can't just pay one license fee and one RGRL fee. However, the application of the rental housing license and RGRL fees 1 4 2 W:12011 Info Memos\ BusinessLicense_RGRL_Issues.doc INFORMATIONAL MEMO Page 5 is consistent with that of the regular business license fee in that each location (or property) is assessed its own separate fee. The partnership may also need a regular business license fee, particularly if they are located in Tukwila. From the rental housing licensing perspective, each property is assessed a license fee and RGRL fee similar to how the regular business license fee applies to each business location. For properties that earn less than $12,000 annually in gross rents, no RGRL fee would be due as this is a specific exemption in the RGRL ordinance. We expect the next renewal cycle in December 2011 to go much better. We will have a better idea of the workload to expect, the technical issues will all be resolved by then, and we will spend whatever time is necessary to make the forms and online software as understandable by business owners as possible. While we still might have feedback about the amount of the fees, the questions then should not again concern how the fee is calculated or why it was implemented by the City. RECOMMENDATION This item is for informational purposes only, as requested by City Council. Next steps, if any, can be decided by the Finance Safety Committee or referred to Committee of the Whole for discussion. ATTACHMENTS Ordinance 2297, Revenue Generating Regulatory Licenses W:\2011 Info Memos\ BusinessLicense_RGRL_Issues.doc 143 i A4 C tiVytR o r ig �z 190$ fr C Tukwila Washington Ordinance No. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, ESTABLISHING NEW REGULATIONS REGARDING REVENUE GENERATING REGULATORY LICENSES TO BE CODIFIED AT TUKWILA MUNICIPAL CODE CHAPTER 5.62, "REVENUE GENERATING REGULATORY LICENSES PROVIDING FOR SEVERABILITY; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the City Council recognizes the City of Tukwila is in need of additional revenue sources in order to address a dramatic decline in recent sales tax collections; and WHEREAS, the City Council and Mayor are in the process of implementing permanent reductions to the General Fund operating budget; and WHEREAS, such expenditure reductions are not sufficient to fully account for the recent decline in revenue, the City Council has determined it is in the best interest of Tukwila citizens and businesses to provide long -term financial stability, rather than continuing to use one -time cost savings measures, to address unplanned economic challenges the City might be faced with in the future; NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, HEREBY ORDAINS AS FOLLOWS: Section 1. Regulations Established. Tukwila Municipal Code Chapter 5.62, "Revenue Generating Regulatory Licenses," is hereby established to read as follows: CHAPTER 5.62 REVENUE GENERATING REGULATORY LICENSES Sections: 5.62.010 Regulatory Licenses 5.62.020 Revenue Generating Regulatory License Fee (RGRL) 5.62.030 Determination of number of employees for RGRL 5.62.040 Exemptions 5.62.050 Penalties 5.62.010 Regulatory licenses. A business that holds a current valid City of Tukwila regulatory license under another chapter of this code must also file the general business license application form, pay the general business license fee and pay the revenue generating regulatory license fee (RGRL) pursuant to this chapter. The fee levied in this chapter shall be additional to any license fee or tax imposed or levied under the law or any other ordinance of the City except as expressly provided herein. 5.62.020 Revenue generating regulatory license fee (RGRL). A. General. In addition to the business license fee, the highest applicable RGRL in this section shall be paid for the annual license issued under this chapter. W Word Processing Revenue Generating Regulatory License SH:mrh Page 1 of 5 145 1. A business with less than $12,000.00 of average annual gross receipts shall be exempt from any RGRL. 2. For the purposes of this section and in determining the applicable RGRL, the term "employee" means and includes each of the following persons who are not required by the City to have his /her /its own separate City of Tukwila business license: a. Any person who is on the business's payroll, and includes all full -time, part -time, and temporary employees or workers; and b. Self- employed persons, sole proprietors, owners, officers, managers, and partners; and c. Any other person who performs work, services or labor at the business, including an independent contractor who is not required to have a separate City of Tukwila business license. 3. An entity that is entirely exempt from paying the business license fee shall be exempt from any RGRL. 4. An entity with some activities or functions that are exempt from the business license fee and some that are not exempt shall pay an RGRL based on the number of its employees that are involved in the functions or activities that are not exempt. B. Amount of RGRL. 1. Revenue Generating Regulatory License (RGRL) Fee Method. Except as otherwise provided by this chapter, every person engaging in business within the City shall pay an RGRL based upon the number of employee hours worked in Tukwila during the previous year. Annual employee hours are calculated based on the sum of the 4 quarterly reports submitted to the Washington State Department of Labor and Industries (L &I) for the previous year. It will be the responsibility of the employer to determine the number of hours worked within the City from these reports. Businesses that did not file quarterly reports with the Washington State Department of Labor and Industries shall determine the number of hours worked within the City and demonstrate, if required, to the satisfaction of the Finance Director or his /her designee, that the number of employee hours worked is correct. 2. The annual RGRL fee shall be calculated by multiplying the minimum fee, as defined in subsection (F) of this section, by the number of full- time equivalent employees that worked in Tukwila. The approved fee per full -time employee is $0.028646 (which represents a RGRL multiplier of $0.028646 per employee hour worked), as may be adjusted herein. Employers without a full year history would need to estimate the number of employee hours that will be worked in the current calendar year. 3. If a business has more than one location in Tukwila, the annual business license fee calculation must include a minimum fee for each location and the RGRL for annual employee hours at all locations. C. Alternative FIE Method. A business may choose to calculate its annual RGRL fee by multiplying the minimum fee by the number of its employees. The number of employees shall be based on the sum of the employees in the 4 quarterly reports submitted to the Washington State Department of Labor and Industries (L &I) for the previous year divided by four. It will be the responsibility of the employer to determine the number of employees working within the City from these reports. Businesses that did not file quarterly reports with the Washington State Department of Labor and Industries shall determine the number of employees working in the City and demonstrate, if required, to the satisfaction of the Finance Director or his /her designee, that the number of employees is correct. Employers without a full year history would need to estimate the number of employees that will work in the City for the current calendar year. W. Word Processing Revenue Generating Regulatory License SH:mrh 07 /15/2010 Page 2 of 5 146 D. Once the FTE methodology has been selected, it must be used for future renewals. 1. Businesses with more than one location in the City of Tukwila must use the same method of calculation for all locations. E. For businesses with employees who work less than 1,920 hours per year (the work hour figure used by the Washington Department of Labor and Industries) the total number of hours worked by all such employees during the 4 quarters of the previous year shall be added together and divided by 1,920 to determine the FTE equivalency. F. It will be the responsibility of the business to determine the total number of FTEs (or equivalency) and demonstrate if required, to the satisfaction of the Finance Director or his /her designee that the calculation is accurate, G. The RGRL fee for a business required to be Iicensed under this chapter and not located within the City's corporate limits shall be calculated by multiplying the minimum fee by the number of employee hours worked within the City, but in no event shall the license fee be less than the minimum fee set forth in this chapter. If the number of employee hours worked is not known at the time of renewal, the business shall estimate the maximum number of employee hours they anticipate using in Tukwila during the year. H. Businesses doing business in the City that have no employees physically working within the City shall pay the minimum fee required under this chapter. I. The minimum fee under this chapter shall be $55.00, and may be amended from time to time. J. Payment made by draft or check shall not be deemed a payment of the RGRL fee unless and until the same has been honored in the usual course of business, nor shall acceptance of any such check or draft operate as a quittance or discharge of the fee unless and until the check or draft is honored. Any person who submits a RGRL fee payment by check to the City pursuant to the provisions of this chapter shall be assessed an NSF fee set by the Finance Director if the check is returned unpaid by a bank or other financial institution for insufficient funds in the account or for any other reason. 5.62.030 Determination of number of employees for RGRL. For the purposes of this section, "employee" shall be defined as in Section 5.62.020. A. Standard Rule. In determining the amount of RGRL fee to be paid for the upcoming license year, the number of employees shall be the current number of employees or the number of employees on the last regular working day of each of the last twelve months divided by twelve, whichever is higher. Each person who comes under the definition of "employee" shall be counted as one employee, even if the person works part -time. B. Alternative Method "FTE A business may choose to calculate the number of employees for the purpose of the RGRL fee according to the following alternative method based on the number of employee hours worked for the business during the previous year: 1. The business must notify the City of its choice to use the FTE method. It will be the responsibility of the business to determine the number of hours worked for the business, taking into account the information submitted to L &I in the last 4 quarterly reports. The business must demonstrate, to the satisfaction of the Finance Director, that the alternative calculation is accurate. The director may require the business to submit copies of its L &I reports. 2. Each employee who worked more than 1,920 hours during the previous year (including paid time off) shall be counted as one employee. If a person such as an W: Word Processing Revenue Generating Regulatory License SH:mrh 07/15/2010 Page 3 of 5 147 owner or partner devotes more than 1,920 hours per year to the business, that person must be counted as one employee for RGRL purposes. 3. Where there are employees who work less than 1,920 hours per year, the total number of hours worked by all such employees during the previous year shall be added together and divided by 1,920. A fraction of one -half or over shall be rounded up. Hours worked by persons who are defined as employees for RGRL purposes must be included in the calculation even if the business is not required to report to L &I concerning such persons. 4. The results from subsection B.2 of this section plus subsection B.3 of this section shall be the total number of employees used to determine the amount of the RGRL. C. New Businesses. The RGRL fee for a business that did not submit reports for each of the last 4 quarters to L &I shall be based on the estimated number of employees of that business. The business shall provide its estimate of the average number of employees for the upcoming year. The City will determine the number of employees that will be used in calculating the amount of the RGRL. If, during the license year, the City determines the actual number of employees is significantly different than estimated, the amount of the RGRL fee will be recalculated for the new business. If the revised RGRL fee is higher, the business must pay the difference within thirty days after notification. D. Over Reporting Number of Employees. A business may request that the City refund RGRL overpaid on the basis that the business miscounted the number of employees by an error factor of more than 15 The request must be in writing and the City must receive the request and all supporting documentation no later than 60 days after the end of the licensee's fiscal year in which the error was made. If the City is satisfied the licensee paid an excess RGRL, the City will refund the excess RGRL paid by the licensee. E. Under Reporting of Employees. If the City determines the number of employees was under reported at the time of application or renewal by an error factor of more than 15 the business shall pay the balance of the applicable RGRL fee together with a penalty of 20% of such balance due. The business shall also reimburse the City for any accounting, legal, or administrative expenses incurred by the City in determining the under reporting or in collecting the additional amounts. The Finance Director shall mail written notice of the amount to be paid and the business shall pay said amount to the City within 30 days. If the City does not receive timely payment, an additional penalty shall be added, applying the schedule for late payments in this chapter. 5.62.040 Exemptions. A. Exemptions. The following entities may claim an exemption from the license fee, but if exempt under this subsection such entities shall still register under this chapter: 1. Certain Organizations Exempt from Federal Income Tax. An organization that files with the city a copy of its current IRS 501(c)(3) exemption certificate issued by the Internal Revenue Service. 2. A governmental entity that engages solely in the exercise of governmental functions. Activities which are not exclusively governmental such as some of the activities of a hospital or medical clinic, are not exempt under this chapter. 3. A nonprofit business operated exclusively for a religious purpose, upon furnishing proof to the finance director of its nonprofit status. For the purposes of this chapter, the activities that are not part of the core religious functions are not exempt. W Word Processing Revenue Generating Regulatory License SH:mrh 07/15/2010 Page 4 of 5 148 4. Civic groups, service clubs, and social organizations that are riot engaged in any profession, trade, or occupation, but are organized to provide civic, service, or social activities in the City. a. Examples of such organizations include but are not limited to: Soroptomists; Kiwanis; Lions' Rotary; American Legion; children's and adults athletic leagues and similar types of groups, clubs or organizations. 5.62.050 Penalties A. Monetary Penalty. Failure to pay the RGRL fee within 20 days after the day on which it is due and payable pursuant to TMC Section 5.62.020 shall render the business subject to a penalty of 5% of the amount of RGRL fee for the first month of the delinquency and an additional penalty of 5% for each succeeding month of delinquency, but not exceeding a total penalty of 25% of the amount of such RGRL fee, plus any accounting, legal or administrative expenses incurred by the City. No business license for the current period shall be granted until the delinquent fees, together with penalties, have been paid in full. The Finance Director or his /her designee is authorized, but not obligated, to waive all or any portion of the penalties and interest provided herein in the event the Director or his /her designee determines that the late payment was the result of excusable neglect or extreme hardship. B. Collection. Any RGRL fee due and unpaid under this chapter, and all penalties thereon, shall constitute a debt to the City and may be collected in court proceedings in the same manner as any other debt in like amount, which remedy shall be in addition to any and all other existing remedies. C. Revocation of License. The Finance Director may revoke any business license issued pursuant to this chapter to any business or other person who is in default in any payment of any RGRL fee hereunder, or who shall fail to comply with any of the provisions of this chapter. Notice of such revocation shall be mailed to the license holder by the Finance Director, and on and after the date thereof any such business who continues to engage in business shall be deemed to be operating without a license and shall be subject to any and all penalties herein provided. D. There shall be a penalty of not less than $50.00 to reinstate any business license revoked through nonpayment of the RGRL fee. Section 2. Severability. If any section, subsection, paragraph, sentence, clause or phrase of this ordinance or its application to any person or situation should be held to be invalid or unconstitutional for any reason by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of the remaining portions of this ordinance or its application to any other person or situation. Section 3. Effective Date. This ordinance or a summary thereof shall be published in the official newspaper of the City, and shall take effect and be in full force and effect five days after passage and publication as provided by law. PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a Regular Meeting thereof this if r day of 1 ti (c.4 2010, ATTEST AUTHENTICATED: Fit4 Hagger ayor Christy O'lherty, CMC Filed with the City Clerk: 9-1 -f- /0 APPROVED FORM BY: Passed by the City Council: r) y 1/7 Published: Effective Date: '1 —„)-'l— l0 ffi(of the Ci 4 1"""0 ney Ordinance Number: 2"-q W. Word Processing Revenue Generating Regulatory License SH:mrh 07 /13/2010 Page 5 of 5 149 1 n o C ty of Tukwila a i 7 y Jim Haggerton, Mayor M1y mss 40- rt INFORMATIONAL MEMORANDUM TO: Mayor Haggerton Finance and Safety Committee FROM: Shawn Hunstock, Finance Director DATE: December 21, 2010 SUBJECT: Sales Tax Revenue for October 2010 Schedule I in 1,000's Sales Receipt 2009 2010 2010 Increase /(Decrease) I ncrease/(Decrease) Month Month Actual Estimated Actual Month YTD Month YTD Jan Mar 1,172 1,483 1,036 (447) (447) 30.14% 0.00% Feb Apr 1,051 1,462 1,006 (456) (903) 31.19% 30.66% Mar May 1,146 1,705 1,157 (548) (1,451) 32.14% 31.20% Apr June 1,191 1,578 1,070 (508) (1,959) 32.19% 31.45% May July 1,082 1,603 1,067 (536) (2,495) 33.44% 31.86% June Aug 1,217 1,812 1,247 (565) (3,060) 31.18% 31.73% July Sept 1,473 1,793 1,251 (542) (3,602) 30.23% 31.50% Aug Oct 1,118 1,656 1,216 (440) (4,042) 26.57% 30.87% Sept Nov 1,110 1,682 1,357 (325) (4,367) 19.32% 29.56% Oct Dec 1,032 1,556 1,082 (474) (4,841) 30.46% 29.64% Nov Jan11 1,140 1,631 (1,631) (6,472) 100.00% 36.03% Dec Feb11 1,690 2,270 (2,270) (8,742) 100.00% 43.21% Totals 14,422 20,231 11,489 Mitigation Received 1,242 12,731 77.96% of Budget Incl. Mitigation Sales tax collections for October showed the third consecutive increase, and fifth so far this year, as compared to the same month in the prior year. For October, collections were less than budget for the month, but more than actual collections in the same month in the previous year. Actual receipts for October were $474,000 less than budget, but $50,000 more than the same period last year. We are down 30.46% for the month compared to budget, but up by 4.84% compared to the same month last year. We are now down in total 29.64% for the year compared to budget, and down by 0.90% compared to the same period last year. Including mitigation payments, we are currently at 77.96% of budget for the year to date. This includes an estimated mitigation payment of $308,257.11 on December 31, 2010. The last mitigation payment we received was on September 30, 2010 for $310,763.48. Mitigation payments are now annualized and will only be adjusted once per year in the fall, effective with the December 31s payment. Staff completed work on the last mitigation detail file and submitted to the Department of Revenue a list of firms that should be removed from the mitigation 151 INFORMATIONAL MEMO Page 2 calculation process. These firms are ones that were offsetting other losses, thereby reducing our mitigation payment. Schedule II shows the year -to -date sales tax from the top ten industry classifications. As this schedule indicates, the trend is flat or down for most of the classifications. Schedule II YTD YTD Dollar Group Name Current Prior Diff. Diff. 452* General Merchandise Stores 1,594,118 $1,575,898 18,220 1.16% 448* Clothing and Accessories 1,563,438 1,566,219 (2,780) 0.18% 722* Food Services, Drinking Places 1,117,687 1,075,617 42,070 3.91% 423* Wholesale Trade, Durable Goods 1,014,783 1,102,686 (87,903) 7.97% 443* Electronics and Appliances 739,202 741,483 (2,281) 0.31% 441* Motor Vehicle and Parts Dealer 499,261 592,371 (93,110) 15.72% 451* Sporting Goods, Hobby, Books 491,469 450,295 41,174 9.14% 236 Construction of Buildings 455,342 377,918 77,424 20.49% 444* Building Material and Garden 428,464 434,657 (6,193) -1.42% 453* Miscellaneous Store Retailers 381,259 408,981 (27,721) -6.78% Mitigated NAICS Code As you can see there are large variances from last year for the same time period. For instance, sales tax for Motor Vehicle and Parts Dealer is down by 15.72 and Wholesale Trade and Durable Goods is down by 7.97 As illustrated above, six of the top ten merchant categories have declined versus prior year, and all but one of the ten industry classification codes are ones for which we receive streamlined sales tax mitigation. Schedule III shows the ten largest declines in sales tax revenue for industries with over $10,000 collected year -to -date. Schedule III YTD YTD Dollar Group Name Current Prior Diff. Diff. 237 Heavy and Civil Construction 26,829 60,984 (34,156) -56.01% 454* Nonstore Retailers 84,776 177,929 (93,153) 52.35% 926 Economic Programs Admin 21,364 28,087 (6,724) 23.94% 238 Specialty Trade Contractors 223,915 288,836 (64,921) 22.48% 621 Ambulatory Health Care Service 38,537 48,918 (10,381) 21.22% 441* Motor Vehicle and Parts Dealer 499,261 592,371 (93,110) 15.72% 812 Personal and Laundry Services 68,079 78,657 (10,578) 13.45% 561 Administrative and Support Svc 85,431 95,433 (10,002) 10.48% 423* Wholesale Trade, Durable Goods 1,014,783 1,102,686 (87,903) -7.97% 323* Printing and Related Support 45,852 49,498 (3,646) 7.37% Mitigated NAICS Code Attached is a Sales Tax Summary comparing year -to -date 2010 vs. 2009 by major NAICS codes. Also included is a comparison of total receipts year -to -date for the last five years. Please let me know if you have any comments or questions. Thank you. W:IFIN Projects\Sales Tax Information\Sales Tax Files from Shawn120101Info Memo Sales Tax 122110.docx 152 SALES TAX SUMMARY October 2010 (Received in December) YTD YTD NAICS CONSTRUCTION 09 TOTAL 09 YTD 10 YTD Diff NAICS AUTOMOTIVE 09 TOTAL 09 YTD 10 YTD Diff 236 Construction of Buildings 416,992 377,918 455,342 20.5% I 441' Motor Vehicle Parts Dealer 686,478 592,371 499.261 -15.7% 237 Heavy Civil Construction 98,105 60,984 26,829 -56.0% I 447' Gasoline Stations 62,584 52,748 .56,361 6.8% 1 238 Specialty Trade Contractors 347.910 288.836 223,915 -22.5% TOTAL AUTOMOTIVE 749,063 645,119 555,623 TOTAL CONSTRUCTION 863,006 727,739 706,085 Overall Automotive Change from Previous Year ($89,497) -13.9% Overall Construction Change from Previous Year ($21,653) -3.0% NAICS RETAIL TRADE 09 TOTAL 09 YTD 10 YTD Diff YTD I 442* Furniture Home Furnishings 350,625 278,400 305,652 9.8% MANUFACTURING 09 TOTAL 09 YTD 10 YTD Diff I 443' Electronics Appliances 954,375 741.483 739,202 -0.3% 311 Food Manufacturing 1,173 1,021 4,458 336.7% I 444* Building Material Garden 506,177 434.657 428,464 -14% 312 Beverage Tobacco Products 3,070 2,552 -1,772 169.4% 445` Food Beverage Stores 86.349 71.257 80.034 12.3% 313 Textile Mills 259 205 81 -60.7% 446' Health Personal Care 189,603 147,812 139.559 -5.6% 314 Textile Product Mills 12,852 10,862 12,477 14.9% 448* Clothing Accessories 2,015,184 1,566,219 1,563,438 -0.2% 315 Apparel Manufacturing 59 37 19 -49.3% 451' Sporting Goods, Hobby, Books 589.522 450,295 491.469 9.1% 316 Leather& Allied Products 7 4 2 -52.0% 452* General Merchandise Stores 2,044,042 1,575,898 1.594.118 1.2% 321' Wood Product Manufacturing 2,701 2,404 1,398 -41.9% 453' Miscellaneous Store Retailers 506,005 408,981 381,259 -6.8% 322' Paper Manufacturing 20,392 16,482 18,323 11.2% 1 454' Nonstore Retailers 209,564 177,929 84,776 -52.4% 323' Panting Related Support 59,298 49.498 45,852 -7A% 1 TOTAL RETAIL TRADE 7,451,446 5,852,930 5,807,970 324 Petroleum Coal Products 8,157 6,898 2,659 -61.5% Overall General Retail Change from Previous Year ($44,960) 481/4 325 Chemical Manufacturing 6,368 5,428 6,317 16.4% 326 Plastic Rubber Products 3,928 3,694 2,580 -30.2% YTD 327* Nonmetallic Mineral Products 2.279 1,986 1,055 -46.9% SERVICES 09 TOTAL 09 YTD 10 YTD Diff 331 Primary Metal Manufacturing 534 477 700 46.9% 51X Intonation 528,044 434,637 426,077 -2.0% 332 Fabricated Metal Mfg Products 3,789 3,096 -3,430 -210.8% 52X Finance Insurance 53,850 43,994 44,011 0.0% 333 Machinery Manufacturing 5,586 5,304 9,699 82.9% 53X Real Estate, Rental, Leasing 412,907 315,113 349,920 11.0% 334* Computer Electronic Products 19,797 13,901 3,582 -74.2% 1 541 Professional, Scientific, Tech 227,255 145,551 144,247 -0.9% 335 Electric Equipment, Appliances 137 128 376 1917% 551 Company Management 985 862 234 -72.9% 336 Transportation Equipment Mfg 135,430 105,241 124,486 18.3% 56X Admin, Supp, Remed Svcs 123,115 101,896 89,102 -12.6% 337' Furniture Related Products 8,575 7,423 8.007 7.9% I 611 Educational Services 47,324 38,010 51,061 34.3% 339' Miscellaneous Manufacturing 10,665 9,037 9,358 3.6% 62X Health Care Social Assistance 91,637 66,072 59,011 -10.7% TOTAL MANUFACTURING 305,059 245,677 246,224 71X Arts Entertainment 93,799 80,558 96,216 19.4 Overall Manufacturing Change from Previous Year 6547 0.2% I 72X' Accommodation Food Svcs 1,745,512 1,468,131 1,482,278 1.0% 81X Other Services 183,887 152,180 153,940 1.2% YTD 92X Public Administration 32,268 28,776 22,359 -22.3% TRANSPORTATION WAREHOUSING 09 TOTAL 09 YTD 10 YTD Diff TOTAL SERVICES 3,540,583 2,875,781 2,918,457 481 Air Transportation 0 0 0 0.0% Overall Services Change from Previous Year 642,676 1.5% 482 Rail Transportation 924 891 307 -65.5% 484 Truck Transportation 3,294 2,758 178 -916% 485 Transit and Ground Passengers 11,105 9,225 14,476 56.9% YTD 488 Transportation Support 21,879 17,212 23,792 38.2% MISCELLANEOUS 09 TOTAL 09 YTD 10 YTD Diff 491 Postal Services 0 0 0 t#DIV /0! 000 Unknown 397 397 30 -92.6% 492 Couriers Messengers 149 91 266 191.5% 111 -115 Agriculture, Forestry, Fishing 221 143 231 61.0% I 493' Warehousing Storage 1,051 926 820 -11.5% j 211 -221 Mining Utilities 14,549 13,503 13,520 0.1% TOTAL TRANSP WHSING 38,401 31,104 39,838 999 Unclassifiable Establishments 12,331 9,501 88,982 836.5% Overall Transportation Change from Previous Year 08,734 28.1% MISCELLANEOUS TOTAL 27,499 23,545 102,762 Overall Miscellaneous Change from Previous Year 679,217 336.5% YTD WHOLESALE TRADE 09 TOTAL 09 YTD 10 YTD Diff I 423* Whls Trade-Durable Goods 1,339,565 1,102,686 1.014.783 -8,0% YTD I 424' Whls Trade Nondurable Goods 105,260 86.589 93,515 8.0% 1 09 TOTAL 09 YTD 10 YTD Diff 1 425* Wholesale Electronic Markets 2,208 1,759 2,186 24.2% 1 GRAND TOTALS $14,422,090 $11,592,930 811,487,443 WHOLESALE TRADE TOTAL 1,4.47,033 1,191,034 1,110,484 Grand Total Change from Previous Year (6105,487) -0.91 Overall Wholesale Change from Previous Year (680,550) -6.8% I Sales Tax Mitigation NAICS Codes 1 CA W 12/21/2010 Page 1 1UK 501*, lax Rp1201010_Lm Five Year Comparison ,a. A a i L 18 z i,�.`Z MNA I ats^; Ht,> 4� sit y 2010 I $1,¢48 {7;461 a r ikagAMPrifn tk -i.r e-,�. u ;f.: r.*x� k ''l .:1•� s e� ,ire 2009 $52951 .k r a Y" e 1 o f c< 3 p E.xr�. 3Fa'' Y T -'L. 4z rs. h as t`+xw.z "*y c� .SMi A d€ 3F. :u `".`w fr+� k w r r k� v. �r e r d .(t af', �m 4 2007 1 $15,651,7' 9 f it is a .APT r a 4: Z f� t' v, R a :gt t t Vq .t N s f ti, Y1 r l.. 2006 $14,216,654 I s i n r. >MVr ar' .IZG '"t V WAMr, :..^z ?,°x'?-,' OR'fitkiMT atM7„..p1k nr s. $4,000,000 $8,000,000 $12,000,000 $16,000,000 Taxes Collected Year to Date 154