HomeMy WebLinkAboutFS 2007-04-16 Item 2C - Discussion - Emergency Management Deficiencies
INFORMATIONAL MEMORANDUM
Date:
Mayor Mullet
Director of Emergency Managemen~
April 9, 2007
To:
From:
Subject:
Emergency Preparedness - Are We Ready?
ISSUE:
Prepare a prioritized list of emergency preparedness needs.
BACKGROUND:
In today's world, emergencies and disasters take many forms, including natural
disasters, technological and infrastructure failures, terrorist attacks, and health
emergencies such as pandemic disease outbreaks. A well-planned and implemented
response is vital to the safety and well being ofTukwila's citizens; an ineffective
response, on the other hand, threatens our First Responder Team, our citizens and their
property, and can exacerbate damages to the City and its economy.
Over the past three years, the City has had to respond to a variety of events: four
flooding events, typical winter storms, and a severe windstorm. Overall the City has
done an excellent job in planning, responding, and recovering from these events. The
City has been lucky because the events have been relatively short-termed and the First
Responder Team has been able to handle the incidents. However, the City is unprepared
for a sustained, major disaster that would require full mobilization of its emergency
management organization.
DISCUSSION:
Since the official establishment of Tukwila's Emergency Management Program in
May 2003, after action reports and end-of-year program status reports have consistently
identified a number of deficiencies that should be corrected ifthe City is to be better
prepared. What follows is a status update that addresses identified deficiencies to include
a brief description of the deficiency, the proposed corrective action, and the cost
(personnel and dollars) to implement.
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Corrective Actions Completed
1. Designated an Emergency Management Director
2. All Hazards Emergency Management Plan has been written (Before NIMS).
3. Created an Emergency Operations Center - Golf Maintenance Facility.
4. EOC Operations Manual written (Before NIMS)
5. U.S. Army Corps of Engineers has recertified Tukwila's 205 Levee System.
6. Authorized a CERT Training Position.
7. Increased the Emergency Management Budget from $ 50,000 to $ 100,000.
8. Draft Emergency Communication Plan prepared.
Existing Deficiencies
Traffic Shrnal QDeration:
The City has been installing battery backup capability at key intersections. The
batteries will last approximately 2-hours when the signals are in a full-operational mode
and up to 10-hours when placed in a flashing mode. During sustained power outages,
these batteries must be replaced and recharged on a regular basis.
Deficiency: Having sufficient battery backup capability for
operating traffic signals at major intersections.
Corrective Action: Additional batteries and a separate charging system.
Cost: $10,000
Public Shelter CaDabilitv:
It is the responsibility of local government to provide emergency shelter and
temporary housing for disaster victims within its own capabilities, and to request and
facilitate the implementation of shelter assistance provided by private relief agencies and
other state and federal programs. Emergency shelters should have the capability to
address the needs of the general population and the high-risk population. Six sites within
the City have been identified as potential shelter areas - 5 schools and Tukwila
Community Center.
Deficiency: Having sufficient resources to open a 100-person,
City-sponsored shelter. Sixteen (16) trained
personnel needed for each 8-hour operational shift.
(Does not include security personnel).
Corrective Action: Purchase a self-contained Disaster Emergency
Response Trailer (DERT). Have a pool of trained
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personnel - need approximately 200 trained people
(City employees and volunteers) in order to get the
48 people needed for each 24-hour period.
Cost:
DERT costs $100,000. Supplies must be rotated on
an annual basis - Annual maintenance costs are
approximately $10,000 - $15,000.
First Responder Support:
It is the responsibility of the City to provide medical assistance, shelter, food,
water, and commodities for emergency response personnel throughout the duration of the
incident. Also, if the First Responders are to be able to concentrate on their jobs, they
need to know that their families are safe - Safe @ Home is a program that relieves that
worry.
Deficiency: Having sufficient resources to care for, shelter and
feed 100 response and recovery personnel over a
sustained period. Shelter operations will need ten
trained people for each 8-hour operational shift. In
addition the Safe @ Home Program needs to be
implemented.
Corrective Action: Purchase a self-contained Disaster Emergency
Response Trailer (DERT). Implement Safe @
Home.
Cost: DERT costs $100,000. Supplies must be rotated on
an annual basis - Annual maintenance costs are
approximately $10,000-$15,000.
Improvements to Better Inform the Public:
Successfully preparing for and responding to a disaster relies heavily upon
keeping the public informed. The fust responsibility is in times of an emergency in order
to minimize injury to people and damage to property. The second is the general day-to-
day public information as to what is being done to protect their welfare, training offered,
and their responsibility in times of an emergency.
Deficiency: Communicating with the public and keeping the
public informed.
Corrective Action: Electronic reader boards permanently installed at
every City facility. Establish an information center.
Consistent messages/updates provided to the radio
stations used by the School District. Establish an
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employee call-in line (Done). Establish a citizen
call-in line to inform the public if City facilities are
open. Establish a phone bank for residents/citizens
to call seeking information and to report problems.
Capability to go door-to-door to deliver emergency
public health messages - messages must be
translated into many languages.
$150,000 for reader boards. Costs and staffmg
requirements are unknown for the other
improvement suggestions. Requires a pool of
personnel (employees and volunteers) to man the
telephones and deliver the messages.
Cost:
Adequacy of City Facilities:
Restoring City services will depend upon City facilities being able to function
during an emergency event.
1. Standby Power:
Deficiency: City's capability to provide essential services is
strained. Nine key facilities have limited or no
power backup systems.
Corrective Action: Install backup generators at all key City facilities.
Cost:
City Hall:
6300 Bldg:
TCC:
Minkler Shop:
George Long:
Fire Sta 51:
Fire Sta 52:
Fire Sta 53:
Fire Sta 54:
2. Earthquake Resistance:
a. City Facilities
$ 380,000
$ 280,000
$ 250,000
$ 110,000
$ 150,000
$ 180,000
$ 145,000
$ 123,000
$ 116,000
Deficiency:
A number of key City facilities are unable to
withstand an earthquake.
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Corrective Action: Study underway to ascertain capability and
what is needed to bring key facilities up to
code.
Cost: TBD
b. Bridges
Deficiency: Of the 21 city-owned bridges, 11 are
seismically deficient. 7 should be either
retrofitted or replaced.
Corrective Action: Note: a prioritized list has been established.
Number 1 priority is Boeing Access Rd
Bridge (over UPRR & BNSF). Concentrate
resources on retrofitting/replacing the
deficient bridges.
Cost: Fixing the No.1 priority - City cost
estimated at $ 3,000,000; Federal share is
$ 12,000,000.
Full-time Staffm2 for Emer2enCY Mana2ement Pro2ram:
Since 9/11 and the creation of the Department of Homeland Security, preparing
for an emergency has been a top priority within the United States. The federal
government has mandated that local governments create and implement long-lasting
emergency management programs that have the capability to meet and respond to any
situation. This directive has created a tremendous workload upon City staff.
1. StaffIng
Deficiency: City does not have any full-time, dedicated
emergency management staff.
Corrective Action: Hire a full-time Emergency Management
Coordinator
Cost: Annual expense is $ 80,000.
2. Plan Preparation
Deficiency:
Existing plans need to be updated for NIMS
compliance - Comprehensive Emergency
Management Plan; EOC Operations Manual.
Need to perform the federally-mandated
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Hazard Identification, Vulnerability, and
Risk Assessment; Hazard Mitigation Plan.
Corrective Action: Staff time is the limiting factor. Hire a full-
time Emergency Management Coordinator
that will report to the Director of Emergency
Management.
Cost: None. Previously identified staff position
needed.
Emerl!encv Operations Center:
Coordination of emergency response and recovery operations, and development
of plans and strategies should occur in a location that is large enough for the organization
to come together during the incident. The City has identified over 40 individual
functions/positions that will be needed. An effective, safe workspace that includes
interoperable communications and telecommunications capability is just as important as
clear operating procedures, staff roles, and responsibilities.
1. Permanent EOC
Deficiency: Inadequate sized EOC located at the Golf
Maintenance Shop. Cannot accommodate
all of the anticipated personnel needed to
manage a disaster event.
Corrective Action: Build a permanent EOC behind the 6300
Building.
Cost: Design and Construction - $ 750,000.
2. EOC Communications
Deficiency: VRM capability for the Police and Fire
Departments.
Corrective Action: Install two (2) VRiY1' s in the EOC
Cost: $20,000
RECOMMENDATION:
The First Responder Team recommends correcting the identified deficiencies in
the following prioritized/phased approach:
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Year 1
. Standby Generator for Fire Station 53
. Standby Generator for Fire Station 52
. Standby Generator for City Hall
. 1 st Responder Support
. Standby Generator for Fire Station 54
Total:
Year 2
. Standby Generator for George Long Bldg.
. Standby Generator for Community Center
. Permanent Staff Position
. Standby Generator for 6300 Building
Total:
Year 3
. Standby Generator for Minkler Shop
. Standby Generator for Fire Station 51
. Improved Public Information
. Shelter Capability (public)
. Permanent EOC
. Traffic Signal Operations Improvements
Total:
Year 4
. Replace Boeing Access Rd Bridge
Cost: $ 123,000
Cost: $ 145,000
Cost: $ 380,000
Cost: $ 100,000
Cost: $ 116,000
Cost: $ 864,000
Cost: $ 150,000
Cost: $ 250,000
Cost: $ 80,000
Cost: $ 280,000
Cost: $ 760,000
Cost: $ 110,000
Cost: $ 180,000
Cost: $ 150,000
Cost: $ 100,000
Cost: $ 750,000
Cost: $ 10,000
Cost: $1,300,000
Cost: $3,000,000
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To: Mayor Steven lVI. Mullet
Kevin A. Fuhrer, Finance Director ~
From:
Date: April 11, 2007
Subject: Emergency Preparedness
ISSUE:
Consider the financial implications associated with
emergency preparedness.
BACKGROUND:
In an informational memorandum dated April 9, 2007,
prepared by the Director of Emergency Management with the
input of the First Responder Team, several deficiencies were
identified in the City's Emergency Management Program. The
aggregate proposed solutions carry a significant price tag - years
1 through 4 total nearly $6 Million.
DISCUSSION:
On an annual basis, the operating budget has included
dedicated resources for emergency management. By way of
reference, the 2005 and 2006 budgets each included $100,000 of
programmed expenditures allocated on a 50-50 basis between
services and charges and capital outlay for emergency operations
center (EOC) equipment. With adoption of the 2007 budget, the
total allocation was increased to $238,000. The specific line item
distribution provided $50,000 for services and charges, $65,000 for
replacement of the EOC radios, $35,000 for development of a
Community Emergency Response Team (CERT) Program, and
$88,000 for emergency management/transportation operations
center.
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Upon review of the adopted 2007-2012 Financial Planning
Model and Capital Improvement Program, and more specifically
Attachment A, the projected accumulated total balance at the end
of the six.year planning period is anticipated to be nearly equal to
the $ 3 Million minimum set by City policy.
Should the City elect to expand the existing emergency
management program in a mirror image as set forth in the April
9th informational memo or some derivative thereof, a number of
potential funding options may be considered as follows:
o Bond for the capital purchase elements
o Reprioritize existing program expenditures
o Reallocate future funding distributions
o Adopt an alternative funding source (e.g. B&O tax, fire
impact fee)
o Set aside one-time, unanticipated resources earmarked
specifically for carrying out a plan implementation.
Bonding for the capital purchases presents the opportunity
to remedy this component of the deficiencies in one fell swoop.
Furthermore the repayment period of the bond more closely aligns
with the expected life of the capital asset. On the other hand, the
City would need to set aside amounts annually to cover the bond
principal and interest. To put it in perspective, a $3 Million bond
issue equates to approximately $250,000 in annual debt service
costs for a period of 20 years. Moreover a bond issue reduces the
amount of our non-voted debt bonding capacity. Today that
amount is approximately $16 Million. Finally, consideration
should be afforded to other projects in the City in which we may
need to draw upon our bonding capacity. A couple of examples
that come to mind are the Klickitat and the Strander Boulevard
Extension Projects.
Each year in developing the subsequent years financial plan
we are faced with a myriad of competing needs and interests that
regularly outweigh our limited financial resources. Obviously
seeking a balance between the 2 necessitates tough choices. This
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issue alone gives rise to the downside associated with a
reprioritization or reallocation approach. Either to some degree
may require tolling a future work plan or possibly impacting the
current level of service delivery.
While adoption of an alternative funding source creates a
new revenue stream, the type and timing of collections may pose a
challenge. And as one might imagine in the current and recent
climate, the road to implementing a new tax may be met with
some resistance. A fire impact fee would by definition be
restricted as to how the monies are used. For additional
illustration, assume that we adopt a fire impact fee, issue bonds
and plan on using the alternative source as a means to cover the
annual principal and interest payments. Given that the fire
impact fee revenues are variable year-to-year (the level of
development drives the amount), collections may be at a level
below the debt service requirement. However, a fire impact fee
does present the opportunity to free up General Fund dollars
currently directed for capital purposes.
Finally, setting aside one-time unanticipated resources and
earmarking the same for implementing a plan reduces the risk
associated anytime forecasting is employed - the amount is
absolute. Conversely, each year may not bear the same fruit in
the form of unanticipated resources.
RECOMMENDATION:
Given the aforementioned discussion, it is recommended
that the City consider as part of the planning process, either
separately or in combination, the bond issue or one-time
unanticipated resources approach to funding a potential plan to
address identified emergency preparedness deficiencies.
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