HomeMy WebLinkAboutCSS 2020-07-13 COMPLETE AGENDA PACKETCity of Tukwila
Community Services
and Safety Committee
O Kate Kruller, Chair
O Thomas McLeod
O Cynthia Delostrinos Johnson
AGENDA
MONDAY, JULY 13, 2020 — 5:30 PM
(6399 Building, Suite 199)
Distribution:
K. Kruller
Mayor Ekberg
T. McLeod
D. Cline
C. Delostrinos Johnson
R. Bianchi
D. Quinn
C. O'Flaherty
A. Youn
L. Humphrey
THIS MEETING WILL NOT BE CONDUCTED AT CITY FACILITIES
BASED ON THE GOVERNOR'S PROCLAMATION 20-28.
THE PHONE NUMBER FOR THE PUBLIC TO LISTEN TO THIS
MEETING IS: 1-253-292-9750, Access Code 849022181#
Item
Recommended Action
Page
1. BUSINESS AGENDA
a. A resolution regarding the Hazard Mitigation Plan.
a. Forward to 7/13 C.O.W.
Pg.1
Jay Wittwer, Fire Chief, and
and 7/20 Regular Mtg.
Jason Konieczka, Emergency Manager
b. A resolution on bank de -risking.
b. Forward to 7/27 C.O.W.
Pg.203
Laurel Humphrey, Council Analyst, and
and 8/3 Regular Mtg.
Brandon Miles, Business Relations Manager
c. Recognition of Juneteenth.
c. Committee consideration/
Pg.207
Laurel Humphrey, Council Analyst
decision.
2. MISCELLANEOUS
Next Scheduled Meeting: July27, 2020
SThe City of Tukwila strives to accommodate individuals with disabilities.
Please contact the City Clerk's Office at 206-433-1800(TukwilaCityClerk(a�TukwilaWA.gov) for assistance.
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Community Services and Safety Committee
FROM: Jason Konieczka, Battalion Chief
Jay C. Wittwer, Fire Chief
BY: JCW
CC: Mayor Ekberg, Mayor
David Cline, City Administrator
DATE: July 6, 2020
SUBJECT: Hazard Mitigation Plan Resolution
ISSUE
The Tukwila Hazard Mitigation Plan (HMP) must be updated every four years. The last time it
was updated was 2016. We bring this resolution to the city council to meet this State
requirement.
BACKGROUND
The attached information is provided to the City Council from the Fire Department and other
departments within the city regarding the hazard mitigation plan within the city. The documents
shared with the council will bring clarity to the goals and plans developed with collaboration of
all departments in the city. This HMP uses the Comprehensive Emergency Management Plan
(CEMP) along with other city documents to guide our agency during emergent situations.
The CEMP was last updated in 2018, every year this plan is reviewed and adjusted as needed.
The updated CEMP was presented to the King County Emergency Management Division in
2019 and accepted. The HMP has now been updated and will be turned over to the same
agency once the resolution is adopted by the city council. Our plan is to have the resolution
passed by the end of July 2020, this timetable is what the County has asked of each agency.
RECOMMENDATION
Staff is requesting the CSS Committee on July 13 to approve and pass this forward to the July
13 COW. Following these two actions, this HMP Resolution is to be adopted by the City Council
during the July 20, 2020 Regular Council meeting.
ATTACHMENTS
2020 HMP Resolution
2020 HMP
2018 CEMP Resolution 1954
2018 CEMP
2
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 proposed Hazard
Mitigation Plan subject to FEMA approval, 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 2020.
ATTEST/AUTHENTICATED:
Christy O'Flaherty, MMC, City Clerk De'Sean Quinn, Council President
APPROVED AS TO FORM BY:
Filed with the City Clerk:
Passed by the City Council:
Resolution Number:
Office of the City Attorney
Attachment A: Tukwila Hazard Mitigation Plan ("City of Tukwila Plan Annex")
W:\Word Processing\Resolutions\Hazard Mitigation Plan 7-7-20
JW:bjs Review and analysis by Barbara Saxton
Page 1 of 1
3
11
W King County
City of Tukwila Plan Annex
Introduction
Tukwila lies in the heart of the Puget Sound region, sitting 12 miles
to the south of downtown Seattle, 17 miles to the north of
downtown Tacoma just east of Seattle -Tacoma International
Airport, and at the crossroads of two major interstate highways, I-5
and I-405. The City of Kent is our southern border, with SeaTac
to our west and Renton on our east. The Green/Duwamish River
runs the full length of the city from north to south. The BNSF
Rails dissect the City from north to south. Tukwila is home to the
state's largest shopping mall, Westfield/Southcenter Mall. Tukwila
is a local leader in retail and commercial sales, warehousing and
distribution of goods and manufacturing. The current population
of the City is 20,930. There is a large development on recently
annexed land in the south end of the City that could increase the
population substantially with the next 5 years.
Governing Body Format- The City of Tukwila has a Mayor -
Council form of Government. Tukwila's Mayor is the chief
executive officer of the City, and the Council is the legislative
branch and governing body. The City's management consists of
eight department heads, 347 full time employees with 100 part-time
employees. The current operating budget of the City is $65.9
million.
Jurisdiction Point of Contact:
Name: Jay Wittwer
Title: Emergency Manager Director
Entity: Tukwila Fire Department
Phone: 206-971-8710
Email: Jay.Wittwer@TukwilaWA.gov
Plan Prepared By:
Name: Jason Konieczka
Title: Emergency Manager
Entity: Tukwila Fire Department
Phone: 206-971-8740
Email:
Jason.Konieczka@TukwilaWA.gov
Development Trends
City of Tukwila Profile
i
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6: I�
Incorporated: 1908
Population: 20,294 (2018 est.)
Location: 47°28'42"N and
122016'32"W
Located in King County
Area: 9.60 sq miles
Mayor: Allan Ekberg
Website: www.tukwilawa.gov
Since 1990, the City of Tukwila's annual average population growth
(with annexations removed) was about 0.9%. Per the City's Strategic
Plan, development and growth assumptions yield an estimated average
annual growth rate of about 1.1% for the 20-year period from 2012-
2031. In 2010, Tukwila businesses had nearly 43,130 employees.
Estimated employment growth over the next 20 years is also estimated
to average about 1.0% per year.
Tukwila's current nighttime population is 20,930. It is projected to
grow to 25,635 by 2030. The City's estimates place Tukwila's daytime
population between 150,000 and 170,000, including approximately 16
million shoppers a year to the Westfield Southcenter Mall alone. This
population is 7 to 8 times the size of the City's residential population.
For the purposes of hazards mitigation there are five key city sub -areas:
Tukwila's Southcenter area, Manufacturing/Industrial Center, Tukwila
City of Tukwila Hazard Mitigation Plan
Page 1
5
ing County
International Boulevard corridor, Tukwila South and the remaining residential/commercial areas.
Tukwila's Southcenter area is intended to develop as a high -density, regionally oriented, mixed use center.
It serves major employment, shopping and entertainment destination, with an expanding residential population in
an increasingly urban and walkable format. It is anticipated that residential growth in this area will increase to 2,700
units by 2031. There is a total of 672 dwelling units constructed, under construction, or in the permitting stage in
this area. Approximately 80% of the units under construction will be occupied by people with disabilities and/or
seniors. In 2031, a total of 2,700 housing units are forecasted to be in this area. The trend is to grow vertically with
a 19-story combination residential and commercial recently completed; and several other five to six story
residential buildings under construction.
The Tukwila South Project will encompass about 400 acres of land along the Green River at the south end of the
City. The project is likely to add about 10 million square feet of occupied space, including a mix of office space,
residential, retail, and hotel. The development timeline for Tukwila South is currently uncertain due to many
factors, including length of time to complete infrastructure improvements and other market factors.
Tukwila's Manufacturing/Industrial Center comprises an area of 998 acres along the Duwamish River, bounded
generally by the City of Seattle on the north, South 125th Street on the south, the Burlington Northern railway
right -of way on the east, and the Duwamish River on the west. The employment exceeds 18,000 in this area, and
more than three-quarters of this is in manufacturing. More recently three large warehouses are at the permitting
stage, which could add significant employment and warehouse space in this corridor.
Tukwila International Corridor is also transitioning to a more urban area with mid -rise multi -story development
(Tukwila Village). With the location of Light Rail Station and more recent capital investments by the City along
this corridor additional development is anticipated in this area. More intensive development could occur south of
the light rail station.
There is not going to be significant single-family development due to limited land and regulations. In a good
economic year, the city issues 20 new single-family dwelling permits. There were however two very large
residential projects recently completed near the Mall, with about 400 units of both an apartment building and
senior housing.
The development of Tukwila South will decrease the risk of hazards, particularly from floods. The developer was
able to regrade and excavate the entire hillside to the southwest of the central business district and in doing so was
able to relocate all of the dirt to raise the 400 acres for a future development up a significant level. Also, Tukwila
Village is located outside of the flood zone or liquefaction zones.
City of Tukwila Risk Summary
Hazard Risk and Vulnerability Summary
HAZARD HAZARD SUMMARY VULNERABILITY SUMMARY IMPACT SUMMARY
Avalanche Tukwila does not
within any avalanche
zones.
Earthquake RrEarthquakes are
probably the biggest
threat to the City of
Tukwila. We are located
in a region that is
susceptible to all three
types of earthquakes:
crustal, intraplate or
Many of the buildings in Tukwila
are not up to the current
earthquake standards. The valley
floor has many concrete tilt -ups,
many of them constructed prior
to the stricter codes that were
introduced in the 1997 Uniform
Building Code. Also, some of
A large earthquake in
our City would be
devastating. Many of
the City's critical
infrastructures would
be damaged, so it
would be difficult to
provide essential
6 City of Tukwila Hazard Mitigation Plan Page 2
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deep, and subduction
the bridges in Tukwila are in
services or assist with
zone quakes. The larger
need of retrofit to meet the
the response effort. If
more devastating quakes
current standard.
an event occurred
occur every 750 years
within the region, we
and we are overdue by
would not be receiving
450 years.
mutual aid from our
neighbors, as they
would be dealing with
their own responses.
Flood
The City is bisected by
There are 28 residential and 21
With the potential of
the Green and
commercial properties including
flooding, there is a plan
Duwamish River which
a professional rugby and soccer
to reinforce the levees
runs the entire City from
complex and a golf course that
throughout the City to
the north and south
may be affected based on King
lessen the impact.
boundaries.
County's 100-year flood map
see fi res 1 and 2).
Landslide
Landslides typically
There is one area prone to
A landslide in this area
occur where the earth is
landslides in the City of Tukwila
could, under extreme
unstable, and the slope
located near a major arterial
conditions, cause life
is excessive. There is
road. The area has seen slides in
safety issues but will
usually an event that
the past and there has been
most likely only cause
triggers the landslide
attempts to stabilize the hillside.
traffic issues as well
such as excessive rains
The location is just above
property damage to
or an earthquake.
Interurban Ave South at
residences above the
approximately the 15200 block.
slide area.
Canyon Estates Condominiums
sit above the potential slide are.
Jersey barriers are located at the
lot
bottom to contain debris if a
slide occurred
Severe
We have seen some
As a result of the windstorms,
With widespread
Weather
strong windstorms blow
we see many trees down which
power outages, people
through our area within
can result in power outages
will not be able to call
the last few years.
throughout the region. This can
for emergency services
have a negative effect on both
or be able to heat their
communication and electricity,
homes. There may
which will impact people's ability
also be access issues
to heat their homes.
for emergency vehicles
with downed trees.
Severe Winter We have had some
With the challenging
A large snow event like
Weather significant snow events
topographical profiles, our area
the one in 2019 can
in the last few years in
is affected much more than a
make it difficult to
our typically mild region.
place that sees more snowfall.
travel throughout the
We also have many of our staff
region, making it
that live far from the City which
difficult for people to
makes it a challenge to report to
get their basic needs
work.
met.
Tsunami
With a potential tsunami
The same low-lying properties
The threat may not be
generated in the Puget
identified in the flood plan
as expected and catch
Sound, the City may
would be vulnerable to a
people off guard.
experience a similar
tsunami generated flood.
flood risk, depending on
City of Tukwila Hazard Mitigation Plan Page 3
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the tide, from the
Duwamish and Green
River than a weather -
flood.
Volcano
Tukwila is positioned
The entire region could be
A large amount of ash
close enough to Mount
affected by ash if the weather
can pose a health risk
Rainer to feel the impact
was right.
to both humans and
of a major eruption. We
livestock. It will also
are also close enough to
influence agriculture,
a few other volcanos to
transportation and the
feel the impact,
entire infrastructure.
IL
especially if ash was
dispersed in our
direction.
Wildfire
Tukwila is bordered by
N/A
N/A
only urban areas. There
are a few green belts
located in and around
the City, but nothing
large enough to sustain a
wildfire.
Civil 7We have seen a trend of
There is a risk to anybody
We have seen some
Disturbance civil disturbances in our
involved with the disturbance,
disturbances in
region that date back to
responding public safety
Tukwila as we are
the WTO protests,
personnel, and bystanders. There
located in the middle
which fell on Mayday of
can also be damage to property
of an urban sprawl and
1999. We have also seen
or the environment.
therefore can be a
disturbances attached to
gathering place for
large events such as
events that attract
concerts or even
AW
disturbances.
gatherings at the Mall.
Cyber Attack
There are more and
A successful attack on the City's
I am not aware of any
more attacks on
network system could potentially
attacks on the City at
government agencies
shut down the City's ability to
the time of this report.
network systems to hold
function. This would have a
that agency for ransom.
crippling effect on services
provided by the City including
police and fire responses.
Dam Failure The green river, which
The same residents and
The Army Core of
runs through Tukwila
businesses that would be
Engineers re -
and into the Duwamish,
affected by a tsunami or a
engineered and
is downstream of the
weather -related flood would also
fortified the Howard
Howard Hansen Dam,
be impacted by the dam failure.
Hansen Dam and the
which in 2008 was at
adjacent abutment
risk of failure.
back in 2009.
Hazardous
Burlington Northern
We would see a large impact if
We rely on hazmat
Materials
runs right through our
there were a derailment of
technicians that
Incident
City and currently all the
Bakken Oil cars since they are
respond in the region.
Bakken Oil train cars
highly volatile. We could also
We are part of the
traveling to the
see just about any type of
Zone 3 response which
refineries run on it. We
hazardous material traveling
dispatches the
are also at the
over -the -road with Tukwila
necessary technicians
8 City of Tukwila Hazard Mitigation Plan Page 4
ing County
intersection of two
being located in the middle of
and equipment needed
major freeways which
two major ports.
to handle all types of
carry a large amount of
hazmat calls.
hazardous materials
over -the -road.
Public Health Although we do not
We have seen some potential
If we were to have any
Emergency have any hospitals
threats over the years including
type of disease
located in Tukwila, we
Ebola which didn't bring any
outbreak, resources
are surrounded by
cases to King County. There
could be quickly
several as well as a major
was a recent measles outbreak
overwhelmed and there
international airport.
that brought some cases here.
may be a public panic
Any one of these
that would tax our
facilities may become
resources even further.
ground zero for some
type of disease
outbreaks.
Structure Fire
Structure fires can be
We have our share of older
We could see a
devastating to the
structures that were constructed
structure fire that could
environment, destroy
prior to modern fire protection
be very damaging to
property and even
such as sprinklers or fire alarms.
the City's revenue
threaten lives. The
stream, such as a fire at
standards of fire
the major shopping
protection have gone up
mall. If the fire was to
over the years making
be in significant size, it
structure fires less likely
would impact a lot of
to occur.
jobs and commerce.
Terrorism I Ever since 9/11, there
Tukwila is in the middle of the
e saw a arge surge o
has been a potential
greater urban Seattle/Tacoma
equipment just to
terrorist threat.
area with the major airport that
mitigate terrorist
serves the area located just
threats provided to our
outside of the City. This makes
hazmat teams to help
the City as a potential threat.
with the response to
potential terrorist
threats following 9/11.
City of Tukwila Hazard Mitigation Plan Page 5 9
L9 King County
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L Pobential
Hazard Areas:
Tukwila
S&OCIS Ito to mmmft
KingCounty
Figure 1: The map produced ly King County which adds liquefaction hones which show much of the Central Business District (CBT) in Tukwila is in a high potential
.Zone.
10
City of Tukwila Hazard Mifigation Plan Page 6
Figure 2: This map shows the planned levee work that was proposed by the City along the Green Riven Refer to the flood annex on page 16.
�_ ... King itounty'�I,
ternational .�
Airport
Lake
Washington
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Munici all
Po
Notn
ikwila
ent
ien
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Seattle-
o i3 Tacoma s
` International
`".-..� Airport Se _ - ;r
aTaC NEW -1 ( /2020
Figure 3: The 100 year flood is depicted here based on the FEMA model There are also potential landslide and steep slope ba�ard areas shown with one area just west of
the 1-51 405 intercbange not updated since mitigation work was performed. The map also shows the current location of the 4 fire stations in Tukwila and the two new
locations that are underway with the completion dates shown.
City of Tukwila Hazard Mitigation Plan Page 7 11
L9 King County
City of
Tukwila
Bridges
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S
Nd Io Scale
Nob Wm"Iom arltlow
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Fig
ure 4: this map shows vehicle and pedestrian bridges located in the GO of Tukwila.
12 City of Tukwila Hazard Mitigation Plan
Page 8
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Projected
Employment
Growth by
Traffic Analysis
Zone
010-20 0
Legend
+L. . j CIt l-units
Employment Growth
�0.50
51 - 200
201 - 450
451 - 1500
1501 and above
Figure 5: The projected employmentgrowth in the City of Tukwil
City of Tukwila Hazard Mitigation Plan Page 9 13
'9 King County
Tukwila Planning Team
ORGANIZAnON
CONTRIBUTTON
Jason Konieczka
Emergency Manager
Fire Department
Update Plan
Jay Wittwer 011F
Emergency Management
Fire Department
Oversees Plan
Director
Hari Ponnekanti
Deputy PW
Public Works
Provided key information
Director/City Engineer
on mitigation plans.
Minnie Dhaliwal
Planning Supervisor
Department of
Contributed
Community
developmental trends of
Development
the City.
Tanya Taylor
Admin Support Tech
Public Works
Provided study on the
City's facilities current
conditions.
Gail Labanara
Public Works Analyst
Public Works
Provides information on
current and future projects
relating to mitigation
projects.
Plan Update Timeline
Meeting with Derrick 4/22/2019
Went over expectations of the
Jason Konieczka
Hiebert
updated plan
Derrick Hiebert
Meeting with Seatac EM 7/3/2019
Covered specific questions
Will Lugo
and Derrick Hiebert
regarding the plan.
Jason Konieczka
Derrick Hiebert
HMP Workshop
7/25/2019
This workshop covered lots of
Put on by Derrick
aspects of the plan and gave
Hiebert, numerous
some good insight on making
attendees.
the plan successful.
Meeting with EM, PW
9/13/2019
Go over the City's current
IF
Jason Konieczka, Hari
and DCD
projects and the plans to
Ponnekanti and Minnie
mitigate them.
Dhaliwal
Public Outreach Events
Public Outreach #1 August 7, 2019 This event was advertised on
our Facebook Page, Instagram
and our Cities Website. We had
posters explaining mitigation
needs in our area and a chance
for the public to write down any
concerns.
Public Outreach #2 August 27, 2019 This was a joint event with the
City of Kent, Seatac, Maple
Valley, Covington and Tukwila.
The event was advertised
Our booth was set up at
a "See You in the Park"
City function at the
Community Center, so
there were plenty of
attendees expressing
varvine levels of interest.
There were about 10
citizens in attendance in
addition to the
representatives from all
14 City of Tukwila Hazard Mitigation Plan
Page 10
through social media including
the City's website.
County
the cities as well as
Derrick Hiebert from
City of Tukwila Hazard Mitigation Plan Page 11 15
Tukwila Hazard Mitigation Program
Hazard mitigation strategies were developed through a two-step
process. Each jurisdiction met with an internal planning team to
identify a comprehensive range of mitigation strategies. These
strategies were then prioritized using a process established at the
county level and documented in the base plan.
Hazard mitigation strategies in Tukwila include working with
Public Works and the Department of Community Development to
identify current and future projects and develop mitigation
strategies accordingly.
The mitigation plan is referenced in the City's Comprehensive
Emergency Management Plan (CEMP) which is updated annually
The mitigation plan has not been integrated in the past.
Plan Monitoring, Implementation, and Future Updates
King County leads the mitigation plan monitoring and update
process and schedules the annual plan check -ins and bi-annual
mitigation strategy updates. Updates on mitigation projects are
solicited by the county for inclusion in the countywide annual
report. As part of participating in the 2020 update to the Regional
Hazard Mitigation Plan, every jurisdiction agrees to convene their
internal planning team at least annually to review their progress on
hazard mitigation strategies and to update the plan based on new
data or recent disasters.
As part of leading a countywide planning effort, King County
Emergency Management will send to planning partner any federal
notices of funding opportunity for the Hazard Mitigation
Assistance Grant Program. Proposals from partners will be
assessed according the prioritization process identified in this plan
and the county will, where possible, support those partners
submitting grant proposals. This will be a key strategy to
implement the plan.
The next plan update is expected to be due in April 2025. All
jurisdictions will submit letters of intent by 2023, at least two years
prior to plan expiration. The county will lead the next regional
planning effort, beginning at least 18 months before the expiration
of the 2020 plan.
Continued Public Participation
Plan Goals
1. Access to Affordable,
Healthy Food
2. Access to Health and
Human Services
3. Access to Parks and
Natural Resources
4. Access to Safe and
Efficient Transportation
5. Affordable, Safe,
Quality Housing
6. Community and Public
Safety
7. Early Childhood
Development
8. Economic
Development
9. Equitable Law and
Justice System
10. Equity in Government
Practices
11. Family Wage Jobs
and Job Training
12. Healthy Built and
Natural Environments
13. Quality Education
14. Strong, Vibrant
Neighborhood
King County and its partner cities already maintains substantial
public outreach capabilities, focusing on personal preparedness and education. Information on ongoing progress
in implementing the hazard mitigation plan will be integrated into public outreach efforts. This will provide King
County residents, already engaged in personal preparedness efforts, with context and the opportunity to provide
feedback on the county's progress and priorities in large-scale mitigation. In the vertical integration of risk-
16 City of Tukwila Hazard Mitigation Plan Page 12
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reduction activities from personal to local to state and federal, it is important that the public understand how its
activities support, and are supported by, larger -scale efforts.
The outreach and mitigation teams will also continue to work with media and other agency partners to publicize
mitigation success stories and help explain how vulnerabilities are being fixed. When possible, public tours of
mitigation projects will be organized to allow community members to see successful mitigation in action.
Hazard Mitigation Authorities, Responsibilities, and Capabilities
Plans
Comprehensive Plan
Comprehensive
Emergency
Management Plan
(CEMP)
Capital Improvement
Plan
Public Safety Plan
City of Tukwila,
Department of
Community
Development
Jack Pace, DCD Director
City of Tukwila, Jay Wittwer, Emergency
Emergency Management Manager Director
City of Tukwila, Public
Works
Administrative Services
Department
Programs, Policies, and Processes
Building Codes City of Tukwila,
Department of
Community
Development — Planning
Division
Henry Hash, Public
Works Director
Rachel Bianchi, w
Administrative Services
Director
Jerry Hight, Building
Official
The elements of the plan
address every aspect of
the community — social,
economic, and
environmental. Each
element consists of goals,
policies, and
The document that
describes the process for
preparedness, response,
recovery, and mitigation
activities for the City.
The Hazard Mitigation
Plan provides the risk
profiles in the CEMP.
Identifies and prioritizes
large-scale projects.
The plan that identifies
the City's facilities
directly tied to Public
Safety such as the
Regional Justice Center,
Fire Stations and City
The International
Building Codes
determine the required
design and construction
standards for
for both
City of Tukwila Hazard Mitigation Plan Page 13 17
Critical Areas City of Tukwila,
Ordinance Department of
Community
Development
Entities Responsible for Hazard Mitigation
Public Works I HenryHash
ommunity wl Jack Pacell
Office of the Mavor I David Cline
National Flood Insurance Program
Jack Pace, Department of
Community Director
UA
LV King County
buildings and
nonbuildinLy structures.
Provides regulations for
wetlands, watercourses
and steep slopes.
Public Works Director
Department of Community Development Director
National Flood Insurance Program Compliance
Administrator
What department is responsible for floodplain Public Works
management in your community?
Who is your community's floodplain Ryan Larson
administrator? (title/position) Senior Program Manager — Surface Water
What is the date of adoption of your flood 2004
damage prevention ordinance?
hen was the most recent Community April 2019
Assistance Visit or Community Assistance
Contact?
Does your community have any outstanding No
NFIP compliance violations that need to be
addressed? If so, please state what they are?
Do your flood hazard maps adequately address No known flooding outside of identified Special
the flood risk within your community? If so, Flood Hazards -
please state why. i
Does your floodplain management staff need any
assistance or training to support its floodplain
management program? If so, what type of
training/ assistance is needed?
Foes your community participate in the
Community Rating System (CRS)? If so, what is
your CRS Classification and are you seeing to
improve your rating? If not, is your community
interested in joining CRS?
How many Severe Repetitive Loss (SRL) and
Repetitive Loss (RL) properties are located in
1-day course in floodplain management should be
offered to floodplain managers and development
staff.
SRL: none
RL: none
18 City of Tukwila Hazard Mitigation Plan Page 14
Has your community ever conducted an elevation No
or buy out of a flood -prone property? If so, what No
fund source did you use? If not, are you
interested in pursuing buyouts of flood prone
properties?
Hazard Mitigation Strategies
2015 Hazard Mitigation Strategy Status
Improve capabilities to
respond to emergencies.
Improve capabilities for
response.
Improve critical streets
and infrastructure
Construct a new
Emergency Operations
Center
Construct a new
maintenance and
operations center to
support critical functions
including fleet services,
facilities maintenance,
water, sewer, surface
water, streets and traffic
Update the existing
Boeing Access Road
bridges. There are 3 in
all, one over I-5, one
over BNSF tracks, and
the other over Airport
Wav
2020 Hazard Mitigation Strategies
High
'9 King County
Under Construction, to
be completed in 2021
High Acquired properties, in
the process of designing
and upgrading to meet
the City's needs.
High
One of the three bridges
over BNSF tracks has
been retrofitted with
seismic upgrades.
LEAD AGENCY/POC
Bridge Maintenance PW/ Hari Ponnekanti
TIMELINE
2-5 years
PPdORITY
Varies
Levee Improvements
PW/ Hari Ponnekanti
10 years
Varies
Earthquake (Seismic
Study)
EM/Jason Konieczka
2 years
High
City of Tukwila Hazard Mitigation Plan Page 15 19
�W IL4 W
4 qS
BUJ
Bridge Maintenance
Lead Points of
Partner Points of Contact:
Hazards Mitigated /
Funding Sources and
Contact: Hari
Public Works Department
Goals Addressed:
Estimated Costs:
Ponnekanti
Make necessary
WSDOT and Bridge
improvements to all
Replacement
bridges in Tukwila
Advisory Committee
(cost unknow at this
time)
Strategy Vision/Objective
Ensure all 23 bridges in the City have a high enough sufficiency rating. There are16 traffic bearing and 7
pedestrian bridges in the City of Tukwila of which two are jointly owned with neighboring jurisdictions.
Mitigation Strategy
By utilizing the City Bridge Report, we can identify which bridges are in the most need of maintenance. Since
the report is conducted every two years, it will continue to identify and prioritize which bridges require the most
attention.
2-Year Objectives:
5-Year Objectives:
Long -Term Objectives:
Boeing Access Road Bridge over
Boeing Access Road Bridge over
(see below
Airport Way
Interstate 5
Implementation Plan/Actions
Using the City Bridge Inspection Report, identify and prioritize the bridges that require the most immediate
work and compose a plan to complete the needed work. Based on the report, there are two bridges that fall
under Group I, recommended for major maintenance:
Boeing Access Road over Airport Way, Substructure Seismic Rehabilitation
Status -
This structure is currently funded by the BRACprogram. The project is anticpated to be designed in Winter 20 19 and constructed
in 2020
Allentown Bridge Replacement (42nd Ave). Deteriorating Structural Condition of the steel superstructure
Status -
Application is currently under review by the Washington State Department of Transportation Local Programs and the Bridge
replacementAdvisory Committee (BRAG program. Appplication results will likely be announced in September/October 2019.
20 City of Tukwila Hazard Mitigation Plan Page 16
'a King County
Performance Measures
The bridges in the City will meet the standard.
Flooding
Lead Points of
Partner Points of Contact
Hazards
Funding Sources
Contact: Hari
Public Works Department
Mitigated / Goals
and Estimated
Ponnekanti
Addressed:
Costs:
Make necessary
improvements on
levees throughout
the City
Strategy Vision/Objective
Update and improve through new floodwalls and setback or raising of the existing earthen levees to protect
the City of Tukwila from flooding.
Mitigation Strategy:
By prioritizing Tukwila 205 Levee improvements in an upstream to downstream direction, the percent of land
protected steadily increases over time. If construction were to instead progress downstream to upstream, levee
failure could occur upstream of newly raised levees, and therefore flood the land area behind the improved
levee section. For alternative analysis, design, and construction prioritization, the Tukwila 205 Levee has been
divided into three main segments that correspond with the three Tukwila capital improvement projects
identified in the Green River SWIF, then with further subdivision of each of these segments into two or three
smaller subsegments. Prioritization is also informed by prior analyses of the existing Tukwila 205 Levee
system that evaluated Green River water surface elevations and levee overtopping risk, scour, and geotechnical
levee stability.
2-Year Objectives:
5-Year Objectives:
Long -Term
Objectives:
Upgrade the Segale-Gunter and Gaco-
Upgrade the Ratolo upper, middle and
Western upper and lower levees
lower levees and Christensen Road levee
Upgrade the 200th Street
levee, monitor and re -
asses all levees.
City of Tukwila Hazard Mitigation Plan Page 17 21
�W IL4 W
4 qS
BUJ
Implementation Plan/Actions:
The City of Tukwila sent a letter to the King County Flood Control District (FCD) on May 1, 2019 and
requested that FCD include budgets to reconstruct the Tukwila 205 levees within the next ten (10) years based
on NHC report findings that the majority of the levee system in its current condition cannot be accredited to
provide 100-year flood protection.
The existing Tukwila 205 Levee must be updated and improved through new floodwalls and setback or raising
of the existing earthen levees to protect the City of Tukwila from flooding. The Green River System -Wide
Improvement Framework (SWIF) declared the level of protection standard as the 500-year flood event plus
three feet of freeboard. As important as the freeboard standard, the levees also must meet factors of safety for
geotechnical stability under a variety of conditions including flood induced scour, drawdown, and seismic
events.
The proposed priority sequence for construction of these flood protection improvements generally starts at
the upstream end of the Tukwila 205 Levee, near river mile 16.7, and then proceeds downstream to near river
mile 12.4 (see previous map). Upstream of the Tukwila 205 Levee, near South 200th Street, there are existing
levees that currently provide 100-year level of flood protection (this includes the Frager Lowest Levee between
the Tukwila 205 Levee and South 200th Street). The Tukwila 205 Levee will tie into these 200th Street levees,
which also need to be improved in order to provide 500-year event plus three feet of flood protection. These
are private levees, but function together as a system with the Tukwila 205 Levee.
Performance Measures
Have our levees meet the protection standard.
22 City of Tukwila Hazard Mitigation Plan Page 18
'a King County
Earthquake (Seismic Improvements)
Lead Points of
Partner Points of Contact (Title)
Hazards Mitigated /
Funding Sources
Contact: Battalion
Public Works Department
Goals Addressed:
and Estimated
Chief Jason
Make necessary
Costs:
Konieczka
improvements to all
Pre -disaster
critical
Grants, costs
infrastructures.
unknown at this
time.
Strategy Vision/Objective
To upgrade all City owned assets to ensure they meet today's seismic standards.
Mitigation Strategy
Identify and prioritize those structures that are at the greatest risk and determine the best way to secure
funding to make the necessary improvements to those structures.
2-Year Objectives:
5-Year Objectives:
Long -Term
Perform a study and identify those
Utilize available grant money to upgrade
Objectives:
structures that are in the most need of
as many structures as possible.
Have all critical
upgrades.
infrastructure up to the
current seismic codes.
City of Tukwila Hazard Mitigation Plan Page 19 23
�W IL4 W
4 qS
Implementation Plan/Actions:
We had a seismic study conducted on our Fire Stations and some other City Facilities in 2008 which identified
three out of the four stations are deficient by today's standards. Two of those stations are being replaced with
new stations currently under construction, but the third's replacement station came up short on funding. We
have turned in the application for the Pre -disaster Mitigation Grant (PDM) to make the necessary upgrades to
that Fire Station, and we will know by 2020 if we will be rewarded with the grant.
Six other buildings owned by the City were found deficient in the same study done in 2008 with a total of 18.1
million needed to bring them up to seismic standards (this amount includes the 16 million for Station 51 and
7.7 million for Station 52 that would have been spent). Factoring inflation, 18.1 million in 2008 equates to
21.5 million in 2019.
Performance Measures
Have all City -owned structures up to the current seismic standards.
24 City of Tukwila Hazard Mitigation Plan Page 20
Cl*ty of T
Washington
Resolution No. I C15L4
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF TUKWILA, WASHINGTON, ADOPTING THE CITY
OF TUKWILA 2018 COMPREHENSIVE EMERGENCY
MANAGEMENT PLAN (CEMP).
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 City of Tukwila has the primary responsibility for emergency
mitigation, prevention, preparedness, response and recovery within City boundaries;
and
WHEREAS, Washington State RCW 38.52.070 (in the "Emergency Management"
chapter) directs local governments to submit its plan and program for emergency
management to the state director; and
WHEREAS, Tukwila Municipal Code Section 2.57.070.B.2. requires "...and annual
updates to, the City's Comprehensive Emergency Management Plan...;" and
WHEREAS, the City of Tukwila adopted the "2014 Comprehensive Emergency
Management Plan" (dated October 2013) with Resolution No. 1816 on February 18,
2014; and
WHEREAS, a Comprehensive Emergency Management Plan is required to be
adopted every five years;
W:\Word Processing\Resolutions\CEMP adopted 12-10-18-Special
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Page 1 of 2
25
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, HEREBY RESOLVES AS FOLLOWS:
The City Council approves adoption of the document entitled "2014 Comprehensive
Emergency Management Plan," dated October 2013 and hereby incorporated by
reference as "Attachment A," as the City of Tukwila's "2018 Comprehensive Emergency
Management Plan."
PASSED BY THE CITY COUNCIL OF THE Cl. Y OF TUKWILA, WASHINGTON,
at a Special Meeting thereof this JCN day of , 2018.
ATTEST/AUTHENTICATED:
1 -
Christy O'FI erty, MMC, City CleA
APPROVED AS TO FORM BY:
Rachel B. Turpin, City Attorney
r
Verna Seal, Council President
Filed with the City Clerk. / F
Passed by the City Council -If
Resolution Number: _�5!j—
Attachment A: Comprehensive Emergency Management Plan
W:\Word Processing\Resolutions\CEMP adopted 12-10-18-Special
:bjs
Page 2 of 2
26
Following is
Attachment A to Resolution 1954
"Attachment A: Comprehensive
Em ergen cy Man agem en t Plan "
27
w
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PREFACE
PRE-1
Table of Contents
PRE-2
Letter of Promulgation
PRE-3
Record of Plan Activity
PRE-4
Executive Summary
' BASIC PLAN
BPO-1
Introduction
OVERVIEW
BPO-2
Policies
BPO-3
Situation
BPO-4
Concept of Operations
BPO-5
Responsibilities
Figure A
City of Tukwila Emergency Support Function Responsibility Matrix
Figure B
City of Tukwila Level One Activation
Figure C
City of Tukwila Level Two Activation
Figure D
City of Tukwila Level Three Activation
" EMERGENCY
ESF-1
Transportation
SUPPORT
ESF-2
Communications
FUNCTIONS
ESF-3
Public Works and Engineering
(ESF)
ESF-4
Firefighting
ESF-5
Emergency Management
ESF-6
Mass Care, Emergency Assistance, Housing, and Human Services
ESF-7
Resource Support
ESF-8
Public Health and Medical Services
ESF-9
Search and Rescue
ESF-10
Oil and Hazardous Materials Response
ESF-11
Agriculture and Natural Resources
ESF-12
Energy
ESF-13
Public Safety and Security
ESF-14
Long-term Community Recovery and Mitigation
ESF-15
External Affairs
ESF-20
State and Federal Support
INCIDENT
ANN-1
Terrorism Incident Annex
ANNEXES
ANN-2
Rapid Impact Assessment Annex
ANN-3
Volunteer Management Annex
'V APPENDICES
APP-1
Definitions
APP-2
Acronyms
APP-3
Authorities and References
APP-4
Training and Exercise
APP-5
Distribution List
APP-6
Potential Staging Areas
October 2013
Comprehensive Emergency Management Plan Page PRE1-1
CO
TUKWILA, WASHINGTON CEMP
PREFACE 1: TABLE OF CONTENTS
October 2013
30
Comprehensive Emergency Management Plan
Page PRE1-2
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
October 2013 Comprehensive Emergency Management Plan Page PRE2-1
31
TUKWILA, WASHINGTON CEMP
PREFACE 2: EXECUTIVE AUTHORIZATION
October 2013
32
Comprehensive Emergency Management Plan
Page PRE2-2
. . TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
CHANGE #
CHANGE DECRIPTION
DATE ENTERED
POSTED BY
Revised Plan to reflect the National Response Framework
and National Incident Management System (NIMS)
May
2011
City of Tukwila Emergency
Management Division
2
Annual review and update
Oct
2013
City of Tukwila Emergency
Management Division
3
Washington State review and acceptance
Nov 15,
2013
City of Tukwila Emergency
Management Division
4
5
6
7
8
9
10
11
12
13
14
October 2013 Comprehensive Emergency Management Plan Page PRE3-1
33
TUKWILA, WASHINGTON CEMP
PREFACE 3: RECORD OF CHANGES
October 2013
34
Comprehensive Emergency Management Plan
Page PRE3-2
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
The City of Tukwila ("City") Comprehensive Emergency Management Plan (CEMP) is for the use of
elected/appointed City officials and City government department directors, managers and staff in mitigating,
preparing for, responding to, and recovering from emergencies.
The CEMP is a product of the coordinated planning efforts between the City of Tukwila's Emergency
Management Division and other City departments. It meets the requirements of RCW 38.52; the Washington
State Emergency Management Division's Comprehensive Emergency Management Planning Guide; the
Federal Emergency Management Agency's (FEMA) guidance from the National Response Framework (NRF);
and the National Incident Management System (NIMS).
The CEMP is organized into four parts:
'
BASIC PLAN
Specifies the roles and responsibilities of City government. This section
OVERVIEW
also provides information on City organization, policies, situations and
hazards, planning assumptions, and City department expectation for
mitigation, preparedness, response and recovery efforts related to incidents.
"
EMERGENCY
Describe the lead and support agencies' unique responsibilities and actions
SUPPORT
specific to the ESF.
FUNCTIONS (ESFs)
INCIDENT
Specialized support documents that focus on specific areas of response and
ANNEXES
recovery. The City has developed the following Annexes:
• Evacuation Incident Annex
• Terrorism Incident, Law Enforcement & Investigation Annex
(not subject to public disclosure, RCW 42.56.420)
• Damage Assessment Annex
iv
APPENDICES
Include a variety of topics such as terms and definitions, acronyms and
abbreviations, legal authorities, and training and exercise requirements.
October 2013 Comprehensive Emergency Management Plan Page PRE4-1
35
TUKWILA, WASHINGTON CEMP PREFACE 4: INTRODUCTION AND EXECUTIVE SUMMARY
October 2013
36
Comprehensive Emergency Management Plan
Page PRE4-2
. . TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
A. MISSION
In the event of natural, terrorist or technological emergencies, it is the policy of the City of Tukwila, Washington
("City") to provide the emergency organization and resources to minimize loss of life, protect public property,
and facilitate continuity of City services, the economy, and the environment of the City.
B. PURPOSE
The Tukwila Comprehensive Emergency Management Plan (CEMP) establishes a comprehensive, all -
hazards approach to incident management across a spectrum of activities including mitigation,
prevention, preparedness, response and recovery. It describes capabilities and resources, and
establishes responsibilities, operational processes and protocols to help protect the City from natural
emergencies, terrorism and/or human -caused incidents.
2. This Plan will help ensure continued operation and continuity of the City during and after emergencies,
and ensure the preservation of public records essential to the continued operation of the City. The City's
priorities for the CEMP are life safety, protection of public property, City services, the economy, and the
environment.
3. The CEMP uses the National Incident Management System (NIMS) to guide the structure and
mechanisms for policy and operational coordination for incident management in an all -hazard concept.
Consistent with the model provided in the National Response Framework (NRF), the CEMP can be
partially or fully implemented in the context of a threat, or anticipation of or response to a significant
incident. Selective implementation through the activation of one or more of the Emergency Support
Functions (ESFs) or Annexes allows maximum flexibility in responding to and recovering from an
incident, meeting the unique operational and information -sharing requirements of the situation at hand,
and enabling effective interaction between various City and non -City entities. This Plan will facilitate
restoration of basic City operations and services following emergencies.
C. SCOPE
The CEMP is applicable to all City departments that may be requested to provide assistance or conduct
operations in the context of actual or potential incidents, in anticipation of or in response to threats or
acts of terrorism or other emergencies. The CEMP also provides the basis to initiate long-term
community recovery and mitigation activities.
2. Due to the size and complexity of the City, this Plan details emergency management responsibilities of
City government and speaks to what those organizations can and cannot provide. The Tukwila
Emergency Management Division will maintain, publish and distribute the CEMP in accordance with
HSPD 5-NIMS requirements and State Law RCW 38.52.
D. ORGANIZATION
The City Emergency Management is under the direction of the Mayor of Tukwila. The Mayor's
Emergency Powers are defined in TMC 2.57.030.
2. The Tukwila City Council's duties pertaining to Emergency Management are outlined in TMC 2.57.040.
3. The Mayor, pursuant to RCW 38.52.070(1) and according to powers given him/her under TMC
2.57.070(A) appoints a "Director of Emergency Management". The powers and duties of the Director of
Emergency Management are defined in TMC 2.57.070.
October 2013 Comprehensive Emergency Management Plan Page BPO 1-1
37
TUKWILA, WASHINGTON CEMP
BPO 1: INTRODUCTION
4. An Emergency Manager reports to the Director of Emergency Management, and is tasked by TMC
2.57.080 with certain responsibilities to support the Mayor and Director of Emergency Management in
their responsibilities.
5. Also supporting the Mayor and City Council in emergency management activities is the Emergency
Management Council. The membership and duties of this Council are outlined in TMC 2.57.050 and
2.57.060.
See BPO FIGURES section for a table of functional responsibilities and an organizational structure for
each of the three levels of activation:
BPO FIGURE A, City of Tukwila Emergency Support Function Responsibility Matrix
BPO FIGURE B, City of Tukwila Level One Activation
BPO FIGURE C, City of Tukwila Level Two Activation
BPO FIGURE D, City of Tukwila Level Three Activation
October 2013 Comprehensive Emergency Management Plan Page BPO1-2
. . TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
A. AUTHORITIES
Various governmental statutory authorities and policies provide the basis for actions and activities in the
context of domestic incident management. The CEMP uses the foundation provided by the National
Response Framework; the Homeland Security Act of 2002; Homeland Security Presidential Directive
(HSPD) 5-Management of Domestic Incidents; and the Stafford Act. These, along with State and City
laws, provide a comprehensive, all -hazards approach to incident management. Nothing in the CEMP
alters the existing authorities of individual City departments.
2. Pursuant to the Revised Code of Washington (RCW) 38.52 and Tukwila Municipal Code (TMC) Chapter
2.57, the CEMP establishes the coordinating structures, processes and protocols required to integrate
the specific statutory and policy authorities of City of Tukwila departments into a collective framework for
action, to include mitigation, preparedness, response and recovery activities. Tukwila's Mayor may
choose to invoke the emergency powers and rendering of mutual aid granted to him/her under TMC
Chapter 2.57.
3. Emergency management in the City is established by State law, RCW 38.52. Other State regulations
and City municipal codes provide guidelines for how emergency management conducts business during
emergencies.
See Appendix 3, Authorities & References, for a reference list of key statutes, and Presidential directives
that provide additional authority and policy direction relevant to domestic incident management.
4. The CEMP may be used in conjunction with other City, County, State, or Federal incident management
and emergency operations plans such as the "Regional Disaster Coordination Framework",
Memorandums Of Understanding (MOUs), Memorandums of Agreement (MOAs), or Service Level
Agreements (SLAs) among various City departments.
B. ASSIGNMENT OF RESPONSIBILITIES
The City of Tukwila has the primary responsibility for emergency mitigation/prevention, preparedness,
response and recovery within the City boundaries.
2. Tukwila's Mayor may respond with City resources to requests for assistance from Washington State,
King County, other cities or special purpose districts when lives or public property are at stake, if City
resources are available.
3. All City departments will make all resources — including, but not limited to, personnel and equipment —
available for response and recovery efforts.
4. When emergency conditions disrupt the operations of City departments to the extent that a department is
unable to meet any of its assigned responsibilities, a request may be made to open the City EOC. When
the City EOC is opened and staffed, emergency -related issues should be routed through the EOC for
response and coordination.
5. It is the responsibility of residents and businesses of the City to educate themselves on preparedness
activities, and to ensure that they have the supplies and resources needed to sustain themselves for at
least three days (although at least a week is recommended).
October 2013 Comprehensive Emergency Management Plan Page BP02-1
39
TUKWILA, WASHINGTON CEMP
BPO 2: POLICIES
6. During a large-scale incident with widespread regional impacts, the King County Office of Emergency
Management will serve as the primary coordination point for regional resource management, information
sharing, and escalation of requests for support from City, tribal, private sector, and non-profit emergency
management partners to State and Federal emergency management agencies.
C. LIMITATIONS
No guarantee of a perfect response system is expressed or implied by this Plan or any of its Appendices,
Emergency Support Functions (ESFs), or Annexes. The City's assets and systems are vulnerable to
impacts from emergencies and may be overwhelmed. The City can only attempt to make every
reasonable effort to respond, based on the situation, information and resources available at the time of
the incident.
2. In the event of severe devastation throughout the Puget Sound region, City fundamental resources such
as water, food, first aid supplies, utilities, fuel, shelter, sanitation supplies, and basic survival supplies
may be needed. The City does not have sufficient supplies and equipment on hand for an extended
response.
3. The City will utilize hazard warning systems that supplement warning services provided by King County,
State and Federal agencies; however, residents are expected to be aware of hazardous situations for
which there is significant media attention.
4. Initial information available may be limited in quantity and quality.
5. Arrival of State and/or Federal assistance may be delayed for several days after an incident.
6. The emergency response and relief activities of the City may be limited by:
The inability of the residents to be self-sufficient for more than three days without additional
supplies of food, water, medical and shelter resources.
b. A lack of police, public works, fire, emergency medical, and transportation resources due to
damage to facilities and/or equipment, or shortages of available personnel.
The shortage of critical medical resources at medical facilities.
Resource shortages because of the necessity for 24-hour operations sustained over long periods
of time.
e. Damage to critical infrastructure such as road, rail or air transportation routes, utilities, petroleum
pipelines, and communications networks.
Damage or overloading of first responder communications systems such as landline and cellular
telephones and Emergency Dispatch (911) centers.
Large amounts of temporary residents (hotel guests, shoppers) in the City that will stress all
resource systems, particularly shelter, food, water and medical needs.
The variability of population within City limits at any given time, due to the dense retail/commercial
areas of the City.
October 2013 Comprehensive Emergency Management Plan Page BP02-2
EN
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
A. DISASTER CONDITIONS AND HAZARDS
The City of Tukwila's location, on the western slopes of the Cascade Mountains and the eastern shore of Puget
Sound, makes the City vulnerable to the effects of natural and human -caused incidents. Natural hazards are
defined as incidents that are caused by nature and may include earthquakes, volcanic activity, floods, severe
weather, fires, and landslides. Human -caused hazards are defined as incidents that are caused by people,
and may include transportation disruptions, hazardous materials releases, domestic and international terrorism,
riots, aircraft crashes, urban fires, and resource shortages or disruptions in utilities, communications, food or
energy products. Information concerning risk analysis of the City are contained in the "State of Washington
Hazard Identification and Vulnerability Assessment" (HIVA) dated April 2001, and the King County HIVA dated
March 2006.
B. PLANNING ASSUMPTIONS
The CEMP is based on the planning assumptions and considerations presented in this section.
2. Incidents are typically managed at the lowest possible geographic, organizational and jurisdictional level.
3. Incident management activities will be initiated and conducted using the principles contained in the
NIMS.
4. A disaster incident will require the Tukwila Emergency Management Division to coordinate resources,
and may:
Occur at any time with little or no warning in the context of a general or specific threat or hazard;
Require significant information -sharing across multiple jurisdictions and between the public and
private sectors;
Involve single or multiple geographic areas;
Span the spectrum of incident management to include mitigation/prevention, preparedness,
response, and recovery;
Involve multiple, highly varied hazards or threats on a local, regional, or national scale;
Result in numerous casualties, fatalities, displaced people, property loss, disruption of normal life
support systems, essential public services, and basic infrastructure, and significant damage to the
environment;
Impact critical infrastructure across sectors;
Overwhelm capabilities of State, local, and tribal governments, and private -sector infrastructure
owners and operators;
Require extremely short -notice City asset coordination and response timelines;
Require prolonged, sustained incident management operations and support activities.
5. Special purpose districts (school, water, sewer, hospital, flood control districts) will develop mitigation,
preparedness, response and recovery plans, and operational capabilities.
October 2013 Comprehensive Emergency Management Plan Page BP03-1
41
TUKWILA, WASHINGTON CEMP BPO 3: SITUATION
6. Tukwila's Mayor may respond with City resources to requests for assistance from State, County, cities,
tribes, and special purpose districts when lives or public property are at stake, and resources are
available.
7. Tukwila's Mayor may choose to invoke the emergency powers granted to him/her under City of Tukwila
Ordinance No. 2337, as codified at Tukwila Municipal Code Chapter 2.57.
8. The City uses a mix of landline and cellular telephone systems as well as several radio systems to meet
its primary communications needs. These systems may suffer physical disruption due to loss of staff or
may become loaded beyond their designed capacities.
9. Emergency plans and procedures have been prepared by those emergency response agencies having
primary operational responsibilities, and should be routinely evaluated and updated.
10 Some emergencies will occur with enough warning that appropriate notification will be achieved to
ensure some level of preparedness. Other situations will occur with no advance warning.
11. The City may be unable to satisfy all emergency resource requests during a major emergency.
12. Tukwila residents, businesses and industry will have to use their own resources and be self-sufficient
during an incident for a minimum of three days, and most likely for much longer.
13. Re-establishment of City essential functions and basic infrastructure — such as utilities, transportation,
and the economy — will be critical to returning to a "normal" situation.
14. A free market economy and existing distribution systems will be maintained as the primary means for
continuing operation of the City's economic and private sector systems. Normal business procedures
may require modification to provide essential resources and services.
15. Due to transportation limitations, incident response services and supporting resources will be those
locally available for the initial three days or more.
16. Emergency medical facilities will be overloaded and a shortage of supplies will exist.
17. Shortages of emergency response personnel will exist, creating the need for auxiliary Fire, Police,
search and rescue, emergency medical, transit, and Public Works personnel. Private sector support will
be needed to augment government response and recovery efforts.
18. Human -caused incidents may occur at any time. The initial response to these incidents will be by
emergency responders (Fire, Police, emergency medical, and Public Works). Specialized hazardous
materials response teams may be overloaded by multiple incidents. Incidents occurring near or across
jurisdictional borders will require multi -jurisdictional coordination, communications and/or response.
29. Terrorist attacks upon the United States are possible; it is assumed that military and governmental
centers, and those with concentrations of industry and population, will be principal targets.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
A. GENERAL
1. The Tukwila Emergency Management Division is responsible for providing emergency management
service coordination and leadership for the City.
2. The City Emergency Operations Center (EOC) is the focal point of the emergency management
organization in Tukwila. Prior to an emergency, mitigation and preparedness activities are the
responsibility of each City department and supporting agency. During incidents, the EOC will include
City department representatives as needed and selected representatives from other outside support
agencies. These support agencies consist of organizations like the American Red Cross and Salvation
Army, King County Zone Coordination liaisons, special purpose districts and private utilities. During
large incidents, liaison personnel from King County, Washington State and/or Federal agencies may
respond to the EOC.
3. During emergencies, the need for rapid decisions and actions may require that emergency management
plans and procedures replace normal City policies and procedures. Emergency Powers, as authorized
in TMC 2.57.030, may be used to ensure the safety of life, protect public property, the environment, and
allow economic survival of the community.
B. INCIDENT MANAGEMENT CONCEPTS AND ACTIVITIES
In government and supporting organizations, normal day-to-day organizational structures and chains of
command will be maintained insofar as possible.
2. The elected and appointed City officials, City departments, and supporting organizations will retain their
identity and autonomy, but will function under this Plan as an emergency organization under the direction
of Tukwila's Mayor. The essential activities of the emergency organization will be coordinated by the
Tukwila Emergency Management Division. Emergency operations will be conducted on a 24-hour basis
as needed, at the City Emergency Operations Center (EOC).
3. City department plans and procedures will be used by supervisors and employees when carrying out
essential activities necessary to the accomplishment of responsibilities assigned to City departments.
4. All City departments are responsible for ensuring effective operations and using all available resources,
including mutual aid, to manage the emergency within their respective areas prior to requesting
assistance from the EOC.
5. The City will use all contracts, agreements and mutual aid resources prior to requesting support from
King County government. In turn, King County government will use all mutual aid resources before
requesting assistance from Washington State government.
6. All public information disseminated to the news media on City emergency operations and services will be
released only with the approval of Tukwila's Lead PIO, to ensure release of compatible and accurate
information.
7. When mutual aid is requested, the requesting/receiving organization will be in charge of the resource(s)
unless the specific mutual aid agreements direct otherwise.
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C. DIRECTION AND CONTROL
Generally
a. The City Emergency Operations Center (EOC) is the facility used for direction and control, and is
managed by the Tukwila Emergency Management Division. Within the EOC structure, personnel
from City departments coordinate mitigation, preparedness, response and recovery activities.
b. Direction and control of emergency management is the responsibility of Tukwila's Mayor, who may
delegate operational functions to City department directors, designated personnel, or others
pursuant to RCW 38.52.070(1). Tukwila's Mayor designates Tukwila's Director of Emergency
Management in accordance with TMC 2.57.070A.
C. City personnel will coordinate with County, State, other local governments and executive heads of
other political subdivisions within King County, to develop and implement efficient and effective
mitigation, preparedness, response and recovery from disasters and emergencies.
d. Liaisons are personnel from other organizations who do not have a direct response role but whose
supporting role is critical to the City's actions in the incident. Liaisons will be exchanged with other
organizations whenever possible to assist with coordination.
e. Policy decisions affecting City government are made by Tukwila's Mayor or his/her designee, who
may work from the EOC or a location of their choice, maintaining close contact with EOC
management. Tukwila's Mayor may choose to convene a group of advisors or may make
decisions based on information gathered by others. The EOC will be informed of all policy
decisions. Tukwila's Mayor has the authority to make and sign a Proclamation of Emergency,
which gives authority to use emergency powers. Emergency powers generally include emergency
purchasing and resource procurement. The Tukwila Fire Chief — acting as Tukwila's designated
Director of Emergency Management — or his/her designee is responsible for direction and control
of City resources and the implementation of the Comprehensive Emergency Management Plan.
During a proclaimed emergency, coordination issues or operational decisions that significantly
impact more than one City department may be handled by personnel in the EOC. Tukwila's
Emergency Management Director informs the Tukwila Mayor's Office of major situations and
decisions in regards to the emergency. In return, Tukwila's Mayor informs the EOC of all policy
decisions concerning the incident.
The Director of each City department is responsible for providing qualified and trained personnel to
the EOC, and to their respective organizations to carry out essential activities assigned. City
department directors shall assign representatives (ideally, four deep) to the EOC for pre -incident
training and exercises, and for coordination duties during incidents when requested. Specific
equipment or materials that are not normally found in the EOC, but are necessary for coordinating
activities, should be provided by the City department to the EOC representative. A contact point
for all emergency management activities will be provided when necessary, in areas of mitigation,
preparedness, response and recovery.
Major decisions made at the City department level will be transmitted to the EOC for
dissemination, as other City departments may be impacted or may have similar issues to address.
Because of the complexity of emergencies, City departments may be responsible for functions or
operations that do not normally fall within their scope of responsibility, and will find that they must
work closely with other public, volunteer and private agencies to ensure success.
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All City employees may be used during times of emergency as requested and directed by
Tukwila's Mayor and/or Tukwila's Director of Emergency Management in accordance with TMC
2.57.030(7).
2. Continuity of Government
a. In the absence of the Mayor, the Council President shall become the Mayor Pro Tempore and
perform the duties of the Mayor, except that the Council President shall not have the power to
appoint or remove any officer or to veto any ordinance.
b. If a vacancy occurs in the office of the Mayor, the City Council — at their next regular meeting —
shall elect from their number a Mayor who shall serve until a Mayor is elected and certified at the
next municipal election.
C. Per TMC 2.04.050, at all meetings of the City Council, four members shall constitute a quorum for
the transaction of business. In the event that an incident reduces the number of City Council
members, causing a Council vacancy, the remaining Council members will follow procedures as
directed in TMC 2.04.190 to fill the vacancies as soon as practicable.
Directors of all City departments will designate successors to ensure continuity of leadership and
operations. A line of succession ideally four deep will be established for each City department, to
ensure the highest probability of representation availability during emergencies. Successors will
be able to assume roles and responsibilities for their department. A list of that succession will be
made available to, and a copy kept in, the EOC.
D. EMERGENCY OPERATIONS CENTER FACILITIES
The primary location of Tukwila's EOC is Fire Station #51 (also known as Fire Department
headquarters), located at 444 Andover Park East. Alternate locations are the Council Chambers at
Tukwila City Hall, 6200 Southcenter Boulevard, and the SeaTac Fire Department Headquarters, located
at 3521 South 170th Street in SeaTac, WA. Additional EOC options will be identified, if necessary, at the
time of an incident. Determination of which alternate EOC to use will be made by Tukwila's Director of
Emergency Management or their delegate, and be dependent on incident size, location, severity and
damage levels.
2. The Tukwila Public Works Department will locate other locations, if needed, and rent/lease an
appropriate facility in coordination with the Tukwila Emergency Management Division, if required.
3. All City departments should designate a central point for operations — such as a City Department
Operations Center (DOC) — during incidents, and coordinate activities with the EOC.
E. RESOURCE PRIORITIZATION STRATEGY AND CONCEPT
Emergency management provides the means for coordinating resources and assets necessary to
attempt to alleviate incident impacts on residents and public entities. Coordination occurs with Federal,
State, County, tribal and other local jurisdictions, as well as special purpose districts, volunteer agencies,
non -profits and private businesses.
2. During and following an emergency, the EOC will coordinate resources to support City departments.
The resource prioritization concept is to "do the most good for the most people". Special purpose
districts are responsible for their own emergency response plans and resources. If the disaster is multi -
jurisdictional in nature, King County Emergency Coordination Center will assist affected jurisdictions that
have legally proclaimed a State of Emergency.
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The EOC will prioritize resource acquisition in order to provide and achieve the following services:
a. Provide warning and support evacuations.
b. Support dissemination of emergency public information.
C. Maintain and/or re-establish communications to assist response actions.
d. Maintain and/or re-establish access to impacted areas and facilities.
e. Support search and rescue operations, medical care, and transport of survivors.
f. Support mass care operations including food, water and shelter.
q. Assist with the maintenance and/or restoration of critical infrastructure.
h. Protection of public property and the environment.
i. Protection and recovery of Essential Records.
j. Initiation of short- and long-term recovery efforts.
F. MITIGATION, PREVENTION & PREPAREDNESS ACTIVITIES
All primary and support agencies of the City will strive to ensure that personnel, property, essential records and
equipment are protected from the effects of incidents by complying with the Responsibilities section of this
Plan, and that appropriate emergency procedures and operating plans address and comply with City, State,
and Federal response and recovery guidelines.
G. RESPONSE & RECOVERY ACTIVITIES:
Response and recovery activities are detailed in the City of Tukwila's Administrative Manual and in
department/division policies and procedures, and appropriate State and Federal recovery guidelines.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
A ROLE OF THE FEDERAL GOVERNMENT
The Federal Government, through the Federal Emergency Management Agency (FEMA), shall provide
assistance to save lives and to protect property, the economy, and the environment.
B. ROLE OF WASHINGTON STATE GOVERNMENT
Washington State, through its Comprehensive Emergency Management Plan (CEMP), Emergency
Management Division of the Washington Military Department, and Emergency Operations Center (EOC),
coordinates all emergency management activities for the State to protect lives and property of the
people, and to preserve the environment.
2. The Washington State Governor is responsible for proclaiming an emergency, and for coordinating State
resources to address the full spectrum of actions to mitigate, prevent, prepare for, respond to, and
recover from incidents in an all -hazards context.
3. State government departments are responsible for providing various services such as specialized skills,
equipment and resources, in support of State and local government emergency operations.
C. ROLE OF KING COUNTY GOVERNMENT
King County government is responsible for its government services and providing them to
unincorporated King County, as well as those jurisdictions that have contracted for King County
government services for their cities. King County is also responsible for supporting local jurisdictions
when local resources and/or capabilities are exceeded.
2. The King County Executive is responsible for proclaiming an emergency, and coordinating County
resources to address the full spectrum of actions to mitigate, prevent, prepare for, respond to, and
recover from incidents in an all -hazards context.
D. CITY OF TUKWILA ("CITY") RESPONSIBILITIES
The City is responsible for providing mitigation, preparedness, response and recovery within the boundaries of
the City, except where contracts or agreements with the County or State are in place for such services. The
use of geographic divisions for King County (Emergency Coordination Zones) is integral to resource
management for the City, and these zones are responsible for certain resource coordination functions. The
Regional Disaster Coordination Framework for Public and Private Organizations in King County -Omnibus Legal
and Financial Agreement is a voluntary agreement that defines the legal platform for resource sharing among
King County jurisdictions, tribes, and private sector signatories. King County Emergency Management Zones 1
and 3 have emergency coordinators, and the Seattle Office of Emergency Management serves as the Zone 5
coordination center. See Figure E for a current map of King County Emergency Management zones and
jurisdictions.
E. ROLE OF CITY DEPARTMENTS, GENERALLY
CEMP Section BP05 details the basic responsibilities for emergency management operations provided
by and through the City. Detailed responsibilities and essential activities are found in the appropriate
Emergency Support Functions (ESFs), appendices, and annexes to this Plan. City Department -level
operating procedures detail how individual City departments shall meet their responsibilities as
delineated in this Plan.
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2. Each City department has basic responsibilities in the four phases of emergency management:
mitigation, preparedness, response, and recovery.
3. The Tukwila Emergency Management Division, subject to direction and control of the Tukwila Fire Chief,
will be responsible to Tukwila's Mayor for activating, establishing and directing activities in the EOC, and
for coordinating emergency management programs for the City.
4. Many mitigation/prevention, preparedness, response and recovery issues are identified in this Plan.
Each City department is required to establish internal plans and procedures discussing how they will
carry out assigned tasks as identified in this Plan. In addition to participating in training and exercise
programs initiated by the Tukwila Emergency Management Division, all City departments will conduct
training and exercises on their own internal plans and procedures as they deem necessary.
(See Appendix 4-Training, Drills and Exercise).
BASIC RESPONSIBILITIES OF ALL CITY DEPARTMENTS:
1. Departmental Mitigation/Preparedness:
a. Assign an executive -level representative to the City Emergency Management council.
b. Identify department Line of Succession (ideally at least four deep), and provide this information to
the Tukwila Emergency Management Division annually.
C. Assign department EOC Representatives (ideally at least four deep) to the EOC for training and
incidents. This information will be updated and provided to the Emergency Management
Coordinator on a quarterly basis.
d. Ensure that department EOC Representatives have taken the appropriate required National
Incident Management System (NIMS) training for NIMS compliance, and retain certification
documents at the department level for audit purposes.
e. Develop department procedures that increase capabilities to respond to and recover from
emergencies. These procedures should include the identification and notification of critical staff;
identification of essential records, including location and security backup copy; planning for and
allocating equipment and supplies; preparedness training of employees; and procurement and
storage of emergency supplies.
Develop a Continuity of Operations Plan (COOP) and recovery plan that addresses the long-term
restoration and continuity of services and facilities following an emergency.
Inventory resources (equipment and teams) using the National Incident Management System
(NIMS) Resource Typing categories, and provide the Tukwila Emergency Management Division
with an inventory of these resources annually.
Coordinate department public information and contacts with the media with the City JIC and/or
incident -designated Public Information Officer (PIO).
Ensure that training is provided to employees for personal preparedness and readiness to respond
to emergencies.
Establish a mitigation program to protect employees, facilities, essential records, equipment, and
programs.
k. Ensure that all employee work areas are safe and clear of equipment or supplies that may
compromise access/egress routes and/or injure employees.
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I. Participate in emergency management training and exercises to test City plans and procedures.
m. Train department employees on COOP and procedures, to ensure operational capabilities and
facilitate an effective response.
n. Ensure that equipment and tools are protected from seismic activity (computer and file server tie -
downs, secure file cabinets, shelving, and storage areas, etc.).
o. Ensure that adequate emergency supplies and equipment for a minimum of three days are
budgeted, procured and available for department staff.
p. When appropriate, develop mutual support agreements with other similar or peer departments or
organizations in other jurisdictions.
q. Develop procedures to re-establish department operations, including notification of critical
personnel, assessment of damage and resources, relocation of critical department functions, and
estimated time to open for business.
r. Develop procedures to document all costs of incident response and recovery.
Departmental Response and Recovery:
a. Provide Rapid Impact Assessment (RIA) information to the EOC and incorporate information back
into their department efforts.
b. Assign and set department priorities for the response and recovery phases of incidents impacting
the City.
C. Ensure the effective coordination of emergency response and recovery operations for each
department using the National Incident Management System (NIMS), and the Incident Command
System (ICS).
d. Ensure the establishment of department operational procedures and Department Operating
Centers (DOCs), if needed.
e. Provide support to other ESFs as outlined in the CEMP when required.
f. Provide resources and representatives to the City EOC as requested.
g. Provide public information officers or support personnel to the Joint Information Center (JIC) as
required.
h. Assist in collecting information and compiling data for operational reports necessary to emergency
operations.
i. Determine status and availability of department facilities, equipment, essential records and
personnel, and report to the City EOC any damage of department -occupied facilities, equipment,
essential records or resources.
Provide available department resources (supplies, equipment, essential records, services,
personnel), as coordinated through the City EOC.
Provide staff and resources to other City departments, other jurisdictions, and/or the County, if
available.
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Track, summarize and report emergency purchases and utilization of other resources, including
personnel, based on guidance from the Tukwila Finance Department and/or FEMA.
m. Return department activities to normal levels as soon as possible following an incident.
DEPARTMENTAL AREAS OF RESPONSIBILITY
1. The Tukwila Emergency Management Division shall:
Lead and manage the EOC in accordance with established procedures, protocols and NIMS, when
appropriate.
Advise and assist City officials on direction and control of emergency operations, and act as liaison
with appropriate organizations as requested.
Represent the City as coordinating agent and prepare requests for emergency resources from
King County Government, Washington State Emergency Management and/or Federal agencies.
Provide advice and assistance for the preparation and dissemination of emergency information,
and establish a City Joint Information Center (JIC), if appropriate.
Collect emergency operations information, analyze data, and prepare operational reports.
Coordinate with the Tukwila Information Technology Department to ensure that a system of
communications is in place that is capable of meeting the emergency operations requirements of
City government.
Maintain, operate, coordinate and recommend the appropriate use of public warning systems as
they pertain to the City.
Develop and coordinate the preparation and use of emergency plans necessary to accomplish
mitigation, preparedness, response and recovery.
Advise and assist City officials in obtaining and using military support to civil authority.
2. Tukwila's Director of Emergency Management shall:
a. Direct the activation and operation of the EOC.
Provide assistance in analyzing emergency planning on issues affecting City emergency
management.
Advise Tukwila's Mayor and/or Mayor Pro Tern on incident -related impacts, actions and efforts.
Prepare the Proclamation of Emergency for the Tukwila Mayor's signature.
Report to Tukwila's Mayor and City Council on incident conditions and the City's overall
operational status.
Advise Tukwila's Mayor and City Council regarding emergency policies and decisions.
Represent the City in regional coordination, resource management, and public information
situations.
Support and participate in emergency management training, exercises and post -incident reviews,
in the effort to improve the City's capability and emergency plans.
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3.
4.
5.
6.
Tukwila's Emergency Manager shall:
a. Serve as EOC Manager when activated.
b. Coordinate with King County Office of Emergency Management for support prior to and during
incidents.
C. By signing emergency worker cards, authorize and ensure that all emergency worker volunteers
are appropriately registered to provide service.
Tukwila's Mayor shall:
a. Proclaim a State of Emergency, when necessary to accomplish response and recovery efforts.
b. Provide leadership and play a key role in communicating incident information and directions to the
public.
C. Formulate major policy and administrative decisions necessary for the continuity of City
government.
d. Preserve the continuity of the Tukwila Mayor's Office.
e. Inform the public through the use of the Joint Information Center and media.
f. Authorize the use of all available City resources.
g. Request Mutual Aid and/or assistance through the EOC from other jurisdictions, the County or
State, when needed.
h. If necessary, request County, State and/or Federal assistance through the King County Executive
and/or Governor of Washington State when the City's capabilities have been exceeded or
exhausted.
The Tukwila Mayor's Office shall:
a. Liaison with major businesses within the City.
b. Assist in the preparation and delivery of public information.
C. Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
Tukwila's City Council shall:
a. Provide for continuity of Tukwila's City Council, in order to continue legislative duties.
b. Pass ordinances and motions pursuant to Proclamations of Emergency, and appropriate funds as
needed for incident mitigation, preparedness, response and recovery.
C. Conduct public meetings and actions to assist in reassuring and informing the public, and to
identify public needs.
d. Assist in public information and the dissemination of emergency information coordinated with City
Joint Information Center (JIC) and Public Information Officers (PIOs).
e. Direct resident requests for assistance to appropriate City departments.
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7
8.
9.
Tukwila's City Attorney shall:
a. Advise City government officials on legal matters relating to emergency management authority and
responsibility.
b. Provide legal review of ordinances, resolutions, contracts and other incident -related documents
during emergency situations.
C. Represent City government in all criminal and civil proceedings in which it may be a party as a
result of emergency planning and operations.
d. Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
Tukwila's City Administrator shall:
a. Serve as the Joint Information Center Supervisor/City PIO when the EOC is activated.
b. Advise Tukwila's Mayor or Mayor Pro Tern on City operational concerns, policy and/or actions.
C. Participate in emergency management trainings, exercises and post -incident reviews, to support
improvement of City capability and planning.
The Tukwila Public Works Department shall:
a. Direct and control flood -fighting resources provided by the City.
b. Provide critical information and warning to all City departments and the EOC of impending floods,
levees, and/or dam failures on rivers impacting the City.
C. If needed, provide necessary facility repairs/renovations to City -operated buildings or alternate
facilities to tenants of City -operated buildings, provided funding is available and permits allow.
d. Provide staff resources, on request and if able, to assist all City departments with necessary facility
repairs/renovations or to locate alternate facilities.
e. Ensure that all City -operated facilities come into compliance and adhere to appropriate fire and
building codes as required through capital improvement or operational maintenance to minimize
hazard potential.
Within the confines of available resources and budget, provide personnel, equipment and facilities
as required to support City emergency management operations to the extent allowed by code and
budget. Resources provided include facility acquisition for alternate Emergency Operations
Centers (EOCs), equipment, supplies, and skilled workers to perform construction and
maintenance tasks at City facilities.
Provide leased property for City emergency management operations, as required and as feasible
based on policy and budget.
Provide designated trained personnel to the EOC for damage assessment of City facilities.
Coordinate the rehabilitation and restoration of damaged or destroyed City -operated facilities.
Advise the EOC and City leadership regarding codes, policies and procedures for response and
recovery associated with City roads, bridges, and facilities.
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Maintain liaison relationship with utility providers and special purpose districts responding to an
incident within or which impacts the City.
Coordinate flood protection with King County and the US Army Corps of Engineers through
emergency channel improvements; emergency bank stabilization; and other flood mitigation,
protection, and prevention projects.
m. Provide response teams to inspect and monitor stormwater flow control facilities, and to evaluate
drainage problems.
n. Coordinate and provide for the assessment of damage to City wastewater systems, facilities and
conveyances.
o. Coordinate and compile essential damage assessment information for City government.
p. Assess property damage; provide information and assessments to the EOC.
Assist with the disposal of residential and commercial solid waste by providing emergency
temporary debris staging and reduction sites, if appropriate.
Assist in monitoring and reporting environmental hazards.
Provide Geographic Information System (GIS) support to the EOC as requested during activations.
Provide assistance in preparation and dissemination of incident public information as coordinated
by the City JIC and/or City PIO.
U. Coordinate emergency transportation services with other private and public transportation
providers for the movement of people, equipment and supplies.
V. Assist first responders (Fire, Police, emergency medical services) with barricades and other traffic -
related activities.
W. Report to the EOC any damage of roads, bridges, department facilities, equipment or resources.
X. Coordinate and provide for the maintenance, repair, construction or restoration of damaged or
destroyed City roads, bridges, and transportation facilities.
y. Comply with all Basic Responsibilities of City Departments.
The Tukwila Community Development Department shall:
Provide staff and resources necessary to inspect structures for other City departments to identify
necessary repairs to facilities, to ensure return to service as soon as possible following an incident.
b. Provide personnel to conduct on -site inspections of structures within the City, to determine if
buildings are safe for use or if entry should be restricted or prohibited.
C. Provide an emergency permitting and inspection program for the repair and reconstruction of
damaged buildings during the recovery period.
d. Coordinate and compile essential damage assessment information for City government.
e. Assess property damage and provide information and assessments to the EOC.
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12
f. During and following incidents, make recommendations for enforcement, alterations or revisions to
City ordinances, codes and regulations pertinent to the Department.
g. Oversee compliance with City, County and State ordinances, acts and requirements during
recovery.
h. Assist in collecting information and compiling data for operational reports necessary for emergency
operations.
i. Provide GIS Support as requested and able.
j. Provide assistance in preparation and dissemination of incident information, in coordination with
the City JIC and/or City PIO.
k. Assist in identifying and reporting actual or potential environmental and human -caused hazards.
I. Coordinate the abatement of dangerous buildings and structures in the City.
m. Assist in planning, permitting and design of public shelters, by providing engineering and
architectural support.
n. Comply with CEMP Section BPO5-F, "Basic Responsibilities of All City Departments".
The Tukwila Police Department shall:
a. Provide basic police services, respond to 911 calls, conduct follow up criminal investigations, and
apprehend criminals based upon priorities as available for a specific incident.
b. Prevent and control civil disorder, pre and post incident as resources allow.
C. Monitor and report hazards such as impacts to infrastructure (road impacts), the environment
(flooding), suspicious devices and other hazards, as able.
d. Provide security to the EOC, shelters, food and water distribution, and staging areas, as resources
allow. Identify other security resource alternatives that can provide this work.
e. Coordinate with SCORE and the King County Department of Adult and Juvenile Detention for the
ongoing support of jail services.
f. Direct and control the use of available resources required to conduct search and rescue
operations.
g. Assist in emergency information and notification through available resources and methods, as
able.
h. Comply with CEMP Section BPO5-F, "Basic Responsibilities of All City Departments".
The Tukwila Fire Department shall:
a. Lead and provide logistical support for all fire, hazardous materials, and medical operations.
b. Coordinate and provide triage and basic life support care.
C. Provide medical support at City shelters as requested by shelter operators.
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TUKWILA, WASHINGTON CEMP
BPO 5: RESPONSIBILITIES
d. Coordinate and provide mortuary services support to the King County Medical Examiner, as
requested.
e. Coordinate with Public Health —Seattle & King County on health and medical public information,
including release of information regarding identification and confirmation of victims.
f. Coordinate, provide or contract for Critical Incident Stress Management services for City staff and
regional partners as appropriate.
g. Maintain incident records, including collection and recording of medical and death data information
for required operational reports.
h. Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
13. The Tukwila Human Services Office shall:
a. Serve as liaison with King County housing, Tukwila Department of Community Development, and
mental health services relative to emergency response.
b. Assist with the coordination and provision of mental health support as necessary, to help persons
suffering from reactions to the incident.
C. Serve as liaison to local, County and State volunteer efforts targeted toward addressing human
service needs.
d.
Assist with the planning, establishment and operation of emergency shelter and mass care needs,
as requested and as resources allow.
e.
As appropriate, coordinate and serve as liaison to assist the access of social services programs,
during emergencies.
f.
Maintain liaison relationship with organizations that provide outreach to populations with access
and functional needs, to identify options to meet the needs of these individuals as part of an
incident response.
g.
Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
14. The Tukwila Parks and Recreation Department shall:
a.
Lead the coordination of emergency reception centers and/or emergency shelter for general,
medical and unique populations as necessary, including identification and establishment of
facilities, assignment of trained city staff, and partnership with support agencies.
b.
Assist in supporting ongoing emergency shelter operations in partnership with the American Red
Cross, if utilized, and with Regional Animal Services of King County for pet shelter operations.
C.
Work with the EOC's mass care branch to include providing personnel and resources for planning,
coordination and distribution of food and water resources for shelters, residents and all City
departments.
d.
Assist in identifying locations for temporary debris deposit sites.
e.
Depending upon available staff, assist with the screening and placement of emergent volunteers.
f.
Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
October 2013
Comprehensive Emergency Management Plan Page BP05-9
55
TUKWILA, WASHINGTON CEMP BPO 5: RESPONSIBILITIES
15. The Tukwila Information Technology Department shall:
a. Develop and maintain a program for protection of the City's technology infrastructure, and for
restoration of the City's network, desktop/laptop computers, and applications that support data
collection and processing resources prior to, during and following emergencies.
b. Provide redundant and durable telecommunications services to all City departments for emergency
operations as appropriate and able.
C. Facilitate communication to City staff and the public through the administration of the Intranet, City
website, AM1640, TV21, and any other available lines of communication.
d. Provide communication resources to support emergency operations for all City departments,
including but not limited to internet, phones (cell &VoIP) computers, radios, and push -to -talk
service.
e. Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
16. The Tukwila Finance Department shall:
a. Provide assistance in the preparation of City government emergency operating reports by
providing budgetary, fiscal and program development analysis and data, relevant to emergency
operations and management provided by City government.
b. Develop and implement emergency financial and procurement procedures.
C. Establish a unique project number for each incident for all incident -related expenses.
d. Provide licensing services as soon as is practicable following an incident .
e. Establish provisions for emergency signature authority for City checks and/or credit accounts
during incidents.
f. Provide procurement staff to the EOC.
g. Provide assistance in emergency contracting, financial management and accounting support, and
in the preparation of City government emergency financial reports.
h. Provide for the receipt, disbursement and accounting of funds provided to City government for
emergency welfare services.
i. Provide emergency procedures for purchasing and tracking of equipment and supplies, needed by
City departments and other outside governmental agencies, which are required to provide City
government emergency services.
j. Provide guidelines and assistance to all City departments on tracking, summarizing and reporting
emergency purchases, and on utilization of other resources, including equipment and personnel.
k. Gather, interpret and report information on emergency costs and expenditures.
I. Project the costs of various incident recovery options; prepare fiscal plans and projected budgets
for incident response and recovery.
m. Provide risk management services as soon as is feasible, focusing on City response and recovery
issues.
October 2013
56
Comprehensive Emergency Management Plan
Page BPO5-10
TUKWILA, WASHINGTON CEMP
BPO 5: RESPONSIBILITIES
Comply with CEMP Section BPO5-F, "Basic Responsibilities of All City Departments".
Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
17. The Tukwila City Clerk's Office shall:
a. Serve as custodian of official records and perform certification of incident documents.
b. Oversee the preparation and publishing of official legal notices related to an incident.
Oversee the preparation and publishing of official legal notices and/or agendas for Special
Meetings of Tukwila's City Council related to an incident as may be necessary.
Oversee the preparation of contracts, agreements, ordinances, resolutions or other documents
that require approval or execution related to an incident or to provide on -going services.
e. Consult with and make available to all City departments services for the protection and
management of critical records as able.
Provide all City departments with guidelines for recovery of records after an emergency, and assist
in the recovery of damaged records when feasible.
Provide recording services as soon as is practicable following an incident.
Provide interdepartmental mail service as soon as is practicable.
Provide personnel to record and protect all documents (incident reports, logs, etc.) relevant to an
incident.
j.
Oversee updates to the City's automated phone system regarding the status of the City and
access to City facilities.
k.
Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
18. The Tukwila Human Resources Department shall:
a.
Support the recruitment, allocation and general management of labor forces required during
emergency operations, which may include supporting the staffing requirements of the EOC.
b.
Provide for the identification, recruitment and allocation of City employees for emergency
operations in coordination with other City departments.
C.
In conjunction with City departments, plan for and develop procedures to call back into service
selected City employees on vacation or days off under the provision of TMC 2.57.030(7).
d.
In coordination with the Tukwila Emergency Management Division, plan for and implement
procedures to manage emergent volunteers.
e.
Establish liaison to work with the Tukwila Emergency Management Division to facilitate
coordination and allocation of personnel resources.
f.
Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
October 2013
Comprehensive Emergency Management Plan Page BP05-11
57
TUKWILA, WASHINGTON CEMP
BPO 5: RESPONSIBILITIES
19
20
21
W11
The Tukwila Municipal Court shall:
a. Provide for continuity of Court operations.
b. Continue to operate the Tukwila Municipal Court as efficiently as possible, in order to maintain due
process of law in civil and criminal justice matters.
C. Perform coordination with other City departments and outside governmental agencies — such as
the Tukwila Human Services Office, Tukwila's City Attorney, King County Courts and King County
Department of Adult and Juvenile Detention — to ensure efficient trial operations.
d. Comply with CEMP Section BP05-F, "Basic Responsibilities of All City Departments".
King County government shall:
a. Provide coordination of election services as resources allow.
b. Provide animal services, including establishment and operations of pet and stray shelter locations
as able.
C. Provide continuation of adult and juvenile detention services as able.
d. Support transportation requests for assistance with available resources, which may include but is
not limited to buses, road maintenance, fleet vehicles, etc.
e. Coordinate with regional resources post -incident housing for residents displaced by emergencies.
f. Provide warning and notification of impending or actual incidents.
g. Act as applicant agent on behalf of the City in the recovery process following a Presidential
declaration. Advise City officials on emergency administrative and recovery procedures and
requirements.
Public Health —Seattle & King County shall:
a. Coordinate and provide emergency health services including communicable disease control,
immunizations, and quarantine procedures. Coordinate and provide triage and limited first aid
care and treatment of minor injuries at Public Health facilities.
b. Investigate possible food- and water -borne illness and zoonotic disease outbreaks.
C. Provide staff and resources as the lead agency in King County for bio-terrorism planning,
response, recovery and mitigation.
d. Plan, coordinate, resource, and provide shelters for medically fragile populations when needed.
e. Coordinate and provide Public Health assistance for regional mass care shelter operations.
Other Agencies/Organizations
The City does not have any direct authority over outside supporting agencies like the American Red
Cross, Salvation Army, Washington Voluntary Organizations Active in Disasters (WAVOAD), King
County Fire Chiefs Association, etc. The basic responsibilities listed for all City departments are
recommended for all outside supporting agencies as well. Additional specific outside agencies and
associations are listed in appendices to the Emergency Support Functions (ESFs), or in individual City
Department operating procedures or resource lists.
October 2013
Comprehensive Emergency Management Plan
Page BP05-12
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
EMERGENCY SUPPORT FUNCTION RESPONSIBILITY MATRIX
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October 2013 Comprehensive Emergency Management Plan BPO Figures Page 1
59
. . TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
CITY OF TUKWILA LEVEL ONE ACTIVATION
Level I Activation, may involve physical setup of the EOC in a standby mode, but more commonly
brings one or two EOC staff members in to just monitor the situation, depending on the nature of the
incident. Additional "sections" may be added or deleted by the EOC Manager as needed.
Key personnel will begin to monitor events, evaluate required resources, and forecast future impacts.
Personnel will generally be limited to Emergency Management staff and a Public Information Officer,
though commonly at least one Department Operations Center will have been activated.
Refer to Section D, "Organization" of BPO 1, "Introduction"
October 2013 Comprehensive Emergency Management Plan BPO Figures Page 2
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
CITY OF TUKWILA LEVEL TWO ACTIVATION
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Level II Activation requires physical setup of the EOC. An EOC Manager and Public Information
Officer (PIO) will be assigned to the EOC, along with representatives of departments actively
involved in the event/incident. The EOC Manager will recommend staffing levels for the EOC
consistent with current and projected incident activity. If a "section" is not filled, the duties and
responsibilities of that section automatically become the responsibility of that section's supervisor.
Typically, this type of activation will occur when two or more departments are actively involved in
event/incident activities. The function of this activation level is to facilitate face-to-face communication
between involved departments. The EOC Manager may invite representatives of outside agencies -
such as utility companies or the Tukwila School District - to come to, and be part of, the EOC.
Refer to Section D, "Organization" of BPO 1, 'Introduction"
October 2013 Comprehensive Emergency Management Plan BPO Figures Page 3
61
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
CITY OF TUKWILA LEVEL THREE ACTIVATION
MAYOR POLICY GROUP
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This is an example of a full activation of the EOC, with most sections staffed. Additional sections
may be added if the incident deems it. As the incident de-escalates, and with permission of the EOC
Manager, sections may also be removed. If any section is not filled, the responsibility of that section
falls on the supervisor of that section.
One of the purposes of a Level 3 activation is to ensure good department -to -department coordination,
including communications, and to coordinate issues on a city-wide basis. The Logistics section has two
purposes: to ensure the internal logistical needs of the EOC are met, and to help meet the logistical
needs of departments engaged in field operations. This level does not direct field operations in any
manner, although they may need to make decisions regarding resource allocation.
Refer to Section D, "Organization" of BPO 1, "Introduction"
October 2013 Comprehensive Emergency Management Plan BPO Figures Page 4
62
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
KING COUNTY MAP OF
EMERGENCY COORDINATION ZONES
October 2013 Comprehensive Emergency Management Plan BPO Figures Page 5
63
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
WASHINGTON STATE
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October 2013 Comprehensive Emergency Management Plan BPO Figures Page 6
64
0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Public Works Department
SUPPORT AGENCIES
Tukwila Police Department
Tukwila Fire Department
King County Department of Transportation (KCDOT)
Washington State Department of Transportation (WSDOT)
Washington State Patrol (WSP)
Sound Transit
Private rail carriers
Private transportation services
Public Health —Seattle & King County (PHSKC)
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 1, "Transportation", ensures City transportation assets are effectively
organized, mobilized and coordinated to provide support, resources and assistance during and following an
emergency.
B. SCOPE
This ESF addresses the transportation activities during the response and recovery from incidents. Activities
include the assessment of the transportation infrastructure and use of transportation resources such as buses,
fleet vehicles, maintenance equipment and personnel, within the City and in coordination with regional partners.
C. PLANNING ASSUMPTIONS
1. Tukwila Public Works Department, Police Department and Fire Department staff will, when safe to do so,
patrol lifeline routes throughout the City looking for damage or interruption of these routes.
2. Previously -inspected transportation structures may require re-evaluation, if subsequent incidents occur
after the initial incident.
October 2013 Comprehensive Emergency Management Plan Page ESF1-1
65
TUKWILA, WASHINGTON CEMP
ESF 1: TRANSPORTATION
II - CONCEPT OF OPERATIONS
I_�el4kil4[L1II
In accordance with the CEMP and this ESF, the Tukwila Public Works Department is responsible for
coordinating and providing transportation support and services, and will actively support City response
and recovery efforts to the maximum extent possible. The City may utilize other transportation resources
as necessary. If City transportation capabilities are exceeded, assistance from King County, Washington
State and/or FEMA may be requested.
2. When it is necessary to activate this ESF, the Tukwila Public Works Department EOC Representatives
will be notified by the City Emergency Operations Center (EOC). The EOC Representative will notify
appropriate support agencies depending on the type of incident.
3. City departments which are responsible for - or provide support to - ESF 1 will activate their Department
Operation Centers (DOC) as needed.
4. When activated, the EOC will receive and coordinate transportation information and supply it to response
partners.
B. PROCEDURES
Basic procedures for transportation services are identified in the standard operating procedures and
emergency operating plans for the Tukwila Public Works Department and for each support agency.
2. Lifeline route assessment will be performed as soon as possible, and re-evaluated often throughout the
incident to ensure no significant changes have occurred that would cause the safety status of the route
to change.
3. A standard assessment form will be utilized by all agencies to facilitate consistent, accurate information
gathering.
4. The Tukwila Public Works Department will identify the most efficient and effective method of operating
the transportation system within the City, and will - as able -coordinate with King County DOT,
Washington State DOT, and transportation leads of adjacent cities to provide an integrated
transportation system.
5. The Tukwila Public Works Department will provide the EOC with notification of changes to the
transportation system as soon as identified and/or feasible to do so.
III — RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Public Works Department shall:
Organize, set Department priorities, and coordinate the emergency response efforts related to
Transportation.
b. Report the status of City, County and State roads, bridge facilities, structures and conveyances to
the EOC, as soon as possible following the initial incident and throughout the response and
recovery efforts.
Coordinate the planning and use of alternate transportation routes.
October 2013 Comprehensive Emergency Management Plan
Page ESF1-2
TUKWILA, WASHINGTON CEMP
ESF 1: TRANSPORTATION
Make temporary emergency repairs, bypasses or alterations to provisionally restore road and
bridge facilities, structures and conveyances.
e. Provide resources for the temporary and permanent closure, repair and restoration of City
transportation facilities, structures and conveyances, including roads and bridges, and road
maintenance facilities.
Return City road services to normal levels as soon as possible following the emergency.
g. Coordinate with the Tukwila Police Department to provide temporary traffic control
measures/devices and operational control of traffic signals, as appropriate.
Notify the EOC, Tukwila Police Department, Tukwila Fire Department, King County DOT — Transit
Division, Sound Transit, Tukwila School District, Valley Communications Agency, King County
Sheriff Office Communication Center, and other response partners of routes affected by partial or
total road closures and detours.
Coordinate the removal of debris on roadways, walkways, and any other City transportation
facilities.
j. Provide maintenance support for City -owned vehicles and equipment.
k. Purchase, store, track, manage, distribute, coordinate and replenish supplies and provisions for
response to transportation incidents.
I. Provide emergency vehicle transportation support and services for the movement of people,
equipment and supplies in the City.
m. Furnish vehicles, heavy equipment and supplies to assist the City with emergency operations, in
the response and recovery phases of an emergency.
B. SUPPORT AGENCIES
1.
2.
The Tukwila Police Department shall:
Notify the EOC of system deficiencies as soon as possible, and make recommendations for
reducing the impact of these damages on emergency responders and residents.
b. Provide support for traffic control and damage -assessment operations.
Coordinate with PW on the movement of equipment, personnel and additional assets, to ensure
the arrivals for these assets in a timely manner.
Provide security for critical transportation routes, as resources allow.
e. Assist with the dissemination of transportation information to the public, as coordinated through the
City JIC and/or City PIO.
The Tukwila Fire Department shall:
Notify the EOC of system deficiencies as soon as possible, and make recommendations for
reducing the impact of these damages on emergency responders and residents.
b. Provide support for traffic control and damage -assessment operations.
October 2013
Comprehensive Emergency Management Plan
Page ESF1-3
67
TUKWILA, WASHINGTON CEMP ESF 1: TRANSPORTATION
3. King County DOT, WSDOT, WSP, Sound Transit, Private Rail Carriers, Private Transportation
Services may:
a. Provide the EOC with information and status reports of transportation system entities that fall
under their authority.
b. Coordinate with the City for movement of people, equipment and supplies, as requested and when
able.
C. Support, when able and appropriate, stabilization and/or restoration of transportation infrastructure
systems.
4. Public Health —Seattle & King County may:
Work with healthcare partners to map critical transportation routes for the delivery of healthcare services,
to be used in regional transportation planning and emergency response.
IV — RESOURCE REQUIREMENTS
Resources needed could include: fleet, buses, and vans for moving individuals or animals; fleet repair vehicles,
equipment and staff for clearing lifeline routes; movement of supplies and resources; and providing
transportation access to critical facilities.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
October 2013
Comprehensive Emergency Management Plan
Page ESF14
. . TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Information Technology Department (IT)
Tukwila Communications Leader
SUPPORT AGENCIES
Tukwila Emergency Management Division
King County Office of Emergency Management
Valley Communications Agency (Valley Comm)
King County Sheriff's Office Communications Center
Washington State Emergency Management Division
I - INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 2, "Communications", organizes, establishes and maintains the
communications capabilities necessary to meet the operational requirements in preparing for, responding to,
and recovering from emergencies.
B. SCOPE
ESF 2 discusses the use and maintenance of communications systems for emergency management functions
within the City during an incident. Specific operating procedures and protocols are addressed in the procedure
manuals of all City departments.
C. PLANNING ASSUMPTIONS
Communications systems are vulnerable and may be damaged, destroyed or overwhelmed during and
following an emergency. Due to disrupted transportation routes, weather conditions, a lack of resources,
or the level of damage, repairs to communications equipment and the infrastructure could take days,
weeks or months.
2. Initial efforts will focus on coordinating lifesaving activities and re-establishing communications and
control in the incident area.
3. Alternate communications systems - such as amateur radio - will be used if and when the resources
exist.
II - CONCEPT OF OPERATIONS
A. GENERAL
Reliable communications capabilities are necessary for day-to-day operations, management of response and
recovery efforts, search and rescue missions, and coordination with other organizations. Communications
capabilities must be available for emergency management functions.
October 2013 Comprehensive Emergency Management Plan Page ESF2-1
••
TUKWILA, WASHINGTON CEMP
ESF 2: COMMUNICATIONS
Radio transmitting and receiving capabilities involve all City departments using the 800-MHz system as well as
ham and VHF and UHF frequencies. Non -City agencies - including the King County Emergency Coordination
Center (KC ECC), American Red Cross, Washington State Emergency Management, and local hospitals - are
also linked by radio to the EOC.
B. PROCEDURES
When conditions disrupt communications systems within the City, redundant systems will be utilized to
establish communications with the City EOC, City departments, leadership, King County ECC, State
EMD, and response partners.
2. The following is the list of City communication resources that may be utilized during incidents:
• 800-MHz radio
Air band radios
• Amateur radio
• Cellular phones
• City AHAB Siren
• City Cable Channel TV 21
• City Facebook
• City Intranet
• City Internet website
• City Radio Station AM 1640
• City Twitter
• CodeRED
• Email
• Emergency Alert System (EAS) operated by King County Government
• EOC Twitter
• GETS Cards
•• Internet -based Regional Public Information Network (RPIN)
Landline phones
• NOAA Weather Radios
• Pubic Address speakers on first response vehicles
Tukwila Police and Fire Command Vehicle
• VHF and UHF radio
• VoIP
• WPS-enabled phones
3. If all City capabilities are impacted, decreased or otherwise unusable, the City will request King County
Emergency Coordination Center provide radio transmission support, as their systems are able.
4. The regional 800-MHz radio system is managed and maintained by the King County Radio Shop. If
conditions cause the radio system to fail, the first priority will be to re-establish the system.
October 2013 Comprehensive Emergency Management Plan Page ESF2-2
70
TUKWILA, WASHINGTON CEMP
ESF 2: COMMUNICATIONS
5. A communication test will be conducted at least once a month by the Tukwila Emergency Management
Division, engaging all City Department Operation Centers (DOCs) and as many regional response
partners as able to participate.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
Tukwila Information Technology Department
The Tukwila Information Technology (IT) Department is responsible for coordinating the mainten-
ance and continued operations of all City communication systems, minus the 800mHz system.
b. If conditions cause City communication systems to fail, IT staff will work to re-establish systems
that have been identified as critical business applications and those which are required by incident
life -safety priorities.
IT will coordinate the assessment and restoration of communication systems with the Tukwila
Emergency Management Division, and begin recovery operations immediately following an
incident, to mitigate the loss of communications systems as much as possible.
B. SUPPORT AGENCIES
1. The Tukwila Emergency Management Division shall:
a. Identify a "Communications Leader" as early as possible.
b. In coordination with IT, conduct tests and exercises of communications systems, including testing
with other City departments.
C. Develop and maintain the City Communication Plan with appropriate notification lists, numbers,
and contact points.
d. Disseminate warning information received through external communication notification systems
(i.e., National Weather Service, State EMD) to all City departments.
e. Maintain emergency management communication equipment in serviceable and ready condition.
f. Request additional or alternate communications capabilities from regional partners, King County
and/or Washington State EMD, as needed.
g. Include communications as part of the City-wide emergency management training program.
h. Initiate and coordinate amateur radio service for the EOC.
2. King County Office of Emergency Management shall:
Provide redundant support of communication capabilities, as resources allow, if the City's
capabilities are overwhelmed or otherwise insufficient to support response and recovery efforts.
b. Activate the EAS network for public information and warning, per protocol or as requested by the
EOC or Incident Command.
October 2013 Comprehensive Emergency Management Plan
Page ESF2-3
71
TUKWILA, WASHINGTON CEMP ESF 2: COMMUNICATIONS
3. Valley Communications Agency shall:
a. Provide 911 services for fire and police contacts from Tukwila residents and businesses, to include
Police, Fire and emergency medical needs.
b. Initiate an EAS message on behalf of the City, when requested by a Tukwila incident commander
and/or EOC.
4. King County Sheriff's Office Communications Center shall:
a. Provide backup capability for 911 services, should Valley Comm not be functional.
b. Initiate/activate an EAS message on behalf of the City, when requested by a Tukwila incident
commander and/or EOC.
5. Washington State Emergency Management Division shall:
Provide redundant support of communication capabilities, as resources allow, if the City's or King
County's capabilities are overwhelmed or otherwise insufficient to support response and recovery
efforts.
IV - RESOURCE REQUIREMENTS
Sufficient technical and support staff will need to be provided from IT for 24/7 operations until critical
communications systems are established. Equipment and supplies should be secured, so that basic functions
can be established even if transportation routes in the region are compromised.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See the Basic Plan Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Public Works Department
SUPPORT AGENCIES
Tukwila Community Development Department
Tukwila Parks and Recreation Department
Tukwila Fire Department
King County Office of Emergency Management
Washington State Emergency Management
Public Health —Seattle & King County
King County Sheriff's Office (KCSO) Marine Unit
King County Department of Natural Resources and Parks
I - INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 3, "Public Works and Engineering", establishes roles and responsibilities
relating to the Tukwila Public Works Department and engineering resources and services, to ensure an
efficient, organized response and recovery to an emergency.
B. SCOPE
This ESF describes activities including:
• Damage assessment
• Debris and wreckage clearance
• Coordinating with local water, wastewater and sewer purveyors
• Temporary repair of essential facilities
• Inspection of facilities for structural condition and safety
• Emergency permitting and inspections
• Demolition of unsafe structures
• Emergency restoration of services and temporary repair of critical public facilities, including solid
waste, stormwater, flood protection, and wastewater treatment systems
• Assess and monitor flood conditions
• Providing response teams to inspect and monitor stormwater control facilities and evaluate
drainage problems
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TUKWILA, WASHINGTON CEMP
ESF 3: PUBLIC WORKS AND ENGINEERING
C. PLANNING ASSUMPTIONS
Communications systems are vulnerable and may be damaged, destroyed or overwhelmed during and
following an emergency. Due to disrupted transportation routes, weather conditions, a lack of resources,
or the level of damage, repairs to communications equipment and the infrastructure could take days,
weeks or months.
2. According to provisions of Tukwila Public Works and King County Water Treatment District's National
Pollution Discharge Elimination System (NPDES) permits, in emergency situations it may be necessary
for the Tukwila Public Works Department to bypass wastewater flows, to prevent loss of life, personal
injury or severe property damage. "Severe property damage" means substantial physical damage to
property, blocked or broken infrastructure that impacts the property, or damage to the King County
treatment facilities that would cause them to become inoperable.
3. The Tukwila Public Works Department is responsible only for initial inspection, repair and operation of its
City -owned facilities and conveyances, or to those agencies where there are contractual agreements to
manage facilities.
4. Property owners living in flood hazard areas are responsible for obtaining sandbags, sand and other
flood -fighting materials to protect their property during flood incidents. Property owners are responsible
for filling and placing sandbags, cleaning up sandbags after the flood incident, and meeting any other
regulations related to sandbagging activity. The City may provide sand and sandbags for private
property owners during flood emergencies to the extent that resources are available. Resource locations
will be posted on the City's website.
5. Previously inspected structures may require re-evaluation, if subsequent incidents occur after the initial
incident, or if the results of the initial inspection are inconclusive.
6. Accumulations of large woody debris that create a hazard to life safety, safe navigation, or property may
be designated a restricted area by the King County Sheriffs Office, per KCC 12.44.200.
7. Permitting fees and normal inspection procedures will stay in effect following an incident, unless
otherwise directed by Tukwila's City Council.
8. To survey damaged buildings for safety, the City utilizes the inspection guidance in the Applied
Technology Council - ATC-20-1, the field manual for post -earthquake safety evaluation of buildings.
9. Under a Proclamation of Emergency, City departments may need the authority to go on private property
to evaluate and repair utilities that jeopardize the integrity of public and private property or threaten
public health or the environment.
10. Rapid damage assessment of the impacted area will be required to determine potential workload.
11. Emergency environmental waivers and legal clearances may be needed for the timely disposal of
materials from debris clearance and demolition activities.
12. Assistance from the County, State and Federal governments may be needed to clear debris, perform
damage assessments, make structural evaluations, perform emergency repairs to essential public
facilities, reduce hazards by stabilizing or demolishing structures, or provide emergency water for human
health needs and firefighting.
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TUKWILA, WASHINGTON CEMP
ESF 3: PUBLIC WORKS AND ENGINEERING
A. GENERAL
II - CONCEPT OF OPERATIONS
When it is necessary to activate this ESF, a Tukwila Public Works Department EOC Representative will be
notified by the City EOC along with other appropriate support agencies, depending on the type of incident.
a *ll] 4 Bill :1*1
1. Tukwila's Public Works Department Director may activate inspection teams following a significant
seismic incident in the region (5.5 or greater magnitude), to coordinate inspection of flood protection
facilities and to determine the safety status of these facilities.
2. The Tukwila Public Works Department will respond to inquiries regarding river and drainage -related
flooding emergencies. Tukwila Public Works Department staff may also need to assess whether a
situation is potentially life threatening. If the seriousness of the situation cannot be determined over the
telephone, Department staff and/or a Flood Patrol will be dispatched to conduct an investigation.
3. The King County Department of Natural Resources and Parks - Water and Lands Resources
Division - may open the Flood Warning Center when the Cedar, Green, Snoqualmie, Tolt or White Rivers
or Issaquah Creek reach Phase II flood stage. Flood patrol teams will be sent out to monitor field
conditions when the Cedar, Green, Snoqualmie, Tolt or White Rivers or Issaquah Creek reach Phase III
flood stage or when the Flood Warning Center receives calls reporting serious damages to river control
facilities, per the Division's standard operating procedures.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Public Works Department shall:
Maintain operation of the public right-of-way, storm drain and street systems.
2. Coordinate with local water and sewer purveyors as appropriate, to identify and resolve issues where
regional and local facility operations could affect one another. The Department will communicate health
and environmental hazards to the EOC and other appropriate agencies.
3. Coordinate damage assessments of PW facilities, transportation routes and essential City -owned
buildings with the Tukwila Fire Department, the Tukwila Police Department, and City staff assigned to
this function. The Department will provide for emergency repair and restoration of City -owned facilities.
4. Provide debris removal, emergency protective measures, emergency temporary repairs and/construction
to:
Maintain passable vehicular circulation on priority routes.
Control flooding, on public drainageways or resulting from the failure of public drainageways.
Mitigate damage to public utilities.
Mitigate damage to any facility, public or private, resulting from the failure of public utilities.
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TUKWILA, WASHINGTON CEMP ESF 3: PUBLIC WORKS AND ENGINEERING
5. Coordinate damage assessments of PW facilities, transportation routes and essential City -owned
buildings with the Tukwila Fire Department, the Tukwila Police Department, and City staff assigned to
this function. The Department will coordinate with private utility companies and other private and public
organizations responsible for drinking water, sanitary sewer, electricity, natural gas, telephone and solid
waste collection services, to ensure all response and recovery operations within the City are done in an
efficient and effective manner.
6. Perform and/or contract for major recovery work, as appropriate, for City -owned buildings and Public
Works infrastructure.
7. Provide expertise and recommendations for stability of slopes and sensitive areas.
8. Provide GIS support to the EOC, as needed during activations.
9. In an emergency that impacts surface water and involves compliance issues under the Endangered
Species Act (ESA), the Department shall notify the US Army Corps of Engineers (USACE), or the
Federal Emergency Management Administration (FEMA), or both, of the emergency as soon as
possible. When time allows, the USACE or FEMA may provide guidance to the Incident Commander
before the IC undertakes an emergency action that may impact endangered species, threatened
species, or their critical habitat. Emergency actions necessary to protect human life, lessen the impact of
the emergency on significant infrastructure (dwellings or commercial buildings), protect the public health,
or prevent serious environmental degradation shall be made in a timely manner, at the discretion of the
Incident Commander. Formal notification and consultation shall be initiated as soon as practicable after
the emergency is under control.
10. Notify Public Health —Seattle & King County, the King County Waste Treatment Division, and the
Washington Department of Ecology of sewer overflows, according to the provisions of the Tukwila
NPDES permits and procedures.
B. SUPPORT AGENCIES
The Tukwila Community Development Department shall:
a. Support initial inspection of structural conditions and safety, as requested.
b. Provide building inspections of public and private buildings, as requested.
C. Provide planners and technical staff to support the Tukwila Fire Department, Tukwila Public Works
Department, and Tukwila Police Department with assessment, mapping and technical support.
d. Provide enforcement actions (closing buildings, limiting entry, etc.).
e. Provide expertise and recommendations for reconstruction, demolition and mitigation during the
recovery period, including advice regarding stability of slopes and sensitive areas.
f. Provide for the demolition of damaged and/or abandoned structures that pose a threat to human
safety.
g. Assess and make recommendations regarding environmental damage to bogs, creeks, streams,
slopes, bluffs, shorelines and lakes.
h. Review repair, reconstruction and replacement of structures for compliance with building, land use
and environmental regulations.
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TUKWILA, WASHINGTON CEMP ESF 3: PUBLIC WORKS AND ENGINEERING
i. Where necessary and appropriate, issue emergency permits to protect threatened public and
private improvements.
2. The Tukwila Parks and Recreation Department shall:
Identify appropriate staging areas as needed.
3. The Tukwila Fire Department shall:
Provide emergency building [structure] shoring, as resources are available.
4. King County Office of Emergency Management/WA State Emergency Management shall:
As able, facilitate resource requests and notifications to the appropriate agency for support of City
efforts.
5. Public Health —Seattle & King County may:
Provide staff and resources for assessing the health impacts of wastewater spills and overflows, as
resources allow.
6. The King County Sheriff's Office (KCSO) Marine Unit may:
a. Choose to use its authority to close a waterway or portion of a waterway to recreational use, if they
determine its use may pose a significant risk to public safety, under King County Code 12.44.
b. Issue bulletins or news releases or disseminate informational materials to advise the public of the
potential risks of large wood debris in the waterway.
7. The King County Department of Natural Resources and Parks may:
a. Activate a four -phase system to warn residents, businesses, property owners, school districts and
emergency response agencies of impending major river floods.
b. Activate the Flood Warning Center to provide critical information to residents, business and
response agencies during major river floods and earthquakes.
C. Provide Flood Patrol Teams to assess the operational status of river and drainage facilities, and
respond to emergency flooding conditions and flood -related complaints.
d. Assist in getting a significant number of personnel with engineering and construction skills, along
with construction equipment and materials from outside the impact area.
IV - RESOURCE REQUIREMENTS
Resource requirements will be determined at the time of the emergency.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See the Basic Plan Appendix 1, Definitions and Appendix 2, Acronyms.
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TUKWILA, WASHINGTON
' COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Fire Department
SUPPORT AGENCIES
Tukwila Police Department
Tukwila Public Works Department
Fire Authorities, Departments and Districts within King County
Valley Communication Center
King County Government
Washington State Emergency Management
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 4, "Firefighting", identifies direct service and coordination responsibilities of
the Tukwila Fire Department for fire resources during an incident.
B. SCOPE
This ESF applies only to the City of Tukwila, and is meant to be compatible with the King County Zone 3 Fire
Ground Incident Practices and Tactics, the King County Fire Resource Plan, the South Puget Sound Regional
Fire Resource Plan, and the Washington State Fire Services Resource Mobilization Plan.
C. PLANNING ASSUMPTIONS
The Tukwila Fire Department will provide and coordinate fire service or support of fire service activities
with other Federal, State and local organizations to support essential fire service operations. Provisions
covered under RCW 43.44.050 and KCC Title 17.04 outline the responsibility of the Fire Marshal in
investigating fires and what to do during emergencies. These provisions may include acting in an
advisory capacity to operational activities when a fire chief has made such a request.
2. The King County Fire Chiefs' Association or the Zone 3 Ops Chiefs will provide personnel to the King
County Emergency Coordination Center (ECC) in order to coordinate regional fire services within Zone 3
and/or King County and with other jurisdictions.
3. The King County Multiple Casualty Plan, King County Fire Resource Plan, the South Puget Sound
Regional Fire Resource Plan, and the Washington State Fire Services Resource Mobilization Plan are
utilized within King County.
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TUKWILA, WASHINGTON CEMP
ESF 4: FIREFIGHTING
II — CONCEPT OF OPERATIONS
A. GENERAL -- FIRE ZONES AND MUTUAL AID
King County is divided into three Fire Zones. Tukwila is located within Fire Zone #3. The King County
Fire Resources Plan (separately published document) provides for the coordination of County -wide fire
resources during localized emergencies.
2. The Fire Department has mutual aid agreements (MAA) with numerous agencies throughout King
County. Assistance may be requested through existing mutual aid agreements when local resources are
inadequate, as outlined in RCW 39.34.030.
3. In situations when local mutual aid is not available or has been expended, the provisions for
regional/State fire mobilization apply, and the City may request assistance through the King County ECC
and/or the Washington Emergency Management Division (WA EMD). All requests from the City to the
County and/or State will be coordinated through the EOC.
4. The Zone 3 Fire Service Coordinator will coordinate the distribution of incoming fire resources in major
emergencies involving areas greater than a single Fire Zone. Coordination for Zone 3 activities shall be
through the King County Zone 3 Fire Coordinator and the King County ECC. Communications for this
coordination will normally be between the City's EOC and the King County ECC. The Zone 3 Fire
Service Coordinator will commonly be set up at Valley Communications.
B. PROCEDURES
Fire Department operational procedures are determined by City fire officials, and are available in the Fire
Department Policy Manual.
2. Response procedures are consistent with Incident Command System standards as set forth by the
National Incident Management System (NIMS), as well as the King County Zone 3 Fire Ground Incident
Practices and Tactics, the King County Fire Resource Plan.
3. The King County International Airport resides in two city jurisdictions: the City of Seattle and the City of
Tukwila. If an "aircraft only" incident occurs at the King County International Airport and requires
coordination of multiple agencies and additional resources, the King County Sheriffs Office will serve as
the lead agency, unless they delegate lead agency status to the city jurisdiction having authority. If there
is a non -aircraft fire, the jurisdiction having authority over the location of the fire will be the lead agency.
III — RESPONSIBILITIES
A. PRIMARY AGENCY
In support of ESF 4, the Tukwila Fire Department shall:
Provide fire suppression and control, and immediate life safety services within Tukwila and fire service
contract areas, as available.
2. Implement the King County Fire Resource Plan, when appropriate.
3. Develop departmental policies and procedures for use during major emergencies.
4. Provide regular status reports and information regarding operational and resource needs to the EOC.
5. Provide a representative to the EOC to assist in the prioritization and coordination of City-wide response
efforts as well as regional fire coordination with the King County ECC, when appropriate.
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ESF 4: FIREFIGHTING
1. The Tukwila Police Department shall:
a. Provide support for firefighting activities including security, traffic control and crime scene support,
as resources allow.
b. Provide evacuation coordination and assist in door-to-door notification, as requested and able.
2. The Tukwila Public Works Department shall:
a. Coordinate with local water districts and the City water department to ensure adequate water
supply for fire suppression needs.
b. Support technical rescue missions with resources, as available.
C. Coordinate debris removal from City facilities.
d. Coordinate snow removal operations according to their snow removal plan.
3. Fire Authorities, Departments, Districts within King County shall:
Support mutual aid agreements and regional fire services and resources, as able.
4. Valley Communications Agency shall:
a. Provide 911 services for Tukwila residents, provided their system is functional.
b. Honor requests from the field to dispatch/notify Emergency Management personnel to activate the
EOC.
C. Initiate an EAS message on behalf of the Tukwila Fire Department, when requested by a Tukwila
incident commander and/or EOC.
5. King County Government shall:
a. Provide fire and rescue services for aircraft incidents on King County International Airport property
through the King County Sheriff's Office, Airport Rescue and Firefighting Section. During "aircraft
only" incidents, in addition to providing initial fire suppression and rescue operations, the Airport
Rescue and Firefighting Section will assume the role of Incident Commander in multi -agency
responses.
b. Assist in coordination of mutual aid resources through the King County Office of Emergency
Management and/or the King County ECC.
C. Request activation of the State Fire Mobilization Plan, as requested by the EOC, or as determined
by King County ECC.
6. Washington State Emergency Management shall:
Coordinate the activation and utilization of the Fire Mobilization Plan, when requested by the City
and/or King County ECC.
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TUKWILA, WASHINGTON CEMP
ESF 4: FIREFIGHTING
IV — RESOURCE REQUIREMENTS
Extensive resources including both specialized equipment and personnel will be needed to maintain operations
during multiple operational period incidents.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Emergency Management Division
Tukwila Human Services Office
Tukwila Police Department
Tukwila Fire Department
Tukwila Finance Department
Tukwila Public Works Department
Tukwila Human Resources Department
Tukwila Community Development Department
Tukwila Information Technology Department
American Red Cross
King County Office of Emergency Management
Public Health —Seattle & King County
Regional Animal Services of King County
Washington State Emergency Management Division
SUPPORT AGENCIES
King County Office of Emergency Management
Washington State Emergency Management Division
Department of Homeland Security — Federal Emergency Management Agency (FEMA)
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 5, "Emergency Management", defines the emergency management roles,
responsibilities, concepts and operational standards of emergency management in the City of Tukwila during a
potential or actual emergency or disaster situation.
B. SCOPE
This ESF is applicable to all City department employees, and volunteers who staff the Emergency Operations
Center (EOC) or support City activities during incidents. It addresses the informational needs of the EOC for
assessing a disaster situation and supporting related response and planning efforts.
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TUKWILA, WASHINGTON CEMP ESF 5: EMERGENCY MANAGEMENT
C. PLANNING ASSUMPTIONS
1. All City departments are expected to provide information and/or staffing to the EOC, to facilitate updates
on departmental status of mission critical functions and resource requirements.
2. There will be an immediate and continuing need to collect, process and disseminate situational
information to identify urgent response requirements during a disaster or the threat of one, and to plan
for continuing response, recovery and mitigation activities.
3. Early in an incident, little information will be available and initial information received may be vague or
inaccurate.
4. Information will be provided by field personnel, responders, volunteers, the public, the media, and others.
5. Information collection may be hampered for many reasons including: damage to communications
systems; communications system overload; damage to transportation infrastructure; and the effects of
weather, smoke and other environmental factors.
II —CONCEPT OF OPERATIONS
A. GENERAL
The Tukwila Emergency Management Division is the focal point of emergency management for the City. All
City departments will report incident impacts to the EOC. When required, the EOC will draft a Proclamation of
Emergency for signature by Tukwila's Mayor, and forward a copy to the King County ECC and Washington
State EOC.
B. PROCEDURES
Incident information will be obtained through all means available, including but not limited to damage and
situation reports from City staff, residents, other jurisdictions, King County agencies, the media, and the
King County Joint Information Center (JIC).
2. Information will be analyzed, evaluated and made available to appropriate City staff for the development
of the Incident Action Plan (IAP), allocation of resources, development of a Proclamation of Emergency,
and overall situational awareness.
3. Methods of dissemination will be through displays, situation reports, Internet postings, email, operational
briefings, the JIC, and public information outlets (media partners).
4. All documents generated by the EOC will be reviewed and approved by the Incident Manager or their
delegate prior to release. All public information documents will be reviewed and approved by the City
PIO or their delegate and the Incident Manager or delegate prior to publication.
5. All incident documents and logs must be secured for a minimum of seven years after the activation.
6. Operational briefings will be held at established intervals, as determined by the EOC.
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ESF 5: EMERGENCY MANAGEMENT
A. PRIMARY AGENCY
III — RESPONSIBILITIES
The Tukwila Emergency Management Division shall:
Provide emergency management direction and coordination for the City.
Provide support for mutual aid, consistent with signed Memorandums of
Understanding/Agreements (MOU/MOA), when appropriate.
Facilitate preliminary damage assessment (PDA) for the City, special purpose districts serving the
City, residents, and the business communities. This information will be consolidated and
forwarded to the King County Office of Emergency Management, to provide the PDA data to the
Washington State Emergency Management Division (WAEMD) within the State -identified timeline.
2. The EOC Manager shall:
Have overall responsibility for managing Tukwila's incident response and recovery efforts.
Additionally, the Incident Manager will ensure the timely development of EOC information
products, including situation reports, rapid impact assessments, public information products and
Proclamations of Emergency.
Assign staff to Command and General Staff positions for developing and implementing the Incident
Action Plan.
Ensure that appropriate information is compiled and disseminated to all City departments, special
purpose districts, King County, State and Federal agencies, as appropriate.
B. SUPPORT AGENCIES
1. King County Office of Emergency Management shall:
Provide coordination of resource requests from the City at the local, regional, State and/or Federal
level, as appropriate.
Provide EOC support to the City, as able when requested.
Act as a liaison with County agencies, regional partners and State agencies.
2. Washington State Emergency Management Division shall:
Provide coordination of resource requests from the City at the local, regional, State and/or Federal
level, as appropriate.
b. Act as a liaison with State and/or Federal agencies, as appropriate.
3. Department of Homeland Security - Federal Emergency Management Agency (FEMA) shall:
Provide coordination of Federal resources, as requested and able.
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ESF 5: EMERGENCY MANAGEMENT
IV — RESOURCE REQUIREMENTS
a :l*] W-11►yi F_1 I Lei I to] a 4 ►vi 14 :M 4 LI EWA
When an incident overwhelms City resources and the City's ability to respond to and recover from the incident,
the EOC will craft a formal Proclamation of Emergency for Tukwila's Mayor to sign. The Proclamation enables
the Tukwila Finance Department to waive bidding requirements and to direct purchase from vendors per
Ordinance 2337 as codified at TMC 2.57.030(5). Additionally, the Proclamation establishes the opportunity to
request assistance from King County and/or Washington State government.
B. DEPARTMENTS
City departments will provide necessary staffing, funding and equipment to manage the EOC for 24/7
operations, until the EOC has demobilized from the incident.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Parks and Recreation Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Human Services Office
Tukwila Police Department
Tukwila Fire Department
Tukwila Finance Department
Tukwila Public Works Department
Tukwila Human Resources Department
Tukwila Community Development Department
Tukwila Information Technology Department
American Red Cross
King County Office of Emergency Management
Public Health —Seattle & King County
Regional Animal Services of King County
Washington State Emergency Management Division
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 6, "Mass Care and Emergency Services", establishes the City of Tukwila's
roles and responsibilities in mass care, emergency assistance, housing and human services to residents of the
City.
B. SCOPE
1. Mass care services include sheltering for people and animals, emergency feeding and relief supplies,
first aid, and welfare information. This may also include vulnerable and unique populations with
special/specific needs.
2. Housing services may include provisional assistance for short- and long-term needs.
3. Human services may include recovery efforts such as counseling, benefit claims assistance, and
financial services or other human services that can be delivered through Emergency Assistance Service
Centers, as needed.
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TUKWILA, WASHINGTON CEMP ESF 6: MASS CARE & EMERGENCY SERVICES
C. PLANNING ASSUMPTIONS
1. Incorporated cities have the responsibility to coordinate their own mass care shelters for residents using
City assets, and - when appropriate due to volume - to coordinate with the King County Emergency
Coordination Center (ECC) in the need for large-scale regional shelters.
2. Mass Care in Tukwila is accomplished by a partnership between several City departments, nearby
outside agencies, Public Health —Seattle & King County, the King-Kitsap Counties Chapter of the
American Red Cross, and other non-profit agencies.
3. The range of services needed by survivors will depend on the specific incident, residential impacts, and
estimated length of recovery.
4. When able, the King-Kitsap Counties American Red Cross Chapter will provide staff and supplies for
shelter operations, as conditions dictate and resources allow, in accordance with the Disaster Relief Act
of 1974 (P.L. 93-288, as amended by the Stafford Act).
5. The City will establish and operate local shelters, as needed and able, until appropriate Federal, State,
County, voluntary agency and/or private sector resources are available to assist.
6. The City will pre -designate multiple locations for shelters and Community Points of Distribution.
7. During a large-scale incident, mass care and human services resources will be overwhelmed both locally
and regionally, which may cause a delay in the ability to meet the needs of residents and businesses in
the City.
8. Mass care shelters are temporary in nature and are designed for people displaced as a result of
incidents. All mass care and shelter services will attempt (but not guarantee) to meet current
requirements for the Americans with Disabilities Act (ADA). Services will be provided without regard to
economic status, race, religion, political, ethnicity, sexual orientation or other affiliation. According to the
ADA, service animals are extensions of their owners and have the same access to public transportation
and sheltering as their owners at all times.
9. Evacuation and sheltering of medical needs residents is led by Public Health —Seattle & King County.
10. The City will work to identify and provide emergency shelter for City employees and their immediate
families, as able.
11. Individual assistance will primarily be provided through Federal agencies or local nonprofit organizations.
II — CONCEPT OF OPERATIONS
A. GENERAL
During small local emergencies the American Red Cross - in partnership with the affected city - will
provide shelter and mass care service coordination through the chapter headquarters, in accordance
with their Chapter Disaster Response Plan, as appropriate to their operational capacity.
2. When larger -scale incidents impact and overtax the City, Tukwila will request mass care support from the
King County Office of Emergency Management.
3. During a major incident impacting several areas of King County, shelter requests will be prioritized and
coordinated by the King County ECC, as defined in the Regional Shelter Operations Incident Annex of
the King County CEMP.
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ESF 6: MASS CARE & EMERGENCY SERVICES
4. Shelters for pets and livestock will be activated by Regional Animal Services of King County, with help
from local veterinary and volunteer animal care organizations. Pets and livestock shelters may be
separated from general population shelters. All reasonable and practical steps will be taken to ensure
that shelters do not become contaminated.
5. When a mass care shelter is set up during an incident, a team approach of available resources will
provide needed support.
6. Location will be determined by the EOC in coordination with Tukwila Parks and Recreation Department
staff.
7. Shelter managers will be chosen by Tukwila Parks and Recreation Department staff, selecting from staff
that has been trained in shelter management or by the American Red Cross.
8. Health inspections will be provided by Public Health —Seattle & King County.
9. Facility structural and safety inspections will be performed by the Tukwila Public Works Department
and/or the Tukwila Community Development Department.
10. Security will be coordinated by the Tukwila Police Department.
11. Food service will be provided by contracts and/or selected support organizations.
12. Crisis counseling will be coordinated by the Tukwila Human Services Office with community mental
health providers, American Red Cross, Public Health —Seattle & King County, and the volunteer medical
reserve corps.
13. Supplies such as water, sanitation, generators, etc., will be procured from public agencies and private
vendors.
14. Communications support from amateur radio organizations will be requested, as needed.
B. PROCEDURES
The American Red Cross maintains procedures for the opening and management of shelters. It is the
standard practice of the City to utilize these procedures as their operation standards for City -managed
shelter sites.
2. Individual assistance procedures are provided and dictated by County, State and Federal agencies
based on the incident, and are provided at the time of initiation of the effort.
III — RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Parks and Recreation Department shall:
Be responsible for coordinating mass care that comprises shelters, feeding, and emergency first
aid.
Develop plans for the use of City facilities for use as reception centers and/or shelters.
Provide resources including staff, facilities and equipment to manage, operate and/or support
shelter and feeding efforts, as able.
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d. Coordinate with the American Red Cross and other human services organizations in the
development and implementation of plans to provide reception centers and shelter support within
the City.
e. Provide coordination of agencies and activities to ensure adequate basic shelter services are
provided at shelter sites.
B. SUPPORT AGENCIES
1. The Tukwila Emergency Management Division shall:
a. Coordinate notification and request for support from American Red Cross via the King County
Emergency Coordination Center.
b. Coordinate resource support requests within the City and from external partners.
C. Coordinate the collection of information and public information related to shelter, feeding, and
individual assistance efforts.
d. Coordinate the individual assistance process from the City to King County.
2. The Tukwila Human Services Office shall:
a. Coordinate the implementation of social services programs with support partners, as appropriate
and able.
b. Establish and maintain liaison role with organizations that outreach to at -risk populations.
3. The Tukwila Police Department shall:
Coordinate for security, including exterior and interior, at reception centers and/or shelter locations.
4. The Tukwila Fire Department shall:
a. Coordinate emergency medical services at reception centers and/or shelters.
b. Coordinate with Public Health —Seattle & King County on the identification and transportation of
medical needs clients, as resources allow.
5. The Tukwila Finance Department shall:
a. Coordinate with the Tukwila Parks and Recreation Department to provide assistance in executing
contracts or making necessary purchases of supplies for shelters.
b. Establish contracts with mass care and human services logistical support suppliers, such as
sanitation, food, animal support or personal care, prior to an incident.
6. The Tukwila Public Works Department shall:
a. Assist in the inspection of potential reception center/shelter facilities to ensure safety.
b. Provide information as to safe transportation routes to and from reception center/shelter locations.
C. Coordinate for the disposal of solid waste from shelter sites.
d. Assist in exterior crowd control at reception center/shelter sites with signage and/or barricades.
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7
8.
0
10
11.
12.
13
The Tukwila Human Resources Department shall:
Coordinate with the Tukwila Parks and Recreation Department to provide shelter for City
employees and their immediate families.
Coordinate staffing of shelter sites with either City employees or public volunteers.
The Tukwila Community Development Department shall:
Assist in the safety inspection of facilities for use as reception centers/shelter sites.
The Tukwila Information Technology Department shall:
Coordinate the establishment of communication services, which may include telephone and/or
internet capability at shelters, as resources and infrastructure allow.
Assist with the installation and maintenance of communication capabilities, including but not limited
to phone, computer and internet services at established Emergency Assistance Centers during
recovery.
The American Red Cross support may include:
Mass care for small emergencies or localized incidents not requiring activation of the City EOC.
Initial resources (staff, supplies, locations) to provide mass care shelters, feeding and emergency
first aid during large incidents.
Providing food, clothing, medical services, counseling and recovery assistance to survivors.
King County Office of Emergency Management may:
Provide coordination of resource requests between the EOC and American Red Cross, human
services agencies, and State and Federal support resources.
Lead regional shelter operations for large-scale sheltering needs.
Lead the individual assistance program when activated by State Emergency Management.
Regional Animal Services of King County may:
Designate and approve local volunteer animal care groups and agencies to assist the Agency with
animal rescue, animal sheltering and logistical support.
Provide shelter services for pets, strays and livestock, as resources allow.
Public Health —Seattle & King County may:
Coordinate and provide Public Health technical assistance for mass care operations.
Coordinate the establishment of alternate care facilities, as determined appropriate.
Coordinate movement of fragile populations from general shelters to alternate care facilities and/or
appropriate healthcare facilities.
Assist with environmental health assessments and conduct inspections to ensure that
environmental controls are provided, to assure safe and healthful healthcare facilities.
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TUKWILA, WASHINGTON CEMP ESF 6: MASS CARE & EMERGENCY SERVICES
e. Support the Tukwila Human Services Office and American Red Cross in meeting the demands for
mental health services.
f. Provide guidance and direction for the care of deceased shelter clients.
14. Washington State Emergency Management Division shall:
a. Coordinate requests for State and/or Federal agency support for mass care and human services.
b. Provide coordination and direction for the Individual Assistance program when activated.
IV - RESOURCE REQUIREMENTS
Specialized staff, locations and consumables will be required to manage mass care and human services
support on a 24-hour basis for days to weeks or longer. The City will need to contract for supplies and services
to support most of this effort.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Finance Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Human Resources Department
Tukwila Parks and Recreation Department
King County Office of Emergency Management
Washington State Emergency Management Division
I - INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 7, "Resource Support", provides logistical and resource guidance and
support during and following an emergency.
B. SCOPE
1. Resource support involves the provision of services, personnel, equipment, commodities and facilities by
and to the City of Tukwila during the response and recovery phases of an emergency. Medical supplies
and personnel are addressed in ESF 8-Public Health and Medical Services.
2. Logistical and resource coordination under this ESF will be through:
The EOC.
The King County Emergency Coordination Zones and the King County Emergency Coordination
Center.
Efficient and prudent management of available resources within the City.
Use of a standard system for requesting, obtaining and deploying additional resources.
C. PLANNING ASSUMPTIONS
1. Specific resources may be exhausted due to impacts of incidents. Extraordinary measures may have to
be taken in order to resupply City departments.
2. TMC 2.57.030 addresses Emergency Powers of the Mayor, to accommodate circumstances in which
emergency purchases may be authorized.
3. The management and logistics of resource support is highly situational and is dependent upon the
incident, resource accessibility, transportation systems availability, and location of vendors and suppliers.
4. Donated goods will not be accepted by the EOC due to the high overhead costs and staff time required
for processing. Donated goods may be accepted and processed through other identified departments
and/or agencies, depending on the incident.
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5. All City departments will operate under City codes authorizing normal and emergency purchase of
supplies, equipment and services. Established procedures for procurement, distribution and
management of resources will be followed by all City departments. All City departments should maintain
vendor and supply lists of the most critical supplies, equipment and services that enable them to operate
under emergency conditions.
6. The Tukwila Finance Department and the Tukwila Human Resources Department will provide personnel
to manage resource requests in the EOC Logistics Section, when needed.
7. The cost of responding to an incident should not inhibit the actions necessary to address the situation or
circumstance.
8. Resource inventories will vary, and maintaining current resource lists will be most effectively managed at
the departmental level.
II - CONCEPT OF OPERATIONS
A. GENERAL
When the EOC is activated, it will be the focal point for resource management for the City of Tukwila.
2. City department representatives to and/or in the EOC serve as specialists and advisors for their
respective departments. They will assist in the coordination, management, distribution and conservation
of supplies and resources necessary to the City's emergency operations.
3. The primary determination of resource needs is made by operational elements at the field level and
coordinated through the EOC. Requests for resources flow upward and are tracked at the EOC. City
resources will provide the primary source of personnel, equipment, materials and supplies. Support that
cannot be provided from City resources will be secured through direct procurement, donations or mutual
aid.
4. The Regional Disaster Coordination Framework for Public and Private Organizations in King County
(RDCF) is a voluntary quasi -mutual aid agreement that contains the Regional Disaster Coordination
Framework for Public and Private Organizations in King County Omnibus Legal and Financial
Agreement. The City of Tukwila is a signatory to the RDCF, and will utilize it as the financial agreement
for resource support from its signatories.
5. The determination of whether to use public or private sector resource providers is based on critical need,
availability, and delivery times of the particular resource. When all local resources (public and private)
are depleted, the EOC will request support from the King County ECC and/or the Washington State
Emergency Operations Center (EOC), as appropriate.
6. The type, location and extent of the incident will determine geographical locations for staging areas for
resources and donated goods receipt/management. A listing of identified sites can be found in Appendix
6, Potential Staging Areas.
7. Volunteers are an important resource. Registered Volunteer Emergency Workers (EW) and Emergent
Emergency Workers will be required to check in and out through a coordinated system for tracking,
deployment and oversight. EW processes will be compliant with WAC 118.
8. Areas in the City will be identified as Community Points of Distribution (CPODs), for the set-up and
distribution of life -sustaining supplies to individuals during an emergency.
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B. PROCEDURES
1. Equipment, supplies and personnel needed by City departments should be sought from other City
departments and local sources first, then within the King County Fire/Emergency Management Zone III,
then from the King County ECC. Resource needs beyond the capacity of the City and/or County levels
will be forwarded to the State of Washington or through the State to the Federal Government.
2. In situations where a Multi -Agency Coordination System (MACS) is activated, overall priorities for
resource management may be set by the MACS representatives.
3. Resource requests beyond the capacity of day-to-day operations will be received and processed through
the EOC. The requests, tracking, use and demobilization of resources will be coordinated by the
Logistics section.
4. Normal supply procedures for the City will be used, whenever possible.
5. All City departments will maintain purchasing and financial records of any expenditure used for response
or recovery from the incident.
6. City departments may be asked to determine availability of specific resources in support of City needs.
The request and/or deployment of resources will be coordinated by the Logistics Section Chief.
III — RESPONSIBLITIES
A. PRIMARY AGENCY
The Tukwila Finance Department shall:
a. Coordinate, supervise and manage the procurement of supplies and equipment in an emergency
through the EOC.
b. Establish procedures for procurement of emergency supplies and equipment not covered in
existing City codes and emergency procedures.
C. Prepare and deliver reports on estimated and actual costs for the incident to the EOC.
d. Procure supplies and equipment to support the incident objectives, as directed by the Logistics
Section Chief or Incident Manager of the EOC.
e. Maintain purchasing and financial records of any expenditure used for all phases of an incident.
f. Provide resources (personnel, supplies, equipment, services and vendor information) to the EOC.
g. Coordinate the disposition of obtained and/or excess resources during the incident demobilization
process.
h. Compile and bill requesting agencies and organizations for resources requested.
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1
3.
a a@] :4 930 4 01 IN 1 :&1
The Tukwila Emergency Management Division shall:
a. Use and procure resources upon request using the Regional Disaster Coordination Framework for
Public and Private Organizations in Regional Disaster Coordination Framework for Public and
Private Organizations in King County -Omnibus Legal and Financial Agreement.
b. The EOC will request support and resources from the King County ECC and/or State Emergency
Operations Center (EOC), as needed.
C. Determine geographic locations and procedures for staging areas, for resources and donated
goods receipt and management.
d. Assist in coordination and use of Registered and Emergent Volunteer Emergency Workers.
e. Maintain a listing of pre -identified staging areas in the City.
f. Assist with the deployment of CPODs, if available.
The Tukwila Human Resources Department shall:
a. Coordinate and manage the identification, acquisition and distribution of personnel resources for
City operations.
b. Provide staffing for the EOC, as requested.
C. In coordination with the EOC, establish procedures for recruiting, managing and tracking emergent
volunteers.
d. Coordinate the hiring of temporary workers to assist in operations, as requested.
e. Coordinate the process of completion and tracking of injuries and/or invoices from Volunteer
Emergency Workers.
f. Determine priorities for contracting of personnel, based on justification provided by requesting
agencies.
g. Develop an inventory list of essential Department personnel requirements and sources/vendors,
which may be used in an emergency in support of ESF-7.
The Tukwila Parks and Recreation Department shall:
a. Assist the Tukwila Emergency Management Division with pre- and post -identification of staging
areas.
b. Assist with Community Points of Distribution (CPODs) for distribution of life -sustaining supplies
(food, water, blankets, ice) for residents.
C. Work with other agencies - such as American Red Cross - for logistics, resource acquisition and
distribution.
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4. King County Emergency Management shall:
Use and procure resources upon request, using the Regional Disaster Coordination Framework for
Public and Private Organizations in King County -Omnibus Legal and Financial Agreement, as
requested to do so by the City.
Support resources requests from the EOC and/or forward appropriate requests on to the State
Emergency Operations Center (EOC), as needed.
Assist in coordination and use of Registered and Emergent Volunteer Emergency Workers, as
requested and as resources allow.
5. Washington State Emergency Management shall:
Support resource requests from the EOC via the King County ECC, as needed.
Assist in coordination and use of Registered and Emergent Volunteer Emergency Workers, as
requested and resources allow.
IV — RESOURCE REQUIREMENTS
It is understood that the need for resources will far outweigh the resources on hand in the City at the time of a
major incident. Resources will be utilized from current City stock prior to seeking out commercial vendors
and/or regional assistance.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Fire Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Police Department
Public Health —Seattle & King County (PHSKC), Environmental Health, Surveillance, Emergency
Medical Services, Fatality Management, ESF 8 Area Command, ESF 8 Joint Information System
King County Office of Emergency Management
King County Department of Community and Human Services
Valley Communications Center
Private Ambulance Companies
Washington State EMD
Washington State Department of Health
Washington State Department of Agriculture
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 8, "Public Health and Medical Services", provides for the direction,
coordination and mobilization of health and medical resources, information and personnel during emergencies.
B. SCOPE
This ESF addresses medical, health and mortuary concerns for the City, including assessment of public
health/medical needs, medical care personnel, and medical/health equipment and supplies. The Tukwila Fire
Department provides Basic Life Support (BLS) care and transport. Advanced Life Support (ALS) is provided
through South King County Medic One.
C. PLANNING ASSUMPTIONS
1. It is likely that public demand for health information, health and medical services will increase during
emergencies.
2. Public health emergencies may necessitate mass dispensation of medications or vaccinations to the
public.
3. Routine public health services - such as immunizations, special nutritional programs for children, public
health nursing services, or routine dental care - may be interrupted for at least the first 72 hours of a
large-scale incident.
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TUKWILA, WASHINGTON CEMP ESF 8: PUBLIC HEALTH & MEDICAL SERVICES
4. Access to assessment, transport and treatment facilities may be limited during incidents.
5. Routine emergency medical services may not be accessible through 911 dispatch centers.
6. A medical incident may require the triage and treatment of large numbers of individuals (surge), which
will have a direct impact on healthcare facilities. Healthcare facilities may be over -utilized or
inaccessible. Healthcare supplies may be limited or unavailable.
7. Infrastructure supporting healthcare facilities may be interrupted, causing impacts to available water,
power, gas, food and other services.
8. ESF 8 agencies should not anticipate additional resources or personnel for 24-72 hours during a large-
scale incident.
9. Public health emergencies may require implementation of public health measures to contain and control
communicable diseases or spread of environmental hazards.
10. Public health emergencies may also impact neighboring cities, counties and health departments, thereby
limiting the availability of mutual aid.
11. Members of our community who are seniors, children, disabled, homeless, non-English speaking, low-
income, or otherwise in need of ongoing support, will be more vulnerable during and after an emergency.
A partnership approach will be needed between government, private industry, volunteer agencies and
the media to ensure essential health -related information and services reach vulnerable residents during
an emergency.
12. Health, medical and mortuary services will be restored during the recovery period, as soon as practical
and within the limitations and capabilities allowed of affected agencies following the emergency.
13. PHSKC will activate emergency response plans and protocols when an emergency occurs or is
imminent, requiring a coordinated regional response of health and medical agencies.
14. PHSKC will be the primary expert source of public information regarding health, medical, mortuary and
environmental response to emergencies in King County. PHSKC will work with Joint Information
Center(s) in the Seattle EOC and the King County ECC, and with appropriate response partners to
coordinate all releases of health information to the public.
15. Harborview Medical Center (HMC) will function as Hospital Control for King County. In this capacity,
HMC directs the distribution of EMS patients to appropriate hospitals in King County in an emergency.
HMC will also maintain voice and data communications with regional hospitals. Overlake Hospital
Medical Center is the designated back-up Hospital Control facility.
16. The King County Fire Chiefs' Association will coordinate private and public EMS basic and advanced life
support response during emergencies. The Fire Zone Coordinator at the King County ECC will
coordinate County -wide EMS resource mobilization.
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D. POLICIES
The following policies guide ESF 8 agencies:
The Local Health Officer (LHO) may implement such measures as necessary to protect the public's
health, as authorized by State law.
2. The King County Medical Examiner (KCMEO), within PHSKC, has jurisdiction over all human remains
resulting from the emergency, as well as the responsibility of communicating information about the
deceased to family members.
3. Death certificates for all incident -related deaths in King County will be managed and issued by the Vital
Statistics Office in PHSKC.
II — CONCEPT OF OPERATIONS
A. GENERAL
1. The Fire Incident Commander is the central point of coordination and notification for incidents requiring
response by ESF 8 agencies.
2. ESF 8 incident response will be guided by plans such as Tukwila Fire Department SOP's, PHSKC
Emergency Operations Plan, ESF 8 - Area Command and MAC Standard Operating Procedure, the
Central Region EMS and Trauma Care System Plan, Region 6 Hospital Emergency Response Plan,
KCMEO Multiple -Fatality Incident Plan, and the response plans of supporting agencies.
3. For large-scale incidents, PHSKC will activate Incident Command and Area Command, as appropriate,
to establish overall health and medical response and recovery objectives, coordinate incident information
with ESF-8 agencies, and manage the acquisition and use of medical resources. Any incident managed
under ESF 8 Area Command will likely require coordination of emergency response efforts across
jurisdictions and agencies. Therefore, a decision to activate ESF 8 Area Command will also serve as a
decision to activate the ESF 8 plan. Refer to the Public Health Emergency Operations Plan for more
detailed descriptions of hazards and health consequences that may trigger activation of Area Command.
4. ESF 8 Area Command will prioritize and manage no fire -based medical resources in support of
healthcare organizations. If resource needs cannot be met locally or through local mutual aid, ESF 8
Area Command will transmit a request for assistance through the King County ECC to the State EOC.
The State may access State agency resources, interstate mutual aid or private industry resources, or it
may turn to Federal agencies to accomplish the mission.
5. PHSKC will activate the health and medical Joint Information System (JIS) as needed, to coordinate the
content and timing for release of accurate and consistent health and medical information to the public,
media and community response partners. The JIS will connect public information officers in PHSKC with
counterparts in ESF 8 primary and support agencies, local EOCs, and the Washington Department of
Health.
6. Investigation into the cause and manner of death resulting from an emergency is the domain of the
KCMEO. KCMEO will supervise the recovery, identification and final disposition of all fatalities.
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TUKWILA, WASHINGTON CEMP ESF 8: PUBLIC HEALTH & MEDICAL SERVICES
B. PROCEDURES
1. The Tukwila Fire Department will provide Basic Life Support (BLS) services, as directed by Department
plans.
2. The inclusion of Advanced Life Support (ALS) services will be provided as directed by SOP's through
South King County Medic One, as resources allow.
3. PHSKC will be notified of local incidents that require their assistance and/or which fall under their
authority via the Public Health Duty Officer.
4. Procedures for activating Mutual Aid Agreements and other Memoranda of Understanding are
embedded in the individual agreements.
III — RESPONSIBILITIES
A. PRIMARY AGENCY:
The Tukwila Fire Department, through its Officer in charge of the medical incident, shall:
Establish Incident Command and provide initial incident evaluation, to ensure appropriate
coordination of resources and mitigation of the incident.
b. Coordinate all aspects of medical care and transportation of patients at a specific scene,
including - but not limited to - triage, treatment, transportation, and set-up of an initial morgue
holding area.
Contact the appropriate medical control facility (primary: Harborview Medical Center) in King
County, and activate the Seattle Area Hospital Disaster Plan, when appropriate.
Provide assistance to healthcare facilities, in the implementation of plans to reduce patient
populations should evacuation be necessary, and with provisions for continuing medical care for
patients that cannot be evacuated, as resources permit.
e. Provide incident status and requests for resources to the EOC and Public Health EOC (when
activated) at regular intervals.
Evaluate the on -scene situation and determine whether or not there is a need for a post -incident
critical incident stress de -briefing (CISD). Requests for the CISD Team will be coordinated
through the EOC.
Coordinate with the EOC regarding requests for additional health and medical resources.
B. SUPPORT AGENCIES
1. The Tukwila Emergency Management Division shall:
Request resource support through the PHSKC EOC and/or the King County ECC, as appropriate.
2. The Tukwila Police Department shall:
Provide assistance to the medical examiner, as requested.
b. Coordinate security needs at incident scenes and/or temporary morgue locations, as resources
allow.
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93
I'I
5.
6.
7.
Public Health —Seattle & King County (PHSKC) may:
a. Provide leadership and direction in responding to health and medical emergencies across King
County, consistent with the authority of the Local Health Officer.
b. Activate the ESF 8 Area Command Center, Joint Information System and the ESF 8 MAC Group,
as appropriate.
C. Staff jurisdictional EOCs as needed, and establish and maintain ongoing communication with
response partners.
d. Provide medical advice and treatment protocols regarding communicable diseases and other
biological hazards to EMS, hospitals and healthcare providers.
e. Maintain 24/7 Duty Officer program, and serve as the primary point of notification for health and
medical emergencies in King County.
Public Health — Environmental Health
a. Coordinate assessment and response to incident consequences affecting food safety, water
quality and sanitation.
b. Coordinate and collaborate with community response agencies in identifying environmental
impact, remediation and recovery activities.
C. Coordinate the response of regional veterinarian services and animal care groups.
d. Direct response activities to vector -borne public health emergencies.
Public Health — Surveillance
Provide epidemiological surveillance, case investigation and follow-up to control infectious
disease, including acts of bioterrorism and outbreaks of food -borne illness.
b. Establish surveillance systems to monitor health and medical conditions in the community; conduct
field investigations; provide health, medical and environmental consultation; and develop
appropriate prevention strategies.
Coordinate and provide laboratory services for identification of biological samples.
Public Health — Emergency Medical Services (King County Medic 1)
Operate Advanced Life Support capabilities through Zone 3 (South King County).
b. Coordinate regional critical incident stress management for first responders.
Public Health — Fatality Management
Through the PHSKC Office of Vital Statistics, coordinate with local funeral directors and KCMEO
regarding the filing of death certificates and issuing of cremation/burial transit permits for fatalities.
b. Through KCMEO, track incident -related deaths resulting from incidents.
C. Manage incident -related human remains through the KCMEO by:
• Documenting the context and coordinating the recovery of human remains.
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8.
• Coordinating and positively confirming the identity of all incident -related decedents.
• Determining and certifying the cause(s) and manner of incident -related deaths.
• Collaborating with other investigating agencies in the determination, collection and preservation
of all medico -legal evidence, and the release of evidence to appropriate law enforcement
authorities.
• Recovering and documenting all personal property associated with the human remains.
• Serving as the lead agency for the notification of the next of kin regarding the death, for all
decedents.
• Overseeing a family assistance center to provide a private, safe and secure place for survivors
of decedents to gather; to facilitate necessary communication with the KCMEO; and to facilitate
the coordination of psycho -social support services.
• Coordinating the disposition of fatalities, including interim storage of all human remains resulting
from an incident and release of personal property to identified legal next of kin.
• Maintaining the official log of reported and confirmed deaths resulting from an incident.
• Serving as the lead agency for the release of all information regarding deaths resulting from
incidents.
Public Health — ESF 8 Area Command
0
e
Assess the health and medical impacts and potential consequences posed by emergencies, and
determine appropriate courses of action.
Direct and manage medical surge capabilities, including alternate care facilities, medication
centers and temporary morgues.
Manage and direct the mobilization of medical volunteers through the Health and Medical
Volunteer Management System, including Public Health/Medical Reserve Corps.
Support ESF 8 agencies with implementing altered standards of medical care, as directed by the
Local Health Officer.
Coordinate and manage incident information and medical resources for healthcare agencies
across King County.
Direct and manage regional isolation, quarantine and other control measures necessary in
response to disease outbreaks.
Direct and manage mass vaccination and antibiotic -dispensing operations.
Coordinate requests for medical resources with private vendors, EOC's, the King County ECC,
and the State EOC, as needed.
Support cities, the King County Department of Community and Human Services, and the American
Red Cross in meeting demands for regional mental health services.
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ill
10.
11
12
13
14.
15.
16.
Public Health - ESF 8 Joint Information System
Direct the development and dissemination of health messages to the public, media, response
partners, and community -based organizations. PHSKC will engage the PIOs of healthcare
organizations through a JIS, and will utilize WATrac to exchange information and coordinate
message development.
b. Inform elected officials and tribal leaders of policy decisions made by the ESF 8 MAC and
response actions taken by the ESF 8 Area Command during incidents, with public health
consequences.
Activate the Public Health Information Call Center, as needed, and facilitate the activation of the
Regional Call Center Coordination Plan, as directed by the ESF 8 MAC Group.
Activate the Community Communications Network during emergencies, to provide public health
and related information to Community Based Organizations (CBO) and healthcare providers
serving vulnerable populations, and to receive incident information from CBOs.
King County Office of Emergency Management may:
Assist with non -medical resource requests and coordination associated with a health or medical incident,
when requested by the EOC, and forward requests to State EMD for assistance, if appropriate.
King County Department of Community and Human Services (DCHS) may:
Coordinate the response to community mental health needs during emergencies and disasters,
according to the King County Mental Health Response Plan.
Valley Communications Center may:
Provide 911 services, including dispatch and initial resource coordination support for an incident,
provided their capabilities are functional.
Private ambulance companies may:
Provide BLS and/or ALS services as directed by Incident Command, the PHSKC EOC, and per
contracted agreements, as resources allow.
Washington State EMD may:
Assist with support of health and medical incidents by providing appropriate resources, or requests for
resources to State and/or Federal agencies.
Washington State Department of Health may:
In coordination with PHSKC, provide resources and support to the City, as requested and able.
Washington State Department of Agriculture may:
Assist in food and water safety assessments and directives, as appropriate and resources allow.
b. Assist with animal -related health emergencies, as appropriate.
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IV — RESOURCE REQUIREMENTS
Specific medical and non -medical resources will be required for any major health or medical emergency.
These resources are identified in the plans listed under Appendix 3, Authorities and References.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Fire Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Police Department
Tukwila Public Works Department
Tukwila Community Development Department
King County Sheriff's Office (KCSO)
I - INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 9, "Search and Rescue", provides guidance for Urban Search And Rescue
(USAR) operations during incidents.
B. SCOPE
1. The ESF addresses USAR operations within the City of Tukwila.
2. Per the National Response Framework, the definition of USAR is, "Operational activities that include
locating, extricating, and providing on -site medical treatment to victims trapped in collapsed structures."
3. The Washington State definition of search and rescue is, "Search and Rescue (SAR) means the act of
searching for, rescuing or recovering by means of ground, marine or air activity any person who
becomes lost, injured or killed while outdoors or as a result of a natural or manmade disaster, including
instances involving searches for downed aircraft when ground personnel are used. (RCW 38.52.010[7])"
C. PLANNING ASSUMPTIONS
1. Tukwila's Fire Chief is responsible for local USAR activities, per Washington State Law.
2. Search and Rescue operations will require the use of existing trained search and rescue personnel and
specialized equipment.
3. Support such as helicopters, tracking dogs, and outside search and rescue groups may be required from
adjoining political subdivisions or from State resources, to ensure maximum Search and Rescue
effectiveness.
4. Search and Rescue operations for missing aircraft are the responsibility of the Washington Department
of Transportation (DOT); however, City resources may be first on scene or requested to assist with these
operations.
5. When Search and Rescue activities result in the discovery of a deceased person, or Search and Rescue
workers assist in the recovery of human remains, all activities shall be compliant with RCW 68.08.
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TUKWILA, WASHINGTON CEMP ESF 9: SEARCH AND RESCUE
II — CONCEPT OF OPERATIONS
A. GENERAL
1. Fire agencies are responsible for Search and Rescue in structures or collapsed structures, unless a
crime is suspected or has been determined to have occurred.
2. When local Search and Rescue resources are exhausted, or if specialized resources are needed but not
locally available, assistance will be requested through mutual aid plans, the King County Sheriff's Office,
and/or King County Office of Emergency Management.
3. The goal of Search and Rescue operations is to save the lives of victims who are unable to ensure their
own survival without assistance. This includes, but is not limited to, locating persons lost in wilderness
areas and assisting injured people in unsafe areas to reach safety.
4. The search for and recovery of bodies will be conducted only after the rescue of survivors has been
completed, it has been determined that no criminal incident has occurred or investigation is required, and
the environment will allow for safe operations.
5. Heavy rescue or advanced USAR operations will be a team effort, including but not limited to personnel
from fire, law enforcement, public works, and Tukwila Community Development Department staffs.
6. The primary resource for Search and Rescue (SAR) volunteers is King County Search and Rescue
Association, coordinated by King County Sheriff's Office.
B. PROCEDURES
1. When a report of a Search and Rescue incident is received, fire and possibly law enforcement units will
be dispatched to the scene, to evaluate the mission.
2. If additional resources are needed, Tukwila's Fire IC and/or the Tukwila Emergency Management
Division will contact King County Emergency Management for coordination with KC SAR resources.
3. The Tukwila Emergency Management Division may also provide coordination with King County and/or
Washington State for additional resources, if necessary.
III — RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Fire Department shall:
Coordinate the City's USAR activities, including pre -incident activities such as training, equipment
purchases, and evaluation of operational readiness.
b. Provide support to specialty rescue operations, when appropriate.
C. Develop policies and procedures for USAR activities within the City.
Provide status reports to the EOC, if activated, on USAR operations throughout the City.
e. Coordinate logistical supports for USAR assets during field operations.
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aa@]:41_Tr]401IN1:&1
1. The Tukwila Emergency Management Division shall:
Provide support for coordination and requesting of resources, as requested.
2. The Tukwila Police Department shall:
a. Provide operational support for USAR activities.
b. Provide trained staff and resources for USAR activities, as appropriate.
3. The Tukwila Public Works Department shall:
Provide trained staff and resources for USAR activities, as appropriate.
4. The Tukwila Community Development Department shall:
a. Provide technical expertise in the evaluation of damaged structures.
b. Provide resources for USAR activities, when requested.
5. King County Sheriff's Office may:
a. Assist with USAR missions through activation of resources such as the King County SAR, Air
Support Unit, and staff as available and able.
b. The King County Sheriff's Office will coordinate with the State for both air tactical and air support
resources during an emergency that overwhelms air resources, for the purpose of Search and
Rescue.
IV - RESOURCE REQUIREMENTS
Specialty trained first responders, support staff, qualified volunteers and equipment will be need to provide 24
hour a day coverage, until the demands of the emergency situation are over. It is expected that the City will not
have sufficient resources to meet this requirement, and will need to request support from outside agencies.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Fire Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Police Department
Tukwila Public Works Department
King County Hazmat Teams
King County Government
King County Local Emergency Planning Committee
Washington State Agencies
US Environmental Protection Agency (EPA)
Federal Agencies
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 10, "Oil and Hazardous Materials", provides for the response to an actual
or potential discharge and/or uncontrolled release of oil or hazardous materials (hazmat) within the City of
Tukwila.
B. SCOPE
1. This ESF provides for a coordinated response to actual or potential discharges and/or releases of
hazardous material within the City.
2. The ESF designates City responsibilities for reporting and managing emergent oil spills and hazardous
materials incidents. It provides guidance for hazardous materials incident notification and response, and
off -site emergency planning/notification procedures, as required by SARA Title III of 1986, also known as
the Emergency Planning & Community Right -To -Know Act (EPCRA).
3. For the purpose of the ESF, hazmat is a general term intended to mean hazardous substances,
pollutants and contaminants, as defined in the National Oil and Hazardous Substances Pollution
Contingency Plan (NCP).
4. Planning related to this ESF will be conducted and maintained in conjunction with SARA Title III
requirements and WAC 118.40.
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C. PLANNING ASSUMPTIONS
Due to an incident, fixed facilities (e.g., chemical plants, tank farms; laboratories; operating hazardous
waste sites which produce, generate, use, store or dispose of hazmat) could be damaged so that
existing spill control apparatus and containment measures are not effective.
2. Private businesses will report hazardous materials spills and releases both verbally and in writing to the
King County LEPC and the Tukwila Fire Department, in addition to contacting the National Response
Center at 800-424-8802.
3. Hazmat that is transported may be involved in railroad accidents, highway collisions, and waterway or
airline mishaps.
4. Damage to - or rupture of - pipelines transporting materials that are hazardous, if improperly released,
will present serious problems.
5. Emergency exemptions may be needed for disposal of contaminated material.
II -CONCEPT OF OPERATIONS
A. GENERAL
1. The Tukwila Fire Department (TFD) will be the lead agency for the coordination of hazmat activities
within the City. The TFD has agreed to provide Hazardous Materials initial response for the City at the
operations and technician level.
2. The TFD will send resources to assess any potential hazmat incident, initiate incident command,
manage the incident and - depending on the need - request assistance from Hazmat Teams, or any
other appropriate team, for technician -level response.
3. Any employee involved in emergency response operations relating to the release of hazardous
substances must be trained in accordance with WAC 296-62-3112.
B. PROCEDURES
Hazardous Materials Response actions will be in accordance with established, approved Standard
Operating Procedures for each agency involved in the response, clean-up and/or recovery.
2. The King County Emergency Coordination Center (KC ECC), Washington Emergency Management
Division (WA EMD), and the Washington State Department of Ecology will be contacted in the event of
any reportable spill or release. A mission number will be assigned for significant incidents.
3. The U.S. Coast Guard (USCG) will be notified of any hazmat spill or release in navigable waters.
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III — RESPONSIBLITIES
A. PRIMARY AGENCY
The Tukwila Fire Department shall:
a. Develop and maintain relationships with specialized response teams such as Z3 HazMat Teams,
Seattle Fire HazMat Team, private facilities and contractors, and technical advisors for response
and recovery.
b. During an incident, establish command and on -scene control; assess the situation; decontaminate
and provide emergency medical treatment for exposed victims; and contain and control for release
of escaping hazardous substances, only if:
• Such containment and control could reasonably be expected to have a favorable impact the
outcome of the emergency, and,
• Personnel are available with the necessary equipment and training to perform such operations
safely.
C. Assist the Tukwila Public Works Department with efforts that are determined to be non -emergent
in nature, i.e., oil sheen on waterways, diesel spills on roadways and parking lots.
B. SUPPORT AGENCIES
1. The Tukwila Emergency Management Division shall:
a. Coordinate requests for additional resources, as needed.
b. Support public messaging related to Hazmat responses. Consider establishing a Joint Information
Center (JIC), if appropriate.
2. The Tukwila Police Department shall:
a. Provide perimeter and traffic control at hazmat scenes.
b. Coordinate with the Tukwila Fire Department for evacuation, as necessary.
C. Provide incident command in the event of an intentional release or spill, and coordinate crime
scene operations.
3. The Tukwila Public Works Department shall:
a. Assume command of HazMat incidents, once the incident is stabilized and the Tukwila Fire
Department is ready to transfer Command.
b. Assist with releases and spills that enter sewers, drains and waterways, and provide materials and
equipment, when necessary.
C. Coordinate efforts that are determined to be non -emergent in nature, i.e., oil sheen on waterways,
diesel spills on roadways and parking lots.
d. Coordinate with private facilities and contractors to ensure an effective and efficient recovery and
clean-up.
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I'I
61
6.
7
King County HazMat teams may:
If available and able, respond with specialized response personnel and equipment, when request-
ed, to assist the Tukwila Fire Department in all its duties as outlined in ESF-10, Section III -A.
King County Government may:
Activate the King County ECC and initiate an EAS message, only upon request and authorization
of the City's Director of Emergency Management or his/her designee.
b. Contact other local, County or State emergency management agencies, as appropriate.
Coordinate requests for additional assistance at the request of the EOC or On -Scene Incident
Commander.
Serve as the coordination point for regional emergency planning efforts, and maintain the King
County All -Hazards Plan and other appropriate SARA Title III records through the King County
OEM.
e. Assist with transportation of evacuated populations affected by hazardous materials incidents, as
resources allow.
Re-route bus traffic, as necessary.
Assist other first responders with barricades and other traffic -related activities, as able.
Evaluate and regulate the potential for disposal of spilled materials and clean-up residue to
sanitary sewer, and require pretreatment when necessary.
Provide information, directories and advice, spill prevention, and handling education to businesses
that are small quantity generators of hazardous waste.
King County Local Emergency Planning Committee (LEPC) may:
Maintain records of annual Tier II reports and Clean Air Act documents, provided by facilities and
stored at KCOEM.
b. Provide information on facilities and phone numbers to responders, the public and EOCs, if
available.
Provide technical information on chemical exposures and other health concerns.
Washington State agencies may:
Maintain a 24-hour capability to receive notification of incidents, provide mission numbers as
appropriate, and make appropriate notifications to local, State and Federal response agencies.
b. Provide technical expertise and/or response resources to assist in the mission. This may include
support from Washington State Emergency Management (EMD), Washington State Department of
Ecology (DOE), Washington State Patrol (WSP), Washington State Department of Fish and
Wildlife (DFW), Washington State Department of Health (DOH), the Governor's Office, Labor &
Industries (L&I), and the Washington State Civil Support Team (CST).
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Contact all applicable Federal Agencies. This may include the National Response Center (NRC),
FBI, US Department of Health, Center for Disease Control (CDC), the Environmental Protection
Agency (EPA), FEMA Region X, and the United States Coast Guard (USCG).
Activate the State EOC and, on behalf of the City, initiate an EAS message, only upon request and
authorization of the City's Director of Emergency Management or his/her designee.
Contact other local, County or adjacent state emergency management agencies, as appropriate.
Record and process a request for State Fire Mobilization. The Chief of the Washington State
Patrol approves or disapproves fire mobilization requests.
8. United States Environmental Protection Agency (EPA):
The EPA is the IC agency on inland waterways, and will work within the Unified Command
Structure with the USCG, responsible party, Washington State, WSP, and the Tukwila Fire
Department. The EPA may provide technical assistance teams (START) contractors, On -Scene
Coordinators (OSCs), and limited clean-up funding, where the responsible party is not identified or
is unable to fund clean-up.
The EPA may:
• Act as the IC for spills of hazardous materials or petroleum products occurring on inland
waterways, when requested by local agencies.
• Provide site assessment assistance.
• Review annual SARA 313 reports.
• Provide PIO support in conjunction with the City, State and/or King County JIC.
9. Federal Agencies:
When City, County or State resources are depleted, assistance may be requested from other
Federal agencies.
The request for assistance from any Federal agency may be made by on -scene Incident
Commanders to the City EOC. In accordance with the Stafford Act, the official request for any
Federal agency response will come from Washington State Emergency Management Division.
IV — RESOURCE REQUIREMENTS
Significant specialize Hazmat teams, including personnel and equipment are necessary to facilitate this ESF.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Parks and Recreation Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Tukwila Community Development Department
Tukwila Finance Department
Public Health —Seattle & King County
American Red Cross
Salvation Army
Washington State Department of Agriculture
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 11, "Agriculture and Natural Resources", provides for coordinating City
resources in the provision of nutrition assistance; controlling and eradicating an outbreak of highly contagious
or economically devastating animallzoonotic or plant disease or plant pest infestation; assuring food safety and
security; and protecting natural and cultural resources and historic properties prior to, during, and after an
incident. This ESF also includes large animal response issues.
B. SCOPE
This ESF provides for four primary functions:
1. Provision of nutrition assistance.
2. Animal and plant disease and pest response.
3. Assurance of the safety and security of food supply.
4. Protection of natural, cultural and historic resources (NCH resources).
C. PLANNING ASSUMPTIONS
1. All City departments will provide their own food and water using City staff, resources and facilities.
2. The City of Tukwila will have to coordinate the procurement and distribution of emergency food and
water with volunteer agencies, special purpose districts, food retailers, and other local, State and Federal
government agencies.
3. The City will work to educate its residents, businesses and City staff regarding their responsibility to
provide for their own food and water for a minimum of three days.
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TUKWILA, WASHINGTON CEMP ESF 11: AGRICULTURE AND NATURAL RESOURCES
4. The City relies on a partnership with human services organizations - such as the American Red Cross
(ARC) and Salvation Army; State and County public service agencies; faith based organizations; and the
private sector - to provide food and water to residents.
5. The Tukwila Parks and Recreation Department will establish predetermined Community Points of
Distribution (CPOD) sites throughout the City for the distribution of food and water, such as recreation
centers, schools, faith -based facilities, etc.
6. All actions regarding animal and plant disease and pest response will be coordinated with Public
Health —Seattle & King County, whenever possible.
7. Actions taken to protect, conserve, rehabilitate, recover and restore NCH resources are guided by City
policies and procedures. During an incident, these actions will be coordinated with the EOC.
8. The Washington State Departments of Agriculture (WSDA) and Fish and Wildlife (WDFW) represent
animal health concerns of the State, which may involve the diagnosis, prevention and control of foreign
animal diseases and diseases of public health significance, and assistance in the disposal of dead
animals, in accordance with Appendix B (State Animal Response Plan) of Emergency Support Function
11 of the Washington State Comprehensive Emergency Management Plan.
II - CONCEPT OF OPERATIONS
A. GENERAL
The City's provision of shelters, food and water distribution will be managed through the EOC. The
Tukwila Parks and Recreation Department will provide personnel to work in the EOC, as requested, to
assist in coordination of food and water planning, procurement, and distribution with Red Cross,
Salvation Army, other faith based organizations, private food distribution firms, water special purpose
districts, King County, State, and Federal agencies.
2. Public Health —Seattle & King County will ensure that all health and food/water safety aspects of storing
and distribution are complied with.
B. PROCEDURES
If the incident appears to be an infected animal situation, Washington State Department of Agriculture
will be contacted. Generally, this will occur in the following manner:
a. Farmer or local veterinarian calls in problem.
b. A specially trained veterinarian (a foreign animal disease diagnostician or FADD) will collect
samples to confirm a diagnosis.
C. Samples are sent to the National Veterinary Services Laboratory and the Washington Animal
Disease Diagnostic Laboratory.
d. The FADD, in consultation with the State Veterinarian and USDA-AVIC, will determine the next
actions to take.
2. The following will need to be coordinated:
LAW ENFORCEMENT — Enforce Quarantine — Traffic Control.
b. FIRE: Decontamination, disinfection.
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PUBLIC WORKS: Road barricades, drainage issues, carcass disposal, traffic rerouting.
PUBLIC HEALTH: Quarantine issues, human disease control, animal disposal, mental health.
PUBLIC INFORMATION: Work as the local representative in the Joint Information Center.
3. Mutual Aid Agreements
The Washington State veterinarian can be contacted through the Washington EMD and the Washington
State Agriculture Department. There is also a local vet per region. King County is located in the
Agricultural Region 1.
III — RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Parks and Recreation Department shall:
Provide property, facilities and resources to assist with the efficient distribution of food and water
resources.
Determine the availability of food within the City that could be used for human consumption, and
assess damage to food supplies.
Coordinate with the EOC to ensure incoming nutritional supplies are delivered to the appropriate
CPOD, and to ensure the security of the supplies.
Predetermine multiple CPODs throughout the City for the disbursement of nutritional supplies to
the residents of the City.
Develop and maintain procedures for procuring food and water from local businesses, whenever
possible, to provide for the nutritional needs of first responders and the community.
Coordinate with all City departments regarding preparation, transportation and distribution of food
and water to City employees.
Coordinate with the EOC to determine potential sites for holding donated goods, food and water
supplies. Provide logistical support in distribution of food, water and donated goods.
B. SUPPORT AGENCIES
The Tukwila Emergency Management Division shall:
Develop and manage the EOC's Mass Care Branch, which includes the Food and Water Planning
Group, to include providing personnel and resources to lead the planning, coordination and
distribution of food and water resources through the same system that provides shelters.
Make resource requests to County and State Emergency Management agencies, when
appropriate.
2. The Tukwila Community Development Department shall:
In coordination with the Tukwila Parks and Recreation Department, provide for distribution of food and
water to City employees.
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TUKWILA, WASHINGTON CEMP ESF 11: AGRICULTURE AND NATURAL RESOURCES
3. The Tukwila Finance Department shall:
Assist with the procurement of food and water.
4. Public Health —Seattle & King County may:
a. Provide food and drinking water safety consultation and disease -prevention information to
providers of emergency mass food and water distribution.
b. Evaluate mass food and water distribution and preparation centers to assure proper sanitation/safe
food handling practices.
C. Formulate and distribute food and drinking water safety communications to the public.
d. Investigate possible food and water -borne illness and zoonotic disease outbreaks.
5. American Red Cross may provide:
Staff, supplies and food service, as incident conditions dictate and resources allow.
6. Salvation Army may provide:
Staff, supplies and food service, as incident conditions dictate and resources allow.
7. Washington State Department of Agriculture shall:
a. Coordinate with local jurisdiction for needed local support.
b. Establish surveillance zones.
C. Enforce strict biosecurity measures to prevent spread of disease.
IV - RESOURCE REQUIREMENTS
A. Direct purchasing and contract development with private sector food businesses and volunteer organizations
will be utilized, until bulk distribution of food and water supplies can be coordinated with State and Federal
agencies.
B. The EOC will funnel all requests for County, State and Federal food and water support through the King County
ECC.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Public Works Department
SUPPORT AGENCIES
Energy and Utility Providers
Tukwila Emergency Management Division
King County Office of Emergency Management
Washington State Emergency Management
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 12, "Energy", provides for maintaining liaison with public utilities providing
services in the City of Tukwila, and coordinating support for the continued operations of public utilities
necessary to provide essential services to Tukwila residents, businesses and government.
B. SCOPE
The City does not own any energy facilities.
2. The types of public and private utilities addressed in this ESF are electric, water, sewer, natural gas, and
fuel pipelines.
3. The electric utilities, which include Puget Sound Energy (PSE) and Seattle City Light, are an organized
collection of generating and distribution facilities.
4. Water supply and sewer systems within Tukwila are both publicly- and privately -owned, and are
organized at either municipal or special purpose district level.
5. Natural gas is provided by Puget Sound Energy (PSE); distribution of natural gas is subject to control by
the Federal government in response to such factors as supply and areas of excessive demand.
6. Liquid fuel (diesel, jet fuel, regular gasoline) is provided by Olympic Pipeline, and is subject to control by
the Federal government.
C. PLANNING ASSUMPTIONS
Private and public utility providers have continuity and restoration plans to facilitate the delivery of
services to the City.
2. Mutual Aid agreements/contracts exist among utility providers to increase resource capability during
incidents.
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TUKWILA, WASHINGTON CEMP ESF 12: ENERGY
II -CONCEPT OF OPERATIONS
A. GENERAL
1. The Tukwila Public Works Department will designate a liaison to work with public utilities not directly
under the control of the city.
2. When the EOC is activated for emergencies or disasters, it will be the focal point, in partnership with the
Tukwila Public Works Department, for establishing priorities for restoration of utilities across the City.
3. Seattle City Light and PSE are responsible for the continuation of service and available energy resources
will be used to meet immediate local needs, whenever possible. If shortages exist, requests to meet
needs will be submitted through normal emergency management channels. Actions may be necessary
to limit the use of energy, water or other utilities, until normal levels of service can be restored or
supplemented. These resources, when limited, will be used to meet immediate and essential emergency
needs (e.g., hospitals, etc.).
4. Depending upon the utility outage, both private and public utility purveyors will be invited to work in the
City EOC, to expedite restoration of utility services. The EOC will attempt to coordinate with utilities, and
provide them with situation and damage reports to facilitate the return to service of utilities as soon as
possible.
5. Public utility resources will be used to meet immediate and essential emergency needs. If adequate
resources are not available locally, request for additional resources will be made through the King
County Emergency Coordination Center (ECC).
6. Requests for public utility resources that cannot be filled locally will be forwarded through emergency
management channels to State government.
7. To the maximum extent practicable, and within the limitations imposed by either the Federal or State
government, public utility systems will continue to provide service through their normal means. If
curtailment of service is required, the systems will comply with such curtailment.
B. PROCEDURES
Tukwila Public Works Department staff will mobilize on a case -by -case basis. This will normally be done by
landlines or cell phones. If phone communication systems fail, Tukwila Public Works Department staff should
report to work according to their Department policy.
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III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Public Works Department shall:
Select an individual to coordinate situation information and resource requests with public and
private utilities.
b. Coordinate repair operations with outside agencies and private utility field representatives, as
appropriate.
Provide or contract major recovery work and/or services, as appropriate.
Develop coordination mechanisms (i.e., franchise agreements, letters of understanding, contracts,
and other formal documents) with private utilities and other private businesses responsible for
electricity and natural gas services, to ensure all response and recovery operations are conducted
in an orderly manner and in City-wide priority sequence, to the greatest extent possible.
e. Coordinating the use of those public utility resources available and upon which no restrictions have
been placed by higher levels of authority.
When they cannot be filled locally, coordinating public/private utilities requests for assistance with
County and/or State government.
Advise public/private utilities operating in the City regarding: Federal and State restrictions or
limitations; essential utility services required for emergency operations of City government, and the
health and safety of the population; and the restrictions, limitations and operating policies
established by City government affecting public utility operations in the City.
Assisting public utilities by coordinating utility operations with government agencies.
B. SUPPORT AGENCIES
Energy and Utility Providers (Puget Sound Energy, Seattle City Light, Sewer and Water Districts,
Williams NW Pipeline, Olympic Pipeline) may:
Provide for the continuation of service and rapid restoration of infrastructure -related services.
b. Provide liaisons and/or 24/7 phone contacts to the EOC, when requested.
Provide situation updates to the EOC, when requested.
Provide utility restoration plans and priorities to the EOC, when requested.
e. Coordinate resource requests for public sector resources and services through the EOC.
2. The Tukwila Emergency Management Division shall:
Coordinate requests for resources and submit to the King County ECC and/or State EMD.
b. Assist in facilitation of communication between the City and utility providers.
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3. King County Office of Emergency Management may:
Coordinate requests for resources and regional infrastructure information to and from the EOC.
4. Washington State Emergency Management may:
Support resource requests from the City and, when appropriate, notify State agencies of situations and
the need for support.
IV - RESOURCE REQUIREMENTS
Private and public utility agencies will require specialized equipment and trained crews to rapidly assess,
maintain service, and restore impacted infrastructure.
IV - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Police Department
SUPPORT AGENCIES
Tukwila Emergency Management Division
Valley Communication Center
King County Government
Washington State Emergency Management & Washington State Patrol
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 13, "Public Safety and Security", identifies the City of Tukwila public safety
and security capabilities and resources, to support the full range of incident management activities associated
with potential or actual emergencies or disasters. The primary purpose of ESF 13 is to establish procedures
for the coordination of Tukwila Police personnel and equipment, to respond to incidents within the City.
B. SCOPE
ESF #13 capabilities support incident management and operational function, including warning and
evacuation, damage assessment, crime scene control, search and rescue, disaster site access, looting
control, traffic control, security planning, technical assistance, and public safety in both pre- and post -
incident situations.
2. Terrorism -related activities are specifically addressed in Annex 2, Terrorism Incident, Law Enforcement,
and Investigation.
C. PLANNING ASSUMPTIONS
The Tukwila Police Department (PD) maintains a 24-hour operational capability.
2. The SCORE and King County Adult and Juvenile Detention shall maintain a 24-hour operational
capability of providing jail services for the Tukwila PD and Municipal Court.
3. Assistance between law enforcement agencies is facilitated by mutual aid agreements, in effect for all
law enforcement agencies that operate in King County and neighboring jurisdictions.
4. The Washington State Patrol maintains jurisdiction for traffic enforcement and control on all State and
interstate roadways within the City.
II - CONCEPT OF OPERATIONS
I_�e74►14X3I
The Tukwila PD is the chief law enforcement official within the City, and is responsible for coordinating all
law enforcement activities during a City-wide emergency.
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TUKWILA, WASHINGTON CEMP ESF 13: PUBLIC SAFETY AND SECURITY
2. In addition to maintaining 24-hour operational capabilities, the PD has two-way radio communications on
the 800-MHz system and cellular telephones.
3. Each officer has a handheld radio, and Police vehicles have mobile radios.
4. The PD is set up to respond with squads of officers on 12-hour operational periods during incidents. The
on -duty supervisor will distribute personnel into the operational squads, depending on who is actually on
duty for the transition period. The schedule will change shifts at 6:OOAM and 6:00PM after the transition
period. The Department will work two shifts of 12 hours, 24 hours a day, seven days a week, until the
incident is over.
5. PD units, with the use of their sirens and public address systems, will be used to disseminate warning
and emergency information.
6. The Police Chief or his/her designee may designate a communications officer to operate backup
communications equipment from the EOC, when requested or anytime it is necessary to supplement
regular communications capabilities, to provide for the coordination and/or allocation of City resources.
7. In the event military support is utilized within the City, the Police Chief or his/her designee will coordinate
activities with the military commander.
B. PROCEDURES
The Tukwila Police Department will follow all Departmental policies and procedures relating to chain of
command and on -scene management.
2. Department personnel shall operate according to specific directives and Departmental standard
operating procedures (SOPs), and by exercising reasonable personal judgment when unusual or
unanticipated situations arise and command guidance is not available.
3. The alert system utilized to mobilize PD personnel shall be the call -out system established with critical
incident standard operating procedures. As communication systems may fail in a major incident, Police
staff should report to work as soon as possible following obvious major disasters regardless of whether
they have been notified.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Police Department
a. Provide support to the Tukwila Emergency Management Division in the dissemination of
emergency warning information to the public.
b. Provide command and control for field operations through established command posts, as
appropriate.
Provide law enforcement activities within the City that includes the enforcement of any special
emergency orders issued.
Provide security and perimeter control at incident scenes and the EOC during activation, when
appropriate.
e. Provide emergency traffic control.
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Assist the Tukwila Emergency Management Division and the Tukwila Public Works Department in
establishment of evacuation routes.
g. Provide initial damage assessment information to the EOC, as able.
B. SUPPORT AGENCIES
1. Tukwila Emergency Management Division shall:
Submit and coordinate requests for additional resources to local, County, State and Federal agencies, as
appropriate.
2. Valley Communications Center may:
Provide for the continuation of day-to-day emergency communication, whenever possible. They have
back-up contingencies in place if their 911 lines are not operational.
3. King County Government may:
a. Support resource requests for local, County, State and Federal agencies, as appropriate and able.
b. Through the King County Sherriff's Office, assist local municipal police agencies in law
enforcement activities, as resources allow.
C. Provide back-up 911 support when primary agencies are not available, as able.
d. Maintain and coordinate all jail operations necessary to provide for the security and basic human
needs of the population within its facilities.
4. Washington State Emergency Management may:
a. Support resource requests for State and/or Federal agencies, as appropriate and able.
b. Through Washington State Patrol, assist local municipal police agencies in law enforcement
activities, as resources allow.
IV - RESOURCE REQUIREMENTS
Commissioned law enforcement officers, support staff, and equipment to provide 24 hour -a -day coverage until
the demands of the emergency situation or disaster are over.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Emergency Management Division
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All City Departments
Tukwila City Council
Tukwila Public Works Department
Tukwila Finance Department
Tukwila Community Development Department
King County Office of Emergency Management
American Red Cross
Salvation Army
Utilities
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 14, Long -Term Recovery and Mitigation", identifies roles and
responsibilities involved in the recovery of the City of Tukwila from an incident.
B. SCOPE
The City of Tukwila supports special purpose districts serving the City, residents and businesses by
coordinating recovery efforts and resources.
C. PLANNING ASSUMPTIONS
1. All Tukwila City departments have duties directly associated with the recovery of the community.
Additionally, all City departments have the responsibility to return to normal business capabilities as soon
as possible following an incident.
2. To affect the recovery of Tukwila, continuity of government and government functions will be maintained,
if possible.
3. The City will perform damage assessment and communicate damage figures to the King County ECC,
the assigned Applicant Agent.
4. Trained personnel exist to establish authority and to implement plans and procedures.
5. Circumstances of an emergency may affect a program or agency's ability to participate in local recovery
efforts.
6. The private sector is likely to be affected by shortages of food, clothing, shelter/housing, normal employ-
ment, access to public transportation and roadways, repairs to their homes, and loss of possessions.
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TUKWILA, WASHINGTON CEMP ESF 14: LONG-TERM RECOVERY & MITIGATION
7. To recover, residents may need to remove debris, maintain employment, access funds for repairs, and
provide care for children and the elderly or disabled.
8. Permits and licenses may be needed for rebuilding.
9. Utilities such as phones, safe drinking water and sewer services will need to be re-established.
10. Supplies of food and fuels will be required.
11. People will be seeking reunification with their families.
12. The public will need assistance with insurance claims, public programs and consumer fraud topics.
13. Critical workers will be needed to maintain commerce.
14. Long-term housing and historical site preservation will require attention.
15. Emergency repairs will be needed on bridges, roads and public buildings.
16. Long-term business recovery strategies may be needed.
II — CONCEPT OF OPERATIONS
A. GENERAL
1. Initial phases of recovery are coordinated by the staff of the EOC.
2. As short-term recovery transitions to long-term recovery, the EOC may transition to a Recovery
Coordination Center (RCC).
3. Initially, the King County ECC will send preliminary damage assessment forms to all public sector
entities, and set up a telephone bank "hotline" so King County residents and businesses can report
damages not covered by insurance.
4. Preliminary damage assessment information is consolidated, along with supplemental impact
documentation, and is forwarded to the WA State EOC in order to:
a. Determine the extent of damage to the State, and
b. Support a Proclamation of Emergency and request for presidential declaration by the Governor
through FEMA Region X, to the President of the United States.
5. Signed Presidential disaster declarations for the State are approved to designated county geographical
areas (such as King County), in two separate categories, (public assistance for counties, cities, special
purpose districts, nonprofits performing government -like services, and for individual assistance for
individual citizens and businesses). Under certain conditions, the County or smaller jurisdiction may
receive declarations approved by the US Small Business Administration or the Department of Agriculture
without Presidential Disaster or Emergency Declarations.
6. Affected entities - Incidents affect both public entities and the private sector. Resources available for
recovery are established by these categories:
a. Private: Individuals, associations, clubs and businesses (including banks and financial institutions,
retail, wholesale, transportation, leisure, import/export, services, insurance, construction, power
and some utilities).
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TUKWILA, WASHINGTON CEMP ESF 14: LONG-TERM RECOVERY & MITIGATION
b. Public: Cities, towns, and special purpose districts such as schools, fire districts, water and sewer
districts, library and drainage districts, and private nonprofit government -like agencies (e.g.,
American Red Cross).
7. Public Assistance Program - Once a Presidential Declaration is made, local applicant agents are
designated for each affected public sector entity (e.g., county agencies, cities, special purpose districts,
and non-profit/government-like organizations (e.g., water provider associations). Recovery of City
governmental agencies is coordinated by the senior City department level executive appointed to a
Recovery Team by Tukwila's Mayor. As the designated Applicant Agent, King County OEM will
coordinate recovery efforts between cities in King County and Washington State and Federal officials.
Coordination by the King County OEM staff and the Applicant Agent includes scheduling visits by
Federal inspectors to damage sites, and establishing accounting and appropriate audit trails for receipt of
State/Federal assistance.
8. Individual Assistance Program - After the response phase of the incident has been addressed, King
County OEM will establish a webpage, online reporting form, and "hotline" phone bank, for residents and
businesses to report initial damages not covered by insurance. Once a presidential declaration has been
made, residents will be able to register by telephone with FEMA to receive assistance. A designated
King County OEM staff will assist the State and Federal teams in establishing Federal recovery sites,
and providing assistance to Federal and State outreach teams reaching into the impacted communities.
B. PROCEDURES
The following steps may occur over days, weeks or months, depending on the incident:
General
Rapid Impact Assessment is conducted for all City departments.
Emergency Spending Authority is established.
Recovery or maintenance of Vital Records begin; short-term efforts are made by all City
departments to return to essential functioning following their COOP/COG plans.
Preliminary Damage Assessment is conducted. Reports are channeled to Washington State EOC
via the King County ECC, on losses to the public and private sectors.
Federal Declaration is requested, opening support of resources beyond the State's capability to
deliver, and financial assistance for recovery.
Two types of assistance may be sought: Individual Assistance (for individuals and businesses in the private
sector), and Public Assistance (for jurisdictions and public entities).
2. Individual Assistance Process
Shortly after the incident, a King County website and a telephone hotline for residents reporting
damages may be established by the King County ECC or other appropriate agency.
If an Individual Assistance declaration is made, private sector assistance is forthcoming.
A toll -free Federal telephone registration number is obtained for residents to report damages and
begin the assistance process.
King County OEM compiles reports, along with Supplemental Justifications, and forwards these to
Washington State Department of Emergency Management.
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3.
e. One or more assistance centers may be established. These may be staffed by some combination
of City, County, State and Federal Agencies, with recovery assistance for the public sector.
f. As recovery begins, resources and location of any recovery center will be communicated to the
public and private sectors through the City PIO or the King County Joint Information Center (JIC).
g. King County OEM continues to work with the Federal and State outreach teams, to ensure
residents are aware of the availability of assistance.
Public Assistance Process:
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m
King County OEM will send out notices with forms for reporting disaster losses to the City, special
purpose districts, and Private -non -Profit (PNP) organizations performing certain governmental
functions.
Jurisdictions, special purpose districts, and PNPs provide King County OEM with reports of losses
and damages.
King County OEM compiles and distributes these reports, along with supplemental justifications, to
the Washington Department of Emergency Management.
Preliminary Damage Assessment teams - consisting of Federal, State and local
representatives - inspect field sites for confirmation of estimated damages and qualifying costs.
When a Public Assistance Declaration is made, financial assistance will be forthcoming for
jurisdictions, special purpose districts, and certain PNPs.
A representative of the King County OEM will arrange a location for the briefing of public sector
Applicant Agents. This is communicated to all public entities in King County.
Following the Applicant Agents' Meeting, a Notice of Interest and a Disaster Assistance Application
must be transmitted by public agencies requesting financial assistance from FEMA.
Record Keeping — In-house records of normal budget, maintenance portions, overtime and
expenses associated with the incident must be maintained, from the initial time of incident until
close-out of the incident. Later, delineation of small and large projects -based on the nature and
the cost of the project - will determine frequency of grant payments and inspections.
After approval of project worksheets, work begins on larger and longer -term recovery projects in
public and private sectors.
A-19-1A vouchers and quarterly status reports are submitted, according to schedule.
Provide for coordination of Field Inspectors with the Disaster Field Office and King County
Agencies for completion of Disaster Survey Reports (DSRs) to establish final dollar counts for
public recovery grants from FEMA.
The Applicant Agent notifies FEMA when all recovery projects are complete.
All records of work and expenditures of funds must be kept for a period of seven (7) years,
following the dispersal of the final payments and closure of the final project for a particular incident.
Audits may be forthcoming and may occur at any time along the process, from beginning of repair
of damages until after close of the final project.
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III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Emergency Management Division shall:
a. Acquire rapid incident assessment (RIA) data.
b. Operate/maintain the EOC and the transition from response to a Recovery Coordination Center
(RCC).
C. Identify an applicant agent to represent the City.
d. Coordinate and advise City government of recovery requirements and procedures.
e. Document expenses and collect City damage assessment figures. Serve as liaison to King County
OEM and/or to Washington State Disaster Field Office.
f. Coordinate private non-profit recovery efforts.
g. Maintain information of City government damages/expenses.
h. Coordinate with City PIO on messaging.
B. SUPPORT AGENCIES
1. All City Departments shall:
a. Develop a recovery plan and procedures.
b. Participate in the development and implementation of regional recovery efforts.
C. Assess capabilities to conduct normal business.
d. Assess resource needs to return to normal business.
e. Conduct short-term repairs needed to support normal operations.
f. Begin reconstruction and long-term repairs with available funds.
g. If needed, provide staffing for recovery efforts to the EOC.
3. Tukwila's City Council shall:
Consider motions or ordinances covering one or more of the following topics:
a. Special provisions for access to damaged buildings.
b. Appropriation of emergency funds.
C. Authorization to waive normal procurement requirements for emergency expenditures.
d. Topics related to the encouragement of business recovery.
4. The Tukwila Public Works Department shall:
Provide emergency construction; repair roads and bridges; supply engineering support to other City
departments; erect signs and barricades; and coordinate inspections and assistance from US Army Corp
of Engineers and other outside agencies.
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5. The Tukwila Finance Department shall:
Assist other City departments with the accounting for their incurred costs related to response and
recovery from emergencies.
b. Re-establish or maintain payroll for City employees.
6. The Tukwila Community Development Department shall:
Issue building permits and performs inspections of damaged buildings in Tukwila.
Suggest special provisions regarding fees and paperwork submission for emergency and disaster
repairs.
Be responsible for long-term rebuilding issues.
Evaluate and make recommendations regarding Historic Sites damaged in the incident.
7. The King County Office of Emergency Management may:
Coordinate IA and PA programs between the City and State of Washington.
8. The American Red Cross may provide:
As resources allow, relief assistance and basic needs to individuals with urgent and verified incident -
related needs. Significant services include Emergency Mass Care, Welfare Inquiries, and Individual
Emergency Assistance. Other services include Health Services and Individual Additional Assistance.
9. The Salvation Army may provide:
As resources allow, recovery assistance in the form of food vouchers, clean-up kits, some medical
assistance, counseling, and mobile feeding.
10. Utilities may:
Perform damage assessment, effect short-term repairs and/or re-routing of phone, power, gas and
water/sewer services to critical response agencies, businesses and residents. Needs beyond local
capability should be communicated to the EOC.
IV — RESOURCE REQUIREMENTS
Resources required for recovery are largely dependent on the emergency, its location, duration and population
impacted, however it is expected that more resources than readily available will be required.
V — REFERENCES
See Append 3, Authorities and References.
VI — TERMS AND DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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. TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Mayor's Office
SUPPORT AGENCIES
Tukwila Emergency Management Division
All City Departments
King County Joint Information Center
I — INTRODUCTION
A. PURPOSE
Emergency Support Function (ESF) 15, "External Affairs", establishes guidance for the effective development,
coordination and dissemination of information to City employees, the public and the media, related to an
emergency situation.
B. SCOPE
City employees and public information requirements will be determined by the severity of the incident, as
determined by the Tukwila Emergency Management Division or the field Incident Commander. This ESF
describes how City departments will work together to deliver a coordinated message.
2. The City will defer to County, State and Federal Agencies for support when addressing Congressional
and/or International Affairs.
C. PLANNING ASSUMPTIONS
The Emergency Alert System (EAS) is used in time -sensitive, life -threatening situations, when the public
must be warned immediately of an impending emergency, or given orders for immediate action.
2. The City will identify a primary Public Information Officer (City PIO) to coordinate all City messaging.
This most often is Tukwila's City Administrator or his/her designee.
3. Public information will be facilitated according to the size and scope of the incident.
4. Public information may in fact be a primary objective during an emergency. During a major emergency,
timely and accurate public information will help protect people's health and safety, and will help manage
expectations about response capabilities.
5. Normal means of communications may not be available. In those situations, non-traditional means of
communicating, such as radio, billboards, flyers, newsprint, and community networks with the public
must be established and utilized.
6. Rumors or misinformation can cause unnecessary distress among the public, provoke counterproductive
public actions, and impede response and recovery efforts. The City PIO or his/her designee must focus
on providing accurate and timely information, using all dissemination methods available.
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II - CONCEPT OF OPERATIONS
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Once the initial warning is accomplished, or in an incident without immediate threat, the City PIO or his/her
designee has the task of keeping the public informed of what to do to prevent injury or property damage, to
stabilize a situation, and to recover from an incident. The position also has the role of informing employees of
City government status and actions.
B. PROCEDURES
All City departments will identify personnel to provide subject matter -specific information to the City PIO,
to be used in a coordinated effort during emergencies.
2. The City PIO will advise media as to how they will be contacted with information during emergencies.
3. During the response phase of the incident, the City PIO will coordinate the dissemination of incident
information to the public, employees, local and national media by the use of social media, email, in -
person conferences, telephone conferences and, if appropriate, on -site interviews.
4. In the event of a large incident, the need to establish a Joint Information Center (JIC) may occur. This
facility will serve as the coordination point for City public information, and will be led by the City PIO or
his/her designee.
5. Information will also be provided directly to the public via whatever means available, including posting of
public information on the Regional Public Information Network website (RPIN.org), and the use of other
telecommunication applications.
6. The City PIO will continue to provide information throughout the recovery period. This may include
instructions on how to apply for Federal assistance programs administered by the State.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Mayor's Office shall:
Organize and coordinate the public information efforts for the City of Tukwila.
b. Establish and coordinate procedures and the coordination of information to the public and City
employees during emergencies.
B. SUPPORT AGENCIES
The Tukwila Emergency Management Division shall:
Provide incident -specific information to the City PIO, as requested.
2. All City Departments shall:
Provide incident -specific information to the City PIO, as requested.
b. Provide a subject matter resource, to provide information and/or speak to the media, the public
and City employees on their area of expertise, when requested by the City PIO.
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3. The King County Joint Information Center may:
Support PIO efforts with regional information coordination and staffing from King County Department
PIOs, either onsite or via a Joint Information System, when requested and as resources allow.
IV - RESOURCE REQUIREMENTS
City department personnel trained in Public Information development and dissemination.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Emergency Management Division
1411aa@]:4rdr]41MI:K
Washington State
Washington State, Military Department
Washington National Guard
Washington State Department of Transportation (WSDOT)
Washington State Department of Ecology (WADOE)
Washington State Department of Health (WADOH)
Federal Government
Federal Emergency Management Agency (FEMA)
Federal Recovery Assistance
US Small Business Administration (SBA)
US Department of Agriculture
US Environmental Protection Agency (EPA)
US Social Security Administration
US Department of Veteran Affairs
US General Services Administration
Public Sector Recovery Programs
FEMA Individual Assistance
US Department of Commerce, Economic Development Administration
US Department of Defense I US Army Corps of Engineers
US Department of Transportation, Federal Highway Administration
US Department of Health and Human Services
US Department of Interior
US Internal Revenue Service
US Department of Housing and Urban Development (HUD)
US Department of the Treasury
US Department of Labor
US Bureau of Alcohol, Tobacco and Firearms
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I - INTRODUCTION
Emergency Support Function (ESF) 20, "State and Federal Support", identifies roles and responsibilities
involved with how Washington State and the Federal Government will provide support to the City during all
phases of emergency management.
B. SCOPE
This ESF provides a general overview of select State and Federal agencies that could provide support to
Tukwila. For specific information on how support will be provided by State and Federal agencies, refer to the
respective plans and procedures of the agencies.
C. PLANNING ASSUMPTIONS
State and Federal governments will support City incident response efforts, when requested.
2. When there is a widespread incident that impacts a significant portion of the State or country, it could
take three days (or possibly longer) before significant State or Federal resources arrive to assist the City
of Tukwila.
3. All City departments are expected to plan for continuity of operations and continuity of government
services. If adequate continuity of government planning is accomplished and procedures are followed, it
is assumed that there will be less need for State or Federal officials to assume City government roles
and responsibilities.
II - CONCEPT OF OPERATIONS
A. GENERAL
Each county, city or town is required by State law (RCW 38.52) to have - or contract for - an active and
ongoing emergency management program. It is the responsibility of cities to provide for the safety and
welfare of their residents and their collective economic well-being.
2. During all phases of emergency management, governments will work in partnership with one another,
and members of the private and nonprofit sectors to prepare constituencies for emergencies.
B. PROCEDURES
1. During response and recovery operations, cities are expected to exhaust all their locally available
governmental and private resources within their jurisdiction and their fire/emergency zone, before
requesting assistance from King County government and the King County Emergency Coordination
Center (ECC).
2. King County government will exhaust known governmental and private resources before requesting
support from the State.
3. When an emergency occurs, the King County ECC will request a mission number from the Washington
EMD.
4. Any requests for resources beyond City capabilities will be coordinated by the City EOC through the King
County ECC to the WA EMD, or the Washington Emergency Operations Center (EOC), if activated.
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TUKWILA, WASHINGTON CEMP
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5. Depending on the severity of the incident and whether the Governor has forwarded a request for a
Presidential Declaration, a mission assignment for State or Federal aid and assistance may be
requested.
6. Liaison positions for State and Federal liaisons will be established in the King County ECC.
III — RESPONSIBILITIES
The listing below is not comprehensive in nature. Additional information can be found by contacting the
Federal department listed or referring to their specific publications.
A. PRIMARY AGENCY
The Tukwila Emergency Management Division shall:
Exhaust known governmental and private resources before requesting support from the County,
State or Federal agencies.
When an incident occurs, request a mission number from the Washington EMD, if not already
assigned for the incident.
Any resource requests will be requested through the King County ECC, to WA EMD, or the
Washington Emergency Operations Center (EOC), if activated.
Collect Individual and Public Damage Assessment information for reporting to the WA EMD.
B. SUPPORT AGENCIES
1. Washington State
Emergency management in Washington State is assigned to the Washington State Military Department,
Emergency Management Division. This is a separate and distinct civilian division that is not under the
Washington State National Guard.
A. WASHINGTON NATIONAL GUARD
National Guard Resources are available after local resources have been committed. Prior to
making National Guard resources available, the State will explore use of other available
resources at its disposal.
• Resources available through the National Guard include limited mass feeding, mobile/fixed
communications, delivery of supplies, security and quarantine of shelter sites, emergency
shelter, limited electrical power, limited medical supplies, aerial reconnaissance, and limited
potable water.
The National Guard is called to active duty by the Governor acting as Commander in Chief. The
State pays for non -appropriated costs. National Guard resources are coordinated through the
Washington State EOC.
B. WASHINGTON STATE DEPARTMENT OF TRANSPORTATION
Supports repair of State and interstate roads, and the ferry system in Washington State.
C. WASHINGTON STATE DEPARTMENT OF ECOLOGY
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2.
May provide clean-up funds for hazardous materials spills, where the responsible party cannot be
identified or is fiscally unable to effect clean-up of a release.
D. WASHINGTON STATE DEPARTMENT OF HEALTH
•. Lead agency in Washington State for evaluating and certifying re-entry of a population to a
radiologically contaminated area.
•. Can acquire Federal health resources without a State proclamation.
Federal Emergency Management Agency
The Federal Emergency Management Agency (FEMA) is the Federal agency charged with coordinating
the emergency management function in the Federal government. The Department of Homeland Security
is also involved in preparedness and prevention activities and grant allocation. Additional services in
recovery may be provided by the agencies detailed below.
A. FEDERAL RECOVERY ASSISTANCE
• See FEMA 229(4), Disaster Assistance.
• Federal agencies are prohibited by law from rendering assistance in duplication of assistance
provided under insurance or by another Federal agency.
• Assistance is available through toll -free registration or facilitated at Disaster Recovery Centers
(DRC).
• Location of a DRC is coordinated with the King County ECC.
B. US SMALL BUSINESS ADMINISTRATION (SBA)
• Economic Injury Loans for working capital to small businesses and agricultural cooperatives.
Physical Disaster Loans for business losses of machinery, equipment or real estate. Physical
Disaster Loans for individuals are available for real estate replacement or repair, and for
personal property.
• Loans and technical assistance for family farmers' and ranchers' losses.
• Water Assistance Grants are available for obtaining potable water that meets the Safe Drinking
Water Act standards.
• Emergency Watershed Protection funds and assistance are available to individuals, to install or
repair soil conservation structures.
• Animals: Emergency Hay and Grazing and Livestock Feed Program assist farmers.
• Business and Industrial Loans are also guaranteed under USDA provisions.
• Farm Operating Loans are available for well drilling, farm supplies and livestock, and needed
improvements.
• Food Distribution donates USDA -purchased foodstuffs for school children, certain charitable
agencies, and the elderly and elderly tribal nutrition programs on tribal reservations.
• Food Stamps are provided to low-income households on a temporary or extended -term based
on income level.
• Catastrophic Risk Protection for crop damages.
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Water and Wastewater Disposal Loans and Grants are available for communities of 10,000 or
less.
D. US ENVIRONMENTAL PROTECTION AGENCY (EPA)
• Water Pollution Control grants are available for prevention and control of surface water and
groundwater pollution.
• CERCLA funds are available for clean-up of hazardous materials sites.
• LGR (local Government Response) funds are available to local governments for recovery of
hazardous materials response expenses.
• The US EPA is also the lead agency for contaminated debris management.
E. US SOCIAL SECURITY ADMINISTRATION
Provides survivor benefits and assists with lost checks and pending claims.
Provides direct loans to veterans for housing of disabled vets with incident needs.
G. US GENERAL SERVICES ADMINISTRATION
Sale, exchange or donation of property and goods benefiting State and local governments, public
health organizations and services for the homeless.
• Community Disaster Loan Program for local governments with severe losses in tax base and
other revenue from incidents.
• Hazard Mitigation Grants and Public Assistance Program for local governments and certain
private non-profit organizations to repair or replace damaged structures, utilities, roads and
bridges, water control facilities and recreational facilities. Funds are often available for debris
clearance from public areas and for emergency measures. Grants are split 75% Federal, 25%
State and local funding.
FEMA INDIVIDUAL ASSISTANCE
• Cora C. Brown Fund broad relief for individuals, Historic Site Repair and restoration.
• Disaster Housing Program provides transient accommodation reimbursement for short-term
housing, home repairs, and mortgage and rental assistance.
• Individual and Family Grants up to $12,900, where other sources of assistance are exhausted.
• Legal Services for disaster victims, including referrals and insurance claims assistance.
US DEPARTMENT OF COMMERCE, ECONOMIC DEVELOPMENT ADMINISTRATION
• Several programs are available for technical assistance and grants, to help communities recover
economically from the impact of emergencies.
The Fisheries Act of 1986 provides formula grants through NOAA for restoration of resources
damaged by an incident.
K. US DEPARTMENT OF DEFENSE / US ARMY CORPS OF ENGINEERS
• Beach Erosion Control includes 50/50 grants to control beach and shore erosion.
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• Flood Control Works rehabilitation from wind, flood, wave or water action.
• Watercourse Navigation: Protection and Clearing grants are available to remove obstructions
from waterways for navigation or flood control.
• When requested by the governor, the Chief of Engineers is authorized to provide emergency
potable water.
• Following major disasters, USACE may perform emergency work on public and private land,
clear debris, and provide temporary housing for individuals impacted by an incident.
L US DEPARTMENT OF TRANSPORTATION, FEDERAL HIGHWAY ADMINISTRATION
Emergency Relief Program: Federal -aid road damages are 100% covered, if repairs are done
within 180 days of the incident.
• Airport Improvement Program for runways, aprons and taxiways.
M. US DEPARTMENT OF HEALTH AND HUMAN SERVICES
Community Services Block Grants: Provides meal services, legal assistance for seniors, formula
grants to assist low-income persons find employment, make living arrangements, and provide
nutritious foods.
N. US DEPARTMENT OF INTERIOR
Conservation Grants are available for habitat restoration and enhancement, purchase and
development of recreation areas, and to assist farmers to perform control of wind erosion, floods
and other incidents.
0. US INTERNAL REVENUE SERVICE
• The Federal tax code provides for the limited deductibility of losses from current income.
• Qualifying expenses and losses in excess of 10% of the AGI (adjusted gross income) may be
applied. Losses in excess of $3,000 may be carried over to following years until exhausted.
• Taxpayers may prepare an amended return for the prior year and receive a refund rather than
wait to claim the incident loss on the current year's tax return.
• Information is usually provided via 1-800 number (phone) or representative in the local DAC.
• Taxpayers may receive copies of previous returns and documentation.
P. US DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD)
Community Development Block Grants provides long-term reconstruction, rehabilitation or
acquisition of damaged properties including debris clearance and demolition. May be used
along with FEMA and SBA assistance.
• The Home Investment Partnerships Program provides permanent housing for low-income
homeowners or renters in large cities and urban counties.
• HUD may provide temporary, rental housing from listed sales inventory.
Q. US DEPARTMENT OF THE TREASURY
Savings Bond Replacement is available for documents lost due to major emergencies under the
Stafford Act.
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R. US DEPARTMENT OF LABOR
• Finances the creation of temporary jobs for displaced workers as well as re-training when
permanently displaced.
• Disaster Unemployment Assistance: Individuals are eligible for unemployment benefits when left
jobless by an incident, and may also be available to self-employed individuals.
S. US BUREAU OF ALCOHOL, TOBACCO AND FIREARMS
• Will provide forms to retailers and food establishments for tax refunds on damaged inventories.
• Will provide procedures for safe disposal of damaged inventories.
IV - RESOURCE REQUIREMENTS
State and Federal resource needs are identified in City department plans.
V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS AND DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Police Department
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Tukwila Fire Department
Regional Law Enforcement Agencies
Regional Explosive Ordinance Disposal (EOD) Team(s)
Washington State Patrol
Federal Bureau of Investigation (FBI)
King County Office of Emergency Management
Washington State EMD
I - INTRODUCTION
A. PURPOSE
Terrorism, as defined by the FBI, is "the unlawful use of force or violence against persons or property to
intimidate or coerce a government, the civilian population, or any segment thereof in furtherance of political or
social objectives."
This annex establishes a method to enable a coordinated law enforcement and investigative response to all
threats or acts of terrorism within the City of Tukwila ("City"), and between the City and supporting agencies.
To this end, this annex establishes a structure for a systematic, coordinated, unified, timely and effective law
enforcement and investigative response to these events.
B. SCOPE
This annex is a strategic document that provides planning guidance and operational responsibilities for the
response to and the investigation of threats or actual terrorist incidents within the City. Experts generally
agree there are five categories of terrorism incidents; these are Biological, Nuclear, Incendiary, Chemical and
Explosive. These incidents can range from small, seemingly insignificant events to an incident of national
significance.
C. PLANNING ASSUMPTIONS
1. Terrorists have the knowledge and the capability to strike anywhere and anytime.
2. There is no "Type Code" in the Valley Communications Center system titled "Terrorism". Terrorism is a
term that will be applied by Federal Law Enforcement as a result of an investigation.
3. Initially, neither dispatchers nor first responders know the exact cause or motivation behind a threat or an
act of violence; therefore they dispatch and respond to the incident specific situation, i.e., bomb,
suspicious package, suspicious subject, etc.
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4. The FBI has authority for the criminal investigation of all potential or actual terrorist incidents within the
United States.
5. As soon as possible after a formal request, Federal resources will be made available in the response to a
terrorist incident.
6. This annex does not address training and protective clothing to be used during a terrorism incident. In all
instances, all responders need to give thought to proper training and personal protective equipment
(PPE) to deal with the given situation.
II - CONCEPT OF OPERATIONS
A. GENERAL
1. Upon arrival at the scene, the "On -Duty Supervisor" is the Incident Commander, until properly relieved.
2. For the initial Incident Commander, priorities will be to:
a. Assess the scene's safety, proper training and adequacy of personal protective clothing.
b. Stop, neutralize or contain the attack.
C. Rescue victims.
d. Control the scene for Fire and medical aid personnel.
e. Conduct a criminal investigation.
f. Preserve evidence.
g. Protect critical infrastructure.
h. Limit property damage.
3. Resources should be staged and managed, in anticipation of secondary attacks on first responders or
diversionary attacks employed to draw focus from the primary goal of the attack.
4. It is important to remember that there are four routes of entry for harmful substances: inhalation,
absorption, ingestion and injection.
B. PROCEDURES
Local, State and Federal policies, guidelines and regulations that pertain to a terrorist incident will be utilized for
terrorism response.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Police Department will:
a. Do the initial response and investigation to determine if this is, or may be, a true terrorism event.
b. Establish, name and locate the Incident Command or Unified Command Post.
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C. Notify the FBI when local investigators suspect the possibility that a threatened or an actual
terrorist incident exists.
d. If needed, request the EOC be activated to support and coordinate City-wide activities related to
the incident.
e. Develop plans for area access, security and evacuation procedures.
f. Request and coordinate outside terrorism response resources as needed and appropriate,
including other City departments.
g. Provide support to Tukwila's Emergency Management Director in developing emergency warning
information to the public, and in the operation of the EOC.
h. Coordinate with and assist Tukwila's Emergency Management Director to conduct a terrorism
threat assessment.
i. Develop and conduct security and crime prevention training programs regarding terrorism.
j. Coordinate with State and Federal Agencies, including the FBI, to assist with criminal investigation.
B. SUPPORT AGENCIES
1. The Tukwila Fire Department will:
a. Provide emergency medical technicians for Basic Life Support needs
b. Provide fire suppression personnel and equipment in the event of fire.
C. Participate in a Unified Command Structure, when requested
d. Be the liaison and will -call for Advanced Life Support (paramedics), if needed.
e. Provide, if available, Hazardous Material Technicians to support the response and investigation
needs of law enforcement.
2. Regional law enforcement agencies will:
a. Send available officers for mutual aid to assist, as appropriate.
b. Provided law enforcement investigators for officer -involved shootings.
C. Provide law enforcement protection in the City of Tukwila, if/when our resources are unavailable
3. Regional Explosive Ordinance Disposal (EOD) team(s) will:
Respond with appropriate resources and personnel to properly and safely deal with explosive devices.
4. Washington State Patrol will:
a. When requested and as available, respond with appropriate resources.
b. Act as a Liaison between local and Federal agencies.
C. Assign personnel to be part of a Unified Command (if established).
d. Provide resources to transport items to the State Lab.
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5. The FBI will assist local investigators to determine if this is a real or potential terrorist event.
Once it is determined there is a terrorist element to the incident, the FBI will:
a. Respond with appropriate resources.
b. Upon arrival, tie in with the on -scene Incident Commander and, if appropriate, transfer command
from local authorities to the FBI.
C. Assume the role of the primary investigative agency.
6. The King County Office of Emergency Management will
a. Be available to receive requests and provide support as requested by Tukwila officials
b. Be a liaison between Tukwila and Washington State resources.
C. Activate the county ECC, if needed.
7. Washington State EMD will:
a. Serve as the Liaison between the State and Federal communications
b. Support regional efforts when local and county resources are depleted.
IV — RESOURCE REQUIREMENTS
Resource requirements will be determined at the time of the emergency.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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PRIMARY AGENCY
Tukwila Emergency Management Division
SUPPORT AGENCIES
Tukwila Fire Department
Tukwila Police Department
Public Works Department
A. PURPOSE
I — INTRODUCTION
Incident Annex 2, "Rapid Impact Assessment", establishes uniform policies for the City of Tukwila to conduct
rapid impact assessment of damages resulting from natural or human -caused emergencies.
B. SCOPE
Emergencies cause injury or death to individuals and damage to property, the environment, businesses,
nonprofit entities, and to government -owned assets. Damage information is collected for a number of
reasons, including to:
Drive the response decision.
b. Determine eligibility to Federal aid.
Verify the damage at individual sites.
Gather information needed to build a long-term recovery strategy.
2. To determine a priority of response efforts, Rapid Impact Assessment (RIA) must be promptly carried
out, to provide the King County ECC information on life safety threats, major problems, the status of
lifelines, essential facilities, imminent hazards and access routes, and to determine the extent of damage
City departments and agencies have incurred and ability to return to operational functioning.
3. A more quantified damage assessment process - called a Preliminary Damage Assessment (PDA) - is
then conducted, to determine eligibility for various forms of disaster aid and assist in recovery planning.
4. Combined Verification includes a detailed inspection of individual sites by specialized personnel, and is a
procedure established by FEMA to qualify for various recovery programs.
5. Rapid Impact Assessment (RIA) can be activated following any incident where impact intelligence is
needed. RIA involves teamwork among personnel from law enforcement, fire, public works, utilities,
transit, and other agencies within and outside of the City. Secondarily, the media, volunteer
organizations, businesses and industry, and residents can contribute to this process.
6. FEMA policies mandate that damage from incidents and Federal aid and assistance are organized within
County boundaries and must be approved. Even when the effect of an incident is as profound as to be
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readily apparent that the County will qualify for Federal disaster relief, a Preliminary Damage
Assessment (PDA) must be completed.
7. King County OEM will distribute PDA forms to public jurisdictions within the County, as well as providing
residents and businesses with "hotline telephone numbers" and online forms (if available), to report
damage and register with FEMA. Once jurisdictions have completed their PDAs, they will forward them
to King County OEM, who will subtotal and transmit to the Washington State EMD, to assist the State in
determining whether a Presidential Declaration is warranted.
8. If the PDAs ultimately lead to a Presidential Declaration of Disaster authorizing "Public Assistance," then
detailed Project Worksheets [previously titled Damage Survey Reports (DSRs)] of public sector damages
will be completed by public and other qualifying agencies. Other inspectors survey damages suffered by
individuals and businesses, if "Individual Assistance" is authorized. These activities are coordinated
through the King County Office of Emergency Management.
C. PLANNING ASSUMPTIONS
An emergency has occurred, causing damage that requires an initial rapid impact assessment that will
be followed by a thorough damage assessment.
2. The City of Tukwila and special purpose districts will support both assessment activities.
3. Damage assessment information for businesses and residents will initially be reported to the King
County ECC through email, or by using the online form, or using the phone bank "hotline," or other
formats as needed, and later through the FEMA registration process.
II — CONCEPT OF OPERATIONS
A. GENERAL
Rapid Impact Assessment (RIA) is a process that is used to quickly capture the degree that the incident
has challenged the community. The goals of an RIA are to assess:
Boundaries of the impact area.
b. Social, economic and environmental impacts.
Assessment of jurisdictions impacted.
d. Status of transportation routes.
e. Status of communication systems.
Access points to the impact area.
Status of operating facilities and critical facilities.
Hazard specific information.
Weather data.
Status of key personnel.
Resource shortfalls.
Priorities for response.
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m. Status of upcoming activities.
n. Historical information.
o. Endangered Species Act impact.
p. Status of lifeline networks.
2. The RIA will steer initial response activities. As the incident unfolds, the goal of damage assessment
may shift toward making the case for a Presidential Disaster Declaration. Finally, the damage
assessment guides the development of a recovery strategy. To facilitate the receipt of more
comprehensive damage information, a damage information hot line (phone bank) and/or online reporting
tool may be set up and staffed by the King County ECC. If it appears that the County may meet the
threshold for Federal assistance, the King County Office of Emergency Management will complete a
formal Preliminary Damage Assessment (PDA).
3. The Preliminary Damage Assessments (PDAs) are tools used, in part, to determine the City's eligibility
for assistance. At this stage, City personnel accompany State and Federal inspectors through damaged
areas. Based largely on these assessments, the King County Executive may ask that the Governor seek
Federal assistance.
B. PROCEDURES
Following an incident, each City department will need to do the following in line with their COOP/COG plan:
1. Inventory and tally key personnel necessary to complete the essential functions of the organization.
2. Survey buildings and worksites to determine capability of returning to essential functioning.
3. Assess capability of returning to complete essential functioning.
4. Determine necessary resources needed to return to essential capacities addressed in COOP/COG
plans.
5. Report essential capacities and resource requirements to management staff and to the City EOC.
III — RESPONSIBILITIES
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The Tukwila Emergency Management Division shall:
Coordinate the Public Damage Assessment information collection, evaluation and dissemination of
damage assessment information from City departments and special purpose districts.
Forward PDA information to the King County ECC.
Coordinate the collection, evaluation and dissemination of damage assessment information from
residents and the business community.
B. SUPPORT AGENCIES
Fire, Police, DCD and Public Works will potentially have personnel assigned to do a RIA following a major
event. Departments with personnel performing an RIA will work with Emergency Management to gather and
report information from the field, to assist with the documentation of our preliminary damage assessment
figures.
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IV — RESOURCE REQUIREMENTS
Resource needs include, transportation, communication equipment, personnel, information tracking systems,
and other resources as identified in an incident.
V — REFERENCES
See Appendix 3, Authorities and References.
Rapid Assessment Resource Guide, RG 250.7 (B)
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Parks and Recreation Department
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Tukwila Emergency Management Division
Tukwila Fire Department
Tukwila Police Department
American Red Cross
I — INTRODUCTION
A. PURPOSE
The purpose of this annex is to establish uniform practices for the effective management of Emergency Worker
Volunteers - including training, use, and deployment - to assist in emergency management activities within the
City of Tukwila.
B. SCOPE
This annex addresses activities of Emergency Worker Volunteers. Activities include those before, during
and after an emergency or disaster.
2. This annex does not apply to the day-to-day use of volunteers in the City for activities unrelated to
emergency management.
C. PLANNING ASSUMPTIONS
Volunteer Management is necessary for large scale emergencies and disasters.
2. Spontaneous volunteers will show up and will need to be managed.
3. The request to establish a Volunteer Reception Center (VRC) and to use volunteers will come from the
EOC Manager.
4. Potential Staging Areas, as described in Appendix 6 of this CEMP, may be considered for alternate
locations for a VRC.
5. If a decision is made to utilize emergency volunteers, coordination for this effort will generally be
assigned to the Logistics Section
6. The coordination of volunteers will be accomplished by the VRC Manager (if established).
7. Tukwila Parks and Recreation "Volunteer and Events Superintendent" will be the point of contact, and
will manage all Volunteer Applications, including background checks.
8. Credentialed Volunteers are protected under the RCW 38.52 and WAC 118.04. After Affiliated and
Spontaneous Volunteers sign in and go through the registration process at the VRC, they will also be
covered by the same RCW & WAC.
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9. Tukwila's resources to manage volunteers during major events may quickly become overwhelmed.
Outside resources to manage volunteers, like the American Red Cross, may be needed to assist the
City.
II - CONCEPT OF OPERATIONS
A. GENERAL
Experiences with major disasters and emergencies around the country have shown that volunteers will
come and want to help. These Emergency Worker Volunteers often self -dispatch to fire stations, city
halls, community centers, or directly to the scene of the emergency. When this happens, coordination of
these volunteers is difficult, which can unintentionally add to the chaos of the event or even interfere with
the efforts of the first responders. If volunteers are properly received and coordinated into the
Emergency Management Organization, they can provide significant assistance in the efforts of all
involved.
2. The need and the use of volunteers will be greatly determined by the severity of the event. Every
emergency situation is different, and it is at the discretion of the EOC Manager and/or the VRC Manager
to make decisions that best fit the situation while performing the central ideas outlined here. The
following provides guidance on how we expect to manage and use our volunteers.
3. Emergency Worker Volunteers are categorized as detailed below.
Credentialed Volunteer
Volunteers meeting these requirements will be listed on the City of Tukwila Volunteer Emergency
Workers roster.
Requirements:
• Has completed and returned the Tukwila "Application to Volunteer" form.
• Has completed and returned the Tukwila "Notification and Authorization for Background
Investigation Disclosure Statement" form.
• Has completed and returned the "Volunteer Participant Release, Waiver of Liability and
Assumption of Risk" form.
• Has provided Certificates of Completion for FEMA Independent Study Courses IS-700 and ICS-
100.
Responsibilities: Since credentialed volunteers have completed a Washington State Patrol
background check prior to the emergency they may be given tasks that involve people or privy
information. Credentialed Volunteers can do any tasks that Affiliated or Spontaneous volunteers
are assigned.
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b. Affiliated Volunteer
Requirements:
• Is affiliated with the City through its departments or divisions.
• Has received some form of emergency training prior to the emergency. Examples might be
HAM radio operators, CERT training, BSA Explorer program, American Red Cross volunteer
training, etc.
• Has provided Certificates of Completion for FEMA Independent Study Courses IS-700 and ICS-
100 to the City's Volunteer & Events Superintendent.
• May or may not be credentialed.
• Must go through the entire VRC process.
Responsibilities: Because Affiliated and Spontaneous Volunteers have not undergone a
Washington State Patrol background check, they cannot have any jobs that are directly involved
with people or sensitive information. Affiliated Volunteers tasks may include, but are not limited to
debris clearing, set up, clean up, sand bagging, traffic control, meal preparation, and security.
Spontaneous Volunteer
Requirements:
• May or may not have specific emergency training.
• Is not a Credentialed or Affiliated Tukwila volunteer emergency worker.
• May or may not have an affiliation with other response agencies.
• Is motivated to come volunteer out of desire to serve the community.
• May also be referred to as a non-affiliated volunteer. For the purpose of this document, they will
be referred to as Spontaneous Volunteers.
• Must go through the entire VRC process.
Responsibilities:
It is unlikely that the City will be able to conduct Washington State Patrol background checks on
spontaneous volunteers. For this reason, Spontaneous Volunteers will not be allowed to be
assigned to any tasks that could involve information collecting or sharing; unsupervised activities
with people or sensitive information, such as Shelter Operations; computer access; or confidential
documents or information.
4. It may be necessary to activate a VRC in cases where large numbers of Spontaneous Volunteers arrive.
5. On -scene professional first responders, including Fire, Law Enforcement, and Public Works, may find
citizens engaged in emergency activities upon arrival on -scene. These volunteers will be considered
spontaneous volunteers. This includes people who are wearing CERT clothing but are not identified as
Affiliated Volunteer Emergency Workers.
6. Some spontaneous volunteers may be affiliated with another recognized emergency response
organization and provide proof of such affiliation. In these cases a verification of affiliation, skills, and
current status may need to be made.
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a:TeIl]4Bill N*I
Activation of the Volunteer Reception Center
The decision to activate the VRC is at the discretion of the EOC Manager. The VRC may be activated
due to any major natural, manmade, or technological disaster, ie: major fires or large hazardous material
incidents that run multiple operational periods, earthquakes, Terrorist Attacks, Nuclear Attack or any
event that causes the need for an evacuation and/or large scale shelter.
The City Volunteer and Events Coordinator may contact the EOC Manager to request to activate the
VRC. Following the decision to activate the VRC, its location must be determined, the activation must be
communicated to the volunteers and general public and pre -trained people for the VRC positions must
be contacted.
2. Location
The Tukwila Community Center is the designated default for the VRC. If the Tukwila Community Center
has been affected by the emergency, an alternate location will be determined. See Appendix 6 in this
CEMP to see possible alternate locations.
3. Communication
Every effort will be made to inform credentialed, affiliated, and spontaneous volunteers of the VRC's
location, the needs of the City, and the state of the emergency. For "planned events", or expected
incidents, such as severe weather, it may be prudent to place credentialed and/or affiliated volunteers on
stand-by status. Communication to the public and/or Emergency Worker Volunteers can be
accomplished by any of the following notification systems and media outlets:
• CodeRED • TV21
• AM radio 1610 • Local Radio Stations
• Facebook • Twitter
• Local News Stations • Regional Public Information Network (RPIN)
• Volunteer Matters Message • Email
• Text Message
The EOC Manager is responsible to see that the public and credentialed or affiliated volunteers are
notified. The message should include specific instructions for all emergency worker volunteers to go to
the VRC to be dispatched to help in emergency relief.
4. VRC Functions
Entrance: Volunteers enter in a neat and orderly fashion under the supervision of the Entry
Control position.
b. Reception: All entrants go straight to the Reception Leader to sign in and have their ID checked.
Affiliated Volunteers should show their ID and proof of affiliation. Once verified by the Reception
Leader they will send them to a safety and mission briefing so they can obtain their assignment
and be dispatched as soon as possible. Spontaneous Volunteers are directed to fill out the
registration forms as they wait for an interview.
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Interview: Spontaneous Volunteer applicants are interviewed to learn if they have any special
skills that can be utilized during emergency relief. The registration forms are reviewed for
completeness. They are then directed to wait for the signatory for final verification.
Final Verification: The signatory reviews the applicant's paperwork to make sure it's filled out
correctly and that they are informed of the liabilities and laws. Once verified the applicant is issued
an emergency volunteer ID card which is valid for one year. The volunteer is then directed to wait
for a Safety and Mission Briefing.
Safety and Mission Briefing: Applicants are briefed on the type of service they will be doing and
the environment they will be working in. The Mission Briefing Leader will review the Safety
Message of the IAP, and "Unity of Command" will be explained and emphasized so they
understand who they report to, and how to report emergencies. Volunteers will have an opportunity
to ask questions they may have about their task. Every effort will be made to answer the questions
adequately. Volunteers are briefed on the dangers of emergency work and are advised on how to
avoid additional injury to themselves and others. Expectations of behavior are explained and how
they should respond to the leader at their assigned site.
Dispatch: The dispatch coordinator will divide the volunteers into teams. Two is the minimum for
a team; no volunteer will be dispatched alone. Each team is then dispatched to their site of
volunteering.
• Transportation issues include:
• Vehicle identification • Vehicle insurance coverage/liability
• Badging • Can credentialed volunteers drive city vehicles?
• Re-entry • Certain credentialed volunteers can drive city vehicles
• Depends on situation if transportation is provided by the City or if volunteers drive themselves
Exit: The volunteers leave the VRC in an orderly fashion under the supervision of the exit control.
Return: At the end of each day all volunteers must return to the VRC to sign out and turn in their
ID cards. If the VRC is open for multiple days volunteers must return to the VRC each day to pick
up their ID card and be re -dispatched if they want to continue to be an emergency volunteer.
Deactivation of VRC
• The decision to deactivate or reduce the size of the VRC is at the discretion of the EOC
Manager in collaboration with the VRC Manager.
• VRC stops admitting new volunteers and any lingering volunteers will be formally checked out.
• VRC staff cleans up all stations of the VRC.
• VRC staff remains until all volunteers from on -site have returned so they can sign out and be
told that the VRC is no longer needed.
• EOC Manager is notified that the VRC has been deactivated.
• All VRC positions are dismissed.
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5. VRC Staffing and Responsibilities
f
I
c
Generally
Incident specifics will dictate what staffing will be needed in the VRC, with final determination
made by the VRC Manager in consultation with the EOC Manager.
Ideally there will be a fully staffed VRC. The VRC Manager has responsibility of all positions until
staffing arrives. Prior to an incident, effort should be made to identify three individuals to be trained
and able to fill each position. The first person named in each position should be a city employee, or
it can be a credentialed or affiliated trained volunteer. If it is found that more people are needed in
the VRC, the VRC Manager should request the EOC Manager provide more staff or s/he can
supplement each position with volunteers. (NIMS)
1`,Z? C" Manager
Control I Reception Signator--
Leader
Intet�Ye��er
VRC Manager
Dispatch Coordinator
Communications Exit Control
afet-v and -Mission
Briefing Leader
• Is supervised by the EOC Manager, or if established, the Operations Section Chief.
• Is a full time city employee that has taken FEMA's IS 244.b "Developing and Managing
Volunteers" online course, or has equivalent training and experience.
• Activates the VRC after consultation with the EOC Manager
• The VCR Manager will coordinate with the EOC to acquire a State Mission number as soon as
possible.
• Determines what positions are needed to run VRC, and who will fill those positions.
• Oversees the set up and deactivation of the VRC
• Supervises all positions of VRC
• Ensures proper documentation is completed and sent to the EOC Manager each operational
period.
Entry Control
• Maintains orderly conduct at the VRC entrance.
• Secures entrance
• Greets volunteers and determines a basic suitability of all volunteers (physical and mental
abilities)
• Assists reception leader when needed
• Any other jobs assigned by the VRC Manager
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5
e
0
h
Reception Leader
• Conducts an initial screening of volunteers, verifies ID, checks for English proficiency, and
provides paperwork to be filled out.
• Checks for basic skills needed to volunteer such as speaking English and being physically
capable
• Verifies ID
• Has all volunteers sign in
• Assists the applicant with filling out the appropriate paperwork
Interviewer
• Identifies skills volunteers have that may be of use and helps applicant with any questions they
have on the paperwork.
• Identifies skills
• Reviews paperwork to make sure its complete
• Enters applicants information into the "volunteermatters" database if possible
Signatory (must be a City of Tukwila employee trained in these duties)
• Reviews all applicants' paperwork to ensure it has been filled out correctly and directs volunteer
to the safety briefing area.
• Verifies applicants ID
• Checks paperwork for proper completion
• Supervises interviewers
• Provides volunteers with an volunteer emergency worker ID card
Dispatch Coordinator
• Responsible for sending volunteers to places EOC MANAGER has requested and oversees the
entire process of sending out approved volunteers after their safety briefing.
• Supervises Communications, Mission Briefing, and Exit Control
• Forms volunteer teams
• Fills out tracking form
Communications
• Maintains communication with EOC Manager and dispatch sites where volunteers are being
used or are needed.
• Coordinates transportation for volunteers in joint with EOC Manager
• Reports important information to the VRC Manager and finds the VRC Manager when the EOC
Manager needs to speak directly to the VRC Manager
• Always has a form of communication available to the EOC Manager
• Receives volunteer requests from emergency sites in Tukwila and responds accordingly by
filling out paperwork and notifying the Dispatch leader
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Safety and Mission Briefing Leader
• Informs volunteers of the risks associated with emergency volunteering and instructs them on
how to avoid injury and how to act while volunteering. Notifies volunteers of where they will be
helping and what they will be doing and answers any questions volunteers have.
• Presents volunteers with their placement
• Makes sure volunteers are comfortable with performing the assigned task
• Provides safety briefing to all volunteers
Exit Control
• Maintains orderly conduct at the VRC entrance.
• Secures entrance
• Assists Dispatch Leader when needed
• Any other jobs assigned by the VRC Manager
6. VRC Kits (currently does not exist)
The Tukwila Community Center will have a VRC kit containing the items that are critical to running the
VRC. The EOC will also have a kit in case another location is chosen for the VRC. Each kit will include
the following items:
• Preprinted cardstock ID's
• Pens
• Camera
• Tracking forms
A. PRIMARY AGENCY
• Clipboard holders
• Scissors
• Sign in/out sheets
• Volunteer emergency worker registration forms
III — RESPONSIBILITIES
Tukwila Parks and Recreation Department
1=111111IM4119111Ar_Tr]4LlIN1*1
Tukwila Emergency Management Division
Tukwila Fire Department
Tukwila Police Department
American Red Cross
IV — RESOURCE REQUIREMENTS
Resource needs include trained personnel, transportation, communication equipment, office equipment,
information tracking systems and other resources as may be identified during or after an incident and as
requested by the VRC manager or his/her designee.
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V - REFERENCES
See Appendix 3, Authorities and References.
VI - TERMS & DEFINITIONS
See Appendix 1, Definitions, and Appendix 2 Acronyms.
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. TUKWILA, WASHINGTON Appendix
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN DEFINITIONS
ACCESSIBLE — Having the legally required features and/or qualities that ensure easy entrance, participation and
usability of places, programs, services and activities by individuals with a wide variety of disabilities.
ACQUISITION PROCEDURES — A process used to obtain resources to support operational requirements.
AGENCY — A division of government with a specific function offering a particular kind of assistance. In the Incident
Command System, agencies are defined either as jurisdictional (having statutory responsibility for incident
management), or as assisting or cooperating (providing resources or other assistance). Governmental
organizations are most often in charge of an incident, though in certain circumstances private -sector organ-
izations may be included. Additionally, nongovernmental organizations may be included to provide support.
AGENCY ADM IN ISTRATORIEXECUTIVE — The official responsible for administering policy for an agency or
jurisdiction. An Agency Administrator/Executive (or other public official with jurisdictional responsibility for the
incident) usually makes the decision to establish an Area Command.
AGENCY DISPATCH — The agency or jurisdictional facility from which resources are sent to incidents.
AGENCY REPRESENTATIVE — A person assigned by a primary, assisting, or cooperating Federal, State, tribal or
local government agency, or nongovernmental or private organization, that has been delegated authority to
make decisions affecting that agency's or organization's participation in incident management activities,
following appropriate consultation with the leadership of that agency.
ALL -HAZARDS — Describing an incident - natural or manmade - that warrants action to protect life, property,
environment, and public health or safety, and to minimize disruptions of government, social or economic
activities.
ALLOCATED RESOURCE — Resource dispatched to an incident.
AREA COMMAND — An organization established to oversee the management of multiple incidents that are each
being handled by a separate Incident Command System organization, or to oversee the management of a very
large or evolving incident that has multiple Incident Management Teams engaged. An Agency Administrator/
Executive or other public official with jurisdictional responsibility for the incident usually makes the decision to
establish an Area Command. An Area Command is activated only if necessary, depending on the complexity
of the incident and incident management span -of -control considerations.
ASSESSMENT — The process of acquiring, collecting, processing, examining, analyzing, evaluating, monitoring and
interpreting the data, information, evidence, objects, measurements, images, sound, etc. - whether tangible or
intangible - to provide a basis for decision -making.
ASSIGNED RESOURCE — Resource checked in and assigned work tasks on an incident.
ASSIGNMENT — Task given to a personnel resource to perform within a given operational period that is based on
operational objectives defined in the Incident Action Plan.
ASSISTANT — Title for subordinates of principal Command Staff positions. The title indicates a level of technical
capability, qualifications and responsibility subordinate to the primary positions. Assistants may also be
assigned to Unit Leaders.
ASSISTING AGENCY — An agency or organization providing personnel, services or other resources to the agency
with direct responsibility for incident management. See Supporting Agency.
AVAILABLE RESOURCE — Resource assigned to an incident, checked in, and available for a mission assignment,
normally located in a staging area.
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BADGING — The assignment of physical incident -specific credentials to establish legitimacy and limit access to
various incident sites.
BRANCH — The organizational level having functional or geographical responsibility for major aspects of incident
operations. A Branch is organizationally situated between the Section Chief and the Division or Group in the
Operations Section, and between the Section and Units in the Logistics Section. Branches are identified by the
use of Roman numerals or by functional area.
CACHE — A predetermined complement of tools, equipment and/or supplies stored in a designated location, available
for incident use.
CAMP — A geographical site within the general incident area (separate from the Incident Base), that is equipped and
staffed to provide sleeping, food, water and sanitary services to incident personnel.
CATEGORIZING RESOURCES — The process of organizing resources by category, kind and type, including size,
capacity, capability, skill and other characteristics. This makes the resource ordering and dispatch process
within and across organizations and agencies - and between governmental and nongovernmental
entities - more efficient, and ensures that the resources received are appropriate to their needs.
CERTIFYING PERSONNEL — The process of authoritatively attesting that individuals meet professional standards
for the training, experience and performance required for key incident management functions.
CHAIN OF COMMAND — The orderly line of authority within the ranks of the incident management organization.
CHECK -IN — The process through which resources first report to an incident. All responders, regardless of agency
affiliation, must report in, to receive an assignment in accordance with the procedures established by the
Incident Commander.
CHIEF — The Incident Command System title for individuals responsible for management of functional Sections:
Operations, Planning, Logistics, Finance/Administration, and Intelligence/Investigations (if established as a
separate Section).
COMMAND — The act of directing, ordering or controlling by virtue of explicit statutory, regulatory or delegated
authority.
COMMAND STAFF — The staff who report directly to the Incident Commander, including the Public Information
Officer, Safety Officer, Liaison Officer, and other positions as required. They may have an assistant or
assistants, as needed.
COMMON OPERATING PICTURE — An overview of an incident by all relevant parties that provides incident
information, enabling the Incident Commander/Unified Command and any supporting agencies and
organizations to make effective, consistent and timely decisions.
COMMON TERMINOLOGY — Normally -used words and phrases, avoiding the use of different words/phrases for
same concepts, to ensure consistency and to allow diverse incident management and support organizations to
work together across a wide variety of incident management functions and hazard scenarios.
COMMUNICATIONS — The process of transmission of information through verbal, written or symbolic means.
COMMUNICATIONS/DISPATCH CENTER — Agency or interagency dispatch centers, 911 call centers, emergency
control or command dispatch centers, or any naming convention given to the facility and staff that handles
emergency calls from the public and communication with emergency management/response personnel. The
Center can serve as a primary coordination and support element of the Multi -agency Coordination System(s)
(MACS) for an incident, until other elements of the MACS are formally established.
COMPLEX — Two or more individual incidents located in the same general area and assigned to a single Incident
Commander or to Unified Command.
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COMPREHENSIVE PREPAREDNESS GUIDE 101 — A guide designed to assist jurisdictions with developing
operations plans. It promotes a common understanding of the fundamentals of planning and decision -making,
to help emergency planners examine a hazard and produce integrated, coordinated and synchronized plans.
CONTINUITY OF GOVERNMENT (COG) — A coordinated effort within the Federal Government's executive branch to
ensure that National Essential Functions continue to be performed during a catastrophic emergency (as
defined in National Security Presidential Directive 51/Homeland Security Presidential Directive 20).
CONTINUITY OF OPERATIONS (COOP) — An effort within individual organizations to ensure that Primary Mission
Essential Functions continue to be performed during a wide range of emergencies.
COOPERATING AGENCY — An agency supplying assistance, other than direct operational or support functions or
resources, to the incident management effort.
COORDINATE — To advance an analysis and exchange of information systematically among principals who have or
may have a need to know certain information to carry out specific incident management responsibilities.
CORRECTIVE ACTIONS — The implementation of procedures that are based on lessons learned from actual
incidents or from training and exercises.
CREDENTIALING — The authentication and verification of the certification and identity of designated incident
managers and emergency responders.
CRITICAL INFRASTRUCTURE — Assets, systems and networks - whether physical or virtual - so vital to the United
States that the incapacitation or destruction of such assets, systems or networks would have a debilitating
impact on security, national economic security, national public health or safety, or any combination of those
matters.
DELEGATION OF AUTHORITY — A statement provided to the Incident Commander by the Agency Executive,
delegating authority and assigning responsibility. The delegation of authority can include objectives, priorities,
expectations, constraints, and other considerations or guidelines, as needed. Many agencies require written
delegation of authority to be given to the Incident Commander prior to assuming command on larger incidents.
(Also known as Letter of Expectation)
DEMOBILIZATION — The orderly, safe and efficient return of an incident resource to its original location and status.
DEPARTMENT OPERATIONS CENTER (DOC) — An Emergency Operations Center (EOC) specific to a single
department or agency. The focus of a DOC is on internal agency incident management and response. DOCs
are often linked to and, in most cases, are physically represented in a combined agency EOC by authorized
agent(s) for the department or agency.
DEPUTY — A fully qualified individual who, in the absence of a superior, can be delegated the authority to manage a
functional operation or to perform a specific task. In some cases a deputy can act as relief for a superior, and
therefore must be fully qualified in the position. Deputies generally can be assigned to the Incident
Commander, General Staff and Branch Directors.
DIRECTOR — The Incident Command System title for individuals responsible for supervision of a Branch.
DISPATCH — The ordered movement of a resource or resources to an assigned operational mission, or an
administrative move from one location to another.
DIVISION — The organizational level having responsibility for operations within a defined geographic area. Divisions
are established when the number of resources exceeds the manageable span of control of the Section Chief.
See Group.
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EMERGENCY — Any incident, whether natural or man-made, that requires responsive action to protect life or
property. An emergency can also mean any occasion or instance for which it has been determined that State
or Federal assistance is needed, to supplement our local efforts and capabilities to save lives and to protect
property and public health and safety, or to lessen or avert the threat of a catastrophe in the City.
EMERGENCY MANAGEMENT ASSISTANCE COMPACT (EMAC) — A congressionally ratified organization that
provides form and structure to interstate mutual aid. Through EMAC, a disaster -affected state can request and
receive assistance from other member states quickly and efficiently, resolving two key issues up front: liability
and reimbursement.
EMERGENCY MANAGEMENT ORGANIZATION — All officers and employees of the City, together with those
citizens enrolled to aid them during an emergency, and all groups, organizations and persons who may, by
agreement or operation of law, including persons pressed into service under the provisions of TMC 2.57.070,
who shall be charged with duties incident to the protection of life, environment and property in the City during
such emergency, shall constitute the Emergency Management Organization of the City (TMC 2.57.090).
EMERGENCY MANAGEMENT/RESPONSE PERSONNEL — Includes Federal, State, territorial, tribal, sub -State
regional, and local governments, NGOs, private sector -organizations, critical infrastructure owners and
operators, and all other organizations and individuals who assume an emergency management role. (Also
known as emergency responder.)
EMERGENCY OPERATIONS CENTER (EOC) — The physical location at which the coordination of information and
resources to support incident management (on -scene operations) activities normally takes place. An EOC may
be a temporary facility or may be located in a more central or permanently established facility, perhaps at a
higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines (e.g.,
fire, law enforcement, medical services), by jurisdiction (e.g., Federal, State, regional, tribal, city, County), or by
some combination thereof.
EMERGENCY OPERATIONS PLAN — An ongoing plan for responding to a wide variety of potential hazards.
EMERGENCY PUBLIC INFORMATION — Information that is disseminated primarily in anticipation of or during an
emergency. In addition to providing situational information to the public, it frequently provides directive actions
required to be taken by the general public.
EMERGENCY SUPPORT FUNCTION (ESF) — The National Response Framework (NRF) employs a functional
approach that groups the types of direct Federal assistance that a local jurisdiction or State are most likely to
need (e.g., mass care, health and medical services), as well as the kinds of Federal operations support
necessary to sustain Federal response actions (e.g., transportation, communications). ESFs are expected to
support one another in carrying out their respective missions.
EMERGENCY WORKER — Any person registered with the City's Emergency Management Organization under the
provision of Tukwila Municipal Code Section 2.57.090, 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.
EMERGENCY WORKER VOLUNTEER — a person who responds to the needs of the community associated with an
emergency or disaster, who is not compensated. An emergency worker volunteer commonly falls into one of
three categories: credentialed, affiliated or spontaneous.
EVACUATION — The organized, phased and supervised withdrawal, dispersal or removal of civilians from dangerous
or potentially dangerous areas, and their reception and care in safe areas.
EVENT — See Planned Event.
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FEDERAL — Of or pertaining to the Federal Government of the United States of America.
FIELD OPERATIONS GUIDE — Durable pocket or desk guides that contain essential information required to perform
specific assignments or functions.
FINANCEIADMINISTRATION SECTION — The Incident Command System Section responsible for all administrative
and financial considerations surrounding an incident.
FUNCTION — The five major activities in the Incident Command System: Command, Operations, Planning, Logistics,
and Finance/Administration. A sixth function - Intelligence/Investigations - may be established, if required, to
meet incident management needs. The term function is also used when describing the activity involved (e.g.,
the planning function).
GENERAL STAFF — A group of incident management personnel organized according to function and reporting to the
Incident Commander. The General Staff normally consists of the Operations Section Chief, Planning Section
Chief, Logistics Section Chief, and Finance/Administration Section Chief. An Intelligence/Investigations Chief
may be established, if required, to meet incident management needs.
GROUP — An organizational subdivision established to divide the incident management structure into functional
areas of operation. Groups are composed of resources assembled to perform a special function not
necessarily within a single geographic division. See Division.
HAZARD — Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
HAZARDOUS MATERIALS — Materials which, because of their chemical, physical or biological nature, pose a
potential risk to life, health, environment or property when released.
INCIDENT — An occurrence, natural or manmade, that requires a response to protect life or property. For example,
Incidents can include major disasters, emergencies, terrorist attacks, terrorist threats, civil unrest, wildland and
urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes,
tornadoes, tropical storms, tsunamis, war -related disasters, public health and medical emergencies, and other
occurrences requiring an emergency response.
INCIDENT ACTION PLAN — An oral or written plan containing general objectives reflecting the overall strategy for
managing an incident. It may include the identification of operational resources and assignments. It may also
include attachments that provide direction and important information for management of the incident during one
or more operational periods.
INCIDENT BASE — The location at which primary Logistics functions for an incident are coordinated and
administered. There is only one Base per incident. (Incident name or other designator will be added to the
term Base.) The Incident Command Post may be co -located with the Incident Base.
INCIDENT COMMAND — The Incident Command System organizational element responsible for overall
management of the incident and consisting of the Incident Commander (either single or unified command
structure) and any assigned supporting staff.
INCIDENT COMMANDER (IC) — The individual responsible for all incident activities, including the development of
strategies and tactics and the ordering and release of resources. The IC has overall authority and
responsibility for conducting incident operations, and is responsible for the management of all incident
operations at the incident site.
INCIDENT COMMAND POST (ICP) — The field location where the primary functions are performed. The ICP may be
co -located with the Incident Base or other incident facilities.
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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.
INCIDENT MANAGEMENT — The broad spectrum of activities and organizations providing effective and efficient
operations, coordination and support applied at all levels of government, utilizing both governmental and
nongovernmental resources to plan for, respond to, and recover from an incident, regardless of cause, size, or
complexity.
INCIDENT MANAGEMENT TEAM (IMT) — An Incident Commander and the appropriate Command and General Staff
personnel assigned to an incident. The level of training and experience of the IMT members, coupled with the
identified formal response requirements and responsibilities of the IMT, are factors in determining "type" or
level of IMT.
INCIDENT OBJECTIVES — Statements of guidance and direction needed to select appropriate strategy(s) and the
tactical direction of resources. Incident objectives are based on realistic expectations of what can be
accomplished when all allocated resources have been effectively deployed. Incident objectives must be
achievable and measurable, yet flexible enough to allow strategic and tactical alternatives.
INFORMATION MANAGEMENT — The collection, organization and control over the structure, processing and
delivery of information from one or more sources, and distribution to one or more audiences who have a stake
in that information.
INTEGRATED PLANNING SYSTEM — A system designed to provide common processes for developing and
integrating plans for the Federal Government, to establish a comprehensive approach to national planning, in
accordance with the Homeland Security Management System, as outlined in the National Strategy for
Homeland Security.
INTELLIGENCE/INVESTIGATIONS — An organizational subset within ICS. Intelligence gathered within the
Intelligence/Investigations function is information that either leads to the detection, prevention, apprehension
and prosecution of criminal activities - or the individual(s) involved - including terrorist incidents or information
that leads to determination of the cause of a given incident (regardless of the source), such as public health
events or fires with unknown origins. This is different from the normal operational and situational intelligence
gathered and reported by the Planning Section.
INTEROPERABILITY — Ability of systems, personnel and equipment to provide and receive functionality, data,
information and/or services to and from other systems, personnel and equipment, between both public and
private agencies, departments and other organizations, in a manner enabling them to operate effectively
together. Allows emergency management/response personnel and their affiliated organizations to
communicate within and across agencies and jurisdictions via voice, data or video -on -demand, in real time,
when needed, and when authorized.
JOB AID — Checklist or other visual aid intended to ensure that specific steps of completing a task or assignment are
accomplished.
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JOINT FIELD OFFICE (JFO) — The primary Federal incident management field structure. The JFO is a temporary
Federal facility that provides a central location for the coordination of Federal, State, tribal, and local
governments and private -sector and nongovernmental organizations with primary responsibility for response
and recovery. The JFO structure is organized, staffed and managed in a manner consistent with National
Incident Management System principles. Although the JFO uses an Incident Command System structure, the
JFO does not manage on -scene operations. Instead, the JFO focuses on providing support to on -scene efforts
and conducting broader support operations that may extend beyond the incident site.
JOINT INFORMATION CENTER (JIC) — A facility established to coordinate all incident -related public information
activities. It is the central point of contact for all news media. Public information officials from all participating
agencies should co -locate at the JIC.
JOINT INFORMATION SYSTEM (JIS) — A structure that integrates incident information and public affairs into a
cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely and complete
information during crisis or incident operations. The mission of the JIS is to provide a structure and system for
developing and delivering coordinated interagency messages; developing, recommending and executing public
information plans and strategies on behalf of the Incident Commander (IC); advising the IC concerning public
affairs issues that could affect a response effort; and controlling rumors and inaccurate information that could
undermine public confidence in the emergency response effort.
JURISDICTION — A range or sphere of authority. Public agencies have jurisdiction at an incident related to their
legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g.,
Federal, State, tribal, local boundary lines) or functional (e.g., law enforcement, public health).
JURISDICTIONAL AGENCY — The agency having jurisdiction and responsibility for a specific geographical area, or
a mandated function.
KEY RESOURCE — Any publicly- or privately -controlled resource essential to the minimal operations of the economy
and government.
LETTER OF EXPECTATION — See Delegation of Authority.
LIAISON — A form of communication for establishing and maintaining mutual understanding and cooperation.
LIAISON OFFICER — A member of the Command Staff responsible for coordinating with representatives from
cooperating and assisting agencies or organizations.
LOCAL GOVERNMENT — Public entities responsible for the security and welfare of a designated area as established
by law. A county, municipality, city, town, township, local public authority, school district, special district,
intrastate district, council of governments (regardless of whether the council of governments is incorporated as
a nonprofit corporation under State law), regional or interstate government entity, or agency or instrumentality
of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native Village or Alaska
Regional Native Corporation; a rural community, unincorporated town or village, or other public entity. See
Section 2 (10), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).
LOGISTICS — The process and procedure for providing resources and other services to support incident
management.
LOGISTICS SECTION — The Incident Command System Section responsible for providing facilities, services and
material support for the incident.
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MANAGEMENT BY OBJECTIVES — A management approach that involves a five -step process for achieving the
incident goal. The Management by Objectives approach includes the following: establishing overarching
incident objectives; developing strategies based on overarching incident objectives; developing and issuing
assignments, plans, procedures and protocols; establishing specific, measurable tactics or tasks for various
incident -management functional activities and directing efforts to attain them, in support of defined strategies;
and documenting results to measure performance and facilitate corrective action.
MANAGER — Individual within an Incident Command System organizational unit who is assigned specific managerial
responsibilities (e.g., Staging Area Manager or Camp Manager).
MITIGATION — Activities providing a critical foundation in the effort to reduce the loss 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 effect.
MOBILIZATION — The process and procedures used by all organizations - Federal, State, tribal, and local - for
activating, assembling, and transporting all resources that have been requested to respond to or support an
incident.
MOBILIZATION GUIDE — Reference document used by organizations outlining agreements, processes and proce-
dures used by all participating agencies/organizations for activating, assembling and transporting resources.
MULTI -AGENCY COORDINATION (MAC) GROUP — A group of administrators or executives, or their appointed
representatives, who are typically authorized to commit agency resources and funds. A MAC Group can
provide coordinated decision -making and resource allocation among cooperating agencies, and may establish
the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to
support incident management activities. MAC Groups may also be known as multi -agency committees,
emergency management committees, or as otherwise defined by the Multi -agency Coordination System.
MULTI -AGENCY COORDINATION SYSTEM (MACS) — A system that provides the architecture to support
coordination for incident prioritization, critical resource allocation, communications systems integration, and
information coordination. MACS assist agencies and organizations responding to an incident. The elements of
a MACS include facilities, equipment, personnel, procedures and communications. Two of the most commonly
used elements are Emergency Operations Centers and MAC Groups.
MULTIJURISDICTIONAL INCIDENT — An incident requiring action from multiple agencies that each have jurisdiction
to manage certain aspects of an incident. In the Incident Command System, these incidents will be managed
under Unified Command.
MUTUAL AID AGREEMENT OR ASSISTANCE AGREEMENT — Written or oral agreement between and among
agencies/organizations and/or jurisdictions that provides a mechanism to quickly obtain emergency assistance
in the form of personnel, equipment, materials and other associated services. The primary objective is to
facilitate rapid, short-term deployment of emergency support prior to, during and/or after an incident.
NATIONAL — Of a nationwide character, including the Federal, State, tribal, and local aspects of governance and
policy.
NATIONAL ESSENTIAL FUNCTIONS — A subset of government functions that are necessary to lead and sustain
the nation during a catastrophic emergency and that, therefore, must be supported through continuity of
operations and continuity of government capabilities.
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NATIONAL INCIDENT MANAGEMENT SYSTEM — A set of principles that provides a systematic, proactive
approach guiding government agencies at all levels, nongovernmental organizations and the private sector, to
work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents,
regardless of cause, size, location or complexity, in order to reduce the loss of life or property and harm to the
environment.
NATIONAL RESPONSE FRAMEWORK (NRF) — A guide to how the nation conducts all -hazards response.
NONGOVERNMENTAL ORGANIZATION (NGO) — An entity with an association that is based on interests of its
members, individuals or institutions. It is not created by a government, but it may work cooperatively with
government. Such organizations serve a public purpose, not a private benefit. Examples of NGOs include
faith -based charity organizations and the American Red Cross. NGOs - including voluntary and faith -based
groups - provide relief services to sustain life, reduce physical and emotional distress, and promote the
recovery of disaster victims. Often these groups provide specialized services that help individuals with
disabilities. NGOs and voluntary organizations play a major role in assisting emergency managers before,
during and after an emergency.
OFFICER — The Incident Command System title for a person responsible for one of the Command Staff positions of
Safety, Liaison and Public Information.
OPERATIONAL PERIOD — The time scheduled for executing a given set of operation actions, as specified in the
Incident Action Plan. Operational periods can be of various lengths, although usually they last 12 to 24 hours.
OPERATIONS SECTION — The Incident Command System (ICS) Section responsible for all tactical incident
operations and implementation of the Incident Action Plan. In ICS, the Operations Section normally includes
subordinate Branches, Divisions and/or Groups.
ORGANIZATION — Any association or group of persons with like objectives. Examples include, but are not limited to,
governmental departments and agencies, nongovernmental organizations, and the private sector.
PERSONAL RESPONSIBILITY — The obligation to be accountable for one's actions.
PERSONNEL ACCOUNTABILITY — The ability to account for the location and welfare of incident personnel. It is
accomplished when supervisors ensure that Incident Command System principles and processes are
functional and that personnel are working within established incident management guidelines.
PLAIN LANGUAGE — Communication that can be understood by the intended audience and meets the purpose of
the communicator. For the purpose of the National Incident Management System, plain language is designed
to eliminate or limit the use of codes and acronyms, as appropriate, during incident response involving more
than a single agency.
PLANNED EVENT — A scheduled nonemergency activity (e.g., sporting event, concert, parade, etc.).
PLANNING MEETING — A meeting held as needed before and throughout the duration of an incident, to select
specific strategies and tactics for incident control operations and for service and support planning. For larger
incidents, the Planning Meeting is a major element in the development of the Incident Action Plan.
PLANNING SECTION — The Incident Command System Section responsible for the collection, evaluation and
dissemination of operational information related to the incident, and for the preparation and documentation of
the Incident Action Plan. This Section also maintains information on the current and forecasted situation and
on the status of resources assigned to the incident.
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PORTABILITY — An approach that facilitates the interaction of systems that are normally distinct. Portability of radio
technologies, protocols and frequencies among emergency management/response personnel will allow for the
successful and efficient integration, transport and deployment of communications systems, when necessary.
Portability includes the standardized assignment of radio channels across jurisdictions, which allows
responders to participate in an incident outside their jurisdiction and still use familiar equipment.
PRE -POSITIONED RESOURCE — A resource moved to an area near the expected incident site in response to
anticipated resource needs.
PREPAREDNESS — A continuous cycle of planning, organizing, training, equipping, exercising, evaluating and taking
corrective action in an effort to ensure effective coordination during incident response. Within the National
Incident Management System, preparedness focuses on the following elements: planning; procedures and
protocols; training and exercises; personnel qualification and certification; and equipment certification.
PREPAREDNESS ORGANIZATION — An organization that provides coordination for emergency management and
incident response activities before a potential incident. These organizations range from groups of individuals to
small committees to large standing organizations that represent a wide variety of committees, planning groups
and other organizations (e.g., Citizen Corps, Local Emergency Planning Committees, Critical Infrastructure
Sector Coordinating Councils).
PREVENTION — Actions to avoid an incident, or to intervene to stop an incident from occurring. Prevention involves
actions to protect lives and property. It involves applying intelligence and other information to a range of
activities that may include such countermeasures as deterrence operations; heightened inspections; improved
surveillance and security operations; investigations to determine the full nature and source of the threat; public
health and agricultural surveillance and testing processes; immunizations, isolation or quarantine; as
appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting or disrupting
illegal activity and apprehending potential perpetrators and bringing them to justice.
PRIMARY MISSION ESSENTIAL FUNCTIONS — Government functions that must be performed in order to support
or implement the performance of National Essential Functions before, during and in the aftermath of an
emergency.
PRIVATE SECTOR — Organizations and individuals that are not part of any governmental structure. The private sec-
tor includes for -profit and not -for -profit organizations, formal and informal structures, commerce and industry.
PROTOCOL — A set of established guidelines for actions (which may be designated by individuals, teams, functions,
or capabilities) under various specified conditions.
PUBLIC INFORMATION — Processes, procedures and systems for communicating timely, accurate and accessible
information on an incident's cause, size and current situation; resources committed; and other matters of
general interest to the public, responders and additional stakeholders (both directly affected and indirectly
affected).
PUBLIC INFORMATION OFFICER — A member of the Command Staff responsible for interfacing with the public and
media and/or with other agencies with incident -related information requirements.
PUBLICATIONS MANAGEMENT — Subsystem that manages the development, publication control, publication
supply, and distribution of National Incident Management System materials.
RECOVERY — The development, coordination, and execution of service- and site -restoration plans; the reconstitution
of government operations and services; individual, private -sector, nongovernmental, and public assistance
programs to provide housing and to promote restoration; long-term care and treatment of affected persons;
additional measures for social, political, environmental, and economic restoration; evaluation of the incident to
identify lessons learned; post -incident reporting; and development of initiatives to mitigate the effects of future
incidents.
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RECOVERY PLAN — A plan developed to restore an affected area or community.
REIMBURSEMENT — A mechanism to recoup funds expended for incident -specific activities.
RESOURCE MANAGEMENT — A system for identifying available resources at all jurisdictional levels, to enable
timely, efficient and unimpeded access to resources needed to prepare for, respond to, or recover from an
incident. Resource management under the National Incident Management System includes mutual aid
agreements and assistance agreements; the use of special Federal, State, tribal, and local teams; and
resource mobilization protocols.
RESOURCE TRACKING — A standardized, integrated process conducted prior to, during and after an incident by all
emergency management/response personnel and their associated organizations.
RESOURCES — Personnel and major items of equipment, supplies and facilities available or potentially available for
assignment to incident operations, and for which status is maintained. Resources are described by kind and
type, and may be used in operational support or supervisory capacities at an incident or at an Emergency
Operations Center.
RESPONSE — Activities that address the short-term, direct effects of an incident. Response includes immediate
actions to save lives, protect property, and meet basic human needs. Response also includes the execution of
emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury,
property damage, and other unfavorable outcomes. As indicated by the situation, response activities include
applying intelligence and other information to lessen the effects or consequences of an incident; increased
security operations; continuing investigations into nature and source of the threat; ongoing public health and
agricultural surveillance and testing processes; immunizations, isolation or quarantine; specific law
enforcement operations aimed at preempting, interdicting or disrupting illegal activity, and apprehending actual
perpetrators and bringing them to justice.
RETROGRADE — To return resources back to their original location.
SAFETY OFFICER — A member of the Command Staff responsible for monitoring incident operations, and advising
the Incident Commander on all matters relating to operational safety, including the health and safety of
emergency responder personnel.
SECTION — The Incident Command System organizational level having responsibility for a major functional area of
incident management (e.g., Operations, Planning, Logistics, Finance/Administration, and Intelligence/Investiga-
tions, if established). The Section is organizationally situated between the Branch and the Incident Command.
SINGLE RESOURCE — An individual, a piece of equipment and its personnel complement, or a crew/team of
individuals with an identified work supervisor that can be used on an incident.
SITUATION REPORT — Confirmed or verified information regarding the specific details relating to an incident.
SPAN OF CONTROL — The number of resources for which a supervisor is responsible, usually expressed as the
ratio of supervisors to individuals. (Under the National Incident Management System, an appropriate span of
control is between 1:3 and 1:7, with optimal being 1:5, or between 1:8 and 1:10 for many large-scale law
enforcement operations.)
SPECIAL NEEDS POPULATION — A population whose members may have additional needs before, during and
after an incident in functional areas, including but not limited to, maintaining independence, communication,
transportation, supervision, and medical care. Individuals in need of additional response assistance may
include those who: have disabilities; live in institutionalized settings; are elderly; are children; are from diverse
cultures, have limited English proficiency, are non -English-speaking; or are transportation -disadvantaged.
October 2013 Comprehensive Emergency Management Plan Page APP1-11
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STAFFORD ACT — The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 100-707),
signed into law on November 23, 1988; amended the Disaster Relief Act of 1974 (Public Law 93-288). The
Stafford Act constitutes the statutory authority for most Federal disaster response activities, especially as they
pertain to the Federal Emergency Management Agency (FEMA) and FEMA programs.
STAGING AREA — Temporary location for available resources. A staging area can be any location in which person-
nel, supplies and equipment can be temporarily housed or parked while awaiting operational assignment.
STANDARD OPERATING GUIDELINES — A set of instructions having the force of a directive, covering those fea-
tures of operations which lend themselves to a definite or standardized procedure without loss of effectiveness.
STANDARD OPERATING PROCEDURE — A complete reference document or an operations manual that provides
the purpose, authorities, duration and details for the preferred method of performing a single function or a
number of interrelated functions in a uniform manner.
STATE — When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of
Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands,
and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Pub. L. 107-
296, 116 Stat. 2135 (2002).
STATUS REPORT — Information specifically related to the status of resources (e.g., the availability or assignment of
resources).
STRATEGY — The general plan or direction selected to accomplish incident objectives.
STRIKE TEAM — A set number of resources of the same kind and type that have an established minimum number of
personnel, common communications, and a leader.
SUBSTATE REGION — A grouping of jurisdictions, counties and/or localities within a state brought together for spe-
cified purposes (e.g., homeland security, education, public health), usually containing a governance structure.
SUPERVISOR — The Incident Command System title for an individual responsible for a Division or Group.
SUPPORTING AGENCY — An agency that provides support and/or resource assistance to another agency. See
Assisting Agency.
SUPPORTING TECHNOLOGY — Any technology that may be used to support the National Incident Management
System, such as orthophoto mapping, remote automatic weather stations, infrared technology or
communications.
SYSTEM — Any combination of facilities, equipment, personnel, processes, procedures and communications
integrated for a specific purpose.
TACTICS — The deployment and directing of resources on an incident to accomplish the objectives designated by
strategy.
TASK FORCE — Any combination of resources assembled to support a specific mission or operational need. All
resource elements within a Task Force must have common communications and a designated leader.
TECHNICAL SPECIALIST — Person with special skills that can be used anywhere within the Incident Command
System organization. No minimum qualifications are prescribed, as technical specialists normally perform the
same duties during an incident that they perform in their everyday jobs, and they are typically certified in their
fields or professions.
TECHNOLOGY STANDARDS — Conditions, guidelines or characteristics that may be required to facilitate the
interoperability and compatibility of major systems across jurisdictional, geographic and functional lines.
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TECHNOLOGY SUPPORT — Assistance that facilitates incident operations, and sustains the research and develop-
ment programs that underpin the long-term investment in the nation's future incident management capabilities.
TERRORISM — As defined in the Homeland Security Act of 2002, activity that involves an act that is dangerous to
human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws
of the United States or of any State or other subdivision of the United States; appears to be intended to
intimidate or coerce a civilian population, to influence the policy of a government by intimidation or coercion, or
to affect the conduct of a government by mass destruction, assassination or kidnapping.
THREAT — Natural or manmade occurrence, individual, entity or action that has or indicates the potential to harm life,
information, operations, the environment, and/or property.
TOOLS — Those instruments and capabilities that allow for the professional performance of tasks, such as
information systems, agreements, doctrine, capabilities and legislative authorities.
TRIBAL — Referring to any Indian tribe, band, nation, or other organized group or community, including any Alaskan
Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 Stat. 688)
[43 U.S.C.A. and 1601 et seq.], that is recognized as eligible for the special programs and services provided by
the United States to Indians because of their status as Indians.
TYPE — An Incident Command System resource classification that refers to capability. Type 1 is generally
considered to be more capable than Types 2, 3 or 4, respectively, because of size, power, capacity, or (in the
case of Incident Management Teams) experience and qualifications.
UNIFIED APPROACH — The integration of resource management, communications and information management,
and command and management in order to form an effective system.
UNIFIED AREA COMMAND — Version of command established when incidents under an Area Command are
multijurisdictional. See Area Command.
UNIFIED COMMAND (UC) —An Incident Command System application used when more than one agency has
incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the
designated members of the UC, often the senior persons from agencies and/or disciplines participating in the
UC, to establish a common set of objectives and strategies and a single -Incident Action Plan.
UNIT — The organizational element with functional responsibility for a specific incident planning, logistics, or
finance/administration activity.
UNIT LEADER — The individual in charge of managing Units within an Incident Command System (ICS) functional
Section. The Unit can be staffed by a number of support personnel providing a wide range of services. Some
of the support positions are pre -established within ICS (e.g., Base/Camp Manager), but many others will be
assigned as technical specialists.
UNITY OF COMMAND — An Incident Command System principle stating that each individual involved in incident
operations will be assigned to only one supervisor.
VITAL RECORDS — The essential agency records that are needed to meet operational responsibilities under national
security emergencies or other emergency or disaster conditions (emergency operating records), or to protect
the legal and financial rights of the government and those affected by government activities (legal and financial
rights records).
VOLUNTEER — For purposes of the National Incident Management System, any individual accepted to perform
services by the lead agency (which has authority to accept volunteer services), when the individual performs
services without promise, expectation or receipt of compensation for services performed. See 16 U.S.C.
742f(c) and 29 CFR 553.10.
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TUKWILA, WASHINGTON CEMP
APPENDIX 1: DEFINITIONS
VOLUNTEER, AFFILIATED — Volunteers who are somehow affiliated with the City of Tukwila, and who have some
degree of emergency training prior to the emergency. They may or may not be credentialed volunteers.
VOLUNTEER, CREDENTIALED — A volunteer recognized by the City, who has completed the City's volunteer
registration form, and who has passed the Washington State Patrol background check. Once the form and
background check is complete, the volunteers' name will be added to the City's volunteer roster. Credentialed
volunteers may or may not be affiliated volunteers.
VOLUNTEER, SPONTANEOUS — Volunteers who are not credentialed or affiliated with Tukwila. These volunteers
may or may not have an affiliation with other response agencies, or any emergency response training. Most
volunteers in this category come to volunteer out of compassion and a genuine desire to help. Spontaneous
volunteers can also be referred to as non-affiliated volunteers, but will be referred to as spontaneous
volunteers in this annex.
October 2013
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Comprehensive Emergency Management Plan
Page APP1-14
TUKWILA, WASHINGTON Appendix
A .
0 COMPREHENSIVE EMERGENCY MANAGEMENT PLAN ACRONYMS
A
AMC
AMS
Army Material Command (U.S. Army)
Aerial Measuring System (DOE)
ARAC
Atmospheric Release Advisory Capability (DOE)
ARC
American Red Cross
ARES
Amateur Radio Emergency Services
ARG
Accident Response Group (DOE)
ARRF
Aircraft Rescue Fire Fighting
ARRL
Amateur Radio Relay League
ATC
ATSDR
Applied Technology Council
Agency for Toxic Substance and Disease Registry (HHS)
AWC
Association of Washington Cities
B
BCRT
Regional Drug Task Force Biological/Chemical Response Team
BDRP
Biological Defense Research Program (U.S. Navy)
BERT
Public Health Bioterrorism Emergency Response Team
BLEVE
Boiling Liquid Expanding Vapor Explosion
BLS
Basic Life Support
BMP
Best Management Practices
`+
CAO
County Administrative Officer
C/B-RRT
Chemical Biological Rapid Response Team (U.S. Army)
CBDCOM
Chemical Biological Defense Command (U.S. Army)
CBIRF
Chemical Biological Incident Response Force (U.S. Marine Corps)
CBRED
Chemical, Biological, Radiological, Environmental Defense Response Teams (U.S. Navy)
CBO
Community Based Organization
CBRNE
CCA
Chemical Biological Radiological Nuclear Explosive
Comprehensive Cooperative Agreement
CD
Civil Defense
CDC
Center for Disease Control and Prevention (HHS)
CDRG
Catastrophic Disaster Response Group
CEM
Certified Emergency Manager
CEMP
Comprehensive Emergency Management Plan
CERCLA
Comprehensive Emergency Response, Compensation and Liability Act of 1980
CG
Phosgene (a choking agent)
CGIC
Coast Guard Incident Commander
CHEMTREC
Chemical Transportation Emergency Center
CIA
Central Intelligence Agency
CIP
Critical Infrastructure Protection
CIRG
Critical Incident Response Group (FBI)
CISD
Critical Incident Stress Debriefing
CISM
Critical Incident Stress Management
CK
Cyanogen Chloride (a blood agent)
October 2013 Comprehensive Emergency Management Plan Page APP2-1
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TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
COAD
Community Organizations Active in Disasters
COG
COMMO
Continuity of Government
Communications
CPODs
Community Points of Distribution
CSD
Civil Support Detachment
CSEPP
Chemical Stockpile Emergency Preparedness Program
CST
Civilian Support Team
CX
Phosgene Oxime (a blister agent)
D DAC
Disaster Application Center
DAP
Disaster Assistance Program
DASC
Disaster Assistance Service Center
DCHS
Department of Community and Human Services
DDES
Department of Development and Environmental Services
DECON
Decontamination
DEM
Department of Emergency Management (local)
DES
Department of Emergency Services (local)
DEST
Domestic Emergency Support Team
DFO
Disaster Field Office
DFW
Department of Fish and Wildlife
DHS
Department of Homeland Security
DMAT
Disaster Medical Assistance Team
DMORT
Disaster Mortuary Team
DNRP
Department of Natural Resources and Parks
DOC
Department Operations Center
DOD
Department of Defense
DOE
Federal Department of Energy
DOH
Department of Health
DOT
Department of Transportation
DRC
Disaster Recovery Center
DIRT
Disaster Recovery Team
DSRs
Damage Survey Reports
DWI
Disaster Welfare Information
E EAS
Emergency Alert System
ECC
King County Emergency Coordination Center
EHS
Extremely Hazardous Substances
EMD
Emergency Management Division
EMI
Emergency Management Institute
EMP
Emergency Management Plan
EMPG
Emergency Management Performance Grant
EMS
Emergency Medical Service
EMWIN
Emergency Management Weather Information Network
EOC
Emergency Operation Center
October 2013
180
Comprehensive Emergency Management Plan Page APP2-2
TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
EOD
Explosive Ordnance Disposal
EPA
ERAMS
Federal Environmental Protection Agency
Environmental Radiation Ambient Monitoring System (EPA)
ERG
North American Emergency Guidebook
ERP
Emergency Response Plan
ERT
Evidence Response Team (FBI)
ERT
Environmental Response Team (EPA)
ERT
Evidence Response Team
ESA
Endangered Species Act
ESF
EST
Emergency Support Function
Emergency Support Team
F
FADD
Foreign Animal Disease Diagnostician
FBI
Federal Bureau of Investigation
FBOD
Finance & Business Operations Division
FCO
Federal Coordinating Officer
FDA
Federal Drug Administration (HHS)
FEMA
Federal Emergency Management Agency
FREP
Federal Radiological Emergency Response Plan
FRMAC
Federal Radiological Monitoring and Assessment Center (DOE)
FTE
Full -Time Employee
FWC
Flood Warning Center
G
GA
Tabun (a nerve agent)
GB
Sarin (a nerve agent)
GD
Soman (a nerve agent)
GIS
Geographic Information System
H
H
Impure Sulfur Mustard (a blister agent)
HAZMAT
Hazardous Materials
HAZWOPER
Hazardous Waste Operations and Emergency Response
HD
Distilled Sulfur Mustard (a blister agent)
HHS
Department of Health and Human Services
HIVA
Hazard Identification and Vulnerability Assessment
HMC
Harborview Medical Center
HMRU
Hazardous Materials Response Unit (FBI)
HN
Nitrogen Mustard (a blister agent)
HR
Human Resources
HSEEP
Homeland Security Exercise Evaluation Program
HSPD
Homeland Security Presidential Directive
HVA
Hazard Vulnerability Analysis
'
IC
Incident Commander
ICS
Incident Command System
IDLH
Immediately Dangerous to Life and Health
IIT
Incident Investigation Team (Nuclear Regulatory Commission)
October 2013 Comprehensive Emergency Management Plan Page APP2-3
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TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
IMS
Incident Management System
IRT
Immediate Response Technicians
ITS
Information and Telecommunications Services
J
JFO
Joint Field Office
JIM
Joint Information Center
JIS
Joint Information System
JIM
Joint Operations Center (FBI Regional Command Post)
K
KC
King County
KCC
King County Code
KCDOT
King County Department of Transportation
KCECC
King County Emergency Coordination Center
KCEMP
King County Emergency Management Plan
KCEMS
King County Emergency Medical Services
KCIA
King County International Airport
KCLEPC
King County Local Emergency Planning Committee
KCMEO
King County Medical Examiner
KCOEM
King County Office of Emergency Management
KCSAR
King County Search and Rescue
KCSO
King County Sheriff's Office
KCTV
Civic Television
L
L
Lewisite (a blister agent)
L&I
Washington State Department of Labor & Industries
LEPC
Local Emergency Planning Committee
LETPP
LFA
Law Enforcement Terrorism Prevention Program
Lead Federal Agency
LGR
Local Government Response
LHO
Local Health Officer
LSA
Logistics Staging Areas
M
MAC
Multi Agency Coordination Group
MACS
Multi Agency Coordination System
MARSEC
Maritime Security Levels
MCBAT
Medical Chemical and Biological Advisory Teams (U.S. Army)
MCI
Mass Casualty Incident
MEDCOM
Army Medical Command (U.S. Army)
MEPG
Multi -Disciplinary Equipment Planning Group
MIPT
Memorial Institute for the Prevention of Terrorism
MMRS
Metropolitan Medical Response Team
MMST
Metropolitan Medical Strike Team
MOA
MOU
Memorandums of Agreement
Memorandum Of Understanding
MSDS
Material Safety Data Sheet
MSO
Marine Safety Office of the US Coast Guard
October 2013 Comprehensive Emergency Management Plan Page APP2-4
a
TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
N
NBC
Nuclear, Biological, Chemical
NCP
National Oil and Hazardous Substances Pollution Contingency Plan
NDMS
National Disaster Medical System
NEPMU
Navy Environmental and Preventive Medicine Units (U.S. Navy)
NEST
Nuclear Emergency Search Team (DOE)
NFPA
National Fire Protection Association
NGO
Non -Govern mental Organizations
NIIMS
National Interagency Incident Management System
NIMS
National Incident Management System
NMRI
Naval Medical Research Institute (U.S. Navy)
NMRT
National NBC Medical Response Team (HHS)
NOI
Notice of Interest
NPED
National Pollution Discharge Elimination System
NRC
Nuclear Regulatory Commission
NRP
National Response Plan
NRF
National Response Framework
NRT
National Response Team
NSC
National Security Council
O
OEM
Office of Emergency Management (King County)
OIRM
Office of Information Resource Management
OSC
On -Scene Coordinator
OSHA
Occupational Safety and Health Administration
P
P&A
Planning and Administration
PAR
Protective Action Recommendations
PDA
Preliminary Damage Assessment
PDD
Presidential Decision Directive
PES
Public Education Subcommittee
PFA
Primary Federal Agency
PHEOC
Public Health Emergency Operation Center
PHSKC
Public Health —Seattle & King County
PIO
Public Information Officer
PNP
Private Non -Profit
POS
Port of Seattle
PPE
Personal Protective Equipment
PSAP
Public Safety Answering Points
PSCAA
Puget Sound Clean Air Agency
PWS
Project Work Sheet
R
RAP
Radiological Assistance Program (DOE)
RCC
Recovery Coordination Center
RCECC
Regional Communications and Emergency Coordination Center
RCRA
Resource Conservation and Recovery Act
RCW
Revised Code of Washington
October 2013 Comprehensive Emergency Management Plan Page APP2-5
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TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
RDCF
Regional Disaster Coordination Framework
REAC/TS
RERT
Radiation Emergency Assistance Center/Training Site (DOE)
Radiological Emergency Response Team (EPA)
RHMTF
Regional Hazard Mitigation Plan Task Force
RHSS
Regional Homeland Security Subcommittee
RIA
ROC
Rapid Impact Assessment
Regional Operations Center
RP
Responsible Party
RPIN
Regional Public Information Network
RPTF
Regional Disaster Planning Task Force
RRIS
Rapid Response Information System (FEMA)
RRT
Regional Response Team
RTF
Response Task Force (DOD)
S
SA
Salvation Army
SAR
Supplied Air Respirator
SAR
Search and Rescue
SARA
Superfund Amendments and Reauthorization Act
SBA
Small Business Administration
SCBA
Self -Contained Breathing Apparatus
SDO
Staff Duty Officer
SEB
Staphylococcus Enterotoxin B (a toxin)
SEGO
State Emergency Operations Officer
SERC
State Emergency Response Commission
SIOC
Strategic Information Operations Center
SLA
Service Level Agreement
SMHSA
Substance Abuse & Mental Health Services Administration (HHS)
SOP
Standard Operating Procedure
SR
State Route
STATE DOE
Washington State Department of Ecology
SWD
Solid Waste Division
SWMC
Southwest Washington Medical Center
SWWHD
Southwest Washington Health District
T
T&E
Training and Exercise
TDSRS
Temporary Debris Staging and Reduction Sites
TEU
Technical Escort Unit (U.S. Army)
TIA
Terrorism Incident Annex
TSA
Transportation Security Agency
V
UC
Unified Command
USACE
United States Army Corps of Engineer
USCG
U.S. Coast Guard
USRT
Urban Search and Rescue Team (FEMA)
October 2013
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TUKWILA, WASHINGTON CEMP APPENDIX 2: ACRONYMS
V VEE
VRC
Venezuelan Equine Encephalitis (a viral agent)
Volunteer Reception Center
VX
A nerve agent
W WAC
Washington Administrative Code
WAEMD
Washington State Emergency Management Division
WARM
Washington Animal Response Management
WASART
Washington State Animal Response Team
WAVOAD
Washington Voluntary Organizations Active in Disasters
WCST
Washington State Civil Support Team
WDFW
Washington State Department of Fisheries & Wildlife
WDOE
Washington State Department of Ecology
WDOH
Washington State Department of Health
WEMD
Washington State Emergency Management Division
WLRD
Water and Land Resources Division
WMD
Weapons of Mass Destruction
WSDA
Washington State Department of Agriculture
WSDOT
Washington State Department of Transportation
WSP
Washington State Patrol
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APPENDIX 2: ACRONYMS
October 2013 Comprehensive Emergency Management Plan Page APP2-8
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
This appendix is a compilation of references used in the completion of this version of the
City of Tukwila Comprehensive Emergency Management Plan. References include Federal, State,
and local codes and regulations, as well as texts, plans, and City department operating standards.
UNITED STATES GOVERNING STATUTES AND REFERENCES
Public Law 93-288, The Disaster Relief Act of 1974, as amended by Public Law 100-707,
the Robert T. Stafford Disaster Relief and Emergency Assistance Act
Public Law 96-342, Improved Civil Defense Act of 1980
Public Law 99-499, the Community Right to Know Act, SARA Title III
(Superfund Amendments and Reauthorization Act of 1986
Public Law 920, Federal Civil Defense Act of 1950, as amended
29 CFR, 33 CFR, 40 CFR, 49 CFR as relate to Hazardous Materials
Title III, Superfund Amendments and Re -authorization Act of 1986
(changed to Emergency Planning, Community Right to Know Act)
Title 47 USC 151, 154, 303,524,606 as related to FCC Rules and Regulations, Emergency Alert System
42 USC 264 Public Health and Welfare
11 CFR Part 11 as related to FCC Rules and Regulations, Emergency Alert System
29 CFR Part 1910.120
40 CFR Part 300; 355; 370
44 CFR Part 302.2(p)
Presidential Decision Directive 39 (PDD-39), U.S. Policy on Counterterrorism
National Response Framework
National Response Plan
National Recovery Framework
The Federal Response Plan, For Public Law 93-288, April 1992
National Emergency Management Assistance Compact
Department of Homeland Security Act of 2002 by President George W. Bush, June 2002
US Government Interagency Domestic Terrorism Concept of Operations Plan
U.S. Coast Guard Maritime Strategy for Homeland Security, Coast Guard Publication 3-01,
December 2002
Thirteenth Coast Guard District Contingency Operation Plan 9830-00 (OPLAN 9830-00)
Homeland Security Presidential Directives (HSPD) #5- Management of Domestic Incidents (NIMS)
Homeland Security Act of 2002
US Government Interagency Domestic Terrorism Concept of Operations Plan
US Code: Title 42, Chapter 116 Section 11003 a-g
Pets Evacuation and Transportation Standards (PETS) Act of 2006 (HR 3858)
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TUKWILA, WASHINGTON CEMP APPENDIX 3: AUTHORITIES & REFERENCES
FEMA Disaster Assistance Policy 9523.19-Eligible Costs Related to Pet Evacuation And Sheltering,
October 24, 2007.
FEMA, Guide for All -Hazard Emergency Operations Planning (SLG-101)
Emergency Planning & Community Right -To -Know Act Sections 301-303
Code of Federal Regulations Title 44, Part 205 and 205.16.
Public Law 920, Federal Civil Defense Act of 1950, as amended.
Public Law 100-707, Robert T. Stafford Disaster Relief and Emergency Assistance Act.
Public Law 93-288, Disaster Relief Act of 1974, as amended.
Public Law 96-342, Improved Civil Defense 1980.
Public Law 99-499, Superfund Amendments and Reauthorization Act (SARA) of 1986, Title III,
Emergency Planning Community Right -to -Know Act (EPCRA).
Public Law 105-19, Volunteer Protection Act of 1997.
Homeland Security Act of 2002.
Homeland Security Presidential Directive/HSPD-5.
Homeland Security Presidential Directive/HSPD-8.
National Response Plan of 2004, with Notice of Change amendments from 2006.
Pets Evacuation and Transportation Standards Act of 2006.
Americans with Disabilities Act (ADA).
Pets Evacuation and Transportation Standards Act of 2006
Title 47 U.S.C. 151, 154 (i) & (o), 303 ®, 524 (g) & 606; and 47 C.F.R. Part 11, FCC Rules & Regulations,
Emergency Alert System
FEMA Emergency Management Institute
Homeland Security Exercise & Evaluation Program (HSEEP)
Department of Homeland Security (DHS) Course List
WASHINGTON STATE GOVERNING STATUTES AND REFERENCES
Intrastate Mutual Aid System Substitute House Bill 1585
Revised Code of Washington (RCW) 4.24.480
Revised Code of Washington (RCW) 90.48
Revised Code of Washington (RCW) 90.56
Revised Code of Washington (RCW) 24.310
Revised Code of Washington (RCW) 49.70
Revised Code of Washington (RCW) 69.50.511
Revised Code of Washington (RCW) 18.39
Revised Code of Washington (RCW) 18.71
Revised Code of Washington (RCW) 18.73
Revised Code of Washington (RCW) 36.39
Revised Code of Washington (RCW) 36.40
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TUKWILA, WASHINGTON CEMP APPENDIX 3: AUTHORITIES & REFERENCES
Revised Code of Washington (RCW) 38.52, Emergency Management
Revised Code of Washington (RCW) 39.34
Revised Code of Washington (RCW) 43.20
Revised Code of Washington (RCW) 68.08
Revised Code of Washington (RCW) 47.68
Revised Code of Washington (RCW) 68.50
Revised Code of Washington (RCW) 68.52
Revised Code of Washington (RCW) 70.02
Revised Code of Washington (RCW) 70.05
Revised Code of Washington (RCW) 70.102, Hazardous Substances Incidents
Revised Code of Washington (RCW) 70.136, Hazardous Materials Incidents
Revised Code of Washington (RCW) 70.168
Revised Code of Washington (RCW) 70.58
Revised Code of Washington (RCW) 4.24.314, Hazardous Materials - Responsible Party
Washington State Administrative Code 118.30 Emergency Management
Washington State Administrative Code 118.40 Community Right to Know Act
Washington State Administrative Code 118.04 Emergency Worker Program
Washington State Administrative Code 246-100 Communicable Diseases
Washington State Administrative Code 246-500 Handling of Human Remains
Washington State Administrative Code 296-62-3112
Washington State Administrative Code 296-824
Washington State Administrative Code 173.180D
Washington State Administrative Code 173.181
Washington State Administrative Code 173.303
Washington State Administrative Code 308-48 Funeral Directors and Embalmers
Washington State Administrative Code 468.200.
Not Subject to Public Disclosure Act RCW 42.17.310(1)(ww), RCW 42.17.250 et seq.
Washington State Emergency Management Division revised Sandbag Bulk Distribution/
Storage & Emergency Usage Policy
Washington Hazard Identification and Vulnerability Assessment (HIVA), April, 2001, (exempt from disclosure
under RCW 42.17.310(1)(ww) of the Public Disclosure Act, RCW 42.56.420 et seq.)
Omnibus Intercounty Mutual Aid agreement
Chapter 38.08, RCW, Powers and Duties of Governor.
Chapter 38.12, RCW, Militia Officers.
Chapter 38.54, RCW, Fire Mobilization.
Chapter 35.33.081 and 35.33.101, RCW, as amended.
Chapter 34.05, RCW, Administrative Procedures Act.
Chapter 43.06, RCW, Governor's Emergency Powers.
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TUKWILA, WASHINGTON CEMP APPENDIX 3: AUTHORITIES & REFERENCES
Chapter 43.105, RCW, Washington State Information Services Board (ISB).
Title 118, WAC, Military Department, Emergency Management.
KING COUNTY GOVERNING STATUTES AND REFERENCES
Basic Responsibilities of King County Departments
Chapter Disaster Response Plan for American Red Cross Serving King & Kitsap Counties
King County Code 1.28
King County Code 2.26
King County Code 2.56, Emergency Management
King County Code 12.52, Emergency Powers
The King County Charter, and County Code 1.28
The King County Charter, and County Code, 2.16
King County Code 4.16
King County Ordinance 12163, Emergency Management Procedures including
Emergency Purchases Authorization, Contract Waivers, Emergency Powers, Continuity of Government
King County Code 10.80, Seattle/King County Health Department
King County Board of Health Title 10, Solid Waste Regulation, Chapter 10.80
King County Comprehensive Emergency Management Plan.
King County Fire Resource Plan
K.C.C. Title 17.04
K.C. Department of Public Safety, Air Support and Marine Unit Standard Operating Procedures (SOP)
South Puget Sound Regional Fire Defense Plan
Regional Hazard Mitigation Plan and Hazard Identification Vulnerability Analysis (HIVA) for King County,
March, 2006 (exempt from disclosure under RCW 42.17.310(1)(ww) of the Public Disclosure Act,
RCW 42.17.250 et seq.)
Region 6 (King County) Regional Hospital Plan -Preparedness & Response for Bio-Terrorism Plan
Regional Disaster Coordination Framework - Omnibus Legal and Financial Agreement
King County Motion 12645 - Protocol for Responding to Reports of Naturally -Occurring Large Wood in
Navigable Rivers and Streams, Appendix D
PLAN REFERENCES
Central Region EMS and Trauma Council Communication Plan
King County Multiple Casualty Incident Response Plan
Washington State Comprehensive Emergency Management Plan
Washington State Comprehensive Emergency Management Plan, Annex A, Terrorism
(Not subject to public disclosure)
Washington State Fire Mobilization Plan
Integrated Fixed Facility Radiological And Chemical Protection Plan
King County Local Emergency Planning Committee (LEPC) Hazardous Materials Emergency Resource Plan,
King County LEPC, 2008
October 2013 Comprehensive Emergency Management Plan Page APP34
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TUKWILA, WASHINGTON CEMP APPENDIX 3: AUTHORITIES & REFERENCES
Americans with Disabilities Act
American Red Cross Regulations 3000, 3030
American Red Cross of King-Kitsap County Weapons Mass Destruction/Terrorism Annex to
Chapter Disaster Response Plan
Seattle -King County Mass Casualty Incident Plan (MCI)
Regional Hazard Mitigation Plan for King County
Homeland Security Act of 2002, Public Act 107-296
Homeland Security Presidential Directives (HSPD)
Presidential Decision Directive (PDD)- 39 U.S. Policy on Counterterrorism
PDD-62 Protection Against Unconventional Threats to Homeland and Americans Overseas
Public Law 920, Federal Civil Defense Act of 1950, as amended
Public Law 96-342, Improved Civil Defense 1980 Public Law 99-499 (Superfund Amendments and
Reauthorization Act of 1986)
Title 18, USC, Section 2332a, Weapons of Mass Destruction http://uscode.house.gov/
Title 18, USC, Sections 175-178, Biological Weapons Anti -Terrorism Act (BWAT) http://uscode.house.gov/
H.R. 5005, The Homeland Security Act of 2002
US Government Interagency Domestic Terrorism Concept of Operations Plan
Integrated Fixed Facility Radiological And Chemical Protection Plan
American Red Cross of King-Kitsap County Weapons Mass Destruction/Terrorism Annex to
Chapter Disaster Response Plan
National Incident Management System
Public Health Emergency Operations Plan
Alternative Care Facilities Plan (medical sheltering)
King County Medical Examiner Mass Fatality Management Plan
Strategic National Stockpile Activation Plan
Pandemic Influenza Response Plan
Bioterrorism Surveillance and Epidemiology Response Plan
Isolation and Quarantine Response Plan
King County Regional Medical Evacuation and Patient Tracking Mutual Aid Plan
Environmental Health Emergency Response Plan
CITY OF TUKWILA
Tukwila Municipal Code, Chapter 2.57
Tukwila Emergency Management Ordinance No. 2337
City Department Operating Plans and Procedures
City Hazard Mitigation Plan
City Department COOP/COG Plans
City Recovery Plan
City of Tukwila Flood Recovery Plan
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TUKWILA, WASHINGTON CEMP
APPENDIX 3: AUTHORITIES & REFERENCES
City of Tukwila Volunteer Manual
City of Tukwila Volunteer Policy
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TUKWILA, WASHINGTON
' COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
PRIMARY AGENCY
Tukwila Emergency Management Division
SUPPORT AGENCIES
All City Departments
A. PURPOSE
I — INTRODUCTION
The purpose of this appendix is to outline the emergency management training and exercise responsibilities of
all City departments. Through training and exercise the City of Tukwila Emergency Operation Center (Tukwila
EOC) improves operational readiness by increasing knowledge, skills, and coordination of response efforts.
B. SCOPE
All Emergency Support Functions (ESFs) identified in the CEMP will be subject to tests, trainings, and
exercises established under this annex. In addition, municipal, State, Federal, volunteers, and private
sector organizations will be included periodically inasmuch as they are available to augment local
capabilities in actual emergency situations.
2. Exercising is the principle methods of validating the City's capability to implement its emergency
management plan and perform to the functional standards set by the Federal Emergency Management
Agency (FEMA).
C. PLANNING ASSUMPTIONS
Training and exercise functions are ongoing and independent of the threat or onset of an emergency.
2. Any full-time City employee is understood to be an "Emergency Worker", as defined in TMC 2.57.020.
3. As outlined in the City Administrative Manual "Emergency Management and Disaster Planning" policy,
City employees will be given the opportunity to receive training pursuant to the responsibilities given
them through the City's CEMP.
4. To be consistent with the training standards identified in the NIMS Training Program, all full-time City
employees shall complete NIMS ICS 100 (or equivalent, as offered for their discipline) and Independent
Study (IS) 700.
5. Training and exercising are preparedness activates and should be designed to validate and enhance the
City's response and recovery abilities. Training and exercises are necessary to maintain the ability to
operate efficiently and effectively.
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TUKWILA, WASHINGTON CEMP APPENDIX 4: TRAINING & EXERCISES
II - CONCEPT OF OPERATIONS
1. The exercises and training course offerings sponsored by the City will be based on current needs and
part of a systemic effort to further the emergency readiness of the City, the public, and organizations
based in Tukwila and King County.
2. Exercises and trainings will be evaluated and reviewed annually for effectiveness.
3. Exercises will be conducted utilizing the Homeland Security Exercise Evaluation Program (HSEEP).
4. Training courses will be evaluated to identify areas of improvement and future training needs. The
Department of Homeland Security (DHS) catalog of training courses will be the primary source of
courses.
5. During non -activation times, a person or organization seeking training may call the Tukwila Emergency
Management Division to seek information about available trainings or training resources. The Tukwila
Emergency Management Division will provide training programs when expertise and resources are
available, or refer the request to appropriate resource.
6. External sources of training include but are not limited to:
King County Office of Emergency Management.
b. FEMA's Emergency Management Institute.
Washington State Emergency Management Division.
The American Red Cross.
e. Private Consultants.
III - RESPONSIBILITIES
A. PRIMARY AGENCY
The Tukwila Emergency Management Division shall:
1. Serve as the focal point for exercises that test the CEMP.
2. Develop and coordinate an exercise program that involves direction of at least one functional or full-scale
exercise involving all City departments at least annually.
3. Facilitate the training necessary to orient all City departments to the CEMP and EOC.
4. Provide training to all City departments, public and/or private organizations, and individuals as resources
are available.
5. Coordinate the acquisition and distribution of emergency training course materials.
6. Assist all City departments in preparing and conducting training and exercises.
7. Provide an after action report with recommendations for improvements for all exercises the City
participates in.
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TUKWILA, WASHINGTON CEMP APPENDIX 4: TRAINING & EXERCISES
B. SUPPORT AGENCIES
Each City department shall:
1. Ensure that EOC representatives attend EOC training as requested.
2. Participate in facilitated exercises with policy and operational response and recovery issues.
3. Evaluate all exercises and revise Department plans and procedures based on the areas for improvement
discovered through the exercise.
IV — RESOURCE REQUIREMENTS
Requirements will be course and exercise specific, however staff support applies to all efforts. Additional
resources may include, funding, logistics, planning and documentation.
V — REFERENCES
See Appendix 3, Authorities and References.
VI — TERMS & DEFINITIONS
See Appendix 1, Definitions and Appendix 2, Acronyms.
October 2013 Comprehensive Emergency Management Plan Page APP4-3
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TUKWILA, WASHINGTON CEMP
APPENDIX 4: TRAINING & EXERCISES
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
RECIPIENTS OF THE CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
MAY 2011 VERSION:
City of Tukwila Mayor's Office
City of Tukwila Department and Division Directors
City of Tukwila City Council
King County Office of Emergency Management
Public Health —Seattle & King County
Regional Animal Services of King County
Washington Emergency Management Division
American Red Cross
This plan is also posted at the City of Tukwila website:
http.11www. Tukwila WA. _gov
October 2013 Comprehensive Emergency Management Plan Page APP5-1
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TUKWILA, WASHINGTON CEMP
APPENDIX 5: DISTRIBUTION LIST
October 2013
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0 TUKWILA, WASHINGTON
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
SITE / ADDRESS
LOCATION / SIZE
FACILITIES
Bicentennial Park
SE side of City
parking, electricity access, picnic tables, log cabin,
6000 Christensen Road
1 acre
walking path, BBQ
Cascade View Community Park
West side of City
parking, electricity access, picnic tables, play equipment,
37th Ave S / S 142nd St
2 acres
walking path, BBQ
Codiga Farm Park
Undeveloped
12535 - 50th Place S
3.0 acres
Crestview Park
West side of City
parking lot, temporary restrooms, electricity access,
16200 - 42nd Ave S
4.5 acres
picnic tables, picnic shelter, play equipment, BBQ
Crystal Springs Park
West side of City
parking, restrooms, electricity access, picnic tables,
15832 - 51st Ave S
11 Acres
picnic shelter, play equipment, basketball, tennis court,
BBQ grills
Duwamish Park
Central area of
Small parking lot, temporary bathrooms, picnic tables,
11646 - 42nd Ave S
City
picnic shelter, play equipment, baseball field, basketball
3 acres
court
Duwamish Riverbend Hill
Undeveloped
3800 S 115th St.
9.7 acres
Fort Dent Park
East side of City
parking, restrooms, picnic tables, play equipment,
6800 Fort Dent Way
54 acres
baseball field, soccer field, basketball court.
(Private partner Starfire Sports owns/operates large
indoor soccer field facility).
Foster Golf Course / Club House
NE side of City
1 parking lot, restrooms, banquet facilities, restaurant,
13500 Interurban Ave
60 acres
lounge, 18 hole golf course
Hazelnut Park
NE side of City
Parking, picnic tables, play equipment, BBQ grills
14475 - 59th Ave S
0.7 acres
Joseph Foster Memorial Park
NE side of City
parking, restrooms, electricity access, picnic tables,
13919 - 53rd Ave S
7 acres
picnic shelter, play equipment, baseball field, soccer
field, tennis courts, BBQ grills
Macadam Winter Garden Park
Benches
S 144th / Macadam Road
10 acres
Riverton Park
NW area of City
Parking lot, temporary bathrooms, picnic tables, picnic
4101 South 131st Street
4.8 acres
shelter, play equipment, BBQ grills, community gardens
Tukwila Park
West side of City
Parking, restrooms, electricity access, picnic tables, play
15460 - 65th Ave S
6.5 acres
equipment, tennis courts, basketball court, greenbelt
access, BBQ grills
Tukwila Pond Park
SE side of City
Parking, restrooms, picnic tables, BBQ grills,
299 Strander Boulevard
24.7 acres
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TUKWILA, WASHINGTON CEMP
APPENDIX 6: POTENTIAL STAGING AREAS
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TUKWILA. WASHINGTON
%Uzoo COMPREHENSIVE EMERGENCY MANAGEMENT PLAN
Office of the Mayor
Tukwila, Washington
PROCLAMATION
WHEREAS, Tukwila's Municipal Code Chapter 2.57.030(1) empowers the Mayor to
proclaim the existence or threatened existence of a local emergency when the City of
Tukwila is affected or likely to be affected by a public calamity; and
WHEREAS, the Mayor has been requested by Tukwila's Director of Emergency
Management to proclaim the existence of a local emergency therein; and
WHEREAS, the Mayor does hereby find that conditions of extreme peril to the safety
of persons and property have arisen within the City, caused by
(fire, flood, storm, epidemic, riot, earthquake, terrorism, drought,
other impacts), commencing at or about (time). on
and that these conditions of extreme peril warrant and necessitate a
existence of a local emergency;
energy shortage, or
(date);
proclamation of the
NOW, THEREFORE, I, Jim Haggerton, Mayor of the City of Tukwila, do hereby
proclaim that the imminent threat of a local emergency now exists within the City; and
that during the existence of said local emergency the powers, functions and duties of
the Director of Emergency Management and the emergency organization of this City
shall be those prescribed by State law, by ordinances and by resolutions of this City, and
approved by the Mayor on , 20 . Said local emergency shall
be deemed to continue to exist until its termination is proclaimed by the Mayor of the
City of Tukwila, State of Washington.
Signed this day of
Jim Haggerton, Mayor of Tukwila
October 2013 Comprehensive Emergency Management Plan
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201
202
City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Community Services & Safety
FROM: Brandon Miles, Business Relations Manager
Laurel Humphrey, Council Analyst
CC: Mayor Ekberg
DATE: July 7, 2020
SUBJECT: Resolution Regarding Unbanked Money Transfers Operations
ISSUE
The City has been asked by a community member to adopt a resolution expressing support for
unbanked money transfer operations and asking the Washington State Legislature to pass a
financial inclusion law.
BACKGROUND
Federal and State law provides restrictions and verification requirements for accounts placed at
financial institutions in order to be compliant with international and national anti -money
laundering/combating the financing of terrorism (AML/CFT) laws. Financial institutions must
verify certain information regarding the account holder and source of funds placed in the
account and trace where the funds go. Significant documentation is also required for
international money transfers.
Financial institutions often practice "de -risking" which refers to the closing of accounts of clients
considered high risk for compliance under AML/CFT requirements. This de -risking often impacts
non -bank money service businesses, foreign embassies, nonprofit organizations, and
correspondent banks, which has resulted in account closures in the United States, United
Kingdom, and Australia'.
DISCUSSION
A 2015 report from the Global Center on Cooperative Security entitled, Understanding Bank De -
Risking and Its Effects on Financial Inclusion points out that de -risking can isolate communities
from the financial system and in fact undermine the goals of AML/CFT objectives. When
individuals lack access to bank accounts at established financial institutions it can result in
financial transactions occurring outside of the normal financial system. This often involves
"cash" transactions, including storing cash on premises or using couriers to transfer cash in and
out of the United States.
Bank de -risking impacts local immigrant communities by making it difficult for immigrant owned
businesses to open bank accounts and send money to family members living outside of the
United States. Not having a bank account can also make it difficult to obtain certain funds under
Federal and State programs.
The draft resolution expresses the City's desire to see changes made in State law regarding
bank de -risking. Note, the Federal Government has significant overnight in the United States
financial system, including oversight of foreign money transfers. This resolution only addresses
banks chartered by the State of Washington.
1 https://www.globalcenter.org/wp-content/uploads/2015/11/rr-bank-de-risking-
181115-en . pdf 203
INFORMATIONAL MEMO
Page 2
FINANCIAL IMPACT
None.
RECOMMENDATION
Forward to the July 27 Committee of the Whole meeting for discussion.
ATTACHMENTS
• Draft Resolution
204 https://tukwilawa.sharepoint.com/sites/mayorsoffice/cc/Council Agenda Items/Mayor's Office/CSS, July 13/Informational Memorandum, July 7.doc
DRAFT
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
TUKWILA, WASHINGTON, AFFIRMING SUPPORT OF
UNBANKED MONEY TRANSFER OPERATORS (MTOs)
AND THE IMMIGRANT COMMUNITIES THEY SERVE AND
URGING THE WASHINGTON STATE LEGISLATURE TO
PASS A FINANCIAL INCLUSION LAW.
WHEREAS, unbanked Money Transfer Operators (MTOs) in Tukwila, King County,
and across the United States of America have been unable to secure bank accounts due
to a process referred to as "bank de -risking"; and
WHEREAS, over the past few years, these MTOs have found it increasingly difficult
to operate without a bank account; and
WHEREAS, due to being unbanked, MTOs have been unable to access COVID-19-
related small business federally -funded assistance opportunities such as the Paycheck
Protection Program; and
WHEREAS, unbanked MTOs are mostly owned by black and immigrant residents;
and
WHEREAS, a financial inclusion law will help address the racial inequalities in
accessing economic opportunities; and
WHEREAS, a recent string of armed robberies on these unbanked MTOs, which store
large amounts of cash in their premises, in SeaTac, Seattle and surrounding cities has
turned this issue into a public safety concern; and
WHEREAS, East African immigrant communities in Tukwila rely on these MTOs to
send money to their loved ones abroad for basic needs including food, water, shelter and
education; and
WHEREAS, these MTOs provide culturally specific services; deliver money to remote
regions not served by the large operators, including refugee camps in East Africa; provide
good paying jobs; contribute to community activities; and are valuable members of
Tukwila's small business community; and
W:\Legislative Development\Unbanked Money Transfer Operators —affirming support 7-2-20
LH:bjs Review and analysis by Barbara Saxton Page 1 of 2
205
WHEREAS, Tukwila and King County have one of the largest East African
communities in the United States —nearly 30,000 Ethiopians, Eritreans, and Somalis are
residents in King County; and
WHEREAS, the vast majority of our East African residents are refugees and our new
residents need effective systems that will support them in staying connected to their loved
ones back home; and
WHEREAS, East Africans are critical to Tukwila's economic vitality because they
purchase goods and services and run small businesses, which in turn create jobs and
generate revenue for the region; and
WHEREAS, the Washington State Legislature and the State of Washington have
jurisdiction over State -licensed banks; and
WHEREAS, the Washington State Legislature and the State of Washington have the
authority to pass laws and develop processes that promote financial inclusion and public
safety; and
WHEREAS, it is in the City of Tukwila's interest to promote financial inclusion and
public safety;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, HEREBY RESOLVES AS FOLLOWS:
Section 1. The City of Tukwila affirms its support of our East African community in their
desire to support their loved ones in the Horn of Africa. The City of Tukwila also affirms the
right of Money Transfer Operators to engage in lawful commerce in a safe manner.
Section 2. The City of Tukwila strongly urges the Washington State Legislature to pass
a financial inclusion law that will address the public safety and equal access issues caused
by bank de -risking.
PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at
a Regular Meeting thereof this day of , 2020.
ATTEST/AUTHENTICATED:
Christy O'Flaherty, MMC, City Clerk
APPROVED AS TO FORM BY:
Office of the City Attorney
De'Sean Quinn, Council President
Filed with the City Clerk:_
Passed by the City Council:
Resolution Number:
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City of Tukwila
Allan Ekberg, Mayor
INFORMATIONAL MEMORANDUM
TO: Community Services & Safety Committee
FROM: Laurel Humphrey, Council Analyst
DATE: July 7, 2020
SUBJECT: Further Recognition of Juneteenth as a Holiday
ISSUE
On June 15, 2020 the City Council adopted Resolution 1992, commemorating Juneteenth of
each year as an annual celebration of African American emancipation. Further, the Council
requested a discussion around additional ways to honor the importance of Juneteenth in our
community. Staff is offering some suggestions via this memo and invites additional input
from the Committee.
Education on the Importance of Juneteenth
Resolution 1992 includes language around the importance of Juneteenth "as a reminder of
our collective history and our responsibility to never stop fighting toward true racial
equality." Further, the Council's final resolution included an amendment to stress the
importance of "continued learning and understanding of its impact on community
members." While Juneteenth has long been celebrated in Southern states it has not been as
widely honored in the Pacific Northwest. After Resolution 1992 was passed the City shared a
link and some educational resources on its website, employee newsletter, and Facebook
pages. In future years, the City can continue this media campaign as well as build on it via a
dedicated page on the City website, a public display in City facilities, sharing information at
any city events in June, or other ideas the Council and staff may have. Councilmembers are a
valuable resource for information sharing in the community and can also be asked to share
information or host discussion groups using their networks.
Making Juneteenth a City Holiday
Some Councilmembers expressed interest in exploring the possibility of making Juneteenth a
paid City holiday. Current holidays are codified in TMC 2.52.030 which could be amended by
ordinance. State law allows for local legislative bodies to determine local holiday schedules
pursuant to RCW 1.16.050(6) which states, in pertinent part:
(6) Nothing in this section may be construed to have the effect of adding or deleting the
number of paid holidays provided for in an agreement between employees and
employers of political subdivisions of the state or as established by ordinance or
resolution of the local government legislative authority.
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INFORMATIONAL MEMO
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Many Washington agencies now recognize Juneteenth via proclamation or resolution, but
staff is not aware of any municipalities that have created a paid holiday as of yet. There is an
effort to add Juneteenth as an official holiday for state workers and staff will monitor this
effort in the Legislature.
The financial impact of adding an additional City holiday is difficult to determine at this time,
as the holiday would have to be negotiated with each individual bargaining unit, and each
unit has different implications. There could be hard costs associated with the Police and Fire
Departments as those departments collectively cannot take specific days off in the same way
as other City employees. For the other unions there could be soft costs associated with the
loss of those hours, and that is variable across departments and individuals. To reiterate,
adding or substituting a paid City holiday would need to be bargained across all labor groups.
If the Council chooses not to pursue Juneteenth as a City holiday at this time, one alternative
could be to create an educational opportunity for staff to be undertaken on or near June 191h
This could be in the form of a video training, reading assignment, or other opportunity. This
would not necessarily need to be bargained and financial impact would be determined by the
type of educational activity selected.
RECOMMENDATION
This item is presented for discussion and staff is seeking Committee feedback on the
information provided and next steps.