HomeMy WebLinkAboutCSS 2025-09-08 Item 1A - Resolution - Comprehensive Emergency Management Plan (CEMP)City of Tukwila
Thomas McLeod, Mayor
INFORMATIONAL MEMORANDUM
TO: Community Services & Safety (CSS) Committee
FROM: Pete Mayer, Director of Emergency Management
BY: Kayla Sainati, Emergency Management Coordinator
CC: Thomas McLeod
DATE: September 8, 2025
SUBJECT: 2025-2030 Comprehensive Emergency Management Plan (CEMP)
ISSUE
Adoption of the 2025-2030 Comprehensive Emergency Management Plan (CEMP) by
resolution.
BACKGROUND
The Comprehensive Emergency Management Plan is a legally required, strategic -level plan that
outlines how the city will prepare for, respond to, and recover from a disaster. The plan contains
a number of elements including but not limited to, department responsibilities, internal/external
communications, resource procurement, and documentation.
DISCUSSION
In December 2018, City Council adopted, by resolution, the 2014 CEMP with few changes or
updates. To comply with the changes in legal requirements, the 2025 CEMP has undergone a
complete overhaul and rewrite of the plan. The 2025 CEMP has been provided to department
directors and leadership, undergone a review by the state (attached) and has undergone a full
legal review.
FINANCIAL IMPACT
The expected incremental expense to the city is little to none. Work moving forward will include
additional plan development at the department level and in-house training and exercises.
Expected expenditures come from city personnels' already -budgeted payroll expenditures.
RECOMMENDATION
Council is being asked to approve the resolution and consider this item for the consent agenda
at the September 15 Regular Meeting.
ATTACHMENTS
A. Draft Resolution
B. Resolution Attachment - Final Draft 2025-2030 Comprehensive Emergency Management
Plan
C. Review Memo from State Emergency Management Division (dated 07/15/25)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF TUKWILA, WASHINGTON, ADOPTING THE CITY
OF TUKWILA 2025 COMPREHENSIVE EMERGENCY
MANAGEMENT PLAN (CEMP) AND REPEALING
RESOLUTION NO. 1954.
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, local governments are directed to submit their plan and program for
emergency management to the state director per Washington state law, specifically
RCW 38.52.070; and
WHEREAS, Tukwila Municipal Code Section 2.57.070.B.2. requires "...annual
updates to, the City's Comprehensive Emergency Management Plan..."; and
WHEREAS, on December 10, 2018, the City of Tukwila City Council passed Resolution
No. 1954, adopting the "2018 Comprehensive Emergency Management Plan"; and
WHEREAS, a Comprehensive Emergency Management Plan is required to be
adopted every five years;
2025 CEMP
Version: 05/02/2025
Staff: K. Sainati
Page 1 of 2
2
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TUKWILA,
WASHINGTON, HEREBY RESOLVES AS FOLLOWS:
Section 1. The City Council approves adoption of the document entitled "2025
Comprehensive Emergency Management Plan," dated September 2025 and hereby
incorporated by reference as "Attachment A".
Section 2. Repealer. Resolution No. 1954 is hereby repealed.
PASSED BY THE CITY COUNCIL OF THE CITY OF TUKWILA, WASHINGTON, at a
Regular Meeting thereof this day of , 2025.
ATTEST/AUTHENTICATED:
Andy Youn-Barnett, CMC, City Clerk Tosh Sharp, Council President
APPROVED AS TO FORM BY:
iled with the City Clerk:
Passed by the City Council:
Resolution Number:
Office of the City Attorney
Attachment A: 2025 Comprehensive Emergency Management Plan
2025 CEMP
Version: 05/02/2025
Staff: K. Sainati
Page 2 of 2
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
COMPREHENSIVE
EMERGENCY
MANAGEMENT PLAN
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City of Tukwila, WA
September 2025
Rev. September 2025
4
CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
TABLE OF CONTENTS
Title Page
Foreword
Letter .._of..._Promuigation iv
Distribution v
.............................................................
Recoird of Revusuoins vi
.......................................................................................................
BASIC PLAN
I. I.........TIR........IP, , T.................L.....:........II.POSE, IMISSIO
Mission 1
Purpose 1
Scope 1
Situation Overview 2
Incident Management Activities 3
Planning Assumptions 3
II. COCEPTOIIf;;;OPEIRATIOSICO OPS)
General Plan Activation 5
Whole Community Involvement 5
Leaderships' Intent 6
III. 11I;7►IIIfIECTIO, CO TII1OL, A III) COOII1111)I ATIO
Horizontal Integration 7
Preparedness & Mitigation 8
Response 8
Recovery 9
Vertical Integration 9
IV. ORGA IZATIO
General Organization 10
Figure 1: City of Tukwila Organizational Chart 11
Emergency Organization & EOC Activation 11
Figure 2: EOC Organizational Chart 14
Core Capabilities Matrix 15
V. RESPO SIIBILITI ES
Governmental Roles 18
Incident Management Actions & Critical Tasks 19
Mutual Aid & Other Agreements (MOA/MOU) 21
V I . C.......... I, III ..........I A T I..................S
Interoperable Communications Plans (All Government Levels) 22
Jurisdictional Communication Plan & Special Populations 25
VII. AII[)IMI ISTIRATIO
Documentation Process 27
Documentation Retention & Preservation 28
Rev. September 2025
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CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
V III. IFI A CE
Expenditure Approval Process & Documentation 28
Cost Recovery Process/Reimbursement 29
Presidential Disaster Declaration 30
IX. LOGISTICS
Resource Procurement 31
Resource Gaps 32
Specialized Resources 32
Resource Request Process 32
Figure 3: Logistics Resource Request Process 32
Emergency Worker Program & Credentialing 33
Donated Goods & Services 33
X. IIDEVELOPIME T & IMAI TE A CE
Review & Revision Process 33
After -Action Reports (AARs) 34
Ongoing Development 34
CEMP Revision & Maintenance Schedule 35
APPENDICES & ANNEXES
APPENDICES
Appendix I: Terms & Definitions 36
Appendix II: Acronyms 46
Appendix III: Authorities & References 47
Appendix IV: Record of Distribution 48
Appendix V. Core Capabilities Definitions 49
DEPARTMENT ANNEXES
Ainln_x.._A: Communications, Human Services, & Engagement (CS&E)
Alnlnx..._: Department of Community Development
AnlnxC: Emergency Management
Annex D: Finance
.............................................
Annex E: Human Resources
............................................
A!n.!n.x....: Mayor's Office
Annex G: Parks & Recreation
.............................................
Annex H: Police
.............................................
Annex I: Public Works
.........................................
Annex 3: Technology Innovation Services (TIS)
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
FOREWARD
The City of Tukwila sincerely appreciates the cooperation and support of those agencies,
departments, and local jurisdictions that have contributed to the revisions, development,
and publication of the 2025 City of Tukwila Comprehensive Emergency Management Plan
(CEMP).
Coordination of the CEMP represents a committed and concerted effort by the City of
Tukwila to emergency management. The CEMP demonstrates the ability for a large number
of agencies and departments to work together to achieve a common goal.
Special recognition for the preparation and integration of materials into this plan goes to the
City of Tukwila Emergency Management Program, without whose efforts this document
would not have been produced.
The CEMP is one of many efforts to prepare all people in the City of Tukwila for emergencies
and disasters. The CEMP incorporates the planning policies and requirements of Washington
State to ensure that mitigation efforts are enhanced; preparedness is encouraged;
responsiveness is assured, and recovery is achieved before, during, and after emergencies
and disasters that occur in Tukwila.
The CEMP consists of a Basic Plan, which defines emergency management in Tukwila, City
Department Annexes, that describe the roles and responsibilities of each department as
they relate to emergency management, and several supporting documents.
This plan, as presented herein, supersedes any and all existing Comprehensive Emergency
Management Plans developed for and approved by the City of Tukwila. Changes to this plan
will be made by Emergency Management, with approval by the Mayor, prior to
implementation and dispersal.
Peter M. Mayer
Director of Emergency Management
City of Tukwila
Rev. September 2025
iii
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
LETTER OF PROMULGATION
To All Recipients:
The 2025 Comprehensive Emergency Management Plan (CEMP) has been revised to follow
Washington State Emergency Management Division recommendations and Revised Code Of
Washington (RCW) 38.52. Tukwila Municipal Code (TMC) Chapter 2.57 establishes the
Tukwila Emergency Management program for the purposes of performing local emergency
services functions.
The City of Tukwila Comprehensive Emergency Management Plan is for use of the City of
Tukwila Government. It represents a planning effort that involved City departments, whole
community, integrated current City policies, procedures, and responsibilities related to
preparedness, mitigation, response, and recovery.
The plan has been developed to establish the policies, guidelines, and procedures that will
provide response personnel with the information and guidance required to function quickly
and effectively in a disaster situation. The plan also identifies hazards the City is vulnerable
to, and the mechanism that will help guide and support our emergency management efforts
through preparedness, response, recovery, and mitigation from natural, technological, and
human -caused disasters.
All City departments are directed to take appropriate actions to implement this plan and to
maintain the necessary capabilities required to respond effectively to emergencies and
disasters, including the participation and carrying out of training and exercises. All outside
entities involved in the plan are requested to cooperate with the city to coordinate the total
disaster response within the community. Emergency Management is directed to work both
internally with city departments and externally with agencies and organizations to develop a
robust emergency management program through project management, facilitation, and
subject matter expertise.
No plan can completely prepare an organization for every threat. Emergencies and disasters
are dynamic events that require flexibility and the ability to solve challenges that are
presented. Circumstances may dictate deviation from this plan in order to have the best
possible response. However, the City Administration supports this plan as an earnest effort
to keep our residents and communities safe. To that end, all staff are expected to take a
vested interest in the total emergency readiness efforts in the City.
This version supersedes and rescinds all previous versions. In the event that any portion of
this plan is held invalid by judicial or administrative ruling, that ruling shall not affect the
validity of the remaining portions of the plan.
Adopted pursuant to the City of Tukwila Resolution No. [insert number] by the City Council
of the City of Tukwila, Washington at its regularly scheduled meeting on [Month, Day, Year].
This plan is hereby approved and signed by my authority as Mayor of the City of Tukwila.
Rev. September 2025
Thomas McLeod
Mayor, City of Tukwila
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
DISTRIBUTION
This plan will be distributed to all participating City Departments, King County Emergency
Management, Washington State Emergency Management Division, neighboring cities, other
response entities, and the people of Tukwila.
For a full distribution list, see Appendix IV.
Rev. September 2025
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CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
RECORD OF REVISIONS
CHANGE #
YR-XXXX
SECTIONS AFFECTEED/CHANGE
SUMMARY
PLAN APPROVAL/COUNCIL
ACTION
POSITION
NAME/INITIALS
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
I. INTRODUCTION, PURPOSE, MISSION
A. MISSION
The City of Tukwila, to protect lives, property, and the economic base of the community,
and in cooperation with other public and private organizations, will endeavor to mitigate
against, prepare for, respond to, and recover from all natural and human -caused
emergencies and disasters. The City will prioritize and coordinate emergency operations and
resources to maximize population survival and preservation of property in the City following
a disaster.
The day-to-day functions of the City and many local agencies will be interrupted by disaster
conditions. Therefore, the employees and resources of those agencies can readily be
committed to support the disaster response and recovery efforts. The mission of this plan is
to develop well-defined operational guidelines and procedures to ensure an effective,
organized response to, recovery from, mitigation against, and preparation for emergencies
and disasters to save lives, assist disaster survivors, minimize damage, and protect
property.
B. PURPOSE
This plan establishes a comprehensive, all -hazards approach to incident management across
a spectrum of activities. It describes capabilities and resources, and establishes
responsibilities, operational processes, and protocols to ensure continuity of City operations
and functions during and after emergencies.
The CEMP includes the Basic Plan and Department Annexes. These documents comprise the
CEMP and describe how city departments coordinate emergency management related
actions, resources, and activities with federal, state, county, regional, private -sector, and
non -governmental organizations. The CEMP establishes a mutual understanding of
authority, responsibilities, and functions of local government, and provides a basis for
incorporating essential agencies and organizations into the emergency management
program. This plan also intends to:
• Establish a chain of command in a disaster;
• Clearly outline disaster related functions assigned to government agencies;
• Identify resources, staffing, and equipment available in government and the private
sector;
• Identify and clarify funding sources during disasters;
• Provide coordination between agencies to achieve assigned functions;
• Provide an organizational framework for activities during disasters.
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 -
hazards concept. Consistent with the model provided in the National Response Framework
(NRF), the City's CEMP can be partially or fully implemented in the context or anticipation of
a threat or a significant incident.
C. SCOPE
The Comprehensive Emergency Management Plan (CEMP) is a local -level, all -hazards
emergency management plan that is limited to the geographical boundaries of the City of
Tukwila and the emergency legal authorities and obligations covered under the Revised
Code of Washington (RCW 38.52), City of Tukwila Municipal Code 2.57, and official
agreements or contracts which the City of Tukwila has entered into for services. This plan
is designed to describe the emergency/incident response of the City of Tukwila and
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
compliments the emergency plans of organizations likely to be involved in disaster
activities. The CEMP is applicable to all City departments that may be requested to provide
assistance or conduct operations.
The CEMP will be used in the event of widespread disaster, event, or major incident that
has the potential or has overwhelmed at least one city department. The City's Emergency
Operations Center (EOC) may be used upon the request of an internal department or
outside agency to support their operations. The EOC will be activated to a level appropriate
to the specific emergency, event, or disaster. When activated, the EOC will utilize an ICS
structure to organize operations.
The CEMP intends to be "all hazards", covering the entire range of emergency and disaster
situations, from natural hazards to technological hazards created as a byproduct of our
modern society. This plan is designed to meet the requirements for a Comprehensive
Emergency Management Plan as described in Washington Administrative Code (WAC) 118-
30 and the Revised Code of Washington 38.52. It is also intended to be consistent with City
Municipal Code 2.57 "Emergency Management". For a complete list of authorities and
references, see Allundix.. III.
The CEMP supports and is compatible with the National Incident Management System, King
County and Washington State emergency plans, the National Response Framework,
National Recovery Framework, and the King County Regional Disaster Coordination
Framework. Any conflicts will be handled on a case -by -case basis.
D. SITUATION OVERVIEW
The CEMP considers that emergencies and disasters are likely to occur as identified in the
King County Threat and Hazard Identification and Risk Assessment (THIRA), and describes:
• Functions and activities necessary to support a successful disaster response.
• Responsibilities identified in City ordinances and other applicable laws.
Home to a very large commercial industry, Tukwila can see daytime populations of 150,000
or more who come to work, play, and recreate in Tukwila. Relative to this influx, Tukwila
has a smaller residential population of approximately 22,000. Commercial activities include
several hotels, the largest mall in Washington State, and numerous large industrial
corporations such as Sabey, Boeing and BNSF railways.
Tukwila has one of the most diverse residential communities in the region. As of 2021,
81.4% of Tukwila's residents were US citizens with 39.2% of the community having been
born outside the United States. This is lower than the national average of 93.4% citizenship
and higher than the national average of 13.6% foreign -born.' Additionally, more than 50%
of the population speaks a language other than English at home, and there are over 80
languages spoken in the Tukwila School District.2 Aside from Tukwila's ethnic and cultural
diversity, 11.2% of the population is over 65 and 7.7% of the community under the age of
65, identifies as having a disability. Based upon the aforementioned, approximately 20% of
the Tukwila community requires special emergency planning that adheres to the Americans
with Disabilities Act.3
The City of Tukwila is bisected by several major freeways, including I-5, I-405, State Route
99, and State Route 518. Topographically, Tukwila is a mixture of hillsides and a large
valley. Additionally, the Green/Duwamish River and the BNSF railway dissect the city
1 All census data obtained from: Data US
..................................
2 Data obtained from: Government Alliance _o.nRace and Equity
'Data obtained from: US Census Bureau
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
from north to south. Given the proximity to the SeaTac International Airport, there is a high
probability that Tukwila would be impacted by an incident at the airport.
The City of Tukwila adopted the King County Regional Hazard Mitigation Plan on July 20,
2020. The Mitigation Plan identifies the following risks for the City of Tukwila:
Earthquake High
Severe Winter Weather High
Public Health Emergency High
Dam/Levy Breech or Failure High
Accidental/Intentional Infrastructure Failure Medium
Civil Unrest/Terrorism Medium
Hazardous Materials Incident Medium
Flood Low
Landslides Low
Volcanic Eruption Low
Wildland Urban Interface Fire Low
Key facilities include the Justice Center, Public Works Minkler, Public Works Fleet and
Facilities, Tukwila Community Center, Tukwila Parks Maintenance Facility, and City Hall
Complex. The Justice Center, constructed in 2019, houses the City's Emergency Operations
Center (EOC), Police Department, and Municipal Court.
The City has a professional police force, while Fire and EMS activities are provided by Puget
Sound Regional Fire Authority and King County Medic One. City departments maintain small
staffs that are sufficient for normal operations. However, in an incident, they would require
substantial mutual aid/outside support.
E. Incident Management Activities
The plan describes the responsibilities of City departments and other entities involved in the
various aspects of emergency management in the City of Tukwila, including prevention,
protection, preparedness, response, and recovery actions.
The National Incident Management System (NIMS) provides a nationwide framework that
enables Federal, State, Local Governments, private sector, and nongovernmental
organizations to work together effectively and efficiently to prevent, prepare for, respond to,
and recover from domestic incidents regardless of cause, size, or complexity. Therefore, it is
the policy of the City of Tukwila to apply principles of NIMS and specifically the Incident
Command System (ICS) to all incident management activities.
F. Planning Assumptions
The information and procedures included in this plan have been prepared utilizing the best
information available at the time of preparation. As the true extent of the impacts of a
disaster cannot be known before it occurs, the City can only endeavor to make every
reasonable effort to respond based upon the situation, information, and resources available
at the time. The outcome of an emergency may be different than the expected outcome
based on these assumptions and others.
While not an exhaustive list, the assumptions listed in this subsection apply to all sections
and documents that make up the CEMP. They are as follows:
• In the event of severe devastation throughout the Puget Sound region and/or King
County, fundamental resources such as food, water, medical supplies, utilities, fuel,
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
shelter, and sanitation supplies may be needed. The City of Tukwila does not and
cannot have supplies and equipment on hand for short or long-term use.
• Any of the noted situations above will create significant loss of life, injury, property
damage, and disruption to city essential services. These situations may also create
significant financial, psychological, and sociological impacts on the community as well
as City government.
• An incident can happen at any time and may be expected or unexpected. In
scenarios where the incident is impending, such as storms and floods, warnings will
be issued to enable some preparation prior to the event. In some scenarios, the
situation could be catastrophic, with local governments and the region —including
Tukwila —struggling to provide and maintain basic services or governmental
authority.
• The city will adhere to its city code pertaining to the implementation and approach to
strategic incident management, plans, and best practices.
• The level of preparedness in the community makes a difference in the community's
ability to respond and recover from an incident. Every community member is
encouraged to be two weeks prepared at home, school, and work.
• The disaster response and relief efforts of the city may be limited by:
o Inability of the community to be self-sufficient for more than three days
without additional supplies of food, water, medical, sanitation, fuel, and
shelter resources.
o The lack of police, fire, emergency medical, public works, regional
transportation, and sewage treatment services response; due to damage of
facilities, equipment, and shortages of personnel.
o The shortage of critical drugs and medicines at medical facilities due to
damage or reduced emergency storage capacities.
o The shortage of trained personnel and equipment to respond to requests for
assistance for fire, emergency medical, police, public works, and hazardous
material(s) releases. The impact of these shortages may be felt immediately
and compounded by the need for twenty -four-hour operations sustained over
long periods of time.
o Damages to lifelines such as roads, rails, air transportation facilities, utilities,
petroleum, natural gas pipelines, and communications networks. Normal
distribution of resources may be curtailed or greatly reduced, impacting the
social and economic infrastructure of the city.
o Damage to responder communications by equipment damage or overloading
of telephone lines into 9-1-1 dispatch centers.
o Large movements of people as refugees enter into or through the City will
stress systems, particularly shelter, food, water, and medical services.
• The City of Tukwila and its Emergency Management Division will work with other
jurisdictions and governments to coordinate resources and may:
o Require significant information sharing across multiple jurisdictions and
between the public and private sectors.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
o Require extremely short -notice City asset coordination and response
timelines.
o Involve a single or multiple geographic areas.
o Involve highly varied hazards or threats on a local, regional, or national scale.
o Require prolonged, sustained incident management operations and support
activities.
• A regional incident will impact the lives and families of the employees of Tukwila and
cause personnel shortages. City staff that are not mission essential may be required
to work outside their day-to-day responsibilities to support mission critical functions.
• The City of Tukwila Mayor may need to invoke the emergency powers granted to
them under the City of Tukwila Municipal Code.
II. CONCEPT OF OPERATIONS (CONOPS)
A. General Plan Activation
The CEMP will be activated at the discretion of the Mayor. Activation may also be
requested by the City Administrator, Deputy City Administrator, Director of Emergency
Management, Emergency Manager, or a Department Director.
The City of Tukwila Mayor is responsible for emergency management. As outlined in TMC
2.57, they shall designate a Director of Emergency Management. This person will
implement the emergency management program for the city.
City government will retain the authority and ultimate responsibility for direction and
control of its own disaster operations, use of resources, and application of mutual aid
within its own boundaries unless legally delegated through a contractual agreement.
B. Whole Community Involvement
It is the intent of this plan to take the "whole community" approach, being as inclusive as
possible to provide equitable opportunities for everyone in the community to prepare for,
respond to, and recover from disasters. By involving the whole community, the collective
needs of the respective communities can be identified, assessed, and improved. This
includes planning with and for people with access and functional needs, including those
with disabilities, children, household pets and service animals, Limited English Proficiency
(LEP), and others through the identification of physical, programmatic, and
communication needs of the aforementioned.
The city will conduct emergency management operations in a fair and equitable manner
with no tolerance for discrimination based on race, color, religion, sex, sexual orientation,
age, disability, or gender identity across all day-to-day and emergency operations.
The City will make every reasonable attempt to conduct emergency management
operations in a manner that is consistent with the United States Justice Department
guidelines of making all phases of emergency management and its programs accessible
to people with disabilities, access, and functional needs.
The City explicitly acknowledges its responsibility to plan for the household needs of pets
and service animals, as required by law. In addition, the City acknowledges that children
have different needs than adults and that the City has a responsibility to address those
needs in the execution of all operational phases.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
LEP Requirements
The city will take steps to provide meaningful access to persons with Limited English
Proficiency (LEP) to their programs and services. The City of Tukwila has annexed King
County's Inclusive Emergency Communications Plan (IECP) that was developed to
support the County and Cities in better communicating life -safety information to people
with Limited English Proficiency. This plan (published separately) is a guidance document
that describes the City's language access obligations, messaging strategies, and message
distribution options.
C. Leaderships' Intent
During an emergency or disaster, the City of Tukwila will endeavor to maintain normal
operations as long as feasible. Conditions may be of such magnitude and severity that
some or all city services may be redirected, limited, or lost altogether. Restoration of
services will be done as feasible. The City's Mayor and Council may be unable to fulfill all
emergency/disaster related requests under extreme conditions and will need to set
priorities for the city and residents.
Operational Objectives
Overarching city priorities for emergencies/disaster operations are:
• Life Safety
• Incident Stabilization
• Protection of property and the economy
• Preservation of culture and the environment
Operational decisions and policies are created based upon the priorities above.
Objectives are then established by the Incident Commander/Unified Command with
input from others responding to the emergency or disaster. The objectives are
published in the IAP and follow the SMART (specific, measurable, achievable, relevant,
time -bound) format, when possible. The polices and decisions are not limited to a single
operational period but must consider the totality of the incident and response needs.
To meet the operational objectives for an incident, each city department will maintain
Standard Operating Procedures (SOPs) and Emergency Operations Plans (EOPs), make
themselves available for trainings/exercises, make at least three staff positions
available for EOC training/response, engage in city-wide planning, dedicate one person
to champion emergency management activities, and overall develop their respective
capabilities/responsibilities as outlined in this plan. All contract agencies, such as Puget
Sound Regional Fire Authority and the City Attorney's Office, are responsible for
maintaining their own plans that will allow them to respond to an incident.
The goal end state after an emergency or disaster is to stabilize all community lifelines,
to include safety and security, food, water, shelter, health and medical, energy,
communications, transportation, and HazMat. This includes a standard of normalcy for
the city, although the expectations are that the outcome from a disaster will not
necessarily return to pre -incident status.
Request for Emergency Proclamation
Pursuant to TMC 2.57, the Mayor is empowered to proclaim an emergency for the City,
when necessary. The decision to proclaim an emergency is typically driven by the scope
or complexity of the emergency or disaster and/or the need to temporarily change city
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
policies that are hampering response efforts. Refer to the City Attorney's Office for an
Emergency Proclamation Template.
If a proclamation is warranted, the Mayor will work with the Policy Group to determine
the parameters of the proclamation. Considerations may include fiscal limits, curfews,
and other issues required for successful response. Any proclamation issued will be
communicated promptly to city employees, partner organizations, city
residents/businesses, King County Office of Emergency Management, and Washington
State Emergency Management Division.
Depending upon the size and complexity of the emergency, King County and the State
of Washington may follow up with additional supporting emergency proclamations. The
city may request assistance from other cities and counties, the state or the federal
government.
During a proclaimed emergency, coordination issues or operational decisions that
significantly impact one or more city departments may be handled by the EOC in
coordination with the Policy Group.
Tukwila's Emergency Management Director, or designee, informs the Mayor's Office of
major situations and decisions made regarding the emergency. In return, Tukwila's
Mayor informs the EOC of all policy decisions concerning the incident. If the impact is
such that City resources are not able to manage the response, the City will consider
participation in a Multi -Agency Coordination Group (MAC) or issue a Delegation of
Authority.
III. DIRECTION, CONTROL, AND COORDINATION
The purpose of direction and control is provided for the effective supervision,
authority, coordination, and cooperation of emergency management activities to
ensure the continued operation of government and essential services before, during,
and after emergencies and disasters. Direction and control of emergency management
is ultimately the responsibility of Tukwila's Mayor, who has delegated (TMC 2.57)
operational functions to the Director of Emergency Management. All operations will
follow NIMS guidelines and best practices, including ICS principles.
A. Horizontal Integration
Horizontal Integration allows for the cooperation and coordination across city
departments as well as across similar levels of government (i.e., city and county
governments). Horizontally, a broad range of partners make up the City's emergency
management. Each has some degree of influence on the CEMP, including whole
community partners such as Faith and Community -based organizations, as well as
non -governmental organizations.
While entities such as these are outside the city's authorities, we recognize that these
organizations have valuable resources and specialized skills that are critical to an
effective response. As appropriate, the EOC Manager will see to it that these outside
organizations are invited in and have an opportunity to provide input to emergency
management operations. Each participating agency or jurisdiction maintains their own
authorities, policies, and decision -making. All efforts are coordinated through
emergency management or the EOC (if activated) to ensure efficient coordination and
deconfliction of duplicative efforts.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
B. Preparedness & Mitigation
Emergency Management
Day-to-day, Tukwila Emergency Management is the primary agency for preparedness
and mitigation with support of all city departments. The Emergency Manager, as a
part of preparedness, ensures the creation and maintenance of the proper plans
including Comprehensive Emergency Management Plan (CEMP), Continuity of
Operations Base Plan (COOP), Hazard Mitigation Plan (HMP). The Emergency Manager
is also responsible for public education related to preparedness and plays and integral
role in assisting city departments with the development of their emergency plans.
City Department
All City Departments are responsible for supporting Emergency Management activities
through the development of department -specific plans, engaging in city-wide
emergency planning, encouraging personal and family preparedness, completing
training specific to their emergency functions, as assigned by emergency
management.
Policy Group
To adequately participate in preparedness and mitigation, the Policy Group is
responsible for the completion of necessary emergency management training issued
and recommended by Emergency Management. The Policy Group is comprised of the
Mayor, City Administrator, Deputy City Administrator, Emergency Management
Director, Emergency Manager, and City Attorney with department directors serving in
an advisory/subject matter expert capacity.
City Council
The City Council is responsible for passing legislation and ordinances that are forward
thinking and viewed through the lens of emergency management hazards and
mitigation. The council is responsible for formally adopting the Comprehensive
Emergency Management Plan (CEMP), thus providing direction and guidance to the
entire program. The council also plays a role in encouraging the public to engage in
their own preparedness. To adequately participate in their emergency management
duties, the council is responsible for the completion of necessary emergency
management training, such as IS-100, 200, G-402, and IS-908, and any other
recommended courses by emergency management.
C. Response
Incident Command
The lead city department for Incident Command will be the department with the
mission most similar to the emergency. The lead city department shall ensure that
an Incident Command or Unified Command structure is identified and established to
provide for coordinated field operations. The lead city department will provide a
qualified representative to serve in the EOC if activated.
Department Operations Centers
Department Operations Centers (DOCs) may be established by a department to
manage the dispatch and coordination of department -controlled or related resources.
DOC staff coordinate their department's activities. Although they may communicate
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
with other organizations and EOCs—and may exchange liaisons with other agencies—
DOC staff are primarily inward -looking, focusing on directing their own assets and
operations. A DOC will maintain close communication with the Incident Commander
and the EOC (when activated) regarding incident priorities and resource status to
ensure overall incident objectives are met.
Emergency Operations Center
Although field Incident Command will control on -scene activities related to the
disaster, the EOC will coordinate the overall city response to the disaster. The
Director of Emergency Management, other emergency management staff, designated
city staff, agency representatives, and trained volunteers shall provide staffing at the
EOC when activated. A representative from Emergency Management will coordinate
the activities of the EOC in the role of EOC Manager.
When resource requests or needs exceed that of City resources, the EOC is also
responsible for multi -jurisdictional coordination, sending resource requests to the
county, state, neighboring jurisdictions, private sector entities, or to non-profit
organizations.
Policy Group
The EOC Manager will forward all policy decisions to the Policy Group, along with a
briefing and recommendations by the Incident Commander, Emergency Management
Director, and Emergency Manager. The Policy Group led by the Mayor, or their
designee, will make policy decisions and advise the City Council of the policy -level
decisions that require their direction or approval and will oversee implementation of
those decisions.
D. Recovery
Recovery involves actions needed to help individuals and communities regain a sense
of normality to their lives. Following an emergency or disaster, the Mayor, or their
designee, will appoint an individual or entity to lead the City's Recovery efforts. All
departments will play a critical role in the recovery efforts.
All recovery efforts are detailed in department SOPs, Department Annexes, and
appropriate state and federal recovery guidelines. Directors of each department, with
support of emergency management will:
• Continue to report any observed damage(s) and assess community needs;
• Prioritize recovery projects and assign tasks accordingly;
• Coordinate recovery efforts and logistical needs with supporting agencies;
• Re-establish and/or maintain essential services;
• Prepare documentation of the event including an event log, cost analysis,
estimated recovery costs;
• Assist in establishing disaster assistance offices to aid private businesses and
residents in individual recovery;
• Assess special community needs and provide information and assistance, as
appropriate.
E. Vertical Integration
Vertical Integration describes the coordination that occurs vertically in the City, as well
as the coordination that occurs between other levels of government (i.e. state and
federal governments).
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Direction and control of emergency management is ultimately the responsibility of
Tukwila's Mayor, who has delegated (TMC 2.57) operational functions to the Director
of Emergency Management. All operations will follow NIMS guidelines and best
practices, including ICS principles.
The City of Tukwila CEMP considers the ongoing planning efforts by King County Office
of Emergency Management and Washington State Emergency Management Division, to
include King County Comprehensive Emergency Management Plan, Regional
Coordination Framework, and Washington State Comprehensive Emergency
Management Plan.
If resources outside the City are needed, requests will follow principles in the Stafford
Act. In short, the City will make all requests for additional resources to King County.
King County, if overwhelmed, may request assistance from the State, and the State
may request assistance from the federal government. Washington State is considered
a "Home Rule" state and may make their requests directly to the State or Federal
Government.
IV. ORGANIZATION
A. General Organization
The City of Tukwila operates under a Council/Mayor form of government with a strong
Mayor. The Mayor has general supervision over the administrative affairs of the City.
The City Council makes up the legislative branch of the Tukwila City government and is
responsible for overall policy direction within the City.
Tukwila Municipal Code Chapter 2.57 establishes the emergency management
organization. The Mayor appoints a Director to oversee the emergency management
program. Generally, the Director appointed to oversee the program serves as the
Director of Emergency Management and may delegate the responsibility of coordinating
emergency preparedness and management activities within the City to the Emergency
Manager. In the absence or disability of the Emergency Management Director, the
position is filled by the Mayor appointing a new Director.
The elected and appointed officials, departments of the City, and supporting groups or
individuals, will retain their identity and autonomy but will function under the National
Incident Management System (NIMS) format.
The City of Tukwila Emergency Management Program is established to provide channels
of communication for efficient coordination, communication, prioritization, and liaison of
emergency life-saving operations between local, county, state, federal governments,
and the private sector. This organization may be partially or fully activated depending
upon the severity of the incident. The Director of Emergency Management is directed to
adopt administrative rules and regulations to carry out the designated emergency
management functions set forth.
Rev. September 2025
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10
CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
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Figure 1: Day -to -Day Structure of Tukwila Government.
B. Emergency Organizational Structure
ICS and EOC organizational structures develop in a modular fashion based on an
incident's size, complexity, and hazard environment. Responsibility for establishing
and expanding ICS organizations and EOC teams ultimately rests with the Incident
Commander (or Unified Command) and the EOC Manager. Responsibility for
functions that subordinates perform defaults to the next higher supervisory position
until the supervisor delegates those responsibilities. As incident complexity
increases, organizations expand as the Incident Commander, Unified Command,
EOC Manager, and subordinate supervisors delegate additional functional
responsibilities.
Maintaining an appropriate span of control helps ensure efficient and effective
incident management operations. It enables management to direct and supervise
subordinates to communicate with and manage all resources under their control.
The optimal span of control for incident management is one supervisor to five
subordinates; however, effective incident management frequently necessitates
ratios significantly different from this.
Bringing representatives from various stakeholders and partner organizations
together in EOCs optimizes unity of effort and enables staff to share information,
provide legal and policy guidance to on -scene personnel, plan for contingencies,
deploy resources efficiently, and generally provide whatever support is required.
The composition of EOC teams may also vary depending on the nature and
complexity of the incident or situation. Regardless of which organizations are
represented, all EOC teams receive oversight from the Mayor and his Policy Group.
They typically make decisions regarding priorities on issues such as emergency
declarations, large-scale evacuations, access to extraordinary emergency funding,
waivers to ordinances and regulations, and adjudication of scarce resources.
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
The day-to-day organizational structure of the City departments will be maintained
as much as possible during major emergency and disaster situations. Other public
and private organizations, school districts, and volunteer organizations may, under
a mutual agreement, decide to also operate in coordination with this plan. The
emergency management organization will be compatible with the existing City
organization and will provide clear lines of authority and channels of
communication. It will provide for the incorporation of existing staff who have
emergency response capabilities and those who have support roles.
During a disaster or emergency that requires EOC activation, the City identifies the
following as the priorities and purpose for the EOC:
• Situational awareness — collecting, analyzing, and sharing information.
• Supporting resource requests, including allocation and tracking.
• Coordinating plans and determining current and future needs.
• Providing coordination and policy direction.
Emergency Management's primary role is to coordinate the efforts supporting the
response and managing the EOC by coordinating with all city departments and
jurisdictions in the effected region and providing situational awareness internally
and externally to the community.
EOC Activation
The initial response to, or imminent threat of, an emergency will be conducted
following the guidelines and best practices set forth by the National Incident
Management System (NIMS), specifically the Incident Command System (ICS).
The EOC may be activated for several reasons that are based upon the needs of the
City, organization, or Incident Commander; the context of a threat; the anticipation
of events; or in response to the incident. Circumstances that may trigger an EOC
activation include:
• More than one department or jurisdiction becomes involved in an incident
and/or the incident involves multiple agencies.
• Rapidly expanding incidents that involve cascading effects, or incidents
requiring additional resources.
• The Director of Emergency Management, Emergency Manager, or the Mayor
directs that the EOC be activated.
• Threshold events described in the emergency operations plan occur.
The following locations have been designated for EOC operations:
EOC LOCATION
Tukwila Justice Center
15005 Tukwila International Blvd.
Tukwila, WA 98188
ALTERNATE EOC LOCATION
Tukwila Station 52
15447 65h Ave S
Tukwila, WA 98188
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
When the EOC is activated, it may be activated to the following:
LEVEL THREE — MONITORING
Level three is the lowest level and has the least amount of staffing. Activation may
or may not involve the physical set-up of the EOC. This level commonly tasks one to
two members to monitor the situation. The focus is primarily on situational
awareness, available and required resources, forecasting future needs, and potential
for rapidly changing conditions. Stakeholders, such as elected/appointed leaders,
are kept apprised of the situation through Situation or Snapshot Reports but are not
physically located in the EOC.
LEVEL TWO — PARTIAL ACTIVATION
Level two activations require minimal staff to set up the EOC. The EOC Manager will
determine the staffing levels for the EOC that are consistent with the needs of the
incident, both current and projected. The function of this activation level is to
facilitate face-to-face communication between the involved departments/agencies,
maintain situational awareness, and support in -field logistical needs. The EOC
Manager may invite representatives of outside agencies to participate in the EOC
operations. Stakeholders, such as elected/appointed leaders, are kept apprised of
the situation through Situation or Snapshot Reports but are not physically located in
the EOC.
LEVEL ONE — FULL ACTIVATION
This is the largest activation level with all sections staffed. The function of this level
is to facilitate department -to -department communications, situational awareness,
coordination, and logistics requests on a city-wide basis. This level does not direct
field operations, though decisions may be made regarding resource allocation.
Stakeholders, such as elected/appointed leaders, are kept apprised of the situation
through Situation or Snapshot Reports. The Policy Group, consisting of the Mayor,
City Administrator, Director of Emergency Management, EOC Manager, and key
department Directors, will likely be activated. However, the Policy Group is NOT
physically located in the EOC but coordinates with the EOC via the EOC Manger.
EOC Operations
The composition of EOC staff may vary, depending on the nature and complexity of
the incident or situation. Regardless of the departments or organizations
represented, all EOC staff receive policy direction from the Mayor and his Policy
Group.
The City of Tukwila uses an ICS-like Structure for the EOC.
Rev. September 2025
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23
CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
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The Director of each City department is responsible for providing qualified, trained
personnel to the EOC to carry out essential activities assigned. Department
Directors shall identify and qualify a minimum of three staff members to serve in
the EOC for pre -incident training and exercises, and for coordination duties during
incidents when requested. Specific equipment or necessary materials for
coordinating activities, but not normally found in the EOC, should be provided by
the city department to the EOC representative.
City departments may be responsible for functions or operations that do not
normally fall within their scope of responsibility. They will find that they must work
closely with other public, volunteer, and private agencies to ensure success. All City
employees may be used during times of emergency as requested and/or directed by
the Mayor, in accordance with TMC 2.57.030(7). These alternate assignments may
be established in advance or determined at the time of emergency. The EOC will
coordinate the collection and dissemination of this information. When staff are
reallocated for response operations, the staff will no longer report to their regular
supervisor. All work will be directed by their supervisor in the ICS structure.
The EOC Manger will elevate policy issues to the Policy Group in order to facilitate
policy -level decisions regarding priorities and high-level issues such as emergency
declarations, large-scale evacuations, access to extraordinary emergency funding,
waivers to ordinances and regulations, and adjudication of scarce resources.
The EOC is permanently located at the Justice Center. If the primary facility is
compromised or unavailable, the alternate site for the EOC is the Training Room at
Station 52. Necessary equipment and supplies are stored at the alternate site,
including a copy of the CEMP. If necessary, functions of the EOC can also be run
remotely using standard video conferencing and web -based tools.
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
EOC Deactivation
The EOC Manager deactivates EOC staff as circumstances allow, and the EOC
returns to normal operations/steady state condition. Deactivation typically occurs
when the incident no longer needs the support and coordination functions provided
by the EOC staff or those functions can be managed by individual organizations or
by steady-state coordination mechanisms. EOC leadership may phase deactivation
depending on mission needs. EOC staff complete resource demobilization and
transfer any ongoing incident support/recovery activities before deactivating.
C. Capabilities Matrix
The Core Capabilities are necessary to the City's success. They are distinct and
critical elements of emergency management, but highly interdependent. They
require staff to use existing preparedness networks and activities; coordinate and
unify the City's efforts; improve training and exercise programs; promote innovation
and leverage; and enhance our capacity. To support these capabilities the City must
ensure that administrative, financial, and logistical systems are in place. The Core
Capabilities serve as both preparedness tools and a means of structured
implementation. For a definition of each core capability, see AgingndixV.
Determined by Tukwila's specific roles of Primary, Support, and Coordinating are
identified in the matrix below. Responsibilities for each role are as follows:
Primary
Primary departments or agencies have significant authorities, roles, resources, and
capabilities for a particular function within a capability. Primary departments are
responsible for:
• Orchestrating support within their functional area for the appropriate response
Core Capabilities and other missions.
• Notifying and requesting assistance from support agencies.
• Managing mission assignments and coordinating with support agencies as well
as appropriate State officials, operations centers, and other stakeholders.
• Coordinating resources resulting from mission assignments, working closely
with other organizations to maximize resources.
• Monitoring progress in achieving Core Capabilities and other missions, and
providing that information as situational awareness.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Identify equipment or capabilities required to prevent or respond to new or
emerging threats and hazards or to validate and improve capabilities to
address changing risks.
• Promote accessibility, programmatic inclusion, and effective communication for
the whole community, including individuals with disabilities.
Support
Support departments or agencies have specific capabilities or resources that can
support primary agencies in executing capabilities and other missions. The activities
of support agencies typically include:
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
• Participate in planning for incident management, short -and -long-term recovery
operations, and the development of supporting operational plans, standard
operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Coordinating resources resulting from response mission assignments.
Coordinator
Coordinators oversee the preparedness activities for a particular capability, and
coordinate with its primary and support agencies. Responsibilities of the Coordinator
typically include:
• Maintaining contact with primary and support agencies through conference
calls, meetings, training activities, and exercises.
• Monitoring the progress in meeting the Core Capabilities and function
supports.
• Coordinating efforts with corresponding agencies.
• Ensuring engagement in appropriate planning and preparedness activities.
MISSION AREA
Table Codes
P = Primary
S=Support
C=Coordinator
CORE CAPABILITIES
MAYORS OFFICE
CS&E
DCD
EMERGENCY MGMT
FINANCE
HUMAN RESOURCES
PARKS & REC
POLICE
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PREVENTION
Public Information & Warning
S
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Operational Coordination
S
C
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S
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S
The capabilities
to ah eat
a threatened
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Intelligence & Information Sharing
---
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of terrorism.
Screening, Search & Detection
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S
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---
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---
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---
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---
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Risk Management for Protection
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S
Community Resilience
S
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Rev. September 2025
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CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
MISSION AREA
Table Codes
P = Primary
S=Support
C=Coordinator
CORE CAPABILITIES
MAYORS OFFICE
CS&E
DCD
EMERGENCY MGMT
FINANCE
HUMAN RESOURCES
PARKS & REC
POLICE
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S
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Mass Care Services
S
C
Mass Search & Rescue Operations
C
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On -Scene Security/Protection/Law
Enforcement
C
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S
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Public Health, Healthcare, & EMS
C
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Health & Social Services
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Natural & Cultural Resources
S
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Departments noted with a P* in the above matrixes may play a primary role depending upon the nature of the
incident. If more than one department has primary responsibilities due to the nature of the incident, a unified
command will be formed.
V. RESPONSIBILITIES
Generally, everyone involved in the response —elected officials, department directors,
supervisors, and employees have a common goal of meeting the needs of Tukwila residents.
All departments have focus area(s) as shown in the Core Capabilities Matrix. In support of
that, each department has its own operating procedures and operational responsibilities.
Most areas of responsibility are self-evident. The goal is to work together.
The following are basic responsibilities for emergency management operations provided by
and through the City, County, State, and Federal roles. Detailed responsibilities and essential
activities for the City of Tukwila are found in the appropriate department annexes.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
A. Government Roles
City Council & Administration
In the City, the Mayor and City Council are ultimately responsible for the public safety
and welfare of the people in their jurisdiction. The Mayor has appointed department
directors to provide strategic guidance and resources across all five mission areas.
The Mayor and City Council may shape or modify laws, policies, and budgets, in
accordance with TMC 2.57.
During an activation, the City Council will convene pursuant to TMC 2.57.040 to
perform legislative duties as the situation demands and will receive reports related to
Emergency Management activities. Council will exercise its power by the adoption and
enactment of ordinances and motions, and the appropriation of revenues and
expenditures.
In coordination with and under the direction/request of, Emergency Management and
the Policy Group additional response duties include:
• Coordinating with neighboring jurisdictions when the disaster crosses City
boundaries.
• Obtaining/authorizing assistance from other governmental agencies.
• Provide authoritative representation when needed.
• Provide strategic level direction of response activities.
• Ensuring appropriate information is provided to the public.
Following a response, the Policy Group has the authority to appoint local recovery
leadership that they select or that is selected by a designated recovery management
organization.
The Director of Emergency Management for the City is the Deputy City Administrator.
In the absence of a Director, the Mayor will appoint a new Director (TMC 2.57). The
Director will be responsible for the organization, administration, and operation of the
emergency management program.
Emergency Management
Emergency Management staff, consisting of a manager and coordinator, report to the
Director of Emergency Management. Emergency Management will direct and
coordinate development, implementation, and maintenance of all City emergency
management related plans. Emergency Management facilitates coordination with
outside agencies and organizations involved in emergency management, provides
public education and information related to disasters, and manages the Emergency
Operations Center during activations.
Local Government Departments
Local Government is responsible for ensuring that all community members receive
timely information in a variety of accessible formats and efficient restoration to critical
government services. Departments collaborate with emergency management during
the development of local emergency plans and provide key response resources.
Participation in the planning process helps ensure specific capabilities are integrated
into an operationally ready plan to safeguard the community. Departments develop,
plan, and train on internal policies and procedures to meet response needs safely.
Rev. September 2025
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King County Emergency Management
King County Emergency Management will coordinate emergency activities in
unincorporated areas of the county and will facilitate communication, coordination,
and resource support functions across all jurisdictions in King County. Tukwila is a
signatory to the Regional Coordination Framework and the Hazard Mitigation Plan.
Washington State Emergency Management Division
Washington's State Emergency Management Division (EMD) coordinates all
emergency management activities of the State to protect lives and property and to
preserve the environment.
Washington State EMD will take appropriate actions to coordinate requests for various
services such as specialized skills, equipment, and resources in support of State and
local government emergency operations.
Federal Government
The Federal Government consists of several organizations that are responsible for
emergency response and recovery activities, depending upon the incident. It is the
responsibility of the Federal Emergency Management Agency (FEMA) to conduct
consequence management activities to affected areas once a Presidential Emergency
or Disaster Declaration has been made. FEMA facilitates the delivery of many types of
Federal response assistance to state and local government, as well as coordinating
the response of other federal agencies such as the Department of Defense (DoD),
Health and Human Services (HHS), etc. It should be noted that many federal agencies
have their own emergency response and recovery programs that are administered
independently of FEMA (e.g., SBA, HUD, USDA), many of which are available outside
of a Presidential Emergency or Disaster Declaration.
B. Incident Management Actions & Critical Tasks
Tukwila's Department Directors provide leadership for City services for all manner of
threats, hazards, and emergencies. Departments Directors collaborate with the
Emergency Manager during the development of emergency plans and provide key
response resources. The Department Directors and their staff develop, plan, and train
on internal policies and procedures to meet response needs safely. They also
participate in interagency training and exercises to develop and maintain necessary
capabilities.
When an incident occurs, departments will use the following general list as a basis for
managing emergency operations:
1. Establish Incident Command following procedures established by each
department.
2. Report to a pre -determined site to manage department operations.
3. Account for personnel.
4. Assess damage to facilities to identify if there are obvious safety concerns.
5. Assess personnel and resources available.
6. Assess problems and needs.
7. Report the situation, damages, and capabilities to the EOC.
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8. If requested, send designated department staff/representatives to the EOC.
9. Carry out department responsibilities and assigned tasks.
10. Continue assessments and report to the EOC regarding resources, needs,
damages, actions, etc.
11. Keep detailed and accurate records, documentation actions, costs,
situations, etc.
Department Pre -Incident Actions (Preparedness & Mitigation)
Preparedness involves taking steps to prepare the City and community for
emergencies and disasters while mitigation involves actions taken to protect lives and
property. Specific preparedness activities for each department include:
• Establish policies and procedures for department chain of command and
succession authority.
• Maintain the department Continuity of Operations Plan, to include but not
limited to, primary and alternate locations for operations, necessary
equipment and supplies needed to manage department activities, record
preservation.
• Establish procedures to ensure the ability to activate personnel on a 24-hour
basis.
• Make staff available, when requested by Emergency Management, for
appropriate training and emergency assignments, such as EOC activities,
damage assessment, and liaisons to other agencies and organizations. All
costs of these activities will be the responsibility of the respective
department.
• Maintain current inventory or key department personnel, facilities, and
equipment resources.
• Encourage the personal preparedness of all employees.
Department Response Activities & Critical Tasks
Once an incident occurs, the priorities shift from prevention, preparedness, and
mitigation to immediate and short-term response activities to preserve life, property,
the environment, and the social, economic, and political structure of the community.
During the event, the Directors of each department, with Emergency Management,
will:
• Assess the impact of the event on department personnel, facilities,
equipment, and capabilities.
• Report any observed damage through the respective department's chain of
command to the EOC on a continuing basis.
• Keep complete records of expenditures, time worked (straight time and
overtime), equipment used, repairs, and other disaster -related expenditures.
• In coordination with the EOC and Incident Command, direct the execution of
emergency operations plans and perform appropriate incident stabilization
activities designed to limit the loss of life, personal injury, property damage,
and other unfavorable outcomes.
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• Response actions may include but are not limited the Community Lifelines
and Core Capabilities. Though the City does not have the direct capability to
perform all these functions, it will take steps to ensure that the functions are
carried out as needed and will support those organizations responsible for
their execution.
Department Recovery Activities & Critical Tasks
In the context of the single incident, once immediate response missions and lifesaving
activities conclude, the emphasis shifts from response to recovery operations.
Recovery involves actions needed to help individuals and communities return to
normal when feasible. All response and recovery activities are detailed in Standard
Operating Procedures (SOPs), and appropriate State and Federal recovery guidelines.
The process of collecting and analyzing data, developing objectives and action plans,
and documenting critical incident information in the EOC is guided by SOPs. Following
the event, the Director of each department, with Emergency Management, will:
• Continue to report any observed damage and assess community needs.
• Prioritize recovery projects and assign functions accordingly.
• Coordinate recovery efforts and logistical needs with supporting agencies and
organizations.
• Prepare documentation of the event, including the event log, cost analysis,
and estimated recovery costs.
• Assist in establishing disaster assistance offices to aid private businesses and
residents with individual recovery.
• Assess special community needs and provide information and assistance, as
deemed appropriate.
C. Mutual Aid & Other Agreements — Requests for Assistance
When a major emergency occurs, it is anticipated that departments and other
responding organizations will organize their areas of responsibility under manageable
units, assess damages, and determine needs. If agency resources cannot meet the
needs created by the incident, additional assistance may be requested through existing
mutual aid agreements through King County Office of Emergency Management,
surrounding jurisdictions, or directly from the State Emergency Operations Center
(SEOC). Resources requested via King County or the SEOC may be delivered by other
cities, counties, or Tribes in the state who are a part of Washington Mutual Aid System
(WAMAS). Resources may also need to be procured from private sector companies.
In the event of an Emergency Proclamation, the deployment of resources will normally
be coordinated through the EOC (if activated). Resources to support City operations
may be placed in staging areas until specific assignments can be made. It is critical to
note that all requested resources must be paid from local funds, with no expectation of
reimbursement from another source.
The City of Tukwila is a signatory to the King County Regional Coordination Framework
allowing for resources between cities to be shared freely during an emergency or
disaster. The City also holds agreements with Puget Sound Regional Fire Authority to
provide Fire & EMS services.
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VI. COMMUNICATIONS
Integrated communications provide and maintain contact among and between incident
resources; enable connectivity between various levels of government; achieve
situational awareness; and facilitate information sharing. Above all, it provides
accountability and safety for our responders. Planning, both in advance and during an
incident, addresses equipment, systems, and protocols necessary to achieve
integrated voice and data communications.
The principles of communications and information management, which support
response efforts in maintaining a constant flow of information during an incident are:
• Interoperability;
• Reliability, scalability, and portability;
• Resilience and redundancy; and
• Security.
Information and intelligence management includes identifying Essential Elements of
Information (EEIs). This ensures personnel gather the most accurate and appropriate
data, translate it into useful information, and communicate with appropriate personnel.
A. Interoperable Communications (All Government)
When conditions disrupt communications systems, redundant systems will be utilized
to establish communications locally, regionally, and with State EMD and response
partners. The following communication methods, systems, and resources may be
utilized.
Federal Interoperable Communications
TELECOMMUNICATIONS SERVICE PRIORITY (TSP) - TSP is an FCC program that
directs telecommunications service providers to give preferential treatment to users
enrolled in their program (WPS/GETS). The FCC provides the regulations for the
program. The TSP program is in effect at all times and is not contingent upon a major
disaster. Federal sponsorship is required to enroll in the TSP program.
INTEGRATED PUBLIC ALERT & WARNING (IPAWS) - IPAWS is an architecture that
unifies the United States' Emergency Alert System (EAS), National Warning System
(NWS), Wireless Emergency Alerts (WEA), and NOAA Weather Radio under a single
platform. The program is organized and managed by FEMA and allows for the President
of the United States to reach the nation, within minutes, with life safety information.
State Interoperable Communications
ALERT & WARNING CENTER (AWC) - A function of the State Emergency Operations
Center (SEOC), the Alert and Warning Center (AWC) provides 24/7 coverage for
notifications, alerts, and warnings of emergency events and incidents affecting
Washington State. The AWC provides continuous situational monitoring. Federal,
State, Local, and Tribal officials are responsible for further dissemination or action, as
needed.
CEMNET RADIO - This system is the primary backup communication link between the
State EOC and local EOCs throughout the State. It also serves as a link to other
agencies, such as the State Departments of Ecology and Health, the UW Seismology
Lab, and Harborview Medical Center.
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Regional Interoperable Communications
WebEOC - A software program that EOCs use to communicate situational awareness
and resource management with all EOCs in the County, as well as the State EOC.
800 MHz RADIO - Used by public safety organizations, the county uses a common
template on all 800 MHz radios with the capability to form regional interoperable talk
groups, allowing different organizations to communicate using designated talk groups.
AMATEUR RADIO OPERATORS -Amateur Radio teams or individual operators can
provide backup and/or alternate communications during times of emergency through a
spectrum of voice and digital mediums. Ham Radio volunteer groups exist throughout
the region and can operate between jurisdictions to provide communications between
local/county jurisdictions and the state emergency management offices. Tukwila has
the Tukwila Emergency Communications (TEC) Team that provides this capability.
Regional Community Emergency Communications Resources
ALERT KING COUNTY (CODERED) - King County Emergency Management organizes
and manages the Alert King County Program using the Onsolve/CodeRed platform. This
voluntary, mass notification program allows for alerts (containing life safety
information) to be sent to all those that have signed up to receive the notifications in
the affected area. Tukwila may send their own notifications or request that King County
Emergency Management send a notification on the City's behalf.
EMERGENCY/WIRELESS EMERGENCY ALERTS (EAS/WEA) - Emergency/Wireless
Emergency Alerts are short emergency alerts that can be sent to WEA-Enabled mobile
devices in a locally (geo-targeted) area by authorized alerting authorities. King County
Emergency Management and Washington State Emergency Management Division are
authorized alerting authorities that can send WEA messages on behalf of the City of
Tukwila.
King County Emergency Blog (KCEMERGENCY.COM) - King County Emergency
Management provides and maintains the KC Emergency blog as a regional resource
that is activated during a widespread disaster or significant event. The information
contained on the blog is intended for the community and may include safety tips,
emergency directives, ways to stay informed and important updates.
Tukwila Internal Communications
MULTI -USE RADIO SERVICE (MURS) - Public Works maintains the licensing and
equipment for a 154 MHz system that provides two-way communications.
TELECOMMUNICATIONS - Cellular (with Firstnet), VOIP, and MitelCollab Soft Phone
technologies are maintained by Technology & Information Systems (TIS).
OFFICE365 - Outlook email, Teams and other office products are used for internal
communications.
CITY INTRANET - Tukwila's intranet allows for emergency communications to be posted
on the homepage.
EMERGENCY EMPLOYEE LINE - Maintained by Public Works and Human Resources, the
employee line is a voicemail system that can be updated with recorded messages
containing emergency or life -safety information.
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Tukwila Community/External Communications Resources
SOCIAL MEDIA - Tukwila has several social media outlets on multiple platforms that
could be used to share or amplify information. The City's social media presence
includes:
• Facebook - City of Tukwila (official Government Page)
• Facebook - Tukwila Parks & Recreation (maintained by Parks)
• Facebook - Tukwila Police Department (maintained by Police)
• Facebook - Experience Tukwila (maintained by Economic Development)
• Facebook - Tukwila PIO (profile account maintained by the PD PIO)
• Facebook - Tukwila EM (profile account maintained by Tukwila EM)
o Tukwila EM and Tukwila PIO are a part of several private community
groups and can share information into those groups using their profile.
Those community groups include Tukwila Talk, Tukwila REAL Talk,
Tukwila Neighborhood, Allentown Advocates, Thorndyke Elementary PTA,
Tukwila Elementary PTA)
• Nextdoor - maintained by Parks & Recreation
• Tik Tok - maintained by Tukwila Municipal Court
• Instagram - City of Tukwila (official Government Page)
• X (formerly Twitter) - City of Tukwila (official Government Page)
WEBSITES - Tukwila has two websites that could be used to post emergency
information using an emergency banner on the homepage. The banner is for short
("twitter -like") messages that could be used to drive people to additional
resources/information.
• Website - City of Tukwila Wlklill„,qov (Official Government Website)
• Website - Tukwila Police Department Wlk lilt 1pd„.coim
PRINTED COMMUNICATIONS - Tukwila has several publications that are sent to various
mailing lists and could be used in later phases of an emergency.
• Hazelnut - available in print and digitally. Print editions are mailed monthly to
all addresses within Tukwila. Digital editions are sent to those that have
subscribed to receive the information.
• Senior Scoop - available in print and mailed to Seniors on a mailing list
maintained by Parks & Rec.
• Bulletin Boards - bulletin boards are placed strategically throughout the City
and could be used to post printed information.
• Utility Billing - utility bills are sent monthly to addresses receiving utilities
from Tukwila by the Finance Department and could contain additional mailers.
OTHER COMMUNICATIONS - Tukwila also has the following communications options
available to distribute life safety or emergency information:
• City Cable TV Channel 21
• See Click Fix Application
• 1640 AM Shortwave Radio - allows for recorded messages to be heard in
Tukwila.
• Distribution Lists - Several departments maintain various mailing/emailing
lists of community contacts. Some community distribution lists are
maintained in Constant Contacts. Departments with email distribution lists
include:
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o Parks & Recreation - For seniors and other community programs
o Human Services - organizations/service providers they work with
o Communications - Digital Hazelnut
• Police/Fire/EMS Services - Police vehicles are equipped with public address
speakers and can drive through neighborhoods and other populated areas
providing emergency/life-safety information overhead.
COMMUNITY PARTNERS - Tukwila School District is one of many community
partners that we could leverage to amplify emergency/life-safety information
using their software systems (automated -calling), family liaisons, and distribution
methods (email, flyers/letters home, etc.).
Area faith -based organizations, businesses, childcare facilities, senior centers, and
property managers could also be leveraged to distribute information.
B. Jurisdictional Communications Plans & Special Populations
Tukwila's population includes over 40% foreign -born immigrants and refugees, making
Tukwila one of the most diverse language communities in King County, creating a need
for strategic and thoughtful plans for these communities.
Process for Access & Functional Needs Populations
The Access and Functional Needs (AFN) populations include those with visible and
invisible disabilities that create a situation where accommodations are necessary for
communications to be received and understood by the individual. This group includes
but is not limited to individuals who are Hearing Impaired, Visually Impaired, and
people with Intellectual & Developmental Disabilities (I/DD). To ensure that
emergency messaging is accessible to the AFN community, the City of Tukwila will
follow best practices as identified by the Americans with Disabilities Act and
community subject matter experts, including those with lived experience. Best
practices include:
• Ensuring ASL interpreters are available and fully visible to the cameras at all
media briefings.
• Social media and digital content with images will have alternate text for each
image.
• All digital and printed materials will be written in plain language and between
the fourth and eighth grade reading comprehension level.
• All media, documents, and digital content will be screen reader friendly.
Limited English Proficiency (LEP) Populations
The City of Tukwila worked with King County Emergency Management on their
development of the Inclusive Emergency Communications Plan (IECP) and has
subsequently annexed the County's plan to ensure the whole community has access to
life safety information in a language they understand.
The City of Tukwila has several systems, community networks, and communication
methodologies that can be leveraged to relay critical, life -safety information as
outlined above (see Section A. "Interoperable Communications"). The City also has
access to King County's pre -scripted translated messages, contracted language
providers, pre -identified ethnic media outlets, the Regional Joint Information System
and the County's Trusted Partner Network - a network of individuals and community -
based or faith -based organizations who are seen as trusted agents within their
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community who have agreed to relay life -safety message information in the
appropriate language to their community (maintained by KCOEM). Upon request from
the City, the County can utilize their resources to assist the City in the dissemination
of information to LEP communities. Additionally, the city strives to maintain strong
relationships with community and faith -based leaders, as well as schools and
businesses in Tukwila who may be able to assist in emergency message dissemination.
Washington State RCW 38.52.070(3)(a)(ii) defines significant population segment as
"each limited English Proficiency language group that constitutes five percent or one
thousand, whichever is less, of the population of persons eligible to be served or likely
to be affected within a city, town, or county." According to the State Office of Financial
Management (OFM) LEP data, the City of Tukwila has three LEP language groups
considered significant population segment. They are:
Languages
Est. Language Speakers
% of Population
English
10,513
48%
Spanish
2,470
11%
Other Unspecified
Languages*
1,658
8%
Other Asian & Pacific
Island*
1,123
5%
Vietnamese
873
4%
Somali/Amharic
-
-
Other Indo-European
849
4%
Table 1: Table of languages spoken in Tukwila. Asterisks (*) indicate the data meets the thresholds for the
law but cannot be complied with due to the non -descriptiveness of the category.
Given the number of Somali residents and their presence as an economic and cultural
hub, we believe that Somali would currently meet the RCW 38.52.070(3)(a)(ii)
definitions of a significant population. However, the data provided by The State Office
of Financial Management only provides data down to the county (not jurisdiction) level.
Additionally, partners at WA EMD who assisted in compiling 2020 Census data were
unable to provide clarification or additional information regarding how to address and
comply with the law when multiple languages have been categorized non -descriptively.
Frequency of LEP Emergency Notifications
King County will report annually on the number of alerts issued, the reach of alert
messages to other language communities, translation and technological challenges and
recommendations for improvement to the local jurisdictions.
Evaluating Life Safety Communications Efficacy
Following every life safety event, a debrief is conducted and information from the
debrief forms the basis of the After -Action Report (AAR). Debriefs of the event include
the evaluation of sentinel events, such as deaths and injuries. Information regarding
the number of deaths among specific populations, number of specific populations
utilizing services, and follow-up with targeted communities will be used as the basis to
evaluate efficacy of our targeted populations messaging. Information collected will be
included in the AAR and Improvement Plan (IP) and be assigned to specific individuals
or groups to find solutions and close identified gaps.
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Technological Challenges & Limitations
All the above -mentioned options for communicating with our LEP communities come
with significant challenges. One of largest challenges is that most of the above
communication options for mass notification are "owned" by other entities which may
delay communications if a regional event occurred. It also assumes that the City will
be able to reach the County using one of the redundant systems and due to
infrastructure collapse, it may be difficult to reach those entities in a reasonable
amount of time.
In addition to issues of ownership, Alert King County can broadcast in two languages
simultaneously by mobile, text, landline, and email. However, it cannot direct specific
language translations to specific individuals or populations. Until recently, CodeRed
(Alert King County's software platform) messages were not available in multiple
languages. King County has been working with the vendor to have several languages
implemented into their software. Currently, the software does not support all the
languages identified above for Tukwila's identified LEP communities. Social media
presents unique challenges to an aging population as not all communities are users of
social media.
Addressing Challenges & Resource Needs
All technology has limitations that can only be addressed by the developers working to
enhance the software or hardware. However, the City of Tukwila can address these
gaps by deploying as many communication dissemination tactics as possible, including
other mediums (social media, print, listservs/distribution lists), and methods (targeted
messaging, utilization of community partners, door-to-door messaging). Exercising
each aspect of the IECP to identify, document, and address gaps will also improve the
resilience and efficacy of the plan.
To address the technological challenges above and to utilize alternative mediums and
methods, the City of Tukwila will need the following resources:
• Content Accessibility Training that can teach identified positions how to develop
and assess content for accessibility.
• Pre -populated emergency/life safety messages in targeted languages.
• Contracts with interpretation and language services, including ASL.
• Cultural sensitivity training for all staff.
• Development of relationships with businesses and community leaders of
targeted populations.
Tukwila has a cross -departmental Equity Policy Implementation Committee (EPIC) that
provides recommendations and solutions, including language access. EPIC would take
the lead on addressing challenges and resources that are within their scope.
VII. ADMINISTRATION
A. Documentation Process
Each city department will designate personnel to be responsible for the documentation of
emergency operations within their department. During emergency operations, non -essential
activities may be suspended. Personnel not assigned to essential duties may be assigned to
other departments to provide support and documentation services.
Having comprehensive and accurate records is necessary in submitting requests for
assistance or reimbursement following an emergency. The EOC and departments will have a
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process established to ensure they are able to maintain accurate records. Important records
for the EOC include, but are not limited to, the following:
• Situation Reports
• EOC Action Plans
• Request(s) for Assistance
• Damage Assessments
• Emergency Proclamations
• Expenditure Reports
• Individual Logs
• Force account time and equipment usage
• After -Action Reports
Reports generated by the EOC may be used For Official Use Only (FOUO) or they may be
disseminated and shared for situational awareness, reimbursement, or other purposes that
further the collaboration and communication that drives and supports the response.
Dissemination of information will occur through the EOC, if activated, and will follow internal
processes for approval and industry best practices.
B. Document Retention & Preservation
Records of emergency operations will be retained and preserved and lawfully destroyed or
transferred per RCW 40.14. When appropriate, emergency reports and expenditures will be
coordinated, and documentation for state and/or federal reimbursement and/or assistance
programs shall be prepared and submitted to the appropriate state and federal agencies.
As necessary, the City may coordinate the protection of essential records with the State
Archivist to provide continuity of government under emergency conditions, pursuant to RCW
40.10.010. The City Clerk's Office will assist the EOC and departments in identifying and
maintaining accurate records for retention.
VIII. FINANCE
Emergency expenditures are not normally integrated into the budgeting process.
Nevertheless, disasters occur on a periodic basis requiring substantial and necessary
unanticipated obligations and expenditures. In those situations, financial operations may be
carried out under compressed schedules and intense public pressures, necessitating
expeditious (non -routine) procedures, but with no lessened sound financial management
and accountability.
The City assumes requested resources will need to be paid out of local/general funding and
makes no assumptions about the potential for reimbursement. The City may incur disaster -
related obligations and expenditures in accordance with the provisions of RCW
38.52.070(2), applicable state statutes and local codes, charters, and ordinances, which
may include but are not limited to:
• Emergency expenditures for cities with populations less than 300,000 (RCW
35.33.081)
• Emergency expenditures for cities with an ordinance providing for a biennial budget
(RCW 35.33.081)
• Emergency expenditures for code cities (RCW 35A.33.080 and RCW 35A.34.140)
A. Expenditure Approval & Documentation Process
In emergency situations, political subdivisions have the power to enter contracts and incur
obligations without regard to the time-consuming procedures and formalities prescribed by
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law (except under mandatory constitutional requirements) including but not limited to
budget law limitations and the appropriation and expenditure of public funds. Individual
employees of the City may not incur expenditures outside of regular purchasing parameters
without those parameters being waived through a City Emergency Proclamation.
Expenditures necessary for the immediate survival of persons endangered by an emergency
or that may be incurred by a disaster may not exceed the legal limitations of the budget
unless the City Council passes a resolution authorizing a budget amendment. RCW 35A.33
grants City Council the authority to make expenditures without public notice or hearing and
also gives the Mayor authority, subject to Council imposed regulations, to redirect
appropriations within any one fund of the city.
To allocate funds towards a disaster or emergency, a reasonable estimate will be
determined by the City's administration, which would estimate a gap in funding between the
overall cost of the disaster and the funding received from Federal, State, and Local funding
sources. City Administration will provide financial spending limitations to the EOC for
purchases and other operational related expenses.
In addition to funds allocation, the Finance Department will create a project code in their
financial tracking systems to ensure separate and accurate accounting of disaster -related
costs. This project code will be used by all city Departments, the EOC, and others that have
any financial responsibility associated with the disaster. The City or its representatives,
when expending resources in response to an emergency or disaster, will maintain detailed
records during the incident that meet all financial and accounting requirements.
B. Cost Recovery & Reimbursement
Following an emergency or disaster, there may not always be a reimbursement avenue,
however the city should take appropriate actions and follow the same level of
documentation standards in the event that reimbursement becomes available. Cost recovery
may come from:
• Jurisdiction Insurance/Risk Pool
• State Reimbursement Programs
• Federal Reimbursement Programs
• Grants from non-profit organizations or foundations
• Private -Sector Entities (in cases where they are responsible for causing the incident)
Federal/State Reimbursement
Emergency or disaster related expenditures and obligations of local political subdivisions
may be reimbursed under several Federal or State programs. Reimbursement of approved
expenditures for work performed in the restoration of certain public facilities may be
authorized by the Federal or State government after a major disaster declaration by the
President under statutory authority of certain federal agencies. The Federal Emergency
Management Agency (FEMA) provides funding to public entities through the Public
Assistance Program. Other agencies that may provide post -disaster funds to public agencies
include, but are not limited to:
• Washington State Department of Energy—FCAAP Grants
• US Department of Transportation —Trans Aid
• US Fish & Wildlife
• FEMA Mitigation Program
• US Army Corp of Engineers
• Federal Highway Administration (for "on -system" roads)
• Natural Resources Conservation Service
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C. Presidential Disaster Declaration
Pending a Presidential Disaster Declaration
After an occurrence that may result in a declared disaster or emergency, King County Office
of Emergency Management (KCEOM) will send notifications and forms to the local
jurisdictions for reporting disaster related loss.
During response and recovery efforts, departments are responsible for using those forms to
report information related to damage(s) incurred by public facilities and infrastructure.
Forms are compiled and sent back to KCOEM for county -wide compilation and submission to
the Washington State Emergency Management Operations Center (SEOC). If expenditures
exceed a preset threshold, the Governor will request a Presidential Disaster Declaration.
Pending this declaration, emergency disaster expenditures will come from currently
appropriated local funds in accordance with RCW 35.33.081 and RCW 35.33.091.
Following a Presidential Disaster Declaration
Following a Presidential Disaster Declaration, Joint Field Offices may be opened and staffed
by FEMA and State staff for the purpose of administering the assistance programs. Briefings
will be arranged for all eligible applicants. The Finance Department is responsible for
attending these briefings and completing all paperwork related to requesting disaster
assistance. Below are some of the avenues for assistance.
PUBLIC ASSISTANCE PROGRAM
Public Assistance provides funds directly to State and Local governments and certain
qualified non -profits to aid communities who are responding to and recovering from a
disaster or emergency that has resulted in a Presidential Disaster Declaration. The program
provides emergency assistance to help save lives and protect property, as well as assist in
the permanent restoration of community infrastructure. The Federal share of assistance is
not less than 75% of the eligible cost. The recipient (the State) determines how the non -
Federal share (up to 25%) will be split with sub -recipients (eligible applicants).
The State Administrative Program provides procedures used by the Military Department,
Emergency Management Staff (as Grantee) to administer the Public Assistance Program.
Audits of State and local jurisdiction emergency expenditures will be conducted in the
normal course of State and local government audits. Audits of projects approved for funding
with Federal disaster assistance funds are necessary to determine the eligibility of the costs
claimed by the applicant.
INDIVIDUAL ASSISTANCE PROGRAM
Individual Assistance provides funds to individuals and families impacted by a federally
declared disaster or emergency. This program is designed to help meet disaster applicants'
needs, which include housing assistance (temporary housing, repair, replacement, etc.) and
other needs (medical, funeral costs, clean-up, moving, etc.).
If a Disaster Declaration authorizes Individual Assistance, a toll -free federal telephone
registration number is provided for people to report damages and begin the assistance
process. Individual Assistance reporting is coordinated through King County Office of
Emergency Management, but local Human Services Departments and non-profit
organizations may be asked to support applicants through the process.
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SMALL BUSINESS ADMINISTRATION (SBA) LOANS
Businesses can apply for loans from the Small Business Administration (SBA) Program
following a Federally Disaster Declared Disaster. These loans may cover operating expenses,
business losses, wage losses, etc. The SBA Program can also offer loans to residents to
repair or replace their primary home to its pre -disaster condition and replace some personal
property (i.e. appliances and furniture). The SBA also has the authority to declare a disaster
to authorize their own programs even when a Federal Major Disaster Declaration is not in
place.
OTHER NEEDS ASSISTANCE PROGRAM (ONA)
The Other Needs Assistance Program (ONA) under FEMA's Individuals and Households
Program (IHP), provides financial assistance to necessary expenses and serious needs
directly caused by the disaster, but is not covered by other assistance programs. The ONA
may provide assistance for the following to those that qualify:
• Childcare
• Medical & Dental Services
• Funeral Expenses
• Transportation
• Moving & Storage
• Critical Needs
• Miscellaneous and Other Expenses
IX. LOGISTICS
Following an emergency or disaster, all City departments are responsible for providing
personnel and equipment to support emergency operations as directed by the Mayor or their
designee. Emergency operations will be conducted by City personnel and efforts will be
supplemented by trained volunteers. The City maintains an inventory management system
that is managed jointly by Public Works and Parks. This system is designed to provide
current information on city resources and their status.
A. Resource Procurement
Following an incident, the City will transition logistics ordering from a department spending
process to a centralized ordering process led by the Logistics Section of the EOC. The
Logistics Section will be staffed by individuals within the city who have been trained to
perform the duties and assignments of this section and has the responsibility of processing
requests, ordering, and procuring the necessary operational resources to support City
Department response efforts. Lower priority resources may be fulfilled prior to higher
priority resources due to the availability of resources, the EOC will focus on resource
acquisition to provide and achieve the following:
• Life Safety
• Incident Stabilization
• Protection of Property
• Protection of Environment
The Logistics Section will work first to procure resources through already established mutual
aid and vendor contracts. For resources that are not available or procurable through
established contracts, the Logistics Section will work to source new contracts or agreements
for requested resources and utilize mutual aid agreements with other jurisdictions. New
contracts or agreements must be approved by Legal.
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When local resources have been or are expected to be exhausted or overwhelmed (including
department resources, private vendors, and automatic/local mutual aid), assistance can be
requested via WebEOC through King County, which may also be forwarded to Washington
State EMD. Requests can be submitted to King County via any available communications
method and are not limited to WebEOC requests, though they are preferred.
When agreements don't exist and a resource cannot be procured by local/county
governments, the State may choose to attempt to procure resources through Washington
State Mutual Aid System (WAMAS). WAMAS provides for in -state mutual assistance among
member jurisdictions, including Tukwila. Resources that cannot be procured through
WAMAS may come from out-of-state. Coordinated through Washington EMD, resources can
be requested through the Emergency Management Assistance Compact (EMAC) or the
Pacific Northwest Emergency Management Arrangement (PNEMA). To utilize EMAC, the
Governor must issue an emergency proclamation. PNEMA does not require an emergency
proclamation from the Governor.
Procurement Exceptions
In smaller, localized incidents, the Incident Commander or their designee may order
resources directly.
B. Resource Gaps
Comprehensive and integrated planning can help other levels of government plan their
response to an incident within a jurisdiction. By knowing the extent of the jurisdiction's
capability, supporting planners can pre -identify shortfalls and develop pre -scripted resource
requests.
C. Specialized Resources
In the event a situation is beyond the capability of local pre -designated mutual aid
resources and/or contracts, City of Tukwila EOC will request additional or specialized
resources through King County Office of Emergency, which may forward them to
Washington State EMD, who may in turn forward them to other states via EMAC, or to the
federal government. It is important to note that the City of Tukwila is obligated to pay for
these resources, fiscal impacts must be accounted for.
D. Resource Request Process
The Finance & Logistics Section is responsible for having
procedures to provide projected and/or anticipated costs,
checklists for requesting and providing assistance, process for
record keeping, and a description of reimbursement
procedures. Resources requests, procurement, tracking, and
deployment will follow the Resource Management Process
(Figure 4).
Resource Deployment
Resources should only be deployed when appropriate
authorities request and dispatch them through established
resource management systems. Resources that authorities do
not request should refrain from spontaneous deployment to
avoid overburdening the recipient and compounding
accountability challenges.
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II ncide nt Objectives
Strategies
Tactics.
Figure 4. Resource Management Process.
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E. Emergency Worker Program & Credentialing
Volunteer emergency workers used during emergency and disaster operations will be
registered with the City as outlined by RCW 38.52 and WAC 118.04 and all donated hours
will be tracked. Volunteers who are preregistered will be issued identification. Spontaneous
volunteers will be registered on -site, and their identity verified with government issued
photo identification.
In any event where volunteer emergency workers are used, Emergency Management will
obtain a mission number from Washington State EMD. All volunteers, their arrival/departure
times, nature of the work performed, and any injuries or personal equipment losses will be
documented for future reimbursement claims.
To access a site, credentials may be required. The EOC Logistics Section will provide
credentials by email or print to a designated position at the disaster site; ensuring that
those charged with scene access are aware of the specific credentials being used for
verification. Once on -site, credentials and qualifications of incoming resources will explicitly
be vetted by the original requestor before they are permitted to engage in response and
recovery activities.
F. Donated Goods & Services
The city recognizes that both solicited and unsolicited goods and services will be donated to
the City during times of emergency and disaster. Solicited donations of goods and services
will be managed via the normal logistics and resource management process to fulfill the
needs they were requested for and to secure appropriate documentation.
Every effort will be made for unsolicited donations of goods and services to be managed by
a non-profit entity involved in the response or recovery efforts.
X. DEVELOPMENT & MAINTENANCE
Ongoing development and maintenance requires coordination with the whole community.
Tukwila Emergency Management will coordinate all city agencies and organizations that
have a role in incident response management for the development and execution of policy,
planning, training, equipping, and other preparedness activities. Pursuant to TMC 2.57.050
"Emergency Management Council" and TMC 2.57.060 "Emergency Management Council
Powers and Duties," this will primarily be achieved through the City's Emergency
Management Committee. A version of this plan will be made available to the public on the
City's website.
A. Review & Revision Process
Commonly used criteria can help decision makers determine the effectiveness and efficiency
of plans. This measure includes adequacy, feasibility, and acceptability. Decision makers
directly involved in planning can employ these criteria, along with their understanding of
plan requirements, not only to determine a plan's effectiveness and efficiency but also to
assess risks and define costs.
Adequacy
A plan is adequate if the scope and concept of planned operations identify and address
critical tasks effectively; the plan can accomplish the assigned mission while complying
with guidance; and the plan's assumptions are valid, reasonable, and comply with
guidance.
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Feasibility
A plan is feasible if the organization can accomplish the assigned mission and critical tasks
by using available resources within the time contemplated by the plan. The organization
allocates available resources to tasks and tracks the resources by status. Available
resources include internal assets and those available through mutual aid or through
existing intergovernmental agreements.
Acceptability
A plan is acceptable if it meets the requirements driven by a threat or incident, meets
decision maker and public cost and time limitations, and is consistent with the law. The
plan can be justified in terms of the cost of resources and if its scale is proportional to
mission requirements.
Completeness
A plan is complete if it incorporates all tasks to be accomplished; includes all required
capabilities; integrates the need of the whole community; provides a complete picture of
the sequence and scope of the planned response operations; makes time estimates for
achieving objectives; identifies success criteria and a desired end -state.
Compliance
The plan should comply with guidance and doctrine to the maximum extent possible.
The Emergency Manager will ensure that exercises of this plan are conducted on an annual
basis, except in years when there are actual EOC activations. EOC activations will be used
in lieu of exercises for plan evaluation and maintenance purposes. The plan will also be
reviewed annually, following an exercise or activation and using the criteria above, to
ensure no fundamental changes have occurred within the City that require updates to this
plan. Necessary revisions will be incorporated into the plan.
B. After -Action Review/Reports (AARs)
After -Action Reviews (AAR) are an important part of understanding how and why
emergency actions were successful or could have been more effective. They help the City
improve its response and recovery efforts by evaluating the entire event, including training
efforts beforehand.
Emergency Management will conduct an After -Action Review following each EOC activation
and exercise, for the purpose of identifying lessons learned. All involved agencies,
departments, and key personnel will be included in the AAR process to provide feedback and
identification of areas for improvement and recommendations, as well as to identify things
that work well and should be retained. Emergency Management will complete an
Improvement Plan (IP) to capture the items learned from the AAR process, assign
responsible parties for implementation, and follow-up with those parties to ensure the
actions take place. Annual reports will be made by the Emergency Manager and provided to
the City Administration regarding the status of the corrective actions on the Improvement
Plan.
C. Ongoing Development
Exercises conducted in the city are a coordinated effort between Emergency Management,
City Administration, and Department Directors. Per TMC 2.57.080, Emergency Management
will ensure an education and training program is developed and implemented in emergency
management tasks for City employees, residents, and businesses. Department Directors will
make their staff available to attend training(s) that are required and/or relevant to the
department's emergency response responsibilities. Emergency Management follows the
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
NIMS Training Program requirements for each position in the City. Emergency Management
may also assign additional training(s) based on the role the position plays in a response.
The exercises and training courses offered by the City will be based on current needs and a
part of systematic effort to further the readiness of the City, the public, and organizations
based in Tukwila. Exercises will be conducted utilizing the Homeland Security Exercise
Evaluation Program (HSEEP). External sources of training opportunities can be found on WA
EMD's Training Calendar and FEMA's Emergency Management Institute.
The city strives to be an active participant in local, regional, State, and national exercises. It
is expected that the city will continue this active role in future County, regional and State
exercises.
D. Revision & Maintenance Schedule
The Director of Emergency Management, or their designee, will appoint a primary City
point -of -contact for CEMP management and maintenance. The city considers the CEMP to be
in a constant state of revision. Whenever an event or incident has a scope and scale that
requires the EOC to activate or requires complex support operations, the specific portions of
the plan that were implemented will be reviewed and appropriately revised to reflect lessons
learned and best practices resulting from EOC operations.
This plan will undergo significant updates as required by state law, with supplemental
updates done as needed. The complete update will be submitted to Washington State
Emergency Management Division for review every five years. Emergency Management will
monitor and update this plan in accordance with changes in Federal and State requirements.
While undergoing revision, the draft plan will be made available to the public for comment
and discussion. Once plans have been finalized and adopted by City Council, the plan will be
made available to the public via the City of Tukwila's website.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
After Action Report
Access & Functional
Needs
Accessible
APPENDIX I: Terms & Definitions
A narrative report that presents issues found during an incident or
exercise along with recommendations on how those issues can be
resolved.
People with access and/or functional needs are those who may have
additional needs before, during or after an incident in functional
areas including, but not limited to, maintaining health,
independence, communication, transportation, support, services,
self-determination, and medical care. The term "Access &
Functional Needs" has replaced, "special needs," "vulnerable,"
"high -risk," and similar terms.
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.
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
Agency 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 some exceptions apply.
Describing an incident —natural or manmade —that warrants action
All -Hazards to protect life, property, environment, and public health or safety,
and to minimize disruptions of government, social or economic
activities.
An alternate work site that provides the capability to perform
Alternate Facility minimum essential departmental or jurisdictional functions until
normal operations can be resumed.
Contains details, methods, and technical information that are
unique to specific hazards identified as being likely to pose a threat
Appendix of disaster in community. Appendices are supplementary, helper
documents, frequently changing but without specific direction.
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
Area Command Management Teams engaged. A 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.
The orderly line of authority within the ranks of the incident
Chain of Command management organization.
Command The act of directing, ordering or controlling by virtue of explicit
statutory, regulatory, or delegation of authority.
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Comprehensive
Emergency Management
Plan
Concept of Operations
(CONOPS)
Continuity of Government
Continuity of Operations
Plan
Corrective Actions
Critical Infrastructure
Damage Assessment
Debrief
Delegation of Authority
Demobilization
Department Operations
Center (DOC)
Direction and Control
Rev. September 2025
A plan developed by the jurisdictional emergency management
program and participating entities, which address the mitigation,
preparation, response and recovery associated with emergency or
disaster incidents, or large community events.
User -oriented document that describes the characteristics for a
proposed asset or system from the viewpoint of any individual or
organizational entity that will use it in their daily work activities or
who will operate or interact directly with it.
Measures taken by a government to continue to perform required
functions during and after disaster. A coordinated effort within each
branch of government to continue its minimum essential
responsibilities in a catastrophic emergency.
An internal effort within individual components of a government to
ensure the capability exists to continue essential component
functions across a wide range of potential emergencies, including
localized acts of nature, accidents, and technological or attack -
related incidents.
The implementation of procedures that are based on lessons
learned from actual incidents or from training and exercises.
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.
The process of determining the magnitude of damage and the
unmet needs of the community because of a hazardous event.
Estimation of damages made after a disaster has occurred which
serves as the basis of the Mayor's Proclamation of Emergency.
A meeting held after an event or disaster to discuss what
happened, lessons learned and to discuss what may or may not be
shared with the public.
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.
The orderly, safe, and efficient return of an incident resource to its
original location and status.
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.
The emergency support function that defines the management of
emergency response and recovery.
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Disaster
Emergency
Emergency Alert System
Emergency Management
Assistance Compact
(EMAC)
Emergency Management
Organization
Emergency Management
Emergency Management
Director
Emergency Medical
Services
Rev. September 2025
An incident expected or unexpected, in which a community's
available, pertinent resources are exhausted, or the need for
resources exceeds availability, and in which a community
undergoes severe damage, incurring losses so that the social or
economic structure of the community is disrupted and the
fulfillment of some or all of the community's essential functions
prevented.
An 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
jurisdiction.
A federally mandated program established to enable the President,
federal, state, and local jurisdiction authorities to disseminate
emergency information to the public via a Commercial Broadcast
System. Formerly known as the Emergency Broadcast System, it
requires broadcasters to relay emergency information. This system
is for immediate action emergencies where the public needs to be
informed.
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.
All officers and employees of the City, together with volunteers
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 related to the
protection of life, environment and property in the City during such
emergency, shall constitute the Emergency Management
Organization.
The preparation for and carrying out of all emergency functions to
mitigate, prepare for, respond to, and recover from emergencies
and disasters, to aid survivors suffering from injury or damage
resulting from disasters caused by all hazards, whether natural or
technological, and to provide support for search and rescue
operations for persons and property in distress.
The individual within each political subdivision that has coordination
responsibility for jurisdictional emergency management.
A system that provides care to the sick and injured at the scene of
any medical emergency or while transporting a patient in an
ambulance to an appropriate medical control. In King County, the
care will be BLS (Basic Life Support) provided by an EMT
(Emergency Medical Technician) or ALS (Advanced Life Support) by
a paramedic.
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A physical or virtual location form which overall direction, control,
and coordination of a jurisdictional response to a disaster is
established. The EOC is generally equipped and staffed to perform
the following functions: collect, record, analyze, display and
Emergency Operations distribute information; coordinate public information and warning;
Center (EOC) coordinate government agency activities; support first responders
by coordinating the management and distribution of information
and resources and the restoration of services; conduct appropriate
liaison and coordination activities with all levels of government,
public utilities, volunteer and civic organizations, and the public.
The NIMS compliant plan developed by jurisdictional emergency
management program and participating entities, outlining the roles
Emergency Operations and responsibilities of the EOC staff supporting on -scene
Plan (EOP) emergency operations and coordinating resources.
The legal action formalizing the ability of the jurisdictional authority
(as determined by ordinance) to take extraordinary measures
beyond normal capabilities to cope with the consequences of a
natural or technological disaster in order to protect lives, property,
Emergency Proclamation economy, and environment. The local proclamation is a pre-
requisite for county, state, or federal assistance. A local
proclamation authorizes the use of local resources and allows
emergency expenditures, as well as allowing for waiver of normal
bid procedures and other processes.
Information that is disseminated primarily in anticipation of or
during an emergency. In addition to providing situational
Emergency Public information to the public, it frequently provides direct actions
Information required to be taken by the public.
Any person registered under RCW 18.01, a professional engineer
registered under RCW 18.43, or a volunteer registered under RCW
Emergency Worker 38.52/WAC 118.04, who is registered with a local emergency
management organization for the purpose of engaging in authorized
emergency management activities or is an employee of the state of
Washington or any political subdivision thereof who is called upon
to perform emergency management activities.
Those functions stated or implied that jurisdictions are required to
Essential Functions perform by statute or executive order or are otherwise necessary to
provide vital services, exercise civil authority, maintain the safety
and well-being of the general populace, and sustain the
industrial/economic base in an emergency.
Those operations stated or implied that departments are required to
Essential Operations perform by statute or executive order or are otherwise deemed
necessary.
Staff of the department or jurisdiction that are needed for the
Essential Personnel performance of the organization's mission essential functions.
A protective action which involves leaving an area of risk until the
Evacuation hazard has passed.
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Event
Facility
Federal Emergency
Management Agency
A planned, non -emergency activity. ICS can be used as the
management system for a wide range of events e.g., parades,
concerts, and sporting events.
Any publicly- or privately -owned building, works, system, or
equipment built or manufactured, or an improved and maintained
natural feature.
An agency created in 1979 to provide a single point of
accountability for all federal activities related to disaster mitigation
and emergency preparedness, response, and recovery. FEMA
manages the President's Disaster Relief Fund and coordinates the
disaster assistance activities of all federal agencies in the event of a
Presidential Disaster Declaration.
Something that is potentially dangerous or harmful, often the root
Hazard cause of an unwanted outcome.
Hazard Identification &
Vulnerability Analysis
Hazardous Materials
Hazard Mitigation
Incident
A comprehensive plan that is the result of a systematic evaluation
of a jurisdiction's existing natural and technological hazards. It
includes a vulnerability assessment to such hazards and provides
guidance for mitigation efforts.
Material(s) which, because of their chemical, physical or biological
nature, pose a potential risk to life, health, environment, or
property when released.
Any measure that will reduce or prevent the damaging effects of a
hazard.
An occurrence or event, either human -caused or natural
phenomena, that requires action by emergency services personnel
to prevent or minimize the loss of life or damage to property and/or
environment.
An oral or written plan containing general objective(s) reflecting the
overall strategy for managing an incident. It contains strategic
Incident Action Plan goals, tactical objectives, and support requirements for an incident.
All incidents require an Incident Action Plan. Small, single
emergencies may have a verbal Incident Action Plan.
The organizational element responsible for overall management of
the incident consists of the Incident Commander (either single or
Incident Command unified command structure) and any assigned supporting staff. The
System Incident Command System establishes common standards in
organization, terminology, and procedures.
The broad spectrum of activities and organizations providing
effective and efficient operations, coordination and support applied
Incident Management 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.
Statements of guidance and direction needed to select appropriate
Incident Objectives strategy(ies) 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
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deployed. Incident objectives must be achievable and measurable,
yet flexible enough to allow strategic and tactical alternatives.
A facility established to coordinate all incident -related public
information activities. It is the central point of contact for all news
Joint Information Center media. Public Information Officers from all participating agencies
(JIC) should co -locate to the JIC.
A structure that integrates incident information and public affairs
into a cohesive organization designed to provide consistent,
coordinated, accurate, accessible, timely and complete information
Joint Information System during crisis or incident operations. The mission of the JIS to
(JIS) 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; advising the Incident Commander concerning
public affairs issues that could affect a response effort; and
controlling rumors and inaccurate information that could undermine
public confidence in emergency response efforts.
A range or sphere of authority. Public agencies have jurisdiction at
an incident related to their legal responsibilities and authority.
Jurisdiction 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).
The agency having jurisdiction and responsibility for a specific
Jurisdictional Agency geographical area, or a mandated function.
Public entities that are responsible for the security and welfare of a
designated area as established by law. A county municipality, city,
township, local public authority, school district, special district,
Local Government interstate district, council of governments, and many more meet
the definition of a local government.
As defined by the Stafford Act, "Any natural catastrophe (including
hurricane, tornado, storm, high water, wind driven water, tidal
wave, tsunami, earthquake, volcanic eruption, landslide, mud slide,
snow storm, or drought) or, regardless of cause, any fire, flood, or
Major Disaster explosion in any part of the United States, which in the
determination of the President causes damage of sufficient severity
and magnitude to warrant major disaster assistance under this Act
to supplement the efforts and available resources of states local
governments, and disaster relief organizations in alleviating the
damage, loss, hardship, and suffering caused hereby."
A management approach that involves a five -step process for
achieving the incident goal that includes the following approach:
Management by establishing overarching incident objectives; developing strategies
Objectives 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.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Any sustained actions taken to eliminate or reduce the degree of
long-term risk to human life, property, and the environment from
natural and technological events. Mitigation assumes our
communities are exposed to risks regardless of if an emergency
Mitigation occurs. Mitigation measures include, but are not limited to building
codes, disaster insurance, hazard information systems, land use
management, hazard analysis, land acquisition, monitoring and
inspection, public education, research, relocation, risk mapping,
safety codes, statutes and ordinances, tax incentives and
disincentives, equipment or computer tie downs, and stockpiling
emergency supplies.
A group of administrators or executives, or their appointed
representatives, who are typically authorized to commit agency
Multi -Agency resources and funds. A MAC Group can provide coordinated
Coordination (MAC) decision -making and resource allocation among cooperating
Group agencies, and may establish the priorities among incidents,
harmonize agency policies, and provide strategic guidance and
direction to support incident management activities.
Written or oral agreement between and among
agencies/organizations and/or jurisdictions that provides a
Mutual Aid Agreement 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.
The concept that provides for a total approach to all risk incident
management. NIMS addresses the ICS, training, qualifications and
National Incident certifications, publications management, and supporting
Management System technology. NIMS outlines a standard incident management
organization called Incident Command System (ICS) that
establishes five functional areas —command, operations, planning,
logistics, and finance/administration—for management of all major
incidents. Within NIMS is the principle of Unified Command.
The plan that established the basis for the provision of federal
National Response assistance to a state and local jurisdiction impacted by a
Framework catastrophic or significant disaster or emergency that results in a
requirement for federal response assistance.
Staff of the department or jurisdiction who are not required for the
Non -Essential personnel performance of the organization's mission -essential functions.
The specific operations that must be accomplished to achieve goals.
Objective(s) Objectives must be both specific and measurable.
The time scheduled for executing a given set of operation actions,
Operational Period as specified in the Incident Action Plan. Operational periods can be
of various lengths, although usually they last 12 to 24 hours.
Communication that can be understood by the intended audience
and meets the purpose of the communicator. For National Incident
Plain Language Management System, plain language is designed to eliminate or
limit the use of codes and acronyms, as appropriate, during incident
responses involving more than a single agency.
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Plan Maintenance
Preliminary Damage
Assessment
Preparedness
Presidential Disaster
Declaration
Prevention
Public Information
Public Information
Officer
Radio Amateur Civil
Emergency Services (i.e.
Ham Radio Operators)
Recovery
Rev. September 2025
Steps taken to ensure the plans are reviewed regularly and updated
whenever a major change occurs.
The joint local, state, and federal analysis of damage that has
occurred during a disaster and which may result in a Presidential
Declaration of Disaster. The PDA is documentation through surveys,
photos, and written information.
The range of deliberate, critical tasks, and activities necessary to
build, sustain, and improve the operational capability to prevent,
protect against, respond to, and recover from domestic incidents.
Preparedness is operationally focused on establishing guidelines,
protocols, and standards for planning, training, and exercises,
personnel qualification and certification, equipment certification,
and publication management.
Formal declaration by the President that an Emergency or Major
Disaster exists based upon the request for such a declaration by the
Governor and with the verification of the FEMA Preliminary Damage
Assessment.
Actions to avoid an incident, or to intervene to stop an incident
from occurring. Prevention involves those actions to protect lives
and property. It involves applying intelligence and other information
to a range of activities that may include some 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.
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).
The person designated and trained to interface with the public
media and/or with other agencies with incident -related information
requirements.
Volunteer Ham (amateur) radio operators who provide reserve
communications within government agencies in time of
extraordinary need. Although the exact nature of each activation
will be different, the common thread is communications.
A short-term and long-term process. Short-term operations restore
vital services to the community and provide for the basic needs of
the public. Long-term recovery focuses on restoring the community
to its normal, or improved state of affairs, including some form of
economic viability. Recovery measures include, but are not limited
to, crisis counseling, damage assessment, debris clearance,
decontamination, disaster application centers, disaster insurance
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Response
Situation Report
Stafford Act
Unified Command
Warning & Information
Whole Community
Rev. September 2025
payments, disaster loans and grants, disaster unemployment
assistance, public information, reassessment of emergency plans,
reconstruction, temporary housing, and full-scale business
resumption. Also, the extrication, packaging and transporting of the
body a person killed in a search and rescue incident.
The actual provision of services during an event. These activities
help to reduce casualties and damage to speed recovery. Actions
taken immediately before, during, or directly after an emergency
occurs, to save lives, minimize damage to property and the
environment, and enhance the effectiveness of recovery. Response
measures include, but are not limited to, emergency plan
activation, emergency alert system activation, emergency
instructions to the public, emergency medical assistance, staffing
the emergency operations center, public official alerting, reception
and care, shelter and evacuation, search and rescue, resource
mobilization, and warning system activation.
Confirmed or verified information regarding the specific details
relating to an incident.
The Robert T. Stafford Disaster Relief and Emergency Assistance
Act constitutes statutory authority for most federal disaster
response activities, especially as they pertain to the Federal
Emergency Management Agency (FEMA) programs.
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 Unified Command, often the senior persons from
agencies and/or disciplines participating in the Unified Command, to
establish a common set of objectives and strategies and a single
Incident Action Plan.
Advising the public of a threatening or occurring hazard and
providing information to assist them in safely preparing for and
responding to the hazard.
Defined by the Federal Government, "Whole Community" is a
means by which residents, emergency management practitioners,
organizational community leaders, and government officials can
collectively understand and assess the needs of their respective
communities and determine the best ways to organize and
strengthen their assets, capacities, and interests. Whole
Community includes individuals and families, including those
identified as at -risk or vulnerable populations; businesses; faith -
based and community organizations; nonprofit groups; schools and
academia; media outlets; and all levels of government, including
state, local, tribal, territorial, and federal partners.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
APPENDIX II: ACRONYMS
AAR After -Action Report
AFN Access & Functional Needs
ALS Advanced Life Support
ARES Amateur Radio Emergency Services
ASL American Sign Language
AWC Alert & Warning Center
BLS Basic Life Support
CEMNET Comprehensive Emergency Management Network
CEMP Comprehensive Emergency Management Plan
COG Continuity of Government
COOP Continuity of Operations Plan
DOC Department Operations Center
EAS Emergency Alert System
EMAC Emergency Management Assistance Compact
EMD Emergency Management Division
EOC Emergency Operations Center
FEMA Federal Emergency Management Agency
IAP Incident Action Plan
ICS Incident Command System
I/DD Intellectual & Developmental Disabilities
KC King County
KCC King County Code
KCOEM King County Office of Emergency Management
LEP Limited English Proficiency
MAC Multi -Agency Coordination Group
MOA Memorandum of Agreement
MOU Memorandum of Understanding
MURS Multi -use Radio System
NGO Non -Governmental Agency
NIMS National Incident Management System
NRF National Response Plan
OFM Office of Financial Management
PDA Preliminary Damage Assessment
PIO Public Information Officer
PSRFA Puget Sound Regional Fire Authority
RCW Revised Code of Washington
SBA Small Business Administration
SEOC State Emergency Operations Center
SMART Specific, Measurable, Achievable, Relevant, Time -bound
SOP Standard Operating Procedure
UC Unified Command
WAC Washington Administrative Code
WA EMD Washington Emergency Management Division
WAMAS Washington Mutual Aid System
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
APPENDIX III: Authorities & References
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, local codes and regulations, as well as texts, plans, and City department operating
standards.
CODES & REGULATIONS
City of Tukwila
• TMC 2.57 Emergency Management
• Tukwila Emergency Management Ordinance No. 2337
Washington State
• RCW 4.24.480
• RCW 4.24.314
• RCW 49.70
• RCW 35.33.081
• RCW 35.33.091
• RCW 35.33.101
• RCW 38.52
• RCW 38.56
• RCW 39.34
• RCW 40.10.010
• RCW 42.14
• RCW 43.06
• RCW 49
• RCW 68.52
• RCW 70.136
• WAC 118-04
• WAC 118-30
• WAC 118-40
• WAC 246-100
• WAC 246-500
• WAC 296-824
• WAC 296-843
• WAC 296-62
Liability of Members of State Hazardous Materials...
Hazardous Materials — Responsible Party
Worker and Community Right to Know Act
Emergency Expenditures — Nondebatable Emergencies
Emergency Expenditures — Other Emergencies
Emergency Warrants
Emergency Management
Intrastate Mutual Aid System
Interlocal Cooperation Act
Essential Record Designation
Continuity of Government
Governor's Emergency Powers
Laws Against Discrimination
Public Cemeteries and Morgues
Hazardous Materials Incidents
Emergency Worker Program
Emergency Management
Hazardous Chemical Emergency Response Planning and...
Communicable Diseases
Handling of Human Remains
Emergency Response
Hazardous Waste Operations
General Occupation Health Standards
• Intrastate Mutual Aid System Substitute House Bill 1585
• Washington State Emergency Management Division revised Sandbag Bulk
Distribution/Storage & Emergency Usage Policy
• Washington Hazard Identification and Vulnerability Assessment (HIVA)
Federal
• Public Law 93-288
• Public Law 96-342
• Public Law 99-499
• Public Law 101-336
• Public Law 101-707
Rev. September 2025
Disaster Relief Act of 1974, as amended
Improved Civil Defense Act of 1980, as amended
Community Right to Know Act, SARA Title III
Americans with Disabilities Act, as amended
Robert T. Stafford Act
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
•
•
•
•
•
•
•
•
•
Public Law 105-19
Public Law 105-381
Public Law 107-296
Public Law 109-308
Public Law 920
11 CFR Part 11
29 CFR Part 1910.120
40 CFR Part 355
40 CFR Part 370
44 CFR Part 205
44 CFR Part 205.16
HSPD 5
HSPD-8
Policy 9523.19
Volunteer Protection Act of 1997
Pacific Northwest Emergency Management Agreement
Homeland Security Act of 2002
Pets Evacuation &Transportation Standards (PETS) Act
Federal Civil Defense Act of 1950, as amended
FCC Rules & Regulations, Emergency Alert System
Hazardous Waste Operations & Emergency Response
Emergency Planning and Notification
Hazardous & Chemical Reporting
Emergency Management & Assistance
Nondiscrimination
Management of Domestic Incidents (NIMS)
National Preparedness
Eligible Cost Related to Pet Evacuation & Sheltering
PLANS
City of Tukwila
• Department Standard Operating Procedures
• City of Tukwila Continuity of Operations Plan (COOP)
Regional/County Plans
• King County Hazard Mitigation & Vulnerability Assessment
• King County Comprehensive Emergency Management Plan
• King County Inclusive Emergency Communications Plan
• King County Regional Disaster Plan
• King County Regional Coordination Framework
State Plans
• Washington State Comprehensive Emergency Management Plan
• Emergency Management Assistance Compact (EMAC)
Federal Plans
• National Emergency Management Assistance Compact
• National Response Framework
• National Recovery Framework
Rev. September 2025
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
CITYOFTLIKWILA
APPENDIX IV: RECORD OF DISTRIBUTION
Receipt
Review
Acceptance
U Receipt
U Review
U Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
si
a)
o
a)
ce
# Copies
Provided
Hardcopy
Digital
Hardcopy
Digital
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Digital
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Digital
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Digital
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Digital
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Digital
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Digital
Hardcopy
Delivery
Date
MM/YY
Department/ Organization /Agency
Rev. September 2025
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
CITYOFTUKWILA
Receipt
Review
Acceptance
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
U Receipt
U Review
Li Acceptance
# Copies
Provided
a3
4-,
a
CI
Hardcopy
Digital
Hardcopy
Digital
Hardcopy
Digital
Hardcopy
Digital
Hardcopy
Digital
Hardcopy
Digital
Hardcopy
Digital
Delivery
Date
MM/YY
Department/ Organization /Agency
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
APPENDIX V: CORE CAPABILITIES DEFINITIONS
MISSION AREAS
PREVENTION Prevent, avoid, or stop an imminent, threatened, or actual act of
terrorism.
PROTECTION
MITIGATION
RESPONSE
RECOVERY
ALL AREAS
Protect our citizens, residents, visitors, and assets against the greatest
threats and hazards in a manner that allows our interests, aspiration,
and way of life to thrive.
Reduce the loss of life and property by lessening the impact of future
disasters.
Respond quickly to save lives, protect property and the environment,
and meet basic human needs in the aftermath of a catastrophic
incident.
Recover through a focus on the timely restoration, strengthening and
revitalization of infrastructure, housing, and sustainable economy, as
well as health, social, cultural, historic, and environmental fabric of
communities affected by a catastrophic incident.
CORE CAPABILITIES
Planning Conduct a systematic process engaging the whole community as
appropriate in the development of executable strategic, operational,
and/or tactical -level approaches to meet defined objectives.
Public Information Deliver coordinated, prompt, reliable, and actionable information to
& Warning the whole community through the use of clear, consistent, accessible,
culturally and linguistically appropriate methods to effectively relay
information regarding a threat or hazard, as well as the actions being
taken and the assistance being made available, as appropriate.
Operational Establish and maintain a unified and coordinated operational structure
Coordination and process that appropriately integrates all critical stakeholders and
supports the execution of core capabilities.
PREVENTION & PROTECTION
Forensics & Conduct forensic analysis and attribute terrorist acts (including the
Attribution means and methods of terrorism) to their source, to include forensic
analysis as well as attribution for an attack in an effort to prevent
initial or follow-on acts and/or swiftly develop counter -options.
Intelligence & Provide timely, accurate, and actionable information resulting from the
Information planning, direction, collection, exploitation, processing, analysis,
Sharing production, dissemination, evaluation, and feedback of available
information concerning physical and cyber threats to the United
States, its people, property, or interests; the development of
proliferation, or use of WMDs; or any other matter bearing on U.S.
national or homeland security by local, state, tribal, territorial, federal,
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Interdiction &
Disruption
and other stakeholders. Information sharing is the ability to exchange
information, data, or knowledge among government or private sector
entities, as appropriate.
Delay, divert, intercept, halt, apprehend, or secure threats and/or
hazards.
Screening, Identify, discover, or locate threats and/or hazards through active
Search, & and passive surveillance and search procedures. This may include the
Detection use of systematic examinations and assessments, bio surveillance,
sensor technologies, or physical investigation and intelligence.
Access Control
& Identity
Verification
Apply and support necessary physical, technological, and cyber
measures to control admittance to critical locations and systems.
Physical Implement and maintain risk -informed countermeasures, and policies
Protective protecting people, borders, structures, materials, products, and
Measures systems associated with key operational activities and critical
infrastructure sectors.
Cybersecurity Protect (and if needed, restore) electronic communications systems,
information, and services from damage, unauthorized use, and
exploitation.
Supply Chain
Integrity &
Security
Risk Mgmt. for
Protection
Programs &
Activities
Strengthen the security and resilience of the supply chain.
Identify, assess, and prioritize risks to inform protection activities,
countermeasures, and investments.
MITIGATION
Community Enable the recognition, understanding, communication of, and
Resilience planning for risk and empower individuals and communities to make
Informed risk management decision necessary to adapt to, withstand,
and quickly recover from future incidents.
Risk & Disaster Assess risk and disaster resilience so that decision makers,
Resilience responders and community members can take informed action to
Assessment reduce their entity's risk and increase their resilience.
Long-term Build and sustain resilience systems, communities, and critical
Vulnerability infrastructure and key resources lifelines so as to reduce their
Reduction vulnerability to natural, technological, and human -caused threats and
hazards by lessening the likelihood, severity, and duration of adverse
consequences.
Threat & Hazards
Identification
Identify the threats and hazards that occur in the geographic
area; determine the frequency and magnitude; and incorporate this
into analysis and planning processes so as to clearly understand the
needs of a community or entity.
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Environmental
Response/Health
& Safety
Critical
Transportation
Situational
Assessment
Fatality Mgmt.
Services
Fire Mgmt. &
Suppression
Infrastructure
Systems
Logistics &
Supply Chain
Mgmt.
Mass Care
Services
Mass Search &
Rescue Ops
On -Scene
Security
Protection &
Law Enforcement
Operational
Communications
Rev. September 2025
RESPONSE
Conduct appropriate measures to ensure the protection of the health
and safety of the public and workers, as well as the environment, from
all -hazards in support of responder operations and the affected
community.
Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the
evacuation of people and animals, and the delivery of vital response
personnel, equipment, and services into the affected areas.
Provide all decision makers with decision -relevant information
regarding the nature and extent of the hazard, any cascading affects,
and the status of the response.
Provide fatality management services, including decedent remains
recovery and victim identification, working with local, state, tribal,
territorial, insular area, and federal authorities to provide mortuary
processes, temporary storage or permanent internment solutions,
sharing information with mass care services for the purpose of
reunifying family members and caregivers with missing
persons/remains, and providing counseling to the bereaved.
Provide structural, wildland, and specialized firefighting capabilities to
manage and suppress fires of all types, kinds, and complexities while
protecting the lives, property, and the environment in the affected
area.
Stabilize critical infrastructure functions, minimize health and safety
threats, and efficiently restore and revitalize systems and services to
support a viable, resilient community.
Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and
fuel support, as well as the coordination of access to community
staples. Synchronize logistics capabilities and enable the restoration of
impacted supply chains.
Provide life -sustaining and human services to the affected population
to include hydration, feeding, sheltering, temporary housing, evacuee
support, reunification, and distribution of emergency supplies.
Deliver traditional and atypical search and rescue capabilities,
including personnel, services, animals, and assets to survivors in need,
with the goal of saving the greatest number of endangered lives in the
shortest time possible.
Ensure a safe and secure environment through law enforcement and
related security and protection operations for people and communities
located within affected areas and also for response personnel engaged
in life -sustaining operations.
Ensure the capacity for timely communications in support of security,
situational awareness, and operations by any and all means available,
among and between affected communities in the impact area and all
response forces.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Emergency
Medical Services
Provide lifesaving medical treatment via Emergency Medical Services
and related operations and avoid additional disease and injury by
providing targeted public health, medical, and behavioral health
support, and products to all affected populations.
RECOVERY
Health & Social Restore and improve health and social services capabilities and
Services networks to promote the resilience, independence, health (including
behavioral health), and well-being of the whole community.
Economic Return economic and business activities (including food and
Recovery agriculture) to a healthy state and develop new business and
employment opportunities that result in an economically viable
community.
Natural & Protect natural and cultural resources and historic properties through
Cultural appropriate planning, mitigation, response, and recovery actions to
Resources preserve, conserve, rehabilitate, and restore them consistent with
post -disaster community priorities and best practices and in
compliance with applicable environmental and historic preservation
laws and executive orders.
Housing Implement housing solutions that effectively support the needs of the
whole community and contribute to its sustainability and resilience.
Rev. September 2025
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
XII. DEPARTMENT ANNEXES
The City of Tukwila City Department Annexes outline each department's responsibilities and
ICS functions during an activation. These annexes further define the capabilities that have
been assigned above to each department (see page 16-17). Department Annexes occur in
the following order:
Annex A: Community Services, & Engagement (CS&E)
Annex B: Department of Community Development
Annex C: Emergency Management
Annex D: Finance
Annex E: Human Resources
Annex F: Mayor's Office
Annex G: Parks & Recreation
Annex H: Police
Annex I: Public Works
Annex J: Technology Innovation Services
Please note that while Puget Sound Fire appears on the capability matrix, they are a
contracted service provider and, therefore, do not have a written annex.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
ANNEX A: Community Services & Engagement
I. SUMMARY
Community Services & Engagement is responsible for ensuring accurate, timely, and
effective communications with Tukwila's residents, businesses, visitors, employees, as
well as media. Community Services and Engagement supports every City department
to inform stakeholders of key issues and events, and to help find and tell great stories
within the City of Tukwila. Serving a diverse community, the division ensures a broad
use of communication methods and encourages two-way communications and
feedback, with the goal of encouraging a true conversation within our community.
Inclusion and Engagement ensures accountability to the City's Equity Policy and
Goals, including facilitating the work of organization -wide teams in identified
priorities. This area is also responsible for developing engagement strategies and
partnerships towards effective outreach and increased equity in community
participation. The division also serves as the lead for major real estate transactions
and sensitive capital projects.
II. PURPOSE
The mission and purpose of Community Services and Engagement (CS&E) is to
support the well-being of Tukwila's residents by assisting residents in accessing
human services; funding programs to address prioritized gaps and needs; leveraging
community resources and partnerships; and working regionally to generate solutions
that contribute to a thriving community. The division also manages a Minor Housing
Repair Program, tourism, communications, and government affairs.
Community Services and Engagement plays a key role in mitigation, response and
recovery.
The Federal Emergency Management Agency (FEMA) has identified 32 core
capabilities that are the distinct critical elements necessary to prepare for, respond to,
and recover from a disaster. CS&E has a primary responsibility to execute three core
capabilities and supports nine other core capabilities. The core capabilities are
identified and defined below.
Primary Capabilities
Capability
Public
Information
& Warning
Health &
Human
Services
Definition
Deliver coordinated, prompt,
reliable, and actionable information
to whole community through the
use of clear, consistent, accessible,
and culturally and linguistically
appropriate methods to effectively
relay information regarding any
threat or hazard, as well as the
action being taken and the
assistance being made available, as
appropriate.
Restore and improve health and
social services capabilities and
networks to promote resilience,
In Practice
You'II take the lead in providing life
safety and other related emergency
communications to the community.
You may also develop
communications that support
emergency efforts. You will ensure
that all public information laws are
adhered to, and that information is
shared in multiple languages and
formats across multiple mediums.
You'II work with key community
health and human service entities
and stakeholders to understand the
Annex A: Community Services & Engagement Department Annex
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COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Capability Definition
independence, health (including
behavioral health), and well-being
of the whole community.
In Practice
issues they're experiencing,
relaying that information to
Emergency Management/EOC, and
provide government assistance,
within scope, to those stakeholders
as well as individuals/families.
Housing
Implement housing solutions that
effectively support the needs of the
whole community and contribute to
its sustainability and resilience.
You'II work with local and federal
partners to provide temporary and
long-term housing to affected
individuals. You'II work closely with
the community to understand their
needs, advocate on their behalf,
and help them understand the
requirements and resources
available to them.
Primary departments or agencies have significant authorities, roles, resources, and
capabilities for a particular function within a capability. Primary departments are
responsible for:
• Orchestrating support within their functional area for the appropriate response
Core Capabilities and other missions.
• Notifying and requesting assistance from support agencies.
• Managing mission assignments and coordinating with support agencies as well
as appropriate State officials, operations centers, and other stakeholders.
• Coordinating resources resulting from mission assignments, working closely
with other organizations to maximize resources.
• Monitoring progress in achieving Core Capability and other missions, and
providing that information as situational awareness.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Identify equipment or capabilities required to prevent or respond to new or
emerging threats and hazards or to validate and improve capabilities to
address changing risks.
• Promote accessibility, programmatic inclusion, and effective communication for
the whole community, including individuals with disabilities.
Supporting Capabilities
Capability
Definition
In Practice
Public
Information
& Warning
Deliver coordinated, prompt, reliable,
and actionable information to whole
community through the use of clear,
consistent, accessible, and culturally
and linguistically appropriate methods
to effectively relay information
regarding any threat or hazard, as well
as the action being taken and the
assistance being made available, as
appropriate.
You are sharing other department's
safety information, disseminating it
to a wider audience. You will ensure
that all public information laws are
adhered to, and that information is
shared in multiple languages and
formats across multiple mediums.
Annex A: Community Services & Engagement Department Annex
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Capability
Planning
Definition
Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical -level approaches to
meet defined objectives.
In Practice
You'II develop plans and protocols for
your areas of responsibility (ex.
Inclusive Emergency
Communications Plan), and you'll
support the planning efforts of other
departments by providing subject
matter expertise and the lens under
which your work is performed.
Operational
Coordination
Establish and maintain a unified and
coordinated operational structure
and process that appropriately
integrates all critical stakeholders and
supports the execution of core
capabilities.
You'II ensure that all staff in your
division have completed required
NIMS/ICS trainings. You'II define a
structure, using NIMS/ICS best
practices, that includes everyone
working on the problem or project,
adhere to/respect that structure, and
work collaboratively with other
departments/stakeholders to
accomplish the project or task.
Risk
Management
for
Protection
Programs
Identify, assess, and prioritize risks to
inform protection activities,
countermeasures, and investments.
You'II work internally with
stakeholders to help them
understand community concerns and
priorities around terrorism and other
public safety efforts.
Risk &
Disaster
Resilience
Assessment
Assess risk and disaster resilience so
that decision makers, responders, and
community members can take
informed action to reduce their entity's
risk and increase their resilience.
You'II support others in assessing
risk by being the voice of the
underserved, vulnerable, or limited -
English communities so that other
departments can better understand
their risks and needs. You'II also help
provide information about
preparedness and disasters in our
region to those communities so that
they can decrease their risk.
Threat &
Hazard
Identification
Identify the threats and hazards that
occur in the geographic area;
determine the frequency and
magnitude; and incorporate this into
analysis and planning processes so as
to clearly understand the need of a
community or entity.
You'II understand the threats and
hazards in our area so that you can
anticipate the potential impacts and
needs of the community and plan
accordingly. For example, you'll
translate emergency messages
related to the threats in our area.
Situational
Assessments
Provide all decision makers with
decision -relevant information
regarding the nature and extent of the
hazard, any cascading effects, and the
status of the response.
You'II keep the community apprised
of its response efforts through
multiple platforms, languages, and
mediums. You'II provide situational
information related to community
impacts to Emergency
Management/EOC so that problems
and issues can be addressed.
Mass Care
Provide life -sustaining and human
services to the affected population, to
You'II work closely with Parks &
Recreation to bring area providers
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Capability Definition
include hydration, feeding, sheltering,
temporary housing, evacuee support,
reunification, and distribution of
emergency supplies.
In Practice
and services into shelters. You'II also
work to disseminate shelter
information throughout the
community, which may include
shelter location, direction, hours, etc.
in multiple formats, languages, and
across multiple mediums.
Community
Resilience
Enable the recognition, understanding,
communication of, and planning for
risk and empower individuals and
communities to make informed risk
management decisions necessary to
adapt to, withstand, and quickly
recover from future incidents.
You'II work closely with emergency
management to provide
preparedness classes and other
preparedness resources to LEP and
AFN communities. You'II assist in the
translation of key/critical city
documents.
Support departments or agencies have specific capabilities or resources that can
support primary agencies in executing capabilities and other missions. The activities of
support agencies typically include:
• Participate in planning for incident management, short -and -long-term recovery
operations, and the development of supporting operational plans, standard
operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Coordinating resources resulting from response mission assignments.
III. SITUATION OVERVIEW
In an emergency, all divisions and programs within CS&E will assist with efforts related
to public information and warning, health and human services, and housing while
supporting several other areas of an emergency or disaster.
A. Emergency/Disaster Hazards & Conditions
Disasters and emergencies have occurred and will continue to occur throughout the City
of Tukwila. The King County Hazard Mitigation Plan identifies the following technological
and natural hazard vulnerabilities: severe weather, earthquake, civil disturbances, fire,
volcanic eruption, terrorism, and infrastructure failures.
The recovery efforts in the City will be dependent upon the nature and magnitude of the
disaster, size and severity of the damage, population affected, and the resources
available. A significant emergency or disaster may damage or limit the existing
resources needed to maintain vital City services. The amount of damage to structures,
essential systems, and services, could displace thousands of survivors; forcing them
from their homes. Thousands of families may be immediately separated from a sudden -
impact event (i.e. children at school and parents at work). Depending upon the time of
day, transients, tourists, and other guests may also be involved.
Following an emergency or disaster, there will be a need for rapid dissemination of
emergency, life safety information so that survivors can make informed decisions about
their safety.
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B. Planning Assumptions
The information and procedures included in this plan have been prepared utilizing the
best information available at the time of preparation. As the true extent of the impacts
of a disaster cannot be known before it occurs, the City can only endeavor to make
every reasonable effort to respond based upon the situation, information, and resources
available at the time. The outcome of an emergency may be different than the expected
outcome based on these assumptions and others.
While not an exhaustive list, the assumptions listed in this subsection apply to all
sections and documents that make up the annex. They are as follows:
• Initial reports of damages will be fragmented, providing an incomplete picture of
the extent of damage to critical infrastructure and community facilities.
• The needs of survivors will quickly overwhelm the capabilities of the city.
• Emergency messaging will need to be in multiple languages, using multiple
platforms, and formats to increase the likelihood of reaching all communities.
• There will be a need for immediate or real-time translation. Those services will
likely be overwhelmed or unavailable.
IV. CONCEPT OF OPERATIONS (CONOPS)
A. Organization & Normal Operations
Communications are the responsibility of several departments day-to-day, each
promoting and communicating information relevant to their department and programs.
Communications also take place across multiple mediums that are "owned" by various
departments. CS&E provides social media posts for the official government pages and
maintains a published newsletter that is sent to all addresses in Tukwila.
Other programs within CS&E operate under a small budget with minimal staff to provide
human services to community members in need. CS&E also works to continuously propel
the city forward in its equity goals and compliance of federal laws and regulations
regarding civil rights.
B. Emergency/Disaster Response
Following an emergency or disaster, the Inclusive Emergency Communications Plan
(IECP) brings together all communications stakeholders together to promote one unified
message across the various platforms in multiple languages, leveraging individual
relationships with other organizations to amplify the message.
C. Core Function(s) & Critical Tasks
FEMA has identified the following critical tasks for each core capability. The core
functions/capabilities that have been identified above support each of the below
critical tasks. These tasks span the mission areas, requiring some tasks to have been
completed in advance of the emergency or disaster. Others are specific to the response.
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Primary Capabilities
Capability
Mitigation
Critical Task
PUBLIC INFORMATION & WARNING
Communicate appropriate information, in an accessible manner, on
the risks faced within the community and region.
Response
Inform all affected segments of society of critical lifesaving and life -
sustaining information by all means necessary, including accessible
tools, to expedite the delivery of emergency services and aid the
public to take protective actions.
Response
Deliver credible and actionable messages to inform ongoing
emergency services and the public about protective measures and
other life -sustaining actions and facilitate the transition to recovery.
Recovery
Reach all populations within the community with effective,
actionable, recovery -related public information messaging and
communications that are accessible to people with disabilities and
people with Limited English Proficiency; protect the health and
safety of the affected population; help manage expectations; and
ensure stakeholders have a clear understanding of available
assistance and their roles and responsibilities.
Recovery
Support affected populations and stakeholders with a system that
provides appropriate, current information about any continued
assistance, steady state resources for long-term impacts, and
monitoring grog rams in an effective and accessible manner.
HEALTH & HUMAN SERVICES
Recovery
Identify affected populations, groups, and key partners in short-
term, intermediate, and long-term recovery.
Recovery
Complete an assessment of community health and social service
needs; prioritize these needs, including accessibility requirements,
based on the whole community's input and participation in the
recovery planning process; and develop a comprehensive recovery
timeline.
Recovery
Restore healthcare (including behavioral health), public health, and
social service functions to Tukwila by working closely with providers
to understand their needs and how the city may assist in meeting
their needs.
Recovery
Restore and improve the resilience and sustainability of the
healthcare system and social service capabilities and networks to
promote the independence and well-being of community members in
accordance with the specified recovery timeline.
HOUSING
Recovery
Assess preliminary housing impacts and needs, identify available
options for temporary housing, and plan for permanent housing.
Recovery
Ensure community housing recovery plans continue to address
interim housing needs, lead the effort with city staff, other
government entities, and private sector to assess options for
permanent housing, and define a timeline for achieving a resilient,
accessible, and sustainable housing market.
Recovery
Work with stakeholders to establish a resilient and sustainable
housing market that meets the needs of the community, including
the need for accessible housing within the specified timeframe in the
recovery plan.
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Supporting Capabilities
Capability
Protection
Critical Task
PLANNING
Work with stakeholders to identify critical objectives in protection
plans. Work with stakeholders to ensure the plans address the needs
of the community and the community's concerns.
Protection
Participate in exercising of plans, maintain plans to ensure continuity
of operations.
Mitigation
Develop plans that address relevant threats/hazards in the area.
Response
Develop operational plans that identify critical objectives based on
the requirements, provide a complete picture of the sequence and
scope of the tasks that must be performed to achieve the objectives.
Recovery
Participate in the inclusive planning team that is overseeing disaster
recovery planning.
Recovery
Complete an initial recovery plan that provides an overall strategy
and timeline, address all core capabilities, and integrates into
socioeconomic, demographic, accessibility, technology, and risk
assessment considerations (including projected climate change
impacts), which will be implemented in accordance to the plan.
PUBLIC INFORMATION & WARNING
Prevention
Share prompt and actionable messages with the public and other
stakeholders, as appropriate, to aid in the prevention of an imminent
terrorist attack.
Prevention
Provide public awareness information to inform the general public on
how to identify and provide terrorism -related information to law
enforcement.
Protection
Use effective and accessible indication and warning systems to
communicate significant hazards to the public and other
stakeholders.
OPERATIONAL COORDINATION
Mitigation
Establish protocols to integrate mitigation data elements in support
of operations. Examples include translating common or likely
emergency messages, in advance, based on the hazards in our area.
Response
Mobilize critical resources needed to execute your tasks and
organize those resources in a structure that makes sense, using
processes that are clearly communicated to everyone involved in
completing the project/task.
Response
Utilize structures consistent with the National Incident Management
System (NIMS) to carry out your work, meet basic human needs,
and stabilize the incident.
THREAT & HAZARD IDENTIFICATION
Mitigation
Identify the threats and hazards within our region. Work with the
underserved, vulnerable, and Limited -English communities to help
the city understand their concerns and priorities related to mitigation
e ro.ects.
SITUATIONAL ASSESSMENTS
Response
Deliver information sufficient to inform decision making regarding
immediate lifesaving and life -sustaining activities, and engage
government, private, and nongovernment resources within and
outside the affected area to meet basic human needs and stabilize
the incident.
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Capability
Response
Response
Critical Task
Deliver enhanced information to reinforce ongoing lifesaving and
life -sustaining activities, and engage governmental, private, and
non -governmental resources within and outside the affected area to
meet basic human needs, stabilize the incident, and transition to
recover .
MASS CARE
Support Parks & Recreation in moving and delivering resources and
capabilities to meet the needs of disaster survivors, including
individuals with access and functional needs.
Response
Response
Mitigation
Support the establishment of emergency shelters and other
temporary housing needs (including accessible housing) for the
affected population.
Support the move from congregate care to non -congregate care
alternatives and provide relocation assistance or interim housing
solutions for families unable to return to their ere -disaster homes.
COMMUNITY RESILIENCE
Through translated materials and other preparedness engagement,
empower individuals and communities to make informed decisions to
facilitate actions necessary to adapt to, withstand, and quickly
recover from future incidents.
V. RESPONSIBILITIES
CS&E is responsible for the following:
• Coordinate the efforts related to message dissemination, ensuring messages
are going out in multiple languages, using multiple mediums, and multiple
platforms.
• Assess and coordinate human services needs of the community during an
emergency or disaster.
• Lead housing efforts in Tukwila by bringing all the partners together and helping
them understand the needs of the community.
• Supporting human services mass care operations performed by Parks &
Recreation by working with area providers to bring resources to individuals in
shelters.
• Provide a conduit for information to our vulnerable, underserved, and
Limited -English communities.
• Ensure the City's response is, to the extent possible, fair, equitable, and
meeting the needs of the community.
• Liaise with the community and other government entities in support of the
response.
In addition to performing the core functions defined above, CS&E also has the
following responsibilities, as outlined by the CEMP Base Plan.
Preparedness & Mitigation
• Participate in emergency management trainings, drills and exercises in support
of emergency operations.
• Establish and maintain standard operating procedures for emergency
operations.
• Maintain relationships with organizations that may assist in performing key
functions or provide resources during an emergency or disaster.
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• Identify and utilize current methods to lessen the effects of future emergencies
and disasters.
• Maintain relationships with organizations that perform services and outreach to
at risk populations; the elderly, people with disabilities, and/or those who do
not speak English or where there is limited English proficiency to identify ways
to meet their needs during an emergency.
• Maintain relevant contracts, ensuring an emergency response provision is
outlined in each contract.
• Maintain a list of community organizations and their services or assets that can
be used to assist affected residents after an emergency or disaster.
• Maintain an inventory of departmentally controlled assets and resources.
Response
• Attend Department/Division briefing(s) to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
• Provide assigned staff to the EOC when activated.
• Provide available personnel and resources for emergency or disaster work.
• Complete Essential Element of Information inquiries and submit them to the
EOC or Emergency Management.
• Provide periodic departmental damage assessment reports to Emergency
Management or the EOC.
• Maintain documentation in coordination with Emergency Management for all
disaster expenses.
• Follow standard operating procedures for emergency operations.
• Using the Inclusive Emergency Communications Plan (IECP), communicate
information vital to safety or life, the environment, and property to the
community.
• Work with city PIOs and the Mayor's Office to prepare press and public
information releases concerning a disaster or emergency.
• Work with city PIOs to prepare messages to assist department call receivers in
providing public information.
• Work with city PIOs to respond to media inquiries, coordinate media briefings
(location, frequency, etc.), provide escort services for the media and VIPs, and
assess the need to establish public information phone lines.
• Assist the Director of Emergency Management and the Mayor in keeping the
Council informed of the situation.
• Relocate essential resources away from hazard areas.
• Support community shelter efforts of Parks & Recreation.
• Coordinate with the EOC for the transition from response activities to long-term
recovery.
Recovery
• Support Emergency Management in the disaster recovery process.
• Continue to provide information to Emergency Management or the EOC, as
necessary.
• Follow appropriate policies and procedures in completing required
documentation to justify emergency services, contracts, purchases, and
expenditures.
• Attend required post -incident reviews to evaluate EOC and response
procedures.
• Forward completed documentation for departmental costs incurred and
volunteers utilized to Emergency Management.
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• Revise internal policies and procedures to correct deficiencies learned from an
emergency or disaster.
• Continue with response and recovery activities until completed.
• Support the recovery and restoration of City services.
VI. RESOURCE REQUIREMENTS
Resource requirements will depend upon the nature and extent of the incident and the
means identified to respond to the incident. CS&E relies on supporting agencies and
contracted partners to provide additional resources, depending upon their role in an
incident.
A. Logistical Support
The IECP contains information on where to access the current media/ethnic media
directors, translation services, resources lists, translated messages, and other vital
documents related to emergency communications dissemination. The EOC SharePoint
site contains guides and best practices documents regarding Public Information.
Staff identified to respond to the EOC will maintain their own city -issued devices for
use in the EOC.
B. Communications & Data
CS&E, along with other city partners identified in the IECP, maintain ready access to all
standard communication tools used on a daily basis (i.e., email, cell phones, web, social
media, VOIP lines), as well as other operational communication tools inside the EOC
(i.e., 800 MHz radios).
VII. Maintenance
This document is an external plan and follows the maintenance process, which includes
a method and schedule for evaluation and revision. Lessons learned from exercises,
special events, incidents, or disasters may result in a decision to evaluate portions of
the documents ahead of the schedule.
The Director of this department/division has the responsibility for this document and
will ensure that it is evaluated as outlined in the Base Plan schedule with updates and
revisions being made to ensure guidance remains current. The department/division will
facilitate the evaluations in consultation with Emergency Management.
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Annex B: Department of Community Development
I. SUMMARY
The Department of Community Development (DCD) is responsible for all matters
affecting the development of the city. DCD assists residents and businesses on
development, long-range planning, environmental sustainability of projects and
programs that impact the city, and code enforcement.
The Divisions within DCD include Building Inspection & Code Enforcement,
Permitting, Long -Range Planning, Development, and Plans Examination.
II. PURPOSE
The mission and purpose of DCD is to foster safe, decent, and sustainable
neighborhoods and business development as well as enhance housing quality and
affordability for the residents of the City of Tukwila.
Department of Community Development plays a key role in mitigation, response, and
recovery.
The Federal Emergency Management Agency (FEMA) has identified 32 core
capabilities that are the distinct critical elements necessary to prepare for, respond to,
and recover from a disaster. DCD has a primary responsibility to execute one core
capability and supports 10 other core capabilities. The core capabilities are identified
and defined below.
Primary Core Capabilities
Capability
Definition
In Practice
Planning
Conduct a systematic process engaging
the whole community as appropriate in
the development of executable strategic,
operational, and or tactical level,
approaches to meet defined objectives.
DCD leads the effort on mitigation
planning for the community through
long-range planning, the
implementation of building codes,
land use regulations, etc. and their
enforcement.
Primary departments or agencies have significant authorities, roles, resources, and
capabilities for a particular function within a capability. Primary departments are
responsible for:
• Orchestrating support within their functional area for the appropriate response
Core Capabilities and other missions.
• Notifying and requesting assistance from support agencies.
• Managing mission assignments and coordinating with support agencies as well
as appropriate State officials, operations centers, and other stakeholders.
• Coordinating resources resulting from mission assignments, working closely
with other organizations to maximize resources.
• Monitoring progress in achieving Core Capability and other missions, and
providing that information as situational awareness.
• Maintaining trained personnel to support interagency emergency response and
support teams.
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• Identify equipment or capabilities required to prevent or respond to new or
emerging threats and hazards or to validate and improve capabilities to
address changing risks.
• Promote accessibility, programmatic inclusion, and effective communication for
the whole community, including individuals with disabilities.
Support Core Capabilities
Capability
Planning
Definition
Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical level approaches
to meet defined objectives.
In Practice
You'II support planning efforts by
analyzing new plans, providing
permits, planning resources, etc.
Operational
Coordination
Establish and maintain a unified
and coordinated operational
structure and process that
appropriately integrates all critical
stakeholders and supports the
execution of Core Capabilities.
You'II ensure that all department
staff have taken the required
NIMS/ICS trainings. You'II use
NIMS/ICS to create a structure that
includes everyone working on the
problem or project, adhere
to/respect that structure, and work
collaboratively with other
departments/stakeholders to
accomplish the project or task.
Infrastructure
Systems
Stabilize critical infrastructure
functions, minimize health and
safety threats, and efficiently
restore and revitalize systems and
services to support a viable,
resilient community.
You'II support the work of other
departments working to stabilize
critical infrastructure by providing
timely permits, inspections, building
plan evaluations, ensure local &
federal laws for development are
adhered to, etc.
Long -Term
Vulnerability
Reduction
Build and sustain resilient
systems, communities, and
critical infrastructure and key
resources and lifelines so as to
reduce their vulnerability to
natural, technological, and
human -caused threats and
hazards by lessening the
likelihood, severity, and duration
of adverse consequences.
You'II develop long-range plans and
implement building codes and
ordinances with the goal of
mitigating future disasters. You'II
practice or exceed the most current
standards and recommendations for
development.
Situational
Assessment
Provide all decision makers with
relevant information regarding
the nature and extent of the
hazard, any cascading effects,
and the status of the response.
You'II provide requested information
to Emergency Management/EOC and
participate in completing any
provided documentation.
Risk & Disaster
Resilience
Assessment
Assess risk and disaster resilience
so that decision makers,
responders, and community
members can take informed
You'II assess damages or policy
decisions and provide information
about gaps/risks. You'II reduce risk
through proactive establishment of
codes and their enforcement.
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Capability
Definition
action to reduce their entity's risk
and increase resilience.
In Practice
Threat & Hazard
Identification
Identify the threats and hazards
that occur in the geographic area;
determine the frequency and
magnitude; and incorporate this
into analysis and planning
processes so as to clearly
understand the needs of
community or entity.
You'II keep hazards and threats in
mind when approving permits and
plans and work to mitigate the
consequences of a disaster through
development. You'II not allow
irresponsible development.
Economic
Recovery
Return economic and business
activities to a healthy state and
develop new business and
employment opportunities that
result in an economically viable
community.
You'II work to provide timely and
speedy processing of permits, and
inspections to support the rebuilding
of impacted areas.
Housing
Implement housing solutions that
effectively support the needs of
the whole community and
contribute to its sustainability and
resilience.
You'II work closely with Human
Services, Parks & Rec, and state or
federal agencies to identify locations
for temporary housing. You'II
execute planning and permitting for
housing rebuilds or repairs in a
timely manner.
Natural & Cultural
Resources
Protect natural and cultural
resources and historic properties
through appropriate planning,
mitigation, response, and
recovery operations to preserve,
conserve, rehabilitate, and
restore them consistent with
post -disaster community priorities
and practices and in compliance
with applicable environmental and
historic preservation laws and
Executive Orders.
You'II work closely with Parks and
other entities to protect natural and
cultural resources and preserve
areas through zoning and permitting
laws. You'II follow preservation and
protection laws when approving
development.
Support departments or agencies have specific capabilities or resources that can
support primary agencies in executing capabilities and other missions. The activities
of support agencies typically include:
• Participate in planning for incident management, short -and -long-term recovery
operations, and the development of supporting operational plans, standard
operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Coordinating resources resulting from response mission assignments.
III. SITUATION OVERVIEW
In an emergency, all divisions of DCD will assist with environmental stability, damage
assessments, implementation of constructions and repairs, and economic recovery for
the community.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
A. Emergency/Disaster Hazards & Conditions
Disasters and emergencies have occurred and will continue to occur throughout the City
of Tukwila. The King County Hazard Mitigation Plan identifies the following technological
and natural hazard vulnerabilities: severe weather, earthquake, civil disturbances, fire,
volcanic eruption, terrorism, and infrastructure failures.
The response and recovery efforts in the City will be dependent upon the nature and
magnitude of the disaster, size and severity of the damage, population affected, and the
resources available. A significant emergency or disaster may damage or limit the
existing resources needed to maintain vital City services. The amount of damage to
structures, essential systems, and services, could rapidly overwhelm the capacity of the
city to assess the event and respond effectively to basic and emergency human needs.
Damage to critical infrastructure and communications could hamper emergency
response efforts.
Following an emergency or disaster, there will be a need for rapid damage assessments
to better understand the magnitude and severity of the situation and begin to plan for
recovery activities. Critical facilities, such as mass care facilities, will need to be
prioritized for structural inspections to ensure occupant safety.
B. Planning Assumptions
The information and procedures included in this plan have been prepared utilizing the
best information available at the time of preparation. As the true extent of the impacts
of a disaster cannot be known before it occurs, the City can only endeavor to make
every reasonable effort to respond based upon the situation, information, and resources
available at the time. The outcome of an emergency may be different than the expected
outcome based on these assumptions and others.
While not an exhaustive list, the assumptions listed in this subsection apply to all
sections and documents that make up the annex. They are as follows:
• Initial reports of damages will be fragmented, providing an incomplete picture of
the extent of damage to critical infrastructure and community facilities.
• Building officials, engineers, and maintenance personnel and equipment may be
overwhelmed, requiring resource assistance from outside agencies.
• Previously inspected structures may require re-evaluation when aftershocks
occur.
IV. CONCEPT OF OPERATIONS (CONOPS)
A. Organization/Emergency Operations
DCD is organized under five major programs including, Building Inspection & Code
Enforcement, Permitting, Long -Range Planning, Development, and Plans Examination.
All city permitting has been centralized under DCD.
B. Disaster Response
Following an emergency or disaster, DCD would transition to emergency operations to
support the response through the expedition of department processes without
compromising laws, guidelines, and best practices.
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C. Core Function(s) & Critical Tasks
FEMA has identified the following critical tasks for each core capability. The core
functions/capabilities that have been identified above support each of the below
critical tasks. These tasks span the mission areas, requiring some tasks to have been
completed in advance of the emergency or disaster. Others are specific to the response.
Primary Core Capability
Mission Area
Critical Task
Mitigation
Understand threats/hazards in the jurisdiction and region. Develop
and adopt progressive long-term plans, building codes, zoning laws,
etc. to mitigate threat/hazard impacts to the community.
Supporting Core Capabilities
Mission Area
Protection
Critical Task
PLANNING
Implement, exercise, and maintain plans to ensure continuity of
operations.
Response
Develop operational plans that adequately identify critical
objectives based on the planning requirement, provide a complete
and integrated picture of the sequence and scope of the tasks to
achieve the objectives, and are implementable within the timeframe
contemplated in the planning using available resources.
Recovery
Convene the core of an inclusive planning team (identified pre -
disaster), which will oversee recovery planning.
Recovery
Complete an initial recovery plan that provides an overall strategy
and timeline, addresses all core capabilities, and integrates
socioeconomic, demographic, accessibility, technology, and risk
assessment considerations (including projected climate change
impacts), which will be implemented in accordance with the
timeline contained in the •lan.
OPERATIONAL COORDINATION
Mitigation
Establish protocols to integrate mitigation data elements in support
of operations with all levels of government and tribes.
Response
Mobilize all critical resources and establish or integrate into
command, control, and coordination efforts.
Recovery
Define the path and timeline for recovery leadership to achieve the
jurisdiction's objectives that effectively coordinates and uses
appropriate assistance from all levels of government,
nongovernmental, and grivate sector resources.
INFRASTRUCTURE SYSTEMS
Response
Decrease and stabilize immediate infrastructure threats through
preliminary damage assessments and emergency permitting to the
affected population, to include survivors in heavily damaged zones.
Response
Re-establish critical infrastructure within the affected areas through
construction management, emergency permitting, and
environmental stability efforts, to support ongoing emergency
response operations, life sustainment, community functionality and
transition to recovery.
Response
Provide for the clearance, removal, and disposal of debris through
emergency permitting and environmental stabilization.
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Mission Area
Recovery
Critical Task
Restore and sustain essential services (public and private) through
emergency permitting, construction management, and building
code enforcement to maintain community functionality.
Recovery
Develop a long-term recovery plan with a specified timeline for
redeveloping community infrastructures to contribute to resiliency,
accessibility, and sustainability.
Recovery
Provide systems that meet the community needs while minimizing
service disruption, through construction management and
emergency permitting, during restoration within the specified
timeline in the recovery plan.
LONG-TERM VULNERABILITY REDUCTION
Mitigation
Achieve a measurable decrease in the long-term vulnerability
reduction of the community against current baselines, through
long-term planning, progressive building codes and land use
designations, amid a growing population base, changing climate
conditions, increasing reliance upon information technology, and
expanding infrastructure base.
SITUATIONAL ASSESSMENTS
Response
Deliver information sufficient to inform decision making regarding
immediate lifesaving and life -sustaining activities, and engage all
levels of government, non -governmental, and private sector
resources within and outside the affected area to meet basic human
needs and stabilize the incident.
Response
Deliver enhanced information through technical assistance to
responders and the EOC to reinforce ongoing lifesaving and life -
sustaining activities to meet basic human needs, stabilize the
incident, and transition to recove .
RISK & DISASTER RESILIENCE ASSESSMENT
Mitigation
Complete a risk assessment that defines local vulnerabilities and
consequences associated with potential natural, technological, and
human -caused threats and hazards based on our natural, human,
physical, cyber, and socioeconomic interests. Work to mitigate
these risks through long-term planning and progressive land use
designations and building codes.
THREAT & HAZARD IDENTIFICATION
Mitigation
Identify the threats and hazards in your jurisdiction, in collaboration
with the whole community.
ECONOMIC RECOVERY
Recovery
Assist in restoring the affected area's economy through emergency
permitting and construction management.
HOUSING
Recovery
Assess preliminary housing impacts and needs, based upon a
preliminary damage assessment and proper building code
enforcement. Assess currently available options for temporary
housing or temporary housing sites through emergency permitting.
Plan for permanent housing through emergency permitting,
construction management, long-term recovery planning, and
progressive building codes, land use, and zoning practices.
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Mission Area Critical Task
NATURAL & CULTURAL RESOURCES
Recovery
Through environmental stability efforts, implement measures to
protect and stabilize records and culturally significant objects and
structures.
Recovery
Recovery
Mitigate the impacts to and stabilize natural and cultural resources
and conduct a preliminary assessment of the impacts that identifies
protections that need to be in place during stabilization through
recovery.
Complete an assessment of affected natural and cultural resources
and develop a timeline for addressing these impacts in a
sustainable and resilient manner.
Recovery
Preserve natural and cultural resources as part of an overall
community recovery that is achieved through coordinated efforts
with natural and recovery experts and recovery team in accordance
with the specified timeline in the recovery plan.
V. RESPONSIBILITIES
DCD is responsible for the following core functions during an emergency or disaster:
• Coordinate and organize the city's planning.
• Oversee environmental stability.
• Provide technical assistance to responders and the EOC.
• Assist with construction management.
• Perform preliminary damage assessments to city facilities.
• Plan and review comprehensive long-term recovery planning efforts.
• Provide emergency permitting for response stabilization efforts, including
efforts related to mass care, housing, and infrastructure systems.
• Assist in long-term recovery efforts, coordinating all involved agencies to
ensure compliance and completion.
• Implement progressive building codes, land use designations, etc. to
mitigate the impacts of a disaster on new residential and commercial
construction.
In addition to performing the core functions defined above, DCD also has the following
responsibilities, as outlined by the CEMP Base Plan.
Preparedness & Mitigation
• Participate in emergency management trainings, drills and exercises in support
of emergency operations.
• Establish and maintain standard operating procedures for emergency
operations.
• Maintain relationships with organizations that may assist in performing key
functions or provide resources during an emergency or disaster.
• Identify and utilize current methods to lessen the effects of future emergencies
and disasters.
• Manage and enforce city codes relating to storage, use and handling of
hazardous materials, zoning, land use, etc. to lessen the impacts of an
emergency or disaster.
• Maintain an inventory of departmentally controlled assets and resources.
• Maintain relevant contracts, ensuring an emergency response provision is
outlined in each contract.
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Response
• Attend Department/Division briefings to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
• Provide assigned staff to the EOC when activated.
• Provide available personnel and resources for emergency or disaster work.
• Complete Essential Element of Information inquiries and submit them to the
EOC or Emergency Management.
• Provide periodic departmental damage assessment reports to Emergency
Management or the EOC.
• Maintain documentation in coordination with Emergency Management for all
disaster expenses.
• Follow standard operating procedures for emergency operations.
• Communicate information vital to safety or life, the environment, and property
to the EOC.
• Relocate essential resources away from hazard areas if vulnerable to effects of
disaster.
• Provide coordination of necessary resources to perform ATC-20/45 activities.
• Conduct ATC-20/45 damage assessments of facilities and critical infrastructure.
• Support community shelter efforts of Parks & Recreation through building
safety inspections of pre -designated buildings.
• Provide for the efficient operation of the permit process and other special
provisions necessary for the community to recover following an emergency or
disaster.
• Coordinate with the EOC for the transition from response activities to long-term
recovery.
Recovery
• Support Emergency Management in the disaster recovery process.
• Continue to provide information to Emergency Management or the EOC, as
necessary.
• Follow appropriate policies and procedures in completing the required
documentation to justify emergency services, contracts, purchases, and
expenditures.
• Attend required post -incident reviews to evaluate EOC and response
procedures.
• Forward completed documentation for departmental costs incurred and
volunteers utilized to Emergency Management.
• Revise internal policies and procedures to correct deficiencies learned from an
emergency or disaster.
• Continue with response and recovery activities until completed.
• Support the recovery and restoration of City services.
VI. RESOURCE REQUIREMENTS
Resource requirements will depend upon the nature and extent of the incident and the
means identified to respond to the incident. DCD relies on supporting agencies and
contracted partners to provide additional resources, depending upon their role in an
incident.
A. Logistical Requirements
DCD requires access to tracking and permitting software such as Trak-It to perform
permitting functions. Other resource requirements include specialized training such as
ATC 20/45, and vehicles to conduct in -the -field work.
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B. Communications & Data
DCD maintains ready access to all standard communication tools used on a daily basis
(i.e., email, cell phones, web, social media, VOIP lines), as well as other operational
communication tools inside the EOC (i.e., 800 MHz radios).
VII. Maintenance
This document is an external plan and follows the maintenance process, which includes
a method and schedule for evaluation and revision. Lessons learned from exercises,
special events, incidents, or disasters may result in a decision to evaluate portions of
the documents ahead of the schedule.
The Director of this department/division has the responsibility for this document and
will ensure that it is evaluated as outlined in the Base Plan schedule with updates and
revisions being made to ensure guidance remains current. The department/division will
facilitate the evaluations in consultation with Emergency Management.
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ANNEX C: EMERGENCY MANAGEMENT
I. SUMMARY
Emergency Management has the responsibility of ensuring the city and the
community can prepare for, mitigate against, respond to, and recover from
emergencies and disasters. Emergency Management activities involve the training of
city departments and engagement with the entire community. This program works
with all city departments and other regional governments to provide for continuity of
operations and ensure essential services are maintained in the event of a large-scale
incident.
II. PURPOSE
The purpose of Emergency Management is to provide incident coordination through
core management and administrative support of the Tukwila Emergency Operations
Center (EOC) for pre -planned or no -notice events. EOC coordination includes
notification, activation, staffing, and deactivation; coordination of efforts among local,
regional, State, and Federal agencies; and coordination of public information and
warning. Additionally, collection, evaluation, and dissemination of information in
regard to a potential or actual emergency or disaster and to support mitigation,
preparedness, response and recovery activities of the City of Tukwila.
Emergency Management plays a critical role across all mission areas.
The Federal Emergency Management Agency (FEMA) has identified 32 core
capabilities that are the distinct critical elements necessary to prepare for, respond to,
and recover from a disaster. Emergency Management has a primary responsibility to
execute seven core capabilities, supports three core capabilities, and plays a
coordinating role in all other capabilities. The core capabilities are identified and
defined below.
Primary Core Capabilities
Capability
Planning
Definition
Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical -level approaches to
meet defined objectives.
In Practice
You'II lead the effort for emergency
management strategic -level plans
and support the work of operational
plans created by the departments,
acting as a project manager and
facilitator.
Establish and maintain a unified
You'II enforce best practices, such
Operational
and coordinated operational
as the use of NIMS and maintain
Coordination
structure and process that
city-wide compliance through staff
appropriately integrates all critical
training. You'II utilize NIMS/ICS in
stakeholders and supports the
the EOC as an organizational
execution of core capabilities.
structure.
Community
Enable the recognition,
understanding, communication of,
and planning for risk and empower
Through community engagement,
you'll provide preparedness best
practices. You'II host presentations,
Resilience
individuals and communities to
make informed risk management
maintain a social media account,
and try to keep preparedness top -
decisions necessary to adapt to,
of -mind for staff and community
through fun and engaging efforts.
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Capability
Definition
withstand, and quickly recover
from future incidents.
In Practice
Risk & Disaster
Resilience
Assessment
Assess risk and disaster resilience
so that decision makers,
responders, and community
members can take informed action
to reduce their entity's risk and
increase their resilience.
You deeply understand your
community and its vulnerabilities.
You help decision makers
understand these vulnerabilities
and how to mitigate them.
Threat & Hazard
Identification
Identify the threats and hazards
that occur in the geographic area;
determine the frequency and
magnitude; and incorporate this
into analysis and planning
processes so as to clearly
understand the needs of a
community or entity.
You'II take the lead on writing the
Hazard Mitigation Annex and
supporting the projects identified.
Operational
Communications
Ensure the capacity for timely
communications in support of
security, situational awareness,
and operations by any and all
means available, among and
between affected communities in
the impact area and all response
forces.
You manage redundant
communications options, their
equipment, and staff. You'II
maintain EOC operational
communications equipment and
participate in regular testing of the
equipment.
Situational
Assessment
Provide all decision makers with
decision -relevant information
regarding the nature and extent of
the hazard, any cascading effects,
and the status of the response.
You'II maintain necessary
relationships in the city and
regionally to maintain situational
awareness, using multiple sources.
You take the lead on developing,
disseminating, analyzing, and
compiling Essential Elements of
Information (EEIs).
Primary departments or agencies have significant authorities, roles, resources, and
capabilities for a particular function within a capability. Primary departments are
responsible for:
• Orchestrating support within their functional area for the appropriate response
Core Capabilities and other missions.
• Notifying and requesting assistance from support agencies.
• Managing mission assignments and coordinating with support agencies as well
as appropriate State officials, operations centers, and other stakeholders.
• Coordinating resources resulting from mission assignments, working closely
with other organizations to maximize resources.
• Monitoring progress in achieving Core Capability development and other
missions, and providing that information as situational awareness.
• Maintaining trained personnel to support interagency emergency response and
support teams.
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• Identify equipment or capabilities required to prevent or respond to new or
emerging threats and hazards or to validate and improve capabilities to
address changing risks.
• Promote accessibility, programmatic inclusion, and effective communication for
the whole community, including individuals with disabilities.
Support Core Capabilities
Capability
Public Information
& Warning
Definition
Deliver coordinated, prompt,
reliable, and actionable
information to the whole
community through the use of
clear, consistent, accessible,
culturally and linguistically
appropriate methods to effectively
relay information regarding any
threat or hazard, as well as the
actions being taken and the
assistance being made available,
as appropriate.
In Practice
You'II support Public Information
and Warning through the
dissemination of information on
social media and the use of
CodeRed.
Conduct a systematic process
You'II support the
engaging the whole community as
preparedness/response planning
Planning
appropriate in the development of
efforts of other city departments
executable strategic, operational,
and/or tactical -level approaches to
by acting as a subject matter
expert, project manager, and
meet defined objectives.
facilitator to the planning process
to ensure comprehensive
planning efforts.
Establish and maintain a unified
You'II use NIMS/ICS to create a
and coordinated operational
structure that includes everyone
Operational
structure and process that
working on the problem or
Coordination
appropriately integrates all critical
project, adhere to/respect that
stakeholders and supports the
structure, and work
execution of core capabilities.
collaboratively with other
departments/stakeholders to
accomplish the project or task.
Support departments or agencies have specific capabilities or resources that can
support primary agencies in executing capabilities and other missions. The activities
of support agencies typically include:
• Participate in planning for incident management, short -and -long-term recovery
operations, and the development of supporting operational plans, standard
operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Coordinating resources resulting from response mission assignments.
III. SITUATION OVERVIEW
Disasters and emergencies have occurred and will continue to occur in the City of
Tukwila. Through the King County Hazard Mitigation Plan, of which Tukwila is a
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
signatory, it is determined that the city is vulnerable to numerous technological and
natural hazards. These hazards include, but are not limited to, severe weather
(wind, rain, snow/ice), earthquake, civil disturbances, explosions, structural
collapse, hazardous materials incident, major fire, volcanic eruption, and landslides.
IV. CONCEPT OF OPERATIONS
A. Organization/ Normal Operations
The Director of Emergency Management and/or the Emergency Manager, in
conjunction with the Mayor, is responsible for making decisions regarding the
activation of the EOC.
Emergency Management Duty Officer
During instances when the EOC is not activated, the Duty Officer serves as the
single point of contact for the coordination of action, resources, information, and
policy issues for incidents being managed by requesting city agencies and local and
regional partners. This professional staff person is on -call and available 24 hours a
day-7days a week. Activities supported include:
• Developing assessments of a situation when there may be a need to activate
the EOC. In these situations, the Duty Officer will facilitate the gathering of
stakeholders from key agencies to review the situation and determine next
steps - up to and including activation of the EOC;
• Facilitating connections to ensure information and resources are being
shared;
• Supporting agencies with resource intensive emergency response for an
incident that seriously impacts the safety and well-being of the public;
• Coordinates any post -incident activities;
• Issues all -hazard alerts and warnings to local and regional agencies
regarding incident impacts in the City of Tukwila;
• Coordinating the mobilization of city agency personnel resources to support
incidents at the local, regional, and national levels.
B. Disaster Response
Upon notification of an incident or emergency, the City of Tukwila Emergency
Management Duty Officer will alert and notify the appropriate emergency
management staff and officials, activate the EOC (if necessary) and implement the
Comprehensive Emergency Management Plan (CEMP). Emergency Management will
support the Incident Commander by establishing a liaison with other organizations
and entities and implement appropriate plan elements to support response and
recovery operations.
Emergency Management, with the support of city departments provides a trained
and experienced staff to fill management positions in the Command, Operations,
Planning, Logistics, and Finance and Administration Sections of the EOC.
Operations Section
Operations are performed at the departmental level. The Operations Section of the
EOC coordinates planning elements between the Department Operating Center
(DOC) and the EOC. The Operations Section can expand at the EOC to
accommodate the functions of Area or Unified Command. All other sections in the
EOC are staffed to support the work of the Operations Section.
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The Sections and outside agencies operating in the EOC will work to meet the
information requirements of the EOC. This will include receiving periodic reports
from field representatives. Additionally, the EOC may be required to request
information from liaison coordinators, field representatives, or the private sector.
Planning Section
The Planning Section has the responsibility to collect, evaluate, process, and
disseminate information documenting everything in situation and status reports.
With this information, the Planning Section will develop EOC Incident Action Plans or
Consolidated Action Plans.
Emergency Management provides an assessment and display of the hazard's
impact, including the boundaries of the affected area and the distribution, type, and
magnitude of damage.
Department Operating Centers report the current status of emergency response
activities, resource needs, requests, and the status of critical facilities to the EOC for
Planning. Planning will use this information to focus on response strategies and
resource requirements beyond those needed for immediate response, attempting to
anticipate future actions and needs.
Logistics Section
Staging areas will be identified by the EOC staff to provide a location for the
assembly and assignment of resources coming from outside the city.
The City will commit all resources necessary to protect lives and property to relieve
suffering and hardship. Should the emergency be of such magnitude that all local
resources are committed, immediate requests for outside assistance will be made to
King County Office of Emergency Management and to neighboring jurisdictions
through existing mutual aid agreements.
Policy Group
The EOC will coordinate with the Policy Group in establishing priorities for the
incident, and in the event of a scarcity of resources. Whenever information is
lacking, contains insufficient detail, is ambiguous, or is conflicting, recommendations
or decisions will be made using the best analysis possible under the circumstances
using the combined talents of the staff then assembled.
Analysis and planning will continue until the EOC is deactivated. The analysis and
planning functions may be transferred to Department Operating Centers following
deactivation.
Emergency Communications
The Emergency Alert System (CodeRed & IPAWS) can be activated by Emergency
Management or authorized local, state, or federal agencies designated at IPAWS
Alerting Authorities. Emergency Management will make a request directly to our
local alerting authority, King County Emergency Management. The decision to
activate the Emergency Alert System for weather -related incidents would generally
be the responsibility of the National Weather Service (NWS). For localized, non -
weather -related incidents, King County Office of Emergency Management with or by
request of the City of Tukwila will be the designated alerting authority for activating
the Emergency Alert System for a Tukwila -specific event.
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A complete list of emergency communications, for internal and external
communications, is provided in the CEMP Base Plan (see VI. Communications) and
the Inclusive Emergency Communications Plan (IECP).
C. Core Function(s) & Critical Tasks
FEMA has identified the following critical tasks for each core capability. The core
functions/capabilities that have been identified above support each of the below
critical tasks. These tasks span the mission areas, requiring some tasks to have
been completed in advance of the emergency or disaster. Others are specific to the
response.
Primary Core Capabilities
Mission Area
Mitigation
Critical Task
PLANNING
Develop approved hazard mitigation plans that address relevant
threats/hazards in accordance with the results of our risk
assessment.
Response
Recovery
Develo• strategic -level glans such as the CEMP, COOP, etc.
OPERATIONAL COORDINATION
Establish tiered, integrated leadership and inclusive coordinating
organizations that operate with unity of effort and are supported by
sufficient assessment and analysis to provide defined structure and
decision -making processes for recovery activities.
Recovery
Mitigation
Define the path and timeline for recovery leadership to achieve the
jurisdiction's objectives that effectively coordinates and uses
appropriate local, state, and federal assistance, as well as
nongovernmental and private sector resources. This plan is to be
implemented within the established timeline.
COMMUNITY RESILIENCE
Ensure the City has a localized, risk -informed mitigation plan
developed through partnerships across the entire communit .
Mitigation
Empower individuals and communities to make informed decisions to
facilitate actions necessary to adapt to, withstand, and quickly
recover from future incidents.
Mitigation
Mitigation
Response
RISK & DISASTER RESILIENCE ASSESSMENT
Ensure that the City has conducted a risk assessment that defines
localized vulnerabilities and consequences associated with potential,
natural, technological, and human -caused threats and hazards to
their natural, human, ph sical, c ber, and socioeconomic interests.
THREAT & HAZARD IDENTIFICATION
Identify the threats and hazards within the city and across the
region, in collaboration with the whole community, against a
national standard based on sound science.
OEPRATIONAL COMMUNICATIONS
Ensure the capacity to communicate with both the emergency
response community and the affected populations and establish
interoperable voice and data communications between all levels of
government.
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Response
Re-establish sufficient communications infrastructure within the
affected areas to support ongoing life -sustaining activities, provide
basic human needs, and transition to recove .
STUATIONAL ASSESSMENT
Response
Deliver information sufficient to inform decision -making regarding
immediate lifesaving and life -sustaining activities, and engage
governmental, private, and civic sector resources within and outside
the affected area to meet basic human needs and stabilize the
incident.
Response
Deliver enhanced information to reinforce ongoing lifesaving and
life -sustaining activities, and engage in governmental, private, and
civic sector resources within and outside of the affected area to meet
basic human needs, stabilize the incident, and transition to recovery.
Supporting Core Capabilities
Mission Area
Prevention
Prevention
Protection
Protection
Mitigation
Critical Task
PUBLIC INFORMATION & WARNING
Share prompt and actionable messages with the public and other
stakeholders, as appropriate, to aid in the prevention of imminent or
follow-on terrorist attacks, consistent with the timelines specified by
existing processes and protocols.
Support public awareness information to inform the general public on
how to identify and provide terrorism -related information to the
a•• ro• riate law enforcement authorities.
PLANNING
Support the development of protection plans that identify critical
objectives based on planning requirements, provide a complete and
integrated picture of the sequence and scope of the tasks to achieve
the planning objectives, implement planning requirements within the
timeframe contemplated using available resources for protection -
related plans.
Support the implementation of exercises and maintenance of plans to
ensure continuity of operations.
Support the development of hazard mitigation efforts that address
relevant threats/hazards in accordance with the results of their risk
assessment.
V. RESPONSIBILITIES
In addition to performing the core functions defined above, Emergency Management
also has the following responsibilities, as outlined by the CEMP Base Plan.
Preparedness & Mitigation
• Prepare standardized reporting formats for citywide use.
• Coordinate the update of Emergency Management Plans, as required.
• Establish reporting guidelines for all departments.
• Develop and conduct emergency management training, drills, and exercises.
• Ensures the development and maintenance of the EOC Manual.
• Provides information to community members about local trainings and
preparedness opportunities.
• Provides preparedness education to city and community members through
regular workshops, presentations, and social media.
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• Ensures the development of EOC policies/procedures and obtain appropriately
trained personnel to support the EOC functions.
• Assists all city departments with the development of plans and procedures for
their preparedness/response efforts.
• Works with Tukwila Emergency Communications (TEC) Team to develop an
amateur radio program that supports emergency management operations in
the City of Tukwila.
• Maintain relationships with key points of contact in other organizations that
would be involved in a response.
• Maintain relevant contracts, ensuring an emergency response provision is
outlined in each contract.
Response
• In coordination with the PIO, provide timely and life safety information to the
public.
• Coordinates and prepares periodic situation reports and disseminate to
identified stakeholders.
• Provides briefings on the incident to City Policy Makers, Leadership, and
departments/divisions.
• Requests information from city departments, volunteer organizations, and the
private sector, as necessary.
• Coordinates the collection, evaluation, documentation, and dissemination of
information in regard to potential or actual emergencies that could affect
Tukwila.
• Activates the EOC and convene city assets and capabilities to prevent and
respond to a disaster. Coordinate with regional, county, state, and federal
emergency management organizations, as needed.
• Under the parameters established by the City Council and Mayor's Office, direct
the procurement of resources.
• Activates public warning and alerting systems.
• Collects damage assessments of public facilities and resources.
• Coordinates the activities that occur in the EOC.
Recovery
• Prepares situations reports, as necessary.
• Continues compiling information and documentation, as necessary.
• Reviews and revise reporting procedures and formats, as necessary.
• Prepares, submits, and tracks all documentation necessary for federal and state
reimbursement of Presidentially declared disasters.
• Conducts post -incident reviews to evaluate procedures and process
improvements.
• Continues to provide coordination of response and recovery activities.
• Assists departments in the compilation of documentation for costs incurred by
the emergency/disaster.
• Facilitates the post -incident review to evaluate EOC procedures to include the
resource procurement and allocation process.
• Follows established procedures for the demobilization and closure of the EOC.
• Coordinates public information regarding recovery activities.
• Coordinates the dissemination of information for recovery programs or available
disaster assistance programs.
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VI. RESOURCE REQUIREMENTS
To effectively respond to an incident there must be a location that has the capacity
to house various disciplines required to coordinate the city's response. The EOC is
the location where much of that collaboration occurs or is initiated. Problems that
cannot be solved in the field become the responsibility of the EOC.
A. Logistical Support
Emergency Management maintains the City EOC at 15005 Tukwila International
Blvd. The EOC is considered a "cold EOC" requiring some set-up at the site. It can
accommodate 24 responders who bring their own devices. An alternate EOC is
similarly maintained at a secondary facility.
B. Communications & Data
Emergency Management has access to all standard communication tools used on a
daily basis (i.e., email, cell phones, web, social media, VOIP lines), as well as other
operational communication tools inside the EOC (i.e., 800 MHz radios, 154 MHz
radio, CEMNET, and Ham Radio). Emergency Management also oversees the
volunteer group that supports Ham Radio operations. The city also uses WebEOC to
communicate with county, regional, and state partners.
VII. Maintenance
This document is an external plan and follows the maintenance process, which
includes a method and schedule for evaluation and revision. Lessons learned from
exercises, special events, incidents, or disasters may result in a decision to evaluate
portions of the documents ahead of the schedule.
The Director of this department/division has the responsibility for this document and
will ensure that it is evaluated as outlined in the Base Plan schedule with updates
and revisions being made to ensure guidance remains current. The
department/division will facilitate the evaluations in consultation with Emergency
Management.
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ANNEX D: FINANCE
I. INTRODUCTION
The Finance Department provides comprehensive, transparent services that protect
the financial health of the City. The Finance Department makes sure that the city runs
smoothly and operates responsibly. The Department is responsible for utility billing
and collection, Local Improvement District (LID) billing and business licensing. In
addition, the Finance Department takes the lead on the City's biennial budget process
every two years, as well as budget amendments that may occur.
II. PURPOSE
The purpose of Finance is to coordinate and organize city-wide financial assets, grant
management activities, and resources of the City of Tukwila. This includes emergency
contracting, expenditure tracking and disaster reimbursement activities required to
support emergency operations of the City government. The Finance department
provides financial technical assistance and expertise and other support in response to
an emergency or disaster.
The Federal Emergency Management Agency (FEMA) has identified 32 core
capabilities that are the distinct critical elements necessary to prepare for, respond to,
and recover from a disaster. Finance supports six core capabilities. The core
capabilities are identified and defined below.
Primary Core Capabilities
This department does not have primary core capabilities.
Support Core Capabilities
Capability
Planning
Definition
Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical -level approaches to
meet defined objectives.
In Practice
You'II support planning by completing
department -specific response plans,
participating in trainings and city -
wide planning efforts, such as COOP
and CEMP. You'II provide long-range
financial planning, especially as it
may relate to the cost of a specific
incident/disaster.
Establish and maintain a unified
You'II ensure your staff have
Operational
and coordinated operational
completed requisite FEMA/NIMS
Coordination
structure and process that
trainings. You'II use NIMS/ICS to
appropriately integrates all critical
create a structure that includes
stakeholders and supports the
everyone working on the problem or
execution of core capabilities.
project, adhere to/respect that
structure, and work collaboratively
with other departments/stakeholders
to accomplish the project or task.
Deliver essential commodities,
equipment, and services in support
You'II support the contracting,
purchase/procurement, and
Logistics &
of impacted communities and
acquisition of supplies and resources
Supply
survivors, to include emergency
related to disaster response. You'II
power and fuel support, as well as
ensure that all procurement
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Capability
Chain
Management
Definition
the coordination of access to
community staples. Synchronize
logistics capabilities and enable the
restoration of impacted supply
chains.
In Practice
processes, as laid out by federal and
state laws, are adhered to. You'II
track and provide all financial
accounting for disaster -related
expenses.
Situational
Assessment
Provide all decision makers with
decision -relevant information
regarding the nature and extent of
the hazard, any cascading effects,
and the status of the response.
You'II provide requested information
to Emergency Management/EOC and
participate in completing any
provided documentation.
Economic
Recovery
Return economic and business
activities (including food and
agriculture) to a healthy state and
develop new business and
employment opportunities that
result in an economically viable
community.
You'II support the city's economic
recovery through sound financial
practices and provide resources and
significant participation to the Public
Assistance Disaster Recovery
process, if eligible.
Long Term
Vulnerability
Reduction
Build and sustain resilient systems,
communities, and critical
infrastructure and key resources/
lifelines so as to reduce their
vulnerability to natural,
technological, and human -caused
threats and hazards by lessening
the likelihood, severity, and
duration of the adverse
consequences.
You'II build and sustain resilient
financial systems that allow the city
to operate those systems in a
disaster. Your financial practices will
also be sustainable so that the city
has funding to respond to an
emergency/disaster.
Support departments or agencies have specific capabilities or resources that can
support primary agencies in executing capabilities and other missions. The activities
of support agencies typically include:
• Participate in planning for incident management, short -and -long-term recovery
operations, and the development of supporting operational plans, standard
operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Coordinating resources resulting from response mission assignments.
III. SITUATION OVERVIEW
Finance support involves the procurement of resources to allow the allocation of
resources beyond normal day-to-day operations. These resources include
equipment, emergency relief supplies and materials, facilities, contracting services,
and personnel required to support the City's departments and divisions during the
response and recovery phases of an emergency or disaster. Finance support
required during emergencies may include contracting, grant management, and
FEMA Public Assistance Reimbursement.
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A. Emergency/Disaster Hazards & Conditions
Disasters and emergencies have occurred and will continue to occur in the City of
Tukwila. Through the city's Hazard Mitigation Plan and Analysis, it is determined
that the city is vulnerable to numerous technological and natural hazards. These
hazards include, but are not limited to, severe weather (wind, rain, snow/ice),
earthquake, civil disturbances, explosions, structural collapse, hazardous materials
incident, major fire, volcanic eruption, and landslides.
B. Planning Assumptions
The information and procedures included in this plan have been prepared utilizing
the best information available at the time of preparation. As the true extent of the
impacts of a disaster cannot be known before it occurs, the City can only endeavor
to make every reasonable effort to respond based upon the situation, information,
and resources available at the time. The outcome of an emergency may be different
than the expected outcome based on these assumptions and others.
While not an exhaustive list, the assumptions listed in this subsection apply to all
sections and documents that make up the annex. They are as follows:
• The City may not have all of the resources, either in type or quantity, that
may be required to combat the effects of all potential hazards during a
disaster.
• Resources needed by departments/divisions to fulfill the responsibilities
outlined in this Plan will be insufficient. These insufficiencies may be created
by one or more of the following conditions:
o Extent of damage overwhelms available resources.
o Normally available resources are damaged by or lost to the incident.
o Nature of the event requires resources not normally used.
o Personnel are injured or unable to report to work due to emergency
or disaster impacts.
• Resource replacement or supplementation will likely need to come from
outside sources. Support that cannot be provided from City resources will be
secured through direct procurement, donations, and/or mutual aid.
• Outside resources may not be immediately available. Some resources may
have to be procured from out of state.
• The City of Tukwila is responsible for providing recovery assistance within its
jurisdiction. Recovery actions will be dependent upon the type of event and
its magnitude.
IV. CONCEPT OF OPERATIONS
A. Organization
Finance will support the Logistics Section and organize itself to address resource
management, movement coordination, and distribution management of resources
and supplies.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
B. Disaster Response
The City prioritizes resource requests based on the best information available. The
City may access any and all mutual aid agreements and private vendors for the
procurement of resources, including WAMAS and the King County Regional
Coordination Framework, existing vendors, and others.
The City Finance Department will assist departments and the EOC by providing
procedural guidance for emergency resource procurement and ensure that the City
remains within its financial spending limits initially determined by city leadership for
the emergency or disaster.
The Finance Department will support the Logistics Section by ensuring procurement
processes for operational resources are compliant with federal law. Expense
parameters for operational procurement will be set by the Mayor and approved by
Council. For any resource requests that exceed the procurement parameters,
Emergency Management will forward those requests to the Mayor for policy
direction.
Throughout the response, Finance will track expenditures and documentation
related to purchases. This includes, but is not limited to, invoices, MOU/MAAs,
contracts, grants, employee and volunteer time. During an incident, the City will
always operate under the assumption that the incident will be eligible for federal
reimbursement, with the expectation that Tukwila will not see reimbursement and
be responsible for all associated expenses. In the event of a federal disaster
declaration, Emergency Management will coordinate with Finance for all the
necessary documentation to pursue and obtain available disaster relief.
C. Core Function(s) and Critical Tasks
FEMA has identified the following critical tasks for each core capability. The core
functions/capabilities that have been identified above support each of the below
critical tasks. These tasks span the mission areas, requiring some tasks to be
completed in advance of the emergency or disaster. Others are specific to the
response.
Mission Area
Protection
Critical Task
PLANNING
Develop protection plans, such as Continuity of Operations
Plans, that identify critical objectives based on the planning
requirements and implement the planning requirements within
the timeframe identified.
Protection
Implement, exercise, and maintain plans to ensure continuity
of operations.
Mitigation
Understand the hazards in our area and how hazards, if
realized, may present a financial impact to the City. Develop
plans to mitigate those financial impacts.
Response
Develop operational plans that adequately identify critical
objectives based on the planning requirement, provide a
complete picture of the sequence and scope of the tasks
required to complete the objective.
Recovery
Complete an initial plan that provides the overall strategy and
timeline for the City's economic recovery from an incident or
disaster.
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Mission Area Critical Task
OPERATIONAL COORDINATION
Establish protocols to integrate mitigation data elements into
Mitigation operations to minimize the impacts of a hazard should that
hazard realize.
Support the mobilization of resources (through resource
Response procurement processes) using existing vendors, agreements,
and contracts. Track and communicate all ex.enditures.
Response
LOGISTICS & SUPPLY CHAIN MANAGEMENT
Support the mobilization of resources from all sectors to save
and sustain lives, meet basic human needs, stabilize the
incident, and transition to recovery.
Response
Response
Enhance public and private resources and services support by
partnering with Logistics to ensure contracts and procurement
agreements meet city, state, and federal policy.
SITUATIONAL ASSESSMENT
Deliver information sufficient to inform decision making
regarding immediate lifesaving and life -sustaining activities,
and engage governmental, private, and civic sector resources
within and outside the affected area to meet basic human
needs and stabilize the incident.
Response
Recovery
Deliver enhanced information to reinforce ongoing lifesaving
and life -sustaining activities. Engage all resources available
within and outside the affected area to meet basic human
needs and stabilize the incident.
ECONOMIC RECOVERY
Conduct a preliminary assessment of economic issues and
identify potential inhibitors to fostering stabilization of the
affected communities.
Recovery
Return the affected area's economy within the timeframe
identified in the recove •lan.
Mitigation
LONG TERM VULNERABILITY REDUCTION
Achieve a measurable decrease in long-term financial
vulnerability against current baselines amid a growing
population bases, changing climate conditions, increasing
reliance on information technology, and an expanding
infrastructure base.
V. RESPONSIBILITIES
Finance is responsible for the following core functions during an emergency or
disaster:
• Coordinate and organize the city's financial planning and forecasting.
• Support the oversight of disaster contracting processes to ensure
contracting guidelines are adhered to.
• Oversee all procurement related to the disaster. All procurement will be
centralized in the EOC and is in accordance with federal and state
procurement laws.
• Track all expenditures for the emergency/disaster, including staff time
(including overtime), resource acquisition costs, and other incidentals.
• Receive and pay invoices in a timely manner.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
In addition to performing the core functions defined above, Finance also has the
following responsibilities, as outlined by the CEMP Base Plan.
Preparedness
• Work with all departments and support agencies to establish and review
purchasing policies and procedures.
• Participate in emergency management training, drills and exercises in support
of emergency operations.
• Maintain inventory forms for Emergency Management of departmentally
controlled assets and resources. Update the inventory annually.
• Maintain a resource list of approved vendors, suppliers, or locations where
departmentally controlled assets may be supplemented, replaced, or repaired
during an emergency or disaster.
• Maintain relevant contracts, ensuring an emergency response provision is
outlined in each contract.
Response
• Attend department/division briefing(s) to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
• Provide representation, as requested, to support the EOC Finance/Logistics
Section with procurement and documentation.
• Provide periodic departmental status reports that include the essential
elements of information and damage assessment to the EOC or Emergency
Management.
• Develop a system for the tracking of necessary financial expenditures such
as manpower, vehicles, food, water, etc.
• Estimate costs of providing resources, record purchases, and track costs.
Recovery
• Support Emergency Management in the disaster recovery process.
• Follow appropriate policies and procedures in completing the required
documentation to justify emergency services, contracts, purchases and
expenditures.
• Attend post -incident reviews to evaluate response and procedures for
improvement.
• Forward completed documentation related to the response to Emergency
Management.
• Revise internal policies and procedures to correct deficiencies learned from
the emergency or disaster.
• Revise inventory and supplier lists.
VI. RESOURCE REQUIREMENTS
A. Logistical Support
Finance provides trained personnel who can support the Logistics of an incident.
These individuals are trained to provide support and technical assistance
associated with resource management, movement coordination, and distribution
management.
B. Communications & Data
Communications include the use of email, landline/VOIP phones, and or cell phone
for basic communications. These tools inform, support, and enable staff to conduct
critical tasks associated with resource management, movement control, and
distribution management.
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In addition, Finance uses the following to support incident operations:
• Blanket Contract - maintains City blanket contract documentation including
vendor contact information.
• Central Square - centralized asset management and tracking
• Eden - payroll and billing system
VII. MAINTENANCE
This document is an external plan and follows the maintenance process, which
includes a method and schedule for evaluation and revision. Lessons learned from
exercises, special events, incidents, or disasters may result in a decision to evaluate
portions of the documents ahead of the schedule.
The Director of this department/division has the responsibility for this document and
will ensure that it is evaluated as outlined in the Base Plan schedule with updates
and revisions being made to ensure guidance remains current. The
department/division will facilitate the evaluations in consultation with Emergency
Management.
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ANNEX E: HUMAN RESOURCES
I. INTRODUCTION
The Human Resources Department is an internal service unit that serves the City of
Tukwila. The Department supports the business of government and the people who
provide services to the residents of Tukwila by helping integrate employee skills and
behaviors with organizational objectives and by emphasizing employee cooperations,
participation, education, and safety. Additionally, the Department assists in Risk
Management and Volunteer Management by conducting background checks for
emergency workers.
II. PURPOSE
During an emergency or disaster, Human Resources supports the response through
the management of city employees' health and safety, providing for additional hires,
processing workers' compensation claims, and managing a resource pool that
includes emergency workers and volunteers that have been properly vetted.
The Federal Emergency Management Agency (FEMA) has identified 32 core
capabilities that are the distinct critical elements necessary to prepare for, respond
to, and recover from a disaster. Human Resources has a primary responsibility to
execute one core capability and supports five core capabilities. The core capabilities
are identified and defined below.
Primary Core Capabilities
Capability
Definition
In Practice
Environmental
Response/Health
& Safety
Conduct appropriate measures to
ensure the protection of the health
and safety of the public and
workers, as well as the
environment, from all -hazards in
support of responder operations
and the affected communities.
You'll support the safety and health
of all responders by issuing
health/safety bulletins, working
with responders to ensure the
proper use of PPE, advise
departments of current best
practices, L&I guidelines, and other
state/federal laws.
Primary departments or agencies have significant authorities, roles, resources, and
capabilities for a particular function within a capability. Primary departments are
responsible for:
• Orchestrating support within their functional area for the appropriate response
Core Capabilities and other missions.
• Notifying and requesting assistance from support agencies.
• Managing mission assignments and coordinating with support agencies as well
as appropriate State officials, operations centers, and other stakeholders.
• Coordinating resources resulting from mission assignments, working closely
with other organizations to maximize resources.
• Monitoring progress in achieving Core Capability and other missions, and
providing that information as situational awareness.
• Maintaining trained personnel to support interagency emergency response and
support teams.
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• Identify equipment or capabilities required to prevent or respond to new or
emerging threats and hazards or to validate and improve capabilities to
address changing risks.
• Promote accessibility, programmatic inclusion, and effective communication for
the whole community, including individuals with disabilities.
Supporting Core Capabilities
Capability Definition
Planning
Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical -level approaches to
meet defined objectives.
In Practice
You'II support planning by
completing department -specific
response plans, participating in
trainings and city-wide planning
efforts, such as COOP and CEMP.
You'II develop plans for a Volunteer
Reception Center that is able to
identify volunteers/emergency
workers and pair them with resource
needs.
Operational
Coordination
Risk & Disaster
Resilience
Assessment
Establish and maintain a unified
and coordinated operational
structure and process that
appropriately integrates all critical
stakeholders and supports the
execution of core capabilities.
Assess risk and disaster resilience
so that decision makers,
responders, and community
members can take informed action
to reduce their entity's risk and
increase their resilience.
You'II take the lead on ensuring all
staff have completed requisite
FEMA/NIMS trainings. You'II use
NIMS/ICS to create a structure that
includes everyone working on the
problem or project, adhere
to/respect that structure, and work
collaboratively with other
departments/stakeholders to
accomplish the project or task.
You'II work with departments to
minimize the risk of injury to staff
and emergency workers by
implementing processes and
procedures that include current best
practices, in advance of an
emergency or disaster.
Access Control
& Identity
Verification
Apply and support necessary
physical, technological, and cyber
measures to control admittance to
critical locations and systems.
You'II verify the identities and
qualifications of staff, emergency
responders, and volunteers. Once
verified, you'll work with other
departments to gain them
appropriate access.
Situational
Assessment
Provide all decision makers with
decision -relevant information
regarding the nature and extent of
the hazard, any cascading effects,
and the status of the response.
You'II provide requested information
to Emergency Management/EOC and
participate in completing any
provided documentation.
Support departments or agencies have specific capabilities or resources that can
support primary agencies in executing capabilities and other missions. The activities
of support agencies typically include:
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• Participate in planning for incident management, short -and -long-term recovery
operations, and the development of supporting operational plans, standard
operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Coordinating resources resulting from response mission assignments.
III. SITUATION OVERVIEW
In response to any hazard or emergency, the Human Resources Department is
responsible for all facets of personnel administration, including recruitment and
selection, compensation, policy development, organizational development, and labor
relations to meet the needs of the situation. The Department is also responsible for
coordinating volunteer registration used during an emergency.
A. Emergency/Disaster Hazards & Conditions
Disasters and emergencies have occurred and will continue to occur in the City of
Tukwila. Through the city's Hazard Mitigation Plan and Analysis, it is determined
that the city is vulnerable to numerous technological and natural hazards. These
hazards include, but are not limited to, severe weather (wind, rain, snow/ice),
earthquake, civil disturbances, explosions, structural collapse, hazardous materials
incident, major fire, volcanic eruption, and landslides.
B. Planning Assumptions
The information and procedures included in this plan have been prepared utilizing
the best information available at the time of preparation. As the true extent of the
impacts of a disaster cannot be known before it occurs, the City can only endeavor
to make every reasonable effort to respond based upon the situation, information,
and resources available at the time. The outcome of an emergency may be different
than the expected outcome based on these assumptions and others.
While not an exhaustive list, the assumptions listed in this subsection apply to all
sections and documents that make up the annex. They are as follows:
• Following an emergency or disaster, individuals and families both in and
outside Tukwila will show up with a desire to volunteer or help in some
capacity.
• Individuals may use an emergency or disaster to take advantage of a
situation and seek involvement through an overstatement of qualifications.
• Volunteers will have various backgrounds and strengths.
• Responders may be working under extreme stress.
• Emergencies and disasters may significantly reduce the regular workforce,
creating a need to use volunteers and other emergency workers.
• Our regular workforce may lack necessary qualifications to address aspects
of the disaster, requiring additional staffing.
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IV. CONCEPT OF OPERATIONS
Human Resources is responsible for the following core functions during an emergency or
disaster:
• Develop & execute Volunteer Reception Plans.
• Coordinate the city's emergency worker pool & Volunteer Reception Center.
• Manage all disaster workers' compensation claims.
• Track employee injuries and absences.
• Enter into agreements to provide contract/short-term staffing.
• Handle all recruiting/onboarding of disaster -related positions.
• Ensure all city staff have completed NIMS/ICS required trainings.
• Reallocate staff based on disaster assignments.
• Maintain emergency contact information for all city staff and volunteers.
During an emergency or disaster, Human Resources will work to understand the
emergency staffing and volunteer needs to support the City's response. All non -
assigned city personnel may be requested to serve as emergency workers in a
department that is not their own, performing functions that are not typical of their
day-to-day job duties. The Human Resources department will coordinate these
assignment needs and work closely with labor unions to deconflict any CBA
agreements.
The Human Resources Director shall designate an EOC representative to coordinate
personnel needs, manage workers' compensation claims, and provide information to
assist city employees in obtaining disaster recovery assistance.
In coordinating the staffing needs of the emergency or disaster, Human Resources will
set up a staging area and Volunteer Reception Center to direct people to so that they
can be appropriately backgrounded/credentialed, registered as an emergency worker,
onboarded, and assigned a role.
Through the EOC, the Human Resources EOC representative will work closely with
Operations to verify that appropriate health and safety measures are being taken,
provide L&I guidelines, and work with Logistics to source appropriate PPE. They'll also
coordinate with all departments to track employee welfare, absences, and hours
worked (including overtime) and identify any unmet personnel needs. Human
Resources will work to reassign personnel between departments through organizing,
tracking, and assigning volunteers. Human Resources will also communicate all
emergency -related policies and procedures to departments. Personnel information will
be analyzed to project unmet needs, overtime costs, volunteer or contractor needs,
and replacement personnel who may be needed. Information will also be used to
determine if any additional steps need to be taken, based on reports of employee
illness or injury.
When policy decisions are required to aid in the response, Human Resources with Legal
will assist the Mayor and his subject matter experts on drafting personnel related
policies.
Core Capability Critical Tasks
FEMA has identified the following critical tasks for each core capability. The core
functions/Capabilities that have been identified above support each of the below
critical tasks. These tasks span the mission areas, requiring some tasks to be
completed in advance of the emergency or disaster. Others are specific to the
response.
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Primary Core Capability
Mission Area Critical Task
ENVIRONMENTAL RESPONSE/HEALTH & SAFETY
Response
Identify, assess, and mitigate worker health and safety hazards,
and disseminate health and safety guidance and resources to
res•onse and recover workers.
Support Core Capabilities
Mission Area
Protection
Critical Task
PLANNING
Develop protection plans, such as Continuity of Operations Plans,
that identify critical objectives based on the planning
requirements and implement the planning requirements within
the timeframe identified.
Protection
Implement, exercise, and maintain your plans to ensure
continuity of operations.
Mitigation
Develop plans and policies that address relevant threats/hazards
to our jurisdiction.
Response
Develop operational plans that adequately identify critical
objectives and provide a complete and integrated picture of the
sequence and scope of the task. Ensure that these tasks are
im elementable within the timeframe.
OPERATIONAL COORDINATION
Mitigation
Establish protocols to integrate mitigation data elements into your
operations.
Response
Enhance and maintain operations using NIMS best practices to
meet basic human needs, stabilize the incident, and transition to
recover .
RISK & DISASTER RESILIENCE ASSESSMENT
Mitigation
Understand the risks and vulnerabilities in our region and the
consequences associated with potential natural, technological,
and human -caused threats and hazards.
ACCESS/IDENTITY CONTROL
Protection
Implement and maintain protocols to verify identity and
authorize, grant, or deny physical and cyber access to specific
locations, information, and networks.
SITUATIONAL ASSESSMENT
Response
Deliver information sufficient to inform decision making regarding
immediate lifesaving and life -sustaining activities, and engage
governmental, private, and civic sector resources within and
outside of the affected area to meet basic human needs and
stabilize the incident.
Response
Deliver enhanced information to reinforce ongoing lifesaving and
life -sustaining activities, and engage governmental, private, and
civic sector resources within and outside the affected area to
meet basic human needs, stabilize the incident, and transition to
recovery.
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V. RESPONSIBILITIES
In addition to performing the core functions defined above, Emergency Management
also has the following responsibilities, as outlined by the CEMP Base Plan.
Preparedness/Mitigation
• Participate in emergency management training, drills and exercises in
support of emergency operations.
• Establish and maintain standard operating procedures for emergency
operations
• Develop plans and procedures for the registration and use of volunteers
during an emergency or disaster.
• Authorize the official signatory for registering volunteer emergency workers
as requested by WAC 118-04.
• Identify and establish procedures to relocate essential resources away from
potential hazard areas.
• Coordinate with emergency management to ensure all employees are
compliant with NIMS/ICS training requirements.
• Keep a supply of emergency worker/volunteer registration materials, such as
registration cards, identification forms, explanation of administrative
procedures, etc.
• Maintain relevant contracts, ensuring an emergency response provision is
outlined in each contract.
Response
• Attend Department/Division briefing(s) to coordinate disaster information
and request resources needed to accomplish response and recovery
activities.
• Provide assigned staff to the EOC when activated.
• Provide available personnel and resources for emergency or disaster work.
• Maintain documentation in coordination with Emergency Management for all
disaster expenses.
• Follow standard operating procedures for emergency operations.
• Communicate information vital to the safety of life, the environment, and
property to the EOC.
• Identify staffing needs, organize and assign city staff and volunteers to
emergency assignments in cooperation with city departments.
• Act as the lead agency for coordinating human resource activities and the
hiring or acquisition of temporary personnel.
• Coordinate the assignment of employees, as necessary, to make best use of
employee resources in disaster response and recovery.
• Communicate regularly with the EOC on all staffing and resource needs,
claims and compensation, etc.
• Refer claims for injuries or invoices (for gas, equipment, etc.) of volunteers
registered as emergency workers through the EOC.
• Maintain emergency phone contact numbers of temporary emergency
workers and their designated significant others on the Temporary Emergency
Worker/Volunteer Registration Form.
• Coordinate with Emergency Management to facilitate support for employee
critical incident stress debriefs.
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Recovery
• Support Emergency Management in the disaster recovery process.
• Continue to provide information to Emergency Management or the EOC, as
necessary.
• Follow appropriate policies and procedures in completing required
documentation to justify emergency services, contracts, purchases, and
expenditures.
• Forward complete documentation for departmental costs incurred and
volunteers utilized during the response.
• Revise internal policies and procedures to correct deficiencies learned from
an emergency or disaster.
• Revise resource lists of used vendors and other suppliers or locations.
• Continue with response and recovery activities until completed.
• Support the recovery and restoration of city services.
• Assist departments and divisions with disaster insurance claims for personnel
injuries/death.
VI. RESOURCE REQUIREMENTS
A. Logistical Support
Resource requirements, such as personnel, will depend upon the nature and extent of
the incident and the means identified to respond to the incident. Additional staffing
may come from internal staff not involved in the response, contractors, and
volunteers. Support for operations, including facilities, supplies, and other resources
can be obtained using purchasing contracts, existing agreements and contracts,
EMAC, WAMAS, and PNEMA.
B. Communications & Data
Human Resources relies on cellphone, landline/VOIP phones, email, and Teams to
communicate. In the EOC, Human Resources has access to additional resources such
as 800 MHz radios. Human Resources would use current software/data systems to
track employee time, location/resource allocation, and credentialing systems to
provide access to appropriate facilities and worksites.
VII. MAINTENANCE
This document is an external plan and follows the maintenance process, which
includes a method and schedule for evaluation and revision. Lessons learned from
exercises, special events, incidents, or disasters may result in a decision to evaluate
portions of the documents ahead of the schedule.
The Director of this department/division has the responsibility for this document and
will ensure that it is evaluated as outlined in the Base Plan schedule with updates and
revisions being made to ensure guidance remains current. The department/division
will facilitate the evaluations in consultation with Emergency Management.
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ANNEX F: MAYOR'S OFFICE
I. INTRODUCTION
The Mayor is the Chief Executive and Administrative Officer of the City, in charge of all
departments and employees as set forth in RCW 35A.12.100. The Mayor has general
supervision of the administration of all City government and all City interests. The
Mayor's Office encompasses Administration, City Clerk's Office, Community Services &
Engagement, Economic Development, Emergency Management, Human Resources,
and Technology and Innovation Services.
II. PURPOSE
During an emergency or disaster, the Mayor's Office is responsible for delegating
authorities to the appropriate staff to ensure an effective response. The Mayor will
form a policy group, utilizing members outlined in the Base Plan, to make policy
decisions related to the emergency or disaster. The Mayor's Office will also work
closely with the City's contracted legal counsel to develop and issue Emergency
Proclamations and advise on risk management throughout the emergency
management life cycle and will also work closely with City Council to keep them
informed of the situation and bringing forward legislative issues, outside of the
mayor's authorities, for council to approve. The Mayor's Office is also responsible for
records management retention and economic recovery for the city and community.
The Federal Emergency Management Agency (FEMA) has identified 32 core capabilities
that are the distinct critical elements necessary to prepare for, respond to, and recover
from a disaster. The Mayor's Office has a primary responsibility to execute two core
capabilities and supports six core capabilities. The core capabilities are identified and
defined below.
Primary Core Capabilities
Core Capability
Planning
Economic
Recovery
Definition
Conduct a systematic process
engaging the whole community
as appropriate in the
development of executable
strategic, operational, and/or
tactical -level approaches to meet
defined objectives.
Return economic and business
activities (including food and
agriculture) to a healthy state
and develop new business and
employment opportunities that
result in an economically viable
community.
In Practice
You'II convene a team of
individuals and contractors (if
necessary) to discuss the initial
recovery planning efforts, lay
out your vision, address how
you'll involve the community,
and identify a timeline for the
recovery efforts.
You'II work closely with the
community and businesses to
understand their recovery needs
and work with council to
address legislative barriers to
economic recovery and
revitalization.
Primary departments or agencies have significant authorities, roles, resources, and
capabilities for a particular function within a capability. Primary departments are
responsible for:
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• Orchestrating support within their functional area for the appropriate response
Core Capabilities and other missions.
• Notifying and requesting assistance from support agencies.
• Managing mission assignments and coordinating with support agencies as well
as appropriate State officials, operations centers, and other stakeholders.
• Coordinating resources resulting from mission assignments, working closely
with other organizations to maximize resources.
• Monitoring progress in achieving Core Capability and other missions, and
providing that information as situational awareness.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Identify equipment or capabilities required to prevent or respond to new or
emerging threats and hazards or to validate and improve capabilities to
address changing risks.
• Promote accessibility, programmatic inclusion, and effective communication for
the whole community, including individuals with disabilities.
Support Core Capabilities
Core Capability
Planning
Definition
Conduct a systematic process
engaging the whole community
as appropriate in the
development of executable
strategic, operational, and/or
tactical -level approaches to meet
defined objectives.
In Practice
You'II support planning by
completing department -specific
response plans, participating in
trainings and city-wide planning
efforts, such as COOP and CEMP.
You'II work with all city
departments to help them
understand the importance of
these efforts and encourage them
to fully participate in these
efforts.
Deliver coordinated, prompt,
reliable, and actionable
You'II support public information
and warning by sharing important
information to the whole
information with the community
community through the use of
that aligns with the narrative and
Public
clear, consistent, accessible, and
facts that are officially presented
Information &
culturally and linguistically
by the lead agency/PIO. You'II
Warning
appropriate methods to
work closely with council to make
effectively relay information
sure they remain on message and
regarding any threat or hazard,
as well as the actions being
taken and the assistance being
made available, as appropriate.
are aware of the city's response
efforts.
Establish and maintain a unified
You'II ensure your staff have
and coordinated operational
completed requisite FEMA/NIMS
Operational
structure and process that
trainings. You'II use NIMS/ICS to
Coordination
appropriately integrates all
create a structure that includes
critical stakeholders and
everyone working on the problem
supports the execution of core
or project, adhere to/respect that
capabilities.
structure, and work
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Core Capability
Definition
In Practice
collaboratively with other
departments/stakeholders to
accomplish the project or task.
Community
Resilience
Enable the recognition,
understanding, communication
of, and planning for risk and
empower individuals and
communities to make informed
risk management decisions
necessary to adapt to, withstand,
and quickly recover from future
incidents.
You'II support the efforts of
Emergency Management internal
and external public education and
awareness campaigns by sending
a clear message to staff and
directors regarding expectation of
support for these efforts.
Logistics/Supply
Chain
Management
Deliver essential commodities,
equipment, and services in
support of impacted communities
and survivors, to include
emergency power and fuel
support, as well as the
coordination of access to
community staples. Synchronize
logistics capabilities and enable
the restoration of impacted
supply chains.
You'II work closely with
Emergency Management and the
EOC to help understand the
community need and use
community businesses and
contacts to support the
procurement of needed supplies.
Situational
Awareness
Provide all decision makers with
decision -relevant information
regarding the nature and extent
of the hazard, any cascading
effects, and the status of the
response.
You'II provide requested
information to Emergency
Management/EOC and participate
in completing any provided
documentation.
Support departments or agencies have specific capabilities or resources that can
support primary agencies in executing capabilities and other missions. The activities of
support agencies typically include:
• Participate in planning for incident management, short -and -long-term recovery
operations, and the development of supporting operational plans, standard
operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Coordinating resources resulting from response mission assignments.
III. SITUATION OVERVIEW
During an emergency or disaster, the Mayor will work within their authority to make
policy decisions about how the incident is handled. For decisions outside of his
authority, he will work closely with City Council to resolve policy/legislative issues
that are impacting the response. The Mayor's Office will play a leading role in
disaster recovery for the city and the community, as well as liaising with other
governments, and the documentation and preservation of records.
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A. Emergencies/Disasters
Disasters and emergencies have occurred and will continue to occur in the City of
Tukwila. Through the city's Hazard Mitigation Plan and Analysis, it is determined
that the city is vulnerable to numerous technological and natural hazards. These
hazards include, but are not limited to, severe weather (wind, rain, snow/ice),
earthquake, civil disturbances, explosions, structural collapse, hazardous materials
incident, major fire, volcanic eruption, and landslides.
The recovery efforts will be dependent on the nature and magnitude of the disaster,
damage of the area, population affected, and the resources available. A significant
emergency or disaster may damage or limit the existing resources needed to
maintain vital city services. The amount of damage to structures, essential systems
and services could rapidly overwhelm the capacity of the City of Tukwila to assess
and effectively respond to basic and emergency human needs. Damage to roads,
communications systems, etc. could hamper emergency response efforts.
Thousands of survivors could be forced from their homes, depending on such factors
as the time of occurrence, area demographics, building construction, and existing
weather conditions. There may be numerous fatalities or injuries, and thousands of
family members may be immediately separated. There may be transients, tourists,
and other non-residents who will also require resources.
B. Planning Assumptions
The information and procedures included in this plan have been prepared utilizing
the best information available at the time of preparation. As the true extent of the
impacts of a disaster cannot be known before it occurs, the City can only endeavor
to make every reasonable effort to respond based upon the situation, information,
and resources available at the time. The outcome of an emergency may be different
than the expected outcome based on these assumptions and others.
While not an exhaustive list, the assumptions listed in this subsection apply to all
sections and documents that make up the annex. They are as follows:
• Initial reports of damage will be fragmented, providing an incomplete picture
of the extent of damage vital to city and community facilities and
infrastructure.
• The needs of survivors will quickly overwhelm the capabilities of the city.
• Emergency messaging will need to be in multiple languages, using multiple
platforms, and formats to increase the likelihood of reaching all communities.
IV. CONCEPT OF OPERATIONS
The Mayor's Office is responsible for the following core functions during an emergency
or disaster:
• Delegate Authorities, as appropriate, for effective response.
• Lead the economic recovery efforts of the city and community.
• Liaise with Council to keep them apprised of the situation and to work
closely on policy issues outside of the Mayor's authorities.
• Make policy decisions that aid in the response to the incident.
• Maintain documentation of the emergency/disaster.
• Participate in Regional MAC Groups, when appropriate.
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• When appropriate, act as the spokesperson for the City, remaining on
message at all times.
• Enact Emergency Proclamations when appropriate and advised to do so.
During emergencies or disasters, the need for rapid decision -making and action
requires that emergency management plans and procedures replace normal City
policies and procedures.
The EOC will be activated following the thresholds and triggers outlined in the
Comprehensive Emergency Management Plan (CEMP) Base Plan to support the
response through the coordination of resources. The EOC will work towards the
priorities outlined by the Mayor within the guidelines and authorities delegated. When
issues and barriers arise that require a policy change or decision, the EOC will
coordinate the convening of the City's Policy Group, composed of relevant cabinet
members, emergency management, legal, and other subject matter experts.
Whenever information is lacking, contains insufficient information, is ambiguous, or is
conflicting, recommendations and decisions will be made based on the best
information available.
The Mayor & City Administration will work closely with Legal to provide legal support
on policy decisions, such as emergency proclamations, and throughout the emergency
management life cycle, advising on risk management. For policy decisions that are
determined to be outside of the Mayor's authorities, the Mayor's Office will work
closely with City Council representatives to bring a resolution to the problem.
Outside of the Policy Group, the Mayor's Office will coordinate legal support during
emergency planning and operations. The City Clerk's Office will ensure that all
departments and the EOC maintain proper records and documentation of the
emergency or disaster that is in accordance with documentation and retention laws.
In addition, the City Clerk's Office will ensure proper processes are followed when
signing emergency contracts and the routing of information through City Council.
Disaster Recovery planning efforts will begin as soon as an emergency or disaster
occurs, so that the response can smoothly transition to recovery processes. The
Mayor's Office will take the lead on recovery planning efforts and economic recovery
through determining and identifying the responsibilities for long term recovery
activities and then coordinating with all the agencies involved to ensure follow-
through of recovery and mitigation efforts. The City's Economic Development team,
with the support of others, will conduct assessments of the social and economic
consequences of the disaster within the City to better understand the requirements
needed to develop an effective long-term recovery plan.
Core Capability Critical Tasks
FEMA has identified the following critical tasks for each core capability. The core
functions/capabilities that have been identified above support each of the below
critical tasks. These tasks span the mission areas, requiring some tasks to be
completed in advance of the emergency or disaster. Others are specific to the
response.
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Primary Core Capability
Mission Area Critical Task
PLANNING
Recovery
Recovery
Recovery
Convene the core of an inclusive planning team who will oversee
disaster recovery planning
Complete an initial recovery plan that provides an overall strategy
and timeline, addresses all core capabilities, and integrates
socioeconomic, demographic, accessibility, technology, and risk
assessment considerations (including projected climate impacts),
which will be implemented in accordance with the timeline
contained in the elan.
ECONOMIC RECOVERY
Conduct a preliminary assessment of economic issues and identify
potential inhibitors to foster stabilization of the affected
communities.
Recovery
Return the affected area's economy within the specified
timeframe in the recovery plan.
Recovery
Ensure the community recovery and mitigation plan(s)
incorporates economic revitalization and removes governmental
inhibitors to post -disaster economic sustainability, while
maintaining the civil rights of citizens.
Support Core Capabilities
Mission Area
Mitigation
Mitigation
Critical Tasks
PLANNING
Support the development of hazard mitigation plans that address
relevant threats/hazards. Develop plans with known hazards in
mind.
OPERATIONAL COORDINATION
Establish protocols to integrate hazard data to mitigation efforts.
Response
Support the acquisition of resources by leveraging local business
relationships.
Response
Utilize NIMS/ICS best practices to procure resources to meet
basic human needs, stabilize the incident, and transition to
recover .
PUBLIC INFORMATION & WARNING
Prevention
Share prompt and actionable messages with the public that have
been verified or originated through official message channels,
such as Police or Emergency Management.
Prevention
Share information from verified or government sources regarding
public awareness information to inform the general public on how
to identify safety or terrorism -related information to the
appropriate law enforcement authorities.
Protection
Use effective and accessible warning systems to communicate
significant hazards to the public and other stakeholders.
Response
Share life -safety and life sustaining information by all means
necessary.
Response
Deliver credible and actionable messages to inform ongoing
emergency services and the public about protective measures and
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Mission Area
Critical Tasks
other life -sustaining actions, and facilitate the transition to
recovery
Recovery
Reach all populations within the community with effective
actionable recovery -related public information messaging and
communications that are accessible to people with disabilities and
people with limited English proficiency; protect the health and
safety of the affected population; help manage expectations; and
ensure stakeholders have a clear understanding of available
assistance and their roles and responsibilities.
Recovery
Support affected populations and stakeholders with a system that
provides appropriate, current information about any continued
assistance, steady state resources for long-term impacts, and
monitoring programs in an effective and accessible manner.
COMMUNITY RESILIENCE
Mitigation
Support emergency management and other responders in
educating the community on the hazards in the community.
Mitigation
Empower city staff, individuals, and communities to make
informed decisions to facilitate actions necessary to adapt to,
withstand, and quickly recover from future incidents.
LOGISTICS & SUPPLY CHAIN MANAGEMENT
Response
Support resource procurement by leveraging local vendor and
business relationshies to secure resources.
SITUATIONAL AWARENESS
Response
Deliver information sufficient to inform decision -making regarding
immediate lifesaving and life -sustaining activities, and engage
governmental, private, and civic sector resources within and
outside of the affected area to meet basic human needs to
stabilize the incident.
Response
Deliver enhanced information to reinforce ongoing lifesaving and
life -sustaining activities, and engage governmental, private, and
civic sector resources within and outside of the affected area to
meet basic human needs, stabilize the incident, and transition to
recovery.
V. RESPONSIBILITIES
In addition to performing the core functions defined above, the Mayor's Office also
has the following responsibilities, as outlined by the CEMP Base Plan.
Preparedness/Mitigation
• Participate in emergency management training, drills and exercises in support
of emergency operations.
• Establish and maintain standard operating procedures for emergency
operations.
• Develop and maintain good working relationships with officials from all levels
of government, local businesses, and others who may play a role in providing
resources.
• Identify and establish procedures to relocate essential resources away from
hazard potential areas.
• Identify staff to be assigned to the EOC in the event of an activation.
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• Participate in planning efforts related to emergency preparedness and
mitigation.
• Amplify public education messaging encouraging residents and businesses to
be prepared and self-sufficient for at least 7 days, with the goal of 14 days.
• Maintain relevant contracts, ensuring an emergency response provision is
outlined in each contract.
Response
• Attend Department/Division briefings to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
• Provide assigned staff to the EOC when activated.
• Provide available personnel and resources for emergency or disaster work.
• Maintain documentation in coordination with Emergency Management for all
disaster expenses.
• Coordinate with the EOC for the transition from response activities to long
term recovery activities.
• Communicate regularly with the EOC on all staffing and resource needs.
• Work closely with the PIO to develop messaging for the community and other
stakeholders.
• Prepare and issue Emergency Proclamations, when requested and/or
necessary.
• Convene appropriate Directors to discuss and make informed decisions
around specific policy issues.
• When requested, identify and coordinate the solicitation of community -based
assistance agencies to support/augment response operations.
• Keep Council apprised of the situation, convening them for policy/legislative
decisions, when appropriate.
• Provide periodic damage assessment reports to Emergency Management or
the EOC.
Recovery
• Take the lead in the disaster recovery process.
• Continue to provide information to Emergency Management or the EOC, as
necessary.
• Follow appropriate policies and procedures in completing the required
documentation to justify emergency services, contracts, purchases, and
expenditures.
• Forward completed documentation of departmental costs incurred, and
volunteers utilized, to Emergency Management.
• Revise internal policies and procedures to correct deficiencies learned.
• Update resource lists of vendors and other suppliers or locations to
Emergency Management.
• Attend a post incident review directed by Emergency Management to evaluate
the event and lessons learned.
VI. RESOURCE REQUIREMENTS
A. Logistical Support
Response related activities, such as the issuance of Emergency Proclamations or
the need for the Policy Group to meet could take place in the Justice Center
and/or available meeting spaces throughout the city. Recovery -related activities
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
and meetings may similarly take place in available meeting spaces throughout
the city or virtually.
B. Communications & Data
Communications will take place using email and telephone systems. Virtual
meetings or video calls would be facilitated through Teams.
VII. MAINTENANCE
This document is an external plan and follows the maintenance process, which
includes a method and schedule for evaluation and revision. Lessons learned
from exercises, special events, incidents, or disasters may result in a decision to
evaluate portions of the documents ahead of the schedule.
The Director of this department/division has the responsibility for this document
and will ensure that it is evaluated as outlined in the Base Plan schedule with
updates and revisions being made to ensure guidance remains current. The
department/division will facilitate the evaluations in consultation with Emergency
Management.
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ANNEX G: PARKS & RECREATION
I. INTRODUCTION
The Parks and Recreation Department is comprised of Parks & Golf Maintenance,
Recreation, and the Golf Shop. Parks and Recreation provides an enhanced quality of
life for residents, businesses, and visitors through a quality system of public spaces,
programs, and events that enhance and promote opportunities for health and fitness,
personal growth, relaxation, community connection, civic engagement, and
environment stewardship.
II. PURPOSE
During an emergency or disaster, Parks & Recreation will take the lead on providing
mass care (sheltering, feeding, and providing basic needs) services to displaced
community members, as well as maintaining and restoring our natural and cultural
resources.
The Federal Emergency Management Agency (FEMA) has identified 32 core
capabilities that are the distinct critical elements necessary to prepare for, respond
to, and recover from a disaster. Parks & Recreation has a primary responsibility to
execute two core capabilities and supports 13 core capabilities. The core capabilities
are identified and defined below.
Primary Core Capabilities
Core Capability Definition In Practice
Mass Care
Provide life -sustaining and
human services to the affected
population, to include hydration,
feeding, sheltering, temporary
housing, evacuee support,
reunification, and distribution of
emergency supplies.
You'II take the lead on all
sheltering and mass care
efforts, which include feeding,
distribution of emergency
supplies to the community, and
family reunification.
Natural &
Cultural
Resources
Protect natural and cultural
resources and historic
properties through appropriate
planning, mitigation, response,
and recovery actions to
preserve, conserve, rehabilitate,
and restore them consistent
with post -disaster community
priorities and best practices and
in compliance with applicable
environmental and historic
preservation laws and executive
orders.
You'II take the lead on
protecting, preserving, and
conserving Tukwila's natural
resources, such as parks, and
historic properties before,
during, and after a disaster.
Primary departments or agencies have significant authorities, roles, resources, and
capabilities for a particular function within a capability. Primary departments are
responsible for:
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• Orchestrating support within their functional area for the appropriate response
Core Capabilities and other missions.
• Notifying and requesting assistance from support agencies.
• Managing mission assignments and coordinating with support agencies as well
as appropriate State officials, operations centers, and other stakeholders.
• Coordinating resources resulting from mission assignments, working closely
with other organizations to maximize resources.
• Monitoring progress in achieving Core Capability and other missions, and
providing that information as situational awareness.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Identify equipment or capabilities required to prevent or respond to new or
emerging threats and hazards or to validate and improve capabilities to
address changing risks.
• Promote accessibility, programmatic inclusion, and effective communication for
the whole community, including individuals with disabilities.
Support Core Capabilities
Core Capability
Planning
Definition
Conduct a systematic process
engaging the whole community
as appropriate in the
development of executable
strategic, operational, and/or
tactical -level approaches to
meet defined objectives.
In Practice
You'II support planning by
completing department -specific
response plans, participating in
training(s) and city-wide planning
efforts, such as COOP and CEMP.
You'II have operational plans
related to sheltering and natural
resource restoration.
Establish and maintain a
You'II ensure your staff have
unified and coordinated
completed requisite FEMA/NIMS
Operational
operational structure and
training. You'II use NIMS/ICS to
Coordination
process that appropriately
create a structure that includes
integrates all critical
everyone working on the problem
stakeholders and supports the
or project, adhere to/respect that
execution of core capabilities.
structure, and work collaboratively
with other
departments/stakeholders to
accomplish the project or task.
Deliver coordinated, prompt,
reliable, and actionable
You'II support public information
and warning by amplifying
information to the whole
important information with the
Public Information
community through the use of
community, using established
& Warning
clear, consistent, accessible,
and culturally and linguistically
communication methods that align
with the narrative and facts that
appropriate methods to
are officially presented by the lead
effectively relay information
regarding any threat or hazard,
as well as the actions being
taken and the assistance being
made available, as appropriate.
agency/PIO.
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Core Capability
Access Control &
Identity
Verification
Physical &
Protective
Measures
Risk & Disaster
Resilience
Assessment
Definition
Apply and support necessary
physical, technological, and
cyber measures to control
admittance to critical locations
and systems.
Implement and maintain risk -
informed countermeasures,
and policies protecting people,
borders, structures, materials,
products, and systems
associated with key operational
activities and critical
infrastructure sectors.
Assess risk and disaster
resilience so that decision
makers, responders, and
community members can take
informed action to reduce their
entity's risk and increase their
resilience.
In Practice
You'II apply appropriate physical
controls and verification of identity
during regular business operations,
large events, and during sheltering
operations, etc. to limit access to
areas not available to the public.
You'II assess and identify potential
trouble areas during regular
business operations, large events,
sheltering operations, and at
parks. You'II implement measures
to reduce physical access to
spaces not intended/safe for the
public.
You'II assess the potential risks
that could be present at large
events and during sheltering
operations. You'II communicate
those risks, when appropriate, to
decision makers so that risk can be
reduced.
Environmental
Health/Safety
Conduct appropriate measures
to ensure the protection of the
health and safety of the public
and workers, as well as the
environment, from all -
hazards in support of
responder operations and the
affected communities.
You'II enforce the health/safety
measures recommended by
Risk/Safety amongst your staff to
ensure their protection. You're also
aware of potential health and
safety hazards in parks and
implement measures to reduce the
public's risk. In a shelter setting,
you practice health best practices
to reduce the potential of a
widespread outbreak of a
communicable disease.
Fatality
Management
Provide fatality management
services, including decedent
remains recovery and victim
identification, working with
local, state, tribal, territorial,
insular area, and federal
authorities to provide mortuary
processes, temporary storage
or permanent internment
solutions, sharing information
with mass care services for the
purpose of reunifying family
members and caregivers with
missing persons/remains, and
providing counseling to the
bereaved.
You'II assist Police and Fire with
fatality management by providing
a securable space for interim
storage of decedents, if
appropriate. You'II take all
environmental safety concerns,
such as proximity to waterways,
into account when providing a
location to minimize the
environmental impacts. You'II
support police/fire making death
notifications by providing
information about individuals
located in a congregate shelter or
those that have provided
information for family reunification
efforts.
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Core Capability
Critical
Transportation
Definition
Provide transportation
(including infrastructure access
and accessible transportation
services) for response priority
objectives, including the
evacuation of people and
animals, and the delivery of
vital response personnel,
equipment, and services into
the affected areas.
In Practice
You'II support Public Works in
maintaining access to critical
roadways, when requested.
Logistics & Supply
Chain
Management
Deliver essential commodities,
equipment, and services in
support of impacted
communities and survivors, to
include emergency power and
fuel support, as well as the
coordination of access to
community staples.
Synchronize logistics
capabilities and enable the
restoration of impacted supply
chains.
You'II support the distribution of
emergency supplies to community
members through the
establishment and operation of
one or several Community Points
of Distribution (CPOD).
Situational
Assessment
Health/Social
Services
Housing
Provide all decision makers
with decision -relevant
information regarding the
nature and extent of the
hazard, any cascading effects,
and the status of the response.
Restore and improve health
and social services capabilities
and networks to promote the
resilience, independence,
health (including behavioral
health), and well-being of the
whole community.
Implement housing solutions
that effectively support the
needs of the whole community
and contribute to its
sustainability and resilience.
You'II provide requested
information to Emergency
Management/EOC and participate
in completing any provided
documentation.
You'II work with CS&E, Human
Services, to secure partners in
health and human services to
support emergency sheltering
operations, such as counseling,
medical aid, etc. You'II set aside
space in a shelter for human and
social services to operate.
You'II work with CS&E, Human
Services, to help them understand
the current housing needs based
upon the current shelter
populations. You'II establish space
for organizations to work with the
affected population. You'II also
support the dissemination of
information to shelter occupants
through the posting of information.
Support departments or agencies have specific capabi ities or resources that can
support primary agencies in executing capabilities and other missions. The activities
of support agencies typically include:
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
• Participate in planning for incident management, short -and -long-term
recovery operations, and the development of supporting operational plans,
standard operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response
and support teams.
• Coordinating resources resulting from response mission assignments.
III. SITUATION OVERVIEW
All hazards have the potential to require the relocation of people to protect life. High
magnitude earthquakes, extended power outages, and fires are the most likely
hazards to create the needs for emergency services that Parks and Recreation is
responsible for.
A. Emergency/Disaster Hazards & Conditions
Disasters and emergencies have occurred and will continue to occur in the City of
Tukwila. Through the city's Hazard Mitigation Plan and Analysis, it is determined that
the city is vulnerable to numerous technological and natural hazards. These hazards
include, but are not limited to, severe weather (wind, rain, snow/ice), earthquake,
civil disturbances, explosions, structural collapse, hazardous materials incident, major
fire, volcanic eruption, and landslides.
Thousands of survivors could be forced from their homes requiring emergency
sheltering and mass care services. Debris and the alteration of terrain from natural
and technological disasters will also affect plant life, wildlife, and other living
organisms which may cause further harm or detriment if left.
B. Planning Assumptions
The information and procedures included in this plan have been prepared utilizing the
best information available at the time of preparation. As the true extent of the
impacts of a disaster cannot be known before it occurs, the City can only endeavor to
make every reasonable effort to respond based upon the situation, information, and
resources available at the time. The outcome of an emergency may be different than
the expected outcome based on these assumptions and others.
While not an exhaustive list, the assumptions listed in this subsection apply to all
sections and documents that make up the annex. They are as follows:
• During a regional disaster, the Red Cross and other sheltering organizations
will be quickly overwhelmed, requiring local jurisdictions to set up and
operate their own shelters.
• Approximately 50% of households have one or more pets and will likely
evacuate with their pet(s), creating a need for people and pet co -sheltering.
• Many survivors will remain with or near their damaged homes. Others will
find shelter with friends or relatives. Roughly 15-20% of the affected
population will seek sheltering at mass/congregate shelter sites.
• Large incidents will likely require more agencies to respond, some of which
are requested and some of which self -deploy offering resources and services
to the community.
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• Available resources may become limited due to high demand in a large-scale
incident.
• Depending upon the time of day the incident occurs, the City may need to
accommodate the influx of people in private businesses, employees, tourists,
and other day travelers.
• During large scale incidents, bad actors will attempt to take advantage of
services offered or attempt to scam individuals out of housing, donations,
etc.
• There will be populations that require special attention. These groups include
elderly, children, pets, service animals, individuals with limited English
Proficiency, and those with disabilities.
• People impacted by the disaster will likely include a range of ages,
languages, cultures, religions, medical needs, disabilities, and resources.
• A large-scale incident may deprive a substantial number of people access to
the means to prepare food and obtain water. In addition to substantial
disruption(s) to commercial supply and distribution networks, an incident
may partially or totally destroy food production stored in affected areas.
• There may be people impacted by the event, potentially including
responders, that will have mass care needs that require support.
• Survivors may be impacted emotionally, physically, and/or mentally by the
disaster. This may result in needs that are more important to survivors than
what is initially recognized, possibly beyond the scope of services offered.
• Some people may not be ready for mass care services to end, and the
demobilization plan needs to anticipate this.
IV. CONCEPT OF OPERATIONS
Parks & Recreation is responsible for the following core functions during an
emergency or disaster:
• Provide inclusive and accessible congregate sheltering and other mass care
services for all members of the community.
• Coordinate animal rescue and pet shelters.
• Offer mass care and reunification support services to the community.
• Coordinate the distribution of essential supplies.
• Assist Public Works in maintaining critical transportation and access
points.
• Lead efforts to preserve, conserve, restore and rehabilitate parks and other
natural and cultural resources.
During emergencies or disasters requiring a sheltering element, Parks & Recreation
will coordinate with non-profit shelter organizations through the EOC. In the absence
of a contract or available organization to provide sheltering services, Parks &
Recreation will stand up and operate a shelter using city staff. Parks & Recreation will
evaluate all sheltering possibilities, including sheltering facilities or the potential for
parks and ballfields to accommodate recreational vehicles, tents, etc.
Individual Assistance will be provided primarily by local health/human/social services
organizations, as well as various county, state, and federal agencies. The range of
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services needed (and provided) will depend upon the specific disaster and the
services available.
Parks & Recreation will have pre -designated, city -owned, public facilities that may
serve as public Community Points of Distribution (CPODs) for the disbursement of
emergency supplies, as well as facilities that would be appropriate as emergency
shelter facilities. Shelters will be set up using supplies set aside in disaster trailers. All
non -assigned city personnel may be re -allocated to assist in the shelter set-up or
operations. The Human Resources department will be responsible for coordinating
assignments. Public Information regarding shelter availability and locations will be
released following the guidelines outlined in the Inclusive Emergency Communications
Plan (IECP). Additional sheltering operations guidance can be found in the Shelter
Handbook.
Core Capability Critical Tasks
FEMA has identified the following critical tasks for each core capability. The core
functions/capabilities that have been identified above support each of the below
critical tasks. These tasks span the mission areas, requiring some tasks to be
completed in advance of the emergency or disaster. Others are specific to the
response.
Primary Core Capability
Mission Area
Response
Critical Task
MASS CARE SERVICES
Move and deliver resources and capabilities to meet the needs of
disaster survivors, including individuals with access and
functional needs.
Response
Establish staff and equip necessary shelters with other temporary
housing options (including accessible housing) for the affected
population.
Response
Move from congregate care to non -congregate care alternatives
and provide relocation assistance or interim housing solutions for
families unable to return to their ere -disaster homes.
NATURAL & CULTURAL RESOURCES
Recovery
Implement measures to protect and stabilize culturally significant
objects and structures.
Recovery
Mitigate the impacts to stabilize natural and cultural resources
and conduct a preliminary assessment of the impacts that
identifies protections that need to be in place during stabilization
through recovery.
Recovery
Preserve natural and cultural resources as part of an overall
community recovery that is achieved through the coordinated
efforts of natural and cultural resource experts and recovery
team in accordance with the specified timeline in the recovery
plan.
Support Core Capabilities
Mission Area
Mitigation
Critical Tasks
PLANNING
Understand the hazards in our area and develop plans that
address the relevant threats/ hazards.
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Mission Area
Response
Critical Tasks
Develop operational plans that adequately identify critical
objectives based on the planning requirement, provide a
complete and integrated picture of the sequence and scope of
the tasks to achieve the objectives, and are implementable
within the timeframe identified.
Recovery
Participate in the inclusive planning team which will oversee all
disaster recovery planning.
Recovery
Support the completion of an initial recovery plan that provides
an overall strategy and timeline, addresses all core capabilities,
and integrates socioeconomic, demographic, accessibility,
technology, and risk assessment considerations (including
projected climate change impacts), which will be implemented in
accordance with the timeline contained in the plan.
PUBLIC INFORMATION & WARNING
Prevention
Share prompt and actionable messages, as appropriate, to aid in
the prevention of imminent or follow-on terrorist attacks.
Protection
Use effective and accessible indication and warning systems to
communicate hazards to the public.
Mitigation
Communicate appropriate information, in an accessible manner,
on the risks faced within the community after the conduct of a
risk assessment.
Response
Inform all affected segments of society of critical lifesaving and
life -sustaining information by all means necessary, including
accessible tools, to expedite the delivery of emergency services
and aid the public to take protective actions.
Response
Deliver credible and actionable messages to inform ongoing
emergency services and the public about protective measures
and other life -sustaining actions and facilitate the transition to
recovery.
Recovery
Reach all populations within the community with effective
actionable recovery -related public information messaging and
communications that are accessible to people with disabilities
and people with limited English proficiency; protect the health
and safety of the affected population; help manage expectations;
and ensure stakeholders have a clear understanding of available
assistance and their roles and responsibilities.
Recovery
Support affected populations and stakeholders with a system
that provides appropriate, current information about any
continued assistance, steady state resources for long-term
impacts, and monitoring programs in an effective and accessible
manner.
OPERATIONAL COORDINATION
Mitigation
Establish protocols to integrate mitigation data elements in
support of operations.
Response
Mobilize all critical resources and establish coordination
structures.
Response
Enhance and maintain coordination structures consistent with
NIMS to meet basic human needs, stabilize the incident, and
transition to recovery.
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Mission Area
Critical Tasks
ACCESS CONTORL & IDENTITY VERIFICATION
Protection
Protection
Implement and maintain protocols to verify identity and
authorize, grant, or deny physical and cyber access to specific
locations, information, and networks.
PHYSICAL PROTECTIVE MEASURES
Identify, assess, and mitigate vulnerabilities.
Protection
Deploy protective measures commensurate with the risk of an
incident and balanced with complementary aims of enabling
commerce and maintaining civil rights.
RISK & DISASTER RESILIENCE ASSESSMENT
Mitigation
Conduct risk assessments and identify vulnerabilities and
consequences associated with potential consequences to natural,
human, and gh sical interests.
Response
ENVIRONMENTAL
RESPONSE/HEALTH & SAFETY
Identify, assess, and mitigate worker health and safety hazards,
and disseminate health and safety guidance and resources to
response and recovery workers.
Response
Minimize public exposure to environmental hazards through
assessment of the hazards and implementation of public
protective actions.
Response
Detect, assess, stabilize, and clean up releases of hazardous
materials into the environment and properly manage waste.
Response
Identify, evaluate, and implement measures to prevent and
minimize impacts to the environment, natural, and cultural
resources, and historic properties from all -hazard emergencies
and response operations.
FATALITY MANAGEMENT SERVICES
Response
Assist in establishing operations and locations to recover and
store a significant number of fatalities.
Response
Mitigate hazards from remains, facilitate care to survivors, and
return remains for final dis osition.
LOGISTICS & SUPPLY CHIAIN MANAGEMENT
Response
Mobilize and deliver governmental, nongovernmental, and
private sector resources to save lives, sustain lives, meet basic
human needs, stabilize the incident, and transition to recovery,
to include moving and delivery resources and services to meet
the needs of disaster survivors.
Response
Enhance public and private resources and services support for an
affected area.
SITUATIONAL ASSESSMENT
Response
Deliver information sufficient to inform decision making
regarding immediate lifesaving and life -sustaining activities, and
engage governmental, private, and civic sector resources within
and outside of the affected area to meet basic human needs and
stabilize the incident.
Response
Deliver enhanced information to reinforce ongoing lifesaving and
life -sustaining activities, and engage governmental, private, and
civic sector resources within and outside of the affected area to
meet basic human needs, stabilize the incident, and transition to
recovery.
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Mission Area
Recovery
Critical Tasks
HEALTH & SOCIAL SERVICES
Identify affected populations, groups, and key partners in short-
term, intermediate, and long-term recovery.
Recovery
Complete an assessment of community health and social service
needs; prioritize these needs, including accessibility
requirements, based on the whole community's input and
participation in recovery planning process; and develop a
comprehensive recovery timeline.
Recovery
Restore health care (including behavioral health), public health,
and social services functions.
Recovery
Restore and improve the resilience and sustainability of the
health care system and social service capabilities and networks
to promote the independence and well-being of community
members in accordance with the specified recover timeline.
HOUSING
Recovery
Assess preliminary housing impacts and needs, identify current
available options for temporary housing, and plan for permanent
housing.
Recovery
Ensure community housing recovery plans continue to address
interim housing needs, assess options for permanent housing,
and define a timeline for achieving a resilient, accessible, and
sustainable housing market.
Recovery
Establish a resilient and sustainable housing market that meets
the needs of the community, including the need for accessible
housing within a specified timeframe in the recovery plan.
V. RESPONSIBILITIES
In addition to performing the core functions defined above, Parks & Recreation also has
the following responsibilities, as outlined by the CEMP Base Plan.
Preparedness/Mitigation
• Participate in emergency management trainings, drills and exercises in support
of emergency operations.
• Establish and maintain standard operating procedures for emergency
operations.
• Maintain relationships with organizations that perform outreach to at risk
populations; the elderly, people with disabilities, and/or those who do not speak
English or where English is a second language to identify ways to meet their
needs during an emergency.
• Maintains a resource list of vendors, suppliers, or locations that can be used
when assets need to be supplemented, replaced, or repaired during an
emergency or disaster.
• Maintain a list of community organizations, their services, or assets that can be
used to assist affected residents after an emergency or disaster.
• Establish and maintain standard operating procedures for departmental
emergency operations.
• Develop plans, policies and procedures for the provision of mass care services
to general populations in coordination with all responsible agencies.
• Develop plans, policies, and procedures for activation and mobilization of mass
care staff.
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• Develop and implement training programs for mass care personnel to include
sheltering, feeding, and bulk distribution for the general population.
• Develop plans for the utilization of other public and private facilities for use as
shelters and provide staffing as available.
• Maintain relevant contracts, ensuring an emergency response provision is
outlined in each contract.
Response
• Attend department/division briefing(s) to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
• Provide assigned staff to the EOC when activated.
• Provide available personnel and resources for emergency or disaster work.
• Provide periodic department damage assessment reports to Emergency
Management or the EOC.
• Maintain documentation in coordination with Emergency Management for all
disaster expenses.
• Follow standard operating procedures for emergency operations.
• Coordinate identification and solicitation of Community -based assistance
agencies to support/augment shelter operations.
• Establish shelter operations.
• Provide for the coordination of agencies and activities to ensure adequate
shelter needs are met. Use the Shelter Handbook as Standard Operating
Procedures for emergency shelter operations.
• Coordinate resources of other providers such as other human service agencies,
churches, schools, and private businesses who can or want to assist in relief
efforts.
• Implement mechanisms for daily reporting of shelter population and locations.
• Coordinate with the EOC for the transition from response activities to long term
recovery activities.
• Develop shelter guidelines and policies. Train staff to run a shelter without
assistance from an outside organization
• Coordinate public information through the EOC concerning sheltering services.
Recovery
• Support Emergency Management in the disaster recovery processes.
• Continue to provide information to Emergency Management or the EOC, as
necessary.
• Follow appropriate policies and procedures in completing the required
documentation to justify emergency services, contracts, purchases, and
expenditures.
• Participate in the post -incident review with Emergency Management and other
city departments.
• Forward completed documentation for their departmental costs incurred and
volunteers utilized during Emergency Management.
• Revise internal policies and procedures to correct deficiencies learned from the
emergency or disaster.
• Update revised resource lists of used vendors or other suppliers or locations.
• Continue with response and recovery activities until completed.
• Support the recovery and restoration of City services.
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VI. RESOURCE REQUIREMENTS
A. Logistical Support
Resource requirements will depend upon the nature and extent of the incident and
the means identified to respond to the incident. The City would rely heavily on
contracted services or the support of nongovernmental organizations to assist with
mass care operations.
Key sheltering supplies has been stored in mobile/deployable trailers that include
basic items, such as cots, blankets, hygiene supplies, as well as the Sheltering
Handbook and related forms. Additional supplies and resource requirements may be
obtained through the EOC Logistics Section. In qualifying incidents, access to some
federal resources will be available which includes items that can be procured under
federal contracts.
B. Communications & Data
Parks & Recreation relies on typical communication tools used on a day-to-day basis,
such as phones, cell phones, and email. For operations where Parks is supporting
Public Works, the 154 MHz is also available.
VII. MAINTENANCE
This document is an external plan and follows the maintenance process, which includes
a method and schedule for evaluation and revision. Lessons learned from exercises,
special events, incidents, or disasters may result in a decision to evaluate portions of
the documents ahead of the schedule.
The Director of this department/division has the responsibility for this document and
will ensure that it is evaluated as outlined in the Base Plan schedule with updates and
revisions being made to ensure guidance remains current. The department/division will
facilitate the evaluations in consultation with Emergency Management.
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ANNEX H: POLICE
I. INTRODUCTION
The Tukwila Police Department strives to be a premier, full -service department that
is committed to creating a safe and livable community.
II. PURPOSE
The police department's purpose is to serve the community and uphold the law to
maintain a safe, secure, and orderly society. It does this through preserving peace,
protecting life and property, detecting and apprehending offenders, and helping
those in need of assistance.
The Federal Emergency Management Agency (FEMA) has identified 32 core
capabilities that are the distinct critical elements necessary to prepare for, respond
to, and recover from a disaster. Police have a primary responsibility to execute 12
core capabilities and supports 12 core capabilities. The core capabilities are
identified and defined below.
Primary Core Capabilities
Core Capability
Planning
Definition
Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical -level approaches to
meet defined objectives.
In Practice
You'II take the lead on planning
efforts that relate to public safety,
such as terrorism and other
malicious acts that create large
emergencies or disasters.
Public
Information &
Warning
Deliver coordinated, prompt,
reliable, and actionable information
to the whole community through the
use of clear, consistent, accessible,
and culturally and linguistically
appropriate methods to effectively
relay information regarding any
threat or hazard, as well as the
actions being taken and the
assistance being made available, as
appropriate.
You'II take the lead on providing
the public with life safety
information related to terrorism
and other malicious acts that may
jeopardize the safety of the
community. Your information will
include how the public can remain
safe.
Operational
Coordination
Establish and maintain a unified and
coordinated operational structure
and process that appropriately
integrates all critical stakeholders
and supports the execution of core
capabilities.
You'II ensure that all staff
complete required NIMS/ICS
trainings. You'II work closely with
law enforcement agencies from all
levels of government to respond to
terrorism and other malicious acts.
You'II organize yourselves using
NIMS/ICS best practices.
Intelligence &
Information
Sharing
Provide timely, accurate, and
actionable information resulting from
the planning, direction, collection,
exploitation, processing, analysis,
production, dissemination,
evaluation, and feedback of available
information concerning physical and
You'II coordinate with other first
responders to continuously assess
threats, analyze intelligence and
information, and share credible
information about terrorism -
related incidents with local, state,
and federal counterparts.
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Core Capability
Definition
cyber threats to the United States,
its people, property, or interests; the
development, proliferation, or use of
WMDs; or any other matter bearing
on U.S. national or homeland
security by local, state, tribal,
territorial, federal, and other
stakeholders. Information sharing is
the ability to exchange intelligence,
information, data, or knowledge
among government or private sector
entities, as appropriate.
In Practice
Interdiction &
Disruption
Delay, divert, intercept, halt,
apprehend, or secure threats and/or
hazards.
You'II use social media campaigns
to deter crime and increase
awareness of risks. You'II
coordinate with first responders to
do what is necessary to stop a
malicious actor.
Screening,
Search, &
Detection
Identify, discover, or locate threats
and/or hazards through active and
passive surveillance and search
procedures. This may include the
use of systematic examinations and
assessments, bio surveillance,
sensor technologies, or physical
investigation and intelligence.
You'II establish security
checkpoints, when necessary,
examining bags/purses when
entering a large venue, critical
infrastructure, or government
buildings. You'II observe for
suspicious activity in public and at
events.
Forensics
Attribution
Conduct forensic analysis and
attribute terrorist acts (including the
means and methods of terrorism) to
their source, to include forensic
analysis as well as attribution for an
attack and for the preparation for an
attack in an effort to prevent initial
or follow-on acts and/or swiftly
develop counter -options.
You'II prioritize physical evidence
collection and analysis to assist in
preventing initial or follow-on
malicious acts. You'II maintain
chain of custody and prevent
inadvertent destruction (physical
or otherwise).
Access Control &
Identity
Verification
Apply and support necessary
physical, technological, and cyber
measures to control admittance to
critical locations and systems.
You'II restrict physical access to
critical infrastructure or
government facilities, verifying the
identity of anyone prior to entry.
Physical
Protective
Measures
Implement and maintain risk-
informed countermeasures, and
policies protecting people, borders,
structures, materials, products, and
systems associated with key
operational activities and critical
infrastructure sectors.
You'II perform risk assessments of
critical infrastructure to identify
and prioritize physical security
measures designed to deny
unauthorized access.
Supply Chain
Integrity &
Security
Strengthen the security and
resilience of the supply chain.
You'II provide escorts for transport
of supplies through or within the
city to distribution points.
Ensure a safe and secure
environment through law
You'II secure evacuated areas,
including the safeguarding of
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Core Capability
Definition
In Practice
On -Scene
Security,
Protection, &
Law Enforcement
enforcement and related security
and protection operations for people
and communities located within
affected areas and also for response
personnel engaged in lifesaving and
life -sustaining operations.
critical facilities and shelters, and
control the entry and exit to the
disaster area. You'II assist in the
planning and return of evacuees to
the affected area and ongoing
protection of response personnel.
Primary departments or agencies have significant authorities, roles, resources, and
capabilities for a particular function within a capability. Primary departments are
responsible for:
• Orchestrating support within their functional area for the appropriate response
Core Capabilities and other missions.
• Notifying and requesting assistance from support agencies.
• Managing mission assignments and coordinating with support agencies as well
as appropriate State officials, operations centers, and other stakeholders.
• Coordinating resources resulting from mission assignments, working closely
with other organizations to maximize resources.
• Monitoring progress in achieving Core Capability and other missions, and
providing that information as situational awareness.
• Maintaining trained personnel to support interagency emergency response and
support teams.
• Identify equipment or capabilities required to prevent or respond to new or
emerging threats and hazards or to validate and improve capabilities to
address changing risks.
• Promote accessibility, programmatic inclusion, and effective communication for
the whole community, including individuals with disabilities.
Support Core Capabilities
Core Capability
Planning
Public Information &
Warning
Definition
Conduct a systematic process
engaging the whole community
as appropriate in the
development of executable
strategic, operational, and/or
tactical -level approaches to meet
defined objectives.
Deliver coordinated, prompt,
reliable, and actionable
information to the whole
community through the use of
clear, consistent, accessible, and
culturally and linguistically
appropriate methods to
effectively relay information
regarding any threat or hazard,
as well as the actions being
Annex H: Police
In Practice
You'II support planning by
completing department -specific
response plans, participating in
training(s) and city-wide planning
efforts, such as COOP and CEMP.
You'II also play a key role in other
operational planning efforts, such
as evacuation planning.
You'II support public information
and warning by sharing important
information with the community
that aligns with the narrative and
facts that are officially presented
by the lead agency/PIO. While the
information may not be public
safety specific, you'll leverage
your communication channels and
relationship with the community
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Core Capability
Definition
taken and the assistance being
made available, as appropriate.
In Practice
to create visibility on
emergency/life safety messages.
Risk Management For
Protection Programs
Identify, assess, and prioritize
risks to inform protection
activities, countermeasures, and
investments.
You'II take the lead in helping
others understand their risks to
malicious acts and assist in
helping to identify appropriate
mitigation measures. You'II also
provide training opportunities to
police and non -police employees
on how to handle specific threats.
Cybersecurity
Protect (and if needed, restore)
electronic communications
systems, information, and
services from damage,
unauthorized use, and
exploitation.
You'II ensure that your electronic
systems are secure, and that the
department participates in regular
cybersecurity training. When
appropriate, you help coordinate
the investigation of cybercrimes
against the government.
Community
Resilience
Enable the recognition,
understanding, communication
of, and planning for risk and
empower individuals and
communities to make informed
risk management decisions
necessary to adapt to, withstand,
and quickly recover from future
incidents.
You'II keep communities informed
of their risks involving malicious
actors/terrorism and help them
understand how best to prepare
and respond to incidents in the
community.
Threat & Hazard
Identification
Identify the threats and hazards
that occur in the geographic
area; determine the frequency
and magnitude; and incorporate
this into analysis and planning
processes so as to clearly
understand the needs of a
community or entity.
You'II help emergency
management and other city
departments understand the
likelihood and risk of a malicious
actor/terrorist event in Tukwila,
including but not limited to
cybercrime, active shooter, etc.
Environmental
Response/Health &
Safety
Conduct appropriate measures to
ensure the protection of the
health and safety of the public
and workers, as well as the
environment, from all -hazards in
support of responder operations
and the affected communities.
You'II enforce the health/safety
measures recommended by
Risk/Safety amongst your staff to
ensure their protection.
Fatality Management
Provide fatality management
services, including decedent
remains recovery and victim
identification, working with local,
state, tribal, territorial, insular
area, and federal authorities to
provide mortuary processes,
temporary storage or permanent
internment solutions, sharing
information with mass care
You'II support fire by providing
death notifications and attempting
to identify individuals by their
remains. You'II process suspicious
deaths and collect evidence, when
necessary. You'II assist Parks &
Recreation by ensuring remains
are secure in public spaces that
may be used. You'II also help
Parks & Recreation by providing
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Core Capability
Definition
services for the purpose of
reunifying family members and
caregivers with missing
persons/remains, and providing
counseling to the bereaved.
In Practice
death notifications to families who
have registered for assistance
with family reunification.
Logistics & Supply
Chain Management
Deliver essential commodities,
equipment, and services in
support of impacted communities
and survivors, to include
emergency power and fuel
support, as well as the
coordination of access to
community staples. Synchronize
logistics capabilities and enable
the restoration of impacted
supply chains.
You'II support the safe delivery of
essential goods to the area and
ensure those goods remain secure
from pilfering, theft, looting, and
other crime.
Mass Search &
Rescue Operations
Deliver traditional and atypical
search and rescue capabilities,
including personnel, services,
animals, and assets to survivors
in need, with the goal of saving
the greatest number of
endangered lives in the shortest
time possible.
You'II support Fire in conducting
mass search and rescue
operations and evacuations.
Operational
Communications
Ensure the capacity for timely
communications in support of
security, situational awareness,
and operations by any and all
means available, among and
between affected communities in
the impacted area and all
response forces.
You'II ensure the public safety
communications remain in good
working order by undergoing
routine maintenance, ensuring
staff are adequately trained, and
by maintaining vendor
relationships.
Situational
Assessment
Provide all decision makers with
decision -relevant information
regarding the nature and extent
of the hazard, any cascading
effects, and the status of the
response.
You'II provide the requested
information to Emergency
Management/EOC and participate
in completing any provided
documentation.
Support departments or agencies have specific capabilities or resources that can
support primary agencies in executing capabilities and other missions. The activities
of support agencies typically include:
• Participate in planning for incident management, short -and -long-term
recovery operations, and the development of supporting operational plans,
standard operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response
and support teams.
• Coordinating resources resulting from response mission assignments.
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III. SITUATION OVERVIEW
In an emergency or disaster, the Police Department will take the lead in
maintaining public safety, law and order, through enforcement of the law. They'll
support other law enforcement agencies through mutual aid and support other city
departments in their emergency or disaster operations.
A. Emergency/Disaster Hazard Conditions
Disasters and emergencies have occurred and will continue to occur throughout
the City of Tukwila. The King County Hazard Mitigation Plan identifies the following
technological and natural hazard vulnerabilities: severe weather, earthquake, civil
disturbances, fire, volcanic eruption, terrorism, and infrastructure failures.
The recovery efforts in the City will be dependent upon the nature and magnitude
of the disaster, size and severity of the damage, the population affected, and the
resources available. A significant emergency or disaster may damage or limit the
existing resources needed to maintain vital City services. The amount of damage
to structures, essential systems, and services could rapidly overwhelm the
capacity of the city to assess the event and respond effectively to basic and
emergency human needs. Damage to critical infrastructure and communications
could hamper emergency response efforts.
B. Planning Assumptions
The information and procedures included in this plan have been prepared utilizing
the best information available at the time of preparation. As the true extent of the
impacts of a disaster cannot be known before it occurs, the City can only endeavor
to make every reasonable effort to respond based upon the situation, information,
and resources available at the time. The outcome of an emergency may be
different than the expected outcome based on these assumptions and others.
While not an exhaustive list, the assumptions listed in this subsection apply to all
sections and documents that make up the annex. They are as follows:
• In every situation, there will be bad actors who intend to take advantage of
people's good will.
• Tukwila PD will play a major role in the response to any large-scale event,
incident, or disaster.
• Calls for service may overwhelm the department's capabilities, requiring
additional resources.
• Radio and other communications may be limited due to damaged
infrastructure.
• Accidents and natural incidents evolve in a generally predictable manner;
however, the effects of intentional criminal acts, including terrorist
incidents, are more difficult to predict and may include actions designed to
hinder emergency response.
• Due to an already overwhelmed road network, during a disaster or major
incident, rapid access may be severely limited, supplies and mutual aid
may have difficulty reaching the scene.
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IV. CONCEPT OF OPERATIONS (CONOPS)
A. Organization
The police department is organized to respond to emergencies every day. Patrol
officers are assigned to respond to incoming calls for service in geographically
defined areas and are available around the clock. Investigative units generally work
during normal business hours with pre -established protocols to handle emergencies
and field responses.
Tukwila Police Department participates in regional specialty units such as Special
Weapons and Tactics (SWAT), Civil Disturbance Unit (CDU), as well as area task
forces.
B. Emergency & Disaster Response
The response to a disaster or major incident will build on the initial response.
Options for response may include, but are not limited to securing the scene,
establishing ingress/egress points, operating a credentialing system, protecting
critical infrastructure, evacuating involved areas, conducting an investigation,
coordinating public information, and arranging for specialty unit response (SWAT,
CDU, Bomb Squad, etc.).
C. Core Capability Critical Tasks
FEMA has identified the following critical tasks for each core capability. The core
functions/capabilities that have been identified above support each of the below
critical tasks. These tasks span the mission areas, requiring some tasks to be
completed in advance of the emergency or disaster. Others are specific to the
response.
Primary Core Capability
Mission Area Critical Task
PLANNING
Prevention/Protection/
Response
Prevention
Protection
Prevention
Prevention
Identify critical objectives during the planning process,
provide a complete and integrated picture of the sequence
and scope of the tasks to achieve the objectives, and ensure
the objectives are implementable within the timeframe
determined by the plan using available resources for
prevention -related plans.
Develop and execute appropriate courses of action in
coordination with local, state, and federal and private sector
entities in order to prevent an imminent malicious act.
Implement, exercise, and maintain plans to ensure continuity
of o•erations.
PUBLIC INFORMATION & WARNING
Share prompt and actionable messages with the public and
other appropriate stakeholders to aid in the prevention of
imminent or follow-on terrorist attacks, consistent with the
timelines specified by existing processes and protocols.
Provide public awareness information to inform the general
public on how to identify and prevent common crimes,
malicious acts, and terrorism, thereby enabling the public to
act as a force multiplier.
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Mission Area
Protection
Prevention
Critical Task
Use effective and accessible indication and warning systems
to communicate significant hazards to involved operators,
security officials, and the public (including alerts, detection
capabilities, and other appropriate assets.
OPERATIONAL COORDINATION
Execute operations with functional and integrated
communications among appropriate entities to prevent initial
or follow-on malicious acts.
Protection
Establish and maintain partnership structures among
protection elements to support networking, planning, and
coordination.
Response
Mobilize all critical resources and establish command, control,
and coordination structures within the affected community, in
other coordinating bodies, in surrounding communities, and
across the Nation, and maintain as needed throughout the
duration of an incident.
Response
Enhance and maintain command, control, and coordination
structures consistent with the National Incident Management
System (NIMS) to meet basic human needs, stabilize the
incident, and transition to recove .
INTELLIGENCE
& INFORMATION SHARING
Prevention/Protection
Anticipate and identify emerging and/or imminent threats.
Prevention/Protection
Share relevant, timely, and actionable information and
analysis with local, state, federal, private sector, and
international partners and develop and disseminate
appropriate classified/unclassified products.
Prevention/Protection
Ensure local, state, federal, and private sector partners
possess or have access to a mechanism to submit terrorism -
related information and/or suspicious activity reports to law
enforcement.
INTERDICTION & DISRUPTION
Prevention/Protection
Deter, detect, interdict, and protect against domestic and
transnational criminal and terrorist activities that threaten the
security of the homeland across key operational activities and
critical infrastructure sectors.
SCREENING, SEARCH, & DETECTION
Prevention/Protection
Screen cargo, conveyances, mail, baggage, and people using
information -based and physical screening technology and
. rocesses.
FORENSICS & ATTRIBUTION
Prevention
Prioritize physical evidence collection and analysis to assist in
preventing initial and follow-on malicious acts.
Prevention
Prioritize biometric collection and analysis to assist in
preventing initial or follow-on crimes.
Prevention
Prioritize digital media, network exploitation, and cyber
technical analysis to assist in preventing initial or follow-on
crimes.
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Mission Area Critical Task
ACCESS CONTROL & IDENTITY VERIFICATION
Protection
Protection
Implement and maintain protocols to verify identity and
authorize, grant, or deny physical and cyber access to specific
locations, information, and networks.
PHYSICAL & PROTECTIVE MEASURES
Identify, assess, and mitigate vulnerabilities to incidents
through the deelo ment of eh sical erotective measures.
Protection
SUPPLY
Protection
Deploy protective measures commensurate with the risk of an
incident, balanced with the complementary aims of enabling
commerce and maintaining the civil rights of citizens.
CHAIN INTEGRITY & SECURITY
Secure and make resilient key nodes, methods of transport
between nodes, and materials in transit.
ON -SCENE
Reseonse
SECURITY/PROTECTION/LAW ENFORCEMENT
Establish a safe and secure environment in an affected area.
Response
Response
Provide and maintain on -scene security and meet the
protection needs of the affected population over a
geographically dispersed area while eliminating or mitigating
the risk of further damage to persons, property, and the
environment.
OPERATIONAL COMMUNICATIONS
Ensure the capacity to communicate with both the emergency
response community and the affected populations and
establish interoeerable voice and data communications.
Response
Re-establish sufficient communications infrastructure within
the affected areas to support ongoing life -sustaining
activities, provide basic human needs, and a transition to
recover .
Support Core Capabilities
Mission Area
Mitigation
Recovery
Recovery
Mitigation
Critical Task
PLANNING
Assist with the development of hazard mitigation plans that
address relevant threats/hazards in accordance with the
results of their risk assessment.
Participate in convening the core of an inclusive planning team
that will oversee disaster recovery planning.
Assist in the development of an initial recovery plan that
provides an overall strategy and timeline, addresses all core
capabilities, and integrates socioeconomic, demographic,
technology, and risk assessment considerations (including
climate impacts), which will be implemented in accordance
with the timeline in the elan.
PUBLIC INFORMATION & WARNING
Communicate appropriate information, in an accessible
manner, on the risks faced within a community after the
conduct of a risk assessment.
Inform all affected segments of society of critical lifesaving
Response and life -sustaining information by all means necessary,
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Mission Area
Critical Task
including accessible tools, to expedite the delivery of
emergency services and aid the public in taking protective
actions.
Response
Deliver credible and actionable messages to inform ongoing
emergency services and the public about protective measures
and other life -sustaining actions and facilitate the transition to
recovery.
Recovery
Reach all populations within the community with effective
actionable recovery -related public information messaging and
communications that are accessible to people with disabilities
and people with limited English proficiency; protect the health
and safety of the affected population; help manage
expectations; and ensure stakeholders have a clear
understanding of available assistance and their roles and
responsibilities.
Recovery
Support affected populations and stakeholders with a system
that provides appropriate, current information about any
continued assistance, steady state resources for long-term
impacts, and monitoring programs in an effective and
accessible manner.
OPERATIONAL COORDINATION
Mitigation
Establish protocols to integrate mitigation data elements in
su••ort of operations.
CYBERSECURITY
Protection
Implement risk -informed guidelines, regulations, and
standards to ensure the security, reliability, integrity, and
availability of critical information, records, and
communications systems and services through collaborative
cybersecurity initiatives and efforts.
Protection
Implement and maintain procedures to detect malicious
activity and to conduct technical and investigative -based
countermeasures, mitigations, and operations against
malicious actors to counter existing and emerging cyber-based
threats, consistent with established protocols.
RISK MANAGEMENT
FOR PROTECTION PROGRAMS & ACTIVITIES
Protection
Support critical infrastructure sectors and protection elements
in developing and maintaining risk assessment processes to
identify and prioritize assets, systems, networks, and
functions.
Protection
Support operational activities and critical infrastructure sectors
in developing and maintaining appropriate threat,
vulnerability, and consequence tools to identify and assess
threats, vulnerabilities, and consequences.
COMMUNITY RESILIENCE
Mitigation
Empower individuals and communities to make informed
decisions to facilitate actions necessary to adapt to, withstand,
and quickly recovery from future incidents.
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Mission Area Critical Task
THREAT & HAZARD IDENTIFICATION
Mitigation Assist in identifying technological threats and vulnerabilities
across the •urisdiction.
ENVIRONMENTAL
Response
RESPONSE/HEALTH & SAFETY
Identify, assess, and mitigate worker health and safety
hazards, and disseminate health and safety guidance and
resources to response and recover workers.
Response
Response
Minimize public exposure to environmental hazards through
assessment of hazards and implementation of public
erotective actions.
FATALITY MANAGEMENT
Support the establishment and maintenance of operations to
recover a significant number of fatalities over a geographically
dis•ersed area.
Response
Response
Response
Mitigate hazards from remains, facilitate care to survivors, and
return remains for final dis•osition.
OPERATIONAL COMMUNICATIONS
Ensure the capacity to communicate with both the emergency
response community and the affected populations and
establish interoperable voice and data communications
between first res•onders at all levels of Government.
SITUATIONAL ASSESSMENT
Deliver information sufficient to inform decision making
regarding immediate lifesaving and life -sustaining activities,
and engage governmental, private and civic sector resources
within and outside of the affected area to meet basic human
needs and stabilize the incident.
Response
Deliver enhanced information to reinforce ongoing lifesaving
and life -sustaining activities, and engage governmental,
private, and civic sector resources within and outside of the
affected area to meet basic human needs, stabilize the
incident, and transition to recovery.
V. RESPONSIBLITIES
The Police Department is primarily responsible for:
• Maintaining public safety.
• Providing physical security to compromised facilities, critical infrastructure,
shelters, and wherever a police presence is determined necessary.
• Preventing criminal, malicious acts, and terrorist attacks.
• Conducting investigations of criminal, malicious, or terrorist acts.
• Preserving evidence and maintaining chain of custody.
• Deterring crime through preventative means.
• Develop operational -based plans (i.e., evacuation plans) to support the
incident response.
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In addition to performing the core functions defined above, Emergency Management
also has the following responsibilities, as outlined by the CEMP Base Plan.
Preparedness/Mitigation
• Participate in emergency management trainings, drills and exercises in support
of emergency operations.
• Establish and maintain standard operating procedures for emergency
operations.
• Maintains a resource list of vendors, suppliers, or locations that can be used
when assets need to be supplemented, replaced, or repaired during an
emergency or disaster.
• Maintain a list of community organizations, their services, or assets that can be
used to assist affected residents after an emergency or disaster.
• Establish and maintain standard operating procedures for departmental
emergency operations.
• Develop plans, policies and procedures that support response operations,
including but not limited to, evacuation plans, event safety/security plans, etc.
• Maintain relevant contracts, ensuring an emergency response provision is
outlined in each contract.
Response
• Attend department/division briefing(s) to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
• Provide assigned staff to the EOC when activated.
• Provide available personnel and resources for emergency or disaster work.
• Provide periodic department damage assessment reports to Emergency
Management or the EOC.
• Maintain documentation in coordination with Emergency Management for all
disaster expenses.
• Follow standard operating procedures for emergency operations.
• Provide the coordination of agencies and activities with other local law
enforcement agencies to ensure public safety.
• Coordinate with the EOC for the transition from response activities to long term
recovery activities.
• Coordinate public information through the EOC concerning public safety.
Recovery
• Support emergency management in the disaster recovery processes.
• Continue to provide information to Emergency Management or the EOC, as
necessary.
• Follow appropriate policies and procedures in completing the required
documentation to justify emergency services, contracts, purchases, and
expenditures.
• Participate in the post -incident review with Emergency Management and other
city departments.
• Forward completed documentation for their departmental costs incurred and
volunteers utilized during Emergency Management.
• Revise internal policies and procedures to correct deficiencies learned from the
emergency or disaster.
• Update revised resource lists of used vendors or other suppliers or locations.
• Continue with response and recovery activities until completed.
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• Support the recovery and restoration of City services.
VI. RESOURCE REQUIREMENTS
A. Logistical Support
The Police Department maintains a Quartermaster position who is responsible for
supplying operational incidents in the field, including the provision of meals,
snacks, and beverages to officers deployed at emergencies and special events.
During an EOC activation, the Quartermaster has a position in the Logistics
Section and would support the department's logistical needs in coordination with
the EOC's resource procurement.
B. Communications & Data
Valley Communications is the PSAP for the City. The 800 MHz radio system is the
primary communication system for operations. This system can be patched to
other communication networks through a fixed gateway installed in the dispatch
console. The Telecommunications Interoperability Communications Plan governs
the patching of radio systems in King, Snohomish, and Pierce Counties.
The department also has access to Alert King County which can be used to make
internal notifications to department staff. The City Technology & Information
Services department maintains various systems that assist with cyberthreat
detection, computer networks, desktop and mobile computers. Other
communication systems include phone, email, and cell phone.
VII. MAINTENANCE
This document is an external plan and follows the maintenance process, which
includes a method and schedule for evaluation and revision. Lessons learned
from exercises, special events, incidents, or disasters may result in a decision to
evaluate portions of the documents ahead of the schedule.
The Director of this department/division has the responsibility for this document
and will ensure that it is evaluated as outlined in the Base Plan schedule with
updates and revisions being made to ensure guidance remains current. The
department/division will facilitate the evaluations in consultation with Emergency
Management.
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ANNEX I: PUBLIC WORKS
I. INTRODUCTION
The Public Works Department creates a foundation for high quality of life in Tukwila
by protecting the health and safety of residents, visitors, and businesses. Public
Works is committed to providing quality services to the public by working to
improve infrastructure citywide. The Department designs and maintains the City's
essential transportation, streets, water, sewer, and surface water infrastructure.
Public Works also supports other departments through the purchase and upkeep of
the City's vehicles and facilities.
II. PURPOSE
The purpose of Public Works is to organize engineering and operational activities and
resources to promote an effective response to an emergency or disaster through
emergency construction, demolition, repair, operation and management of storm
water and transportation systems, environmental conservation and solid waste
management, maintenance and repair of city facilities and vehicles, and the
coordination of heavy equipment resources required to support emergency
operations. Public Works also maintains the city's water reservoir (supply), storage,
and conveyance of potable water. Additionally, Public Works plays a vital role in
guiding the acquisition and coordination of emergency transportation resources, and
establishing plans and methods to identify, assess, and maintain emergency
transportation routes and lifeline corridors during an emergency or disaster.
The Federal Emergency Management Agency (FEMA) has identified 32 core
capabilities that are the distinct critical elements necessary to prepare for, respond
to, and recover from a disaster. Public Works have a primary responsibility to
execute seven core capabilities and supports 14 core capabilities. The core
capabilities are identified and defined below.
Primary Core Capabilities
Capability
Planning
Definition
Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical -level approaches to
meet defined objectives.
In Practice
You'II take the lead on developing
operational plans related to
Tukwila's threats and hazards.
This planning may include, but
isn't limited to snow response,
flood response, etc.
Operational
Coordination
Establish and maintain a unified
and coordinated operational
structure and process that
appropriately integrates all critical
stakeholders and supports the
execution of core capabilities.
You'II utilize NIMS/ICS structures
and other best practices when
performing work related to an
emergency/disaster.
Risk
Management for
Protection
Programs
Identify, assess, and prioritize
risks to inform protection activities,
countermeasures, and
investments.
You'II identify risks and gaps in
critical infrastructure and make
necessary updates/changes to
minimize any risk to critical
infrastructure.
Build and sustain resilient systems,
communities, and critical
You'II work now to maintain
critical infrastructure, making
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Capability
Long-term
Vulnerability
Reduction
Definition
infrastructure and key resources so
as to reduce their vulnerability to
natural, technological, and human-
caused threats and hazards by
lessening the likelihood, severity,
and duration of the adverse
consequences.
In Practice
necessary improvements and
updates to reduce its long-term
vulnerability to disasters.
Infrastructure
Systems
Stabilize critical infrastructure
functions, minimize health and
safety threats, and efficiently
restore and revitalize systems and
services to support a viable,
resilient community.
You'II prioritize the restoration
(emergency or permanent) of
critical infrastructure (roads,
bridges, water, sewer, facilities,
etc.), minimizing the time these
systems are offline. You'II also
work closely with utility providers
to restore electrical distribution.
You'II follow necessary guidelines
and testing requirements to
minimize the health risks to
people utilizing these systems.
Critical
Transportation
Provide transportation (including
infrastructure access and
accessible transportation services)
for response priority objectives,
including the evacuation of people
and animals, and the delivery of
vital response personnel,
equipment, and services into the
affected areas.
You'II keep critical roadways
(priority snow routes) clear for
emergency response. You'II
evaluate and prioritize emergency
repairs based on critical
operations. You'II keep the public
safe by closing roads and other
access points that are deemed
unsafe.
Logistics &
Supply Chain
Management
Deliver essential commodities,
equipment, and services in support
of impacted communities and
survivors, to include emergency
power and fuel support, as well as
the coordination of access to
community staples. Synchronize
logistics capabilities and enable the
restoration of impacted supply
chains.
You'II source and maintain
contracts that allow for essential
equipment and services to be
brought in to support emergency
operations. You'II maintain critical
roadways and access points for
resources to reach the city.
Primary departments or agencies have significant authorities, roles, resources, and
capabilities for a particular function within a capability. Primary departments are
responsible for:
• Orchestrating support within their functional area for the appropriate
response Core Capabilities and other missions.
• Notifying and requesting assistance from support agencies.
• Managing mission assignments and coordinating with support agencies as
well as appropriate State officials, operations centers, and other
stakeholders.
• Coordinating resources resulting from mission assignments, working closely
with other organizations to maximize resources.
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• Monitoring progress in achieving Core Capability and other missions, and
providing that information as situational awareness.
• Maintaining trained personnel to support interagency emergency response
and support teams.
• Identify equipment or capabilities required to prevent or respond to new or
emerging threats and hazards or to validate and improve capabilities to
address changing risks.
• Promote accessibility, programmatic inclusion, and effective communication
for the whole community, including individuals with disabilities.
Support Core Capabilities
Capability
Planning
Definition
Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical -level approaches
to meet defined objectives.
In Practice
You'II support planning by
completing department -specific
response plans, participating in
training(s) and city-wide
planning efforts, such as COOP,
CEMP, Debris Management, etc.
Operational
Coordination
Establish and maintain a unified
and coordinated operational
structure and process that
appropriately integrates all critical
stakeholders and supports the
execution of core capabilities.
You'II ensure your staff have
completed requisite FEMA/NIMS
training. You'II use NIMS/ICS to
create a structure that includes
everyone working on the
problem or project, adhere
to/respect that structure, and
work collaboratively with other
departments/stakeholders to
accomplish the project or task.
Cybersecurity
Protect (and if needed, restore)
electronic communications
systems, information, and
services from damage,
unauthorized use, and
exploitation.
You'II maintain a heightened
awareness of the cyber
vulnerabilities to critical public
works infrastructure and work
closely with TIS and other
vendors to reduce
vulnerabilities.
Physical &
Protective
Measures
Implement and maintain risk-
informed countermeasures, and
policies protecting people,
borders, structures, materials,
products, and systems associated
with key operational activities and
critical infrastructure sectors.
You'II implement physical and
protective measures to reduce
critical infrastructure
vulnerabilities to malicious and
opportunistic actors.
Supply Chain
Integrity &
Security
Strengthen the security and
resilience of the supply chain.
You'II help to maintain the
security of the supply chain by
maintaining road access to
incoming resources.
Community
Resilience
Enable the recognition,
understanding, communication of,
and planning for risk and
empower individuals and
communities to make informed
You'II help the community to
understand the risks their
infrastructure faces, ways to
prepare and mitigate the risks,
and how they can support the
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Capability
Definition
risk management decisions
necessary to adapt to, withstand,
and quickly recover from future
incidents.
In Practice
maintenance of critical
infrastructure.
Risk & Disaster
Resilience
Assessment
Assess risk and disaster resilience
so that decision makers,
responders, and community
members can take informed
action to reduce their entity's risk
and increase their resilience.
You'II perform risk assessments
to critical infrastructure,
communicate those risks to
senior and elected officials, and
make recommendations on
actions to take to reduce risk.
Threat & Hazard
Identification
Identify the threats and hazards
that occur in the geographic area;
determine the frequency and
magnitude; and incorporate this
into analysis and planning
processes so as to clearly
understand the needs of a
community or entity.
You'II help emergency
management and other city
departments understand the
likelihood and risks to our
critical infrastructure. When
developing operational plans,
you'll base them upon the
threats and hazards identified.
Environmental
Response/
Health & Safety
Conduct appropriate measures to
ensure the protection of the
health and safety of the public
and workers, as well as the
environment, from all -hazards in
support of responder operations
and the affected communities.
You'II enforce the health/safety
measures recommended by
Risk/Safety amongst your staff
to ensure their protection.
Fatality
Management
Provide fatality management
services, including decedent
remains recovery and victim
identification, working with local,
state, tribal, territorial, insular
area, and federal authorities to
provide mortuary processes,
temporary storage or permanent
internment solutions, sharing
information with mass care
services for the purpose of
reunifying family members and
caregivers with missing
persons/remains, and providing
counseling to the bereaved.
You'II provide the necessary
construction tools and
manpower, if requested, for
recovery of individuals or their
personal items to support family
reunification.
Operational
Communications
Ensure the capacity for timely
communications in support of
security, situational awareness,
and operations by any and all
means available, among and
between affected communities in
the impact area and all response
forces.
You'II ensure the public safety
communications remain in good
working order by undergoing
routine maintenance, ensuring
staff are adequately trained,
and maintaining vendor
relationships.
Situational
Assessment
Provide all decision makers with
decision -relevant information
regarding the nature and extent
You'II provide the requested
information to Emergency
Management/EOC and
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Capability
Definition
of the hazard, any cascading
effects, and the status of the
response.
In Practice
participate in completing any
provided documentation.
Return economic and business
You'II perform activities that will
activities (including food and
promote economic recovery
Economic
agriculture) to a healthy state and
such as restoration of utilities,
Recovery
develop new business and
roads, bridges and other critical
employment opportunities that
result in an economically viable
community.
infrastructure.
Protect natural and cultural
You'II support the protection of
resources and historic properties
natural and cultural resources
through appropriate planning,
mitigation, response, and
through maintenance and repair
operations that support the
Natural &
recovery actions to preserve,
preservation/conservation of
Cultural
conserve, rehabilitate, and
critical natural resources. You'II
Resources
restore them consistent with
follow the best practices of
post -disaster community priorities
public health and ecology for
and best practices and in
the removal/storage of
compliance with applicable
hazardous materials and other
environmental and historic
debris. You'II design
preservation laws and executive
new/replacement infrastructure
orders.
with natural and cultural
resources in mind.
Support departments or agencies have specific capabilities or resources that can
support primary agencies in executing capabilities and other missions. The
activities of support agencies typically include:
• Participate in planning for incident management, short -and -long-term
recovery operations, and the development of supporting operational plans,
standard operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response
and support teams.
• Coordinating resources resulting from response mission assignments.
III. SITUATION OVERVIEW
Public Works has an essential role in all phases of emergency management and
provides a considerable share of the combined effort.
A. Emergency/Disaster Hazard Conditions
Disasters and emergencies have occurred and will continue to occur throughout
the City of Tukwila. The King County Hazard Mitigation Plan identifies the following
technological and natural hazard vulnerabilities: severe weather, earthquake, civil
disturbances, fire, volcanic eruption, terrorism, and infrastructure failures.
The recovery efforts in the City will be dependent upon the nature and magnitude
of the disaster, size and severity of the damage, the population affected, and the
resources available. A significant emergency or disaster may damage or limit the
existing resources needed to maintain vital City services. The amount of damage
to structures, essential systems, and services could rapidly overwhelm the
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capacity of the city to assess the event and response effectively to basic and
emergency human needs. Damage to critical infrastructure and communications
could hamper emergency response efforts.
B. Planning Assumptions
The information and procedures included in this plan have been prepared utilizing
the best information available at the time of preparation. As the true extent of the
impacts of a disaster cannot be known before it occurs, the City can only endeavor
to make every reasonable effort to respond based upon the situation, information,
and resources available at the time. The outcome of an emergency may be
different than the expected outcome based on these assumptions and others.
While not an exhaustive list, the assumptions listed in this subsection apply to all
sections and documents that make up the annex. They are as follows:
• Public Works staff may be personally affected by the event and unable to
work or obtain necessary equipment to perform under their standard
operating procedures.
• Critical infrastructure may be significantly damaged by the emergency or
disaster. These damages may have a cascading impact on other
operations, such as emergency response and firefighting.
• County, State, and/or Federal assistance may be necessary to deploy
additional resources for a timely, efficient, and effective response.
• Previously inspected structures and utility systems will require re-
evaluation when earthquake aftershocks occur.
• Normal means of communication may not be available and repairs to
communication networks could take days, weeks, or months. Non-
traditional means of communication may need to be established and used.
• Disaster response, relief, and recovery activities requiring the use of the
transportation system may be difficult to coordinate effectively.
• The immediate need for the use of transportation systems for response and
recovery activities will likely exceed the capabilities of city resources,
requiring assistance from private and government agencies to support local
efforts.
IV. CONCEPT OF OPERATIONS
A. Organization
The Public Works department consists of five divisions dedicated to the
Maintenance and Operations of Public Works critical infrastructure, including Roads,
Sewer, Surface Water, Water, Fleet/Equipment Rental, and Facilities. In addition to
the Maintenance and Operations Division, Public Works also has a number of
project managers and engineers responsible for road and bridge design, as well as
the development of other critical infrastructure. Public Works also maintains the
city's NPDES program and solid waste/recycling program.
B. Disaster Response
Most large emergencies and disasters require direct response from Public Works,
with many being exclusively Public Works issues. Public Works has a role in
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mitigation by providing much of the required engineering and technical expertise.
Public Works also maintains or coordinates with owners most of the community's
lifeline infrastructure, including:
• Transportation - streets, roads, bridges
• Utility Systems - water, sewer, surface water
• Communications - telephone, cable, fiber are often located in the public
rights of way or public property and public works must concern itself with
the condition and continued operations of this critical infrastructure.
• Equipment Rental - vehicles and vehicle maintenance/repair
• Facilities - city facility maintenance and building repair
During an emergency or disaster, Public Works Maintenance and Operations staff,
along with identified engineers will conduct a damage assessment of streets,
overpasses, traffic signals, water infrastructure, sewer/surface water infrastructure,
and city facilities. Once damages have been collected, Public Works will work with
Emergency Management or the EOC, if activated, to understand the impacts of the
damages and identify priorities for restoration and repair. Prioritization of work will
focus first on life safety. Public Works will coordinate with other entities, such as
other utility districts and franchisees, to ensure integrated systems are operating
effectively. Public Works will also work with Puget Sound Energy and Seattle City
Light to coordinate repairs to the electrical grid.
Additional resources or assistance may be obtained through existing mutual aid
agreements and/or through private contractors. Requests for additional assistance
should be coordinated through the EOC.
C. Capability & Critical Tasks
FEMA has identified the following critical tasks for each core capability. The core
functions/capabilities that have been identified above support each of the below
critical tasks. These tasks span the mission areas, requiring some tasks to be
completed in advance of the emergency or disaster. Others are specific to the
response.
Primary Core Capabilities
Mission Area
Response
Mitigation
Response
Critical Task
PLANNING
Develop operational plans that adequately identify critical
objectives based on the planning requirement, provide a
complete integrated picture of the sequence and scope of the
tasks to achieve the objectives, and are implementable within
the timeframe contemplated in the plan using available
resources.
OPERATIONAL COORDINATION
Establish protocols to integrate mitigation data elements into
your operations and operational plans.
Mobilize all critical resources and establish command, control,
and coordination structures within the affected community.
Enhance and maintain command, control, and coordination
structures consistent with the National Incident Management
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Mission Area
Critical Task
System (NIMS) to meet basic human needs, stabilize the
incident, and transition to recovery.
RISK MANAGEMENT
FOR PROTECTION PROGRAMS & ACTIVITIES
Protection
Ensure critical infrastructure and its elements have and
maintain risk assessment processes to identify and prioritize
assets, systems, networks, and functions.
Protection
Ensure operational activities and critical infrastructure sectors
have and maintain appropriate threat, vulnerability, and
consequence tools to identify and assess threats, vulnerabilities,
and conse•uences.
LONG TERM VULNERABILITY REDUCTION
Mitigation
Achieve a measurable decrease in long-term vulnerability of
critical systems and infrastructure.
INFRASTRUCTURE SYSTEMS
Response
Decrease and stabilize immediate infrastructure threats to the
affected population, to include survivors in the heavily damaged
zone.
Response
Re-establish critical infrastructure within the affected area to
support ongoing emergency response operations, life
sustainment, community functionality, and a transition to
recovery.
Response
Provide for clearance, removal, and disposal of debris.
Response
Formalize partnerships with governmental and private sector
cyber incident or emergency response teams to accept, triage,
and collaboratively respond to cascading impacts in an efficient
manner.
Recovery
Restore and sustain essential services to maintain community
functionality.
Recovery
Develop a plan with a specified timeline for redeveloping
community infrastructures to contribute to resiliency,
accessibility, and sustainability.
Recovery
Provide systems that meet the community needs while
minimizing service disruption during restoration within the
specified timeline in the recover elan.
CRITICAL TRANSPORTATION
Response
Establish physical access through appropriate transportation
corridors and deliver required resources to save lives and to
meet the needs of disaster survivors.
Response
Ensure basic human needs are met, stabilize the incident,
transition into recovery for an affected area, and restore basic
services and community functionality.
Response
Clear debris from any route type (road, rail, airfield, etc.) to
facilitate response operations.
LOGISTICS & SUPPLY CHAIN MANAGEMENT
Response
Mobilize and deliver governmental, nongovernmental, and
private sector resources to save lives, sustain lives, meet basic
human needs, stabilize the incident, and transition to recovery,
to include moving and delivering resources and services to meet
the needs of disaster survivors.
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Mission Area
Critical Task
Response Enhance public and private resources and services support for
an affected area.
Support Core Capability
Mission Area
Protection
Critical Tasks
PLANNING
Support the development of plans that relate to the protection
of critical infrastructure, including the cyber elements of public
utilities, against malicious actors.
Protection
Exercise the plans created and maintain the plans to ensure
continuity of operations.
Mitigation
Develop plans that address threats/hazards that have been
identified by a risk assessment.
Recovery
Participate in the convening of an inclusive core planning team,
which will oversee disaster recovery planning.
Recovery
Complete an initial recovery plan that provides an overall
strategy and timeline for restoring critical infrastructure.
OPERATIONAL COORDINATION
Prevention
Execute operations with functional and integrated
communications among appropriate entities to prevent initial or
follow on attacks of critical infrastructure b malicious actors.
CYBERSECURITY
Protection
Implement risk -informed guidelines, regulations, and standards
to ensure the security, reliability, integrity, and availability for
critical information, records, communications systems and
services through collaborative security initiatives and efforts.
Protection
Implement and maintain procedures to detect malicious activity
and to conduct technical and investigative -based
countermeasures, mitigations, and operations against malicious
actors to counter existing and emerging c ber-based threats.
PHYSICAL & PROTECTIVE MEASURES
Protection
Identify, assess and mitigate vulnerabilities to incidents through
the deployment of physical protective measures.
Protection
Deglo protective measures commensurate with the risk.
RISK & DISASTER RESILIENCE ASSESSMENT
Mitigation
Conduct risk assessments to critical infrastructure to determine
vulnerabilities and consequences associated with natural,
technological, and human -caused threats and hazards.
ENVIRONMENTAL
Response
RESPONSE/HEALTH & SAFETY
Identify, assess, and mitigate worker health and safety hazards,
and disseminate health and safety guidance and resources to
response and recovery workers.
Response
Minimize public exposure to environmental hazards through
assessment of the hazards and implementation of public
protective measures.
Response
Detect, assess, stabilize, and clean up releases of oil and
hazardous materials into the environment, including
buildings/structures, and properly manage waste.
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Mission Area Critical Tasks
Response
Response
Response
Identify, evaluate, and implement measures to prevent and
minimize impacts to the environment, natural and cultural
resources, and historic properties form all -hazard emergencies
and response operations.
OPERATIONAL COMMUNICATIONS
Ensure the capacity to communicate with both the emergency
response community and the affected populations and establish
intero•erable voice and data communications.
SITUATIONAL ASSESSMENT
Deliver information sufficient to inform decision making
regarding immediate lifesaving and life -sustaining activities, and
engage governmental, private, and civic sector resources within
and outside of the affected area to meet basic human needs and
stabilize the incident.
Response
Recovery
Recovery
Deliver enhanced information to reinforce ongoing lifesaving and
life -sustaining activities, and engage governmental, private, and
civic sector resources within and outside of the affected area to
meet basic human needs, stabilize the incident, and transition
to recove .
NATURAL & CULTURAL RESOURCES
Implement measures to protect and stabilize records and
culturally significant documents, objects, and structures.
Preserve natural and cultural resources as part of an overall
community recovery that is achieved through coordinated
efforts of natural and cultural resource experts.
V. RESPONSIBILITIES
The Public Works Department is primarily responsible for:
• Developing operational plans to address incident needs.
• Maintaining priority routes/critical access points and critical utilities.
• Developing engineering plans that improve the system/structure or
mitigate vulnerabilities.
• Sourcing service contracts, such as Bulk fuel, for disaster operations.
• Sourcing equipment and other resources for emergency/disaster
operations.
• Developing and maintaining relationships with other Public Works
agencies and related vendors.
• Maintaining the city's fleet and equipment rental.
• Maintaining city facility building operability.
• Developing and maintaining a complete inventory of city assets and their
equipment rental rates.
• Full cycle debris management.
• Participation in the Preliminary Damage Assessment process.
In addition to performing the core functions defined above, Public Works also has
the following responsibilities, as outlined by the CEMP Base Plan.
Preparedness
• Develop policies, procedures, and plans for emergency response and
recovery for public works activities.
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• Maintain relationships with key stakeholders such as, WSDOT, Seattle City
Light, Puget Sound Energy, and other utility districts and franchisees critical
to the execution of Public Works functions.
• Maintain vendor relationships and contracts, ensuring contracts have a
disaster clause.
• Work with neighboring jurisdictions, utility districts, special purpose
districts, and franchisees to establish mutual aid and interlocal agreements.
• Participate in emergency management drills, trainings, and exercises.
• Provide staff to support EOC operations.
• Develop and maintain departmental standard operating procedures and
checklists.
• Maintain a resource management system that identifies, tracks, and
inventories city assets.
• Develop procedures for coordinating information, including flow, recording,
dissemination, display, analysis, use, and reporting.
• Identify critical facilities and infrastructure. Develop damage assessment
priority lists.
• Maintain emergency communications equipment and trained staff, such as
the 800 MHz and 154 MHz systems.
Mitigation
• Identify gaps and vulnerabilities in city utility systems. Take actions to
increase the integrity of the system and decrease potential damage.
• Implement hazard mitigation practices in the development of policy and the
design and construction of city facilities and infrastructure.
• Provide expertise and recommendations for stability of slopes and sensitive
areas.
• Support the City of Tukwila Hazard Mitigation Plan through periodic updates.
• Develop and regularly review the city's Debris Management Plan for updates
and changes.
• Participate in emergency management trainings specific to your discipline
and recommended by emergency management.
Response
• Provide damage assessment of streets, overpasses, traffic signals, utility
systems, and critical infrastructure.
• Request public works resources from neighboring jurisdictions, as needed.
• Performs or contracts major disaster recovery work under Public Law 93-
288, the Disaster Relief Act.
• Provide operational control of traffic signals and flashers under the city's
jurisdiction.
• Ensure responding staff have appropriate personal protective equipment.
• Provide technical advice and limited resources for emergency disposal of
contaminated soil and other debris on city properties.
• Provide debris clearance and management processes, emergency
protective measures, emergency and temporary repairs and/or
construction on city lands, roads, dikes, drainage, storm systems, and
facilities.
• Provide light and heavy construction equipment, supplies, and personnel.
• Provide for emergency closure and restoration of city roads, water, and
storm systems.
• Coordinates and provides for the placement of traffic control signs and
barricades for road closures, detours, and potential road hazards.
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• Coordinates the containment and recovery effort for localized flood fighting
operations.
• Provide and maintain city -owned and operated vehicles and equipment and
coordinates fuel dispensing services for city -owned equipment and
vehicles.
• Coordinate operational strategies with WSDOT, WSP, Tukwila Police, Puget
Sound Fire, King County Public Works, King County Metro, and other
stakeholders to ensure integrated operations.
• Address city facility damages and repairs to ensure government functions
are able to continue.
• Relocate staff, critical infrastructure and systems, from non -operable to
operable facilities.
Recovery
• Continue with response and recovery activities until completed.
• Provide financial information and incident documentation to the EOC or
Emergency Management for cost recovery efforts.
• Reconstruct, repair, and maintain the city's infrastructure.
• Through close coordination with the EOC or Emergency Management
determine when to reopen roads or bring other critical infrastructure back
online.
VII. RESOURCE REQUIREMENTS
A. Logistical Support
Resources, under normal operations, are self-reliant with respect to equipment,
vehicles, personnel, facilities, etc. required to provide their services. Each Public
Works division is expected to have and maintain an accurate account of equipment,
fixed and mobile assets, and response personnel. Resources should be "typed" by
capability based on measurable standards of performance and capability. Divisions
should have the ability to track resource availability and status throughout a
disaster response and recovery effort.
When Public Works is no longer operating under normal operating conditions, they
will begin to require additional resources and support logistics. They will typically
need to escalate their resource needs with related logistical support
• Obtain support from normal and emergency contractors
• Activate established mutual aid agreements
• Request through EOC Logistics function
Requests for resources typically are more complex than just acquiring the resource.
The logistics of acquisition, transport, and ongoing support may need to be shared
among agencies.
Demobilizing resources will occur in coordination with the EOC once the department
determines that their work is complete, and the resource is no longer needed.
B. Communications & Data
Public Works utilizes email, phone, and cell phone for routine, day-to-day
operations. During an emergency or disaster, Public Works has the ability to
operate using the 800 MHz radio system for coordinating operations with Police and
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Fire. Public Works also maintains a 154 MHz two-way radio system for department
operations.
VII. MAINTENANCE
This document is an external plan and follows the maintenance process, which
includes a method and schedule for evaluation and revision. Lessons learned
from exercises, special events, incidents, or disasters may result in a decision to
evaluate portions of the documents ahead of the schedule.
The Director of this department/division has the responsibility for this document
and will ensure that it is evaluated as outlined in the Base Plan schedule with
updates and revisions being made to ensure guidance remains current. The
department/division will facilitate the evaluations in consultation with Emergency
Management.
Date
RECORD OF CHANGES
Type Contact
Summary
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ANNEX 3: TECHNOLOGY INNOVATION SERVICES (TIS)
I. INTRODUCTION
The Technology Innovation Services (TIS) Division provides enabling technologies
that support the achievement of outcomes of city divisions.
II. PURPOSE
Technology Innovation Services plays a significant role in all mission areas, providing
timely, predictable, and effective infrastructure and technical support needed by all
the city departments involved in emergency operations and decision -making
processes.
TIS provides guidance for organizing, establishing, and maintaining the
communications capabilities such as the city website, Microsoft Office, City of Tukwila
Cable Channel 21, city -issued cell phones and vendor agreements (including
FirstNet), and other necessary operational requirements for the City of Tukwila.
The Federal Emergency Management Agency (FEMA) has identified 32 core
capabilities that are the distinct critical elements necessary to prepare for, respond
to, and recover from a disaster. TIS has a primary responsibility to execute one core
capability and supports 11 core capabilities. The core capabilities are identified and
defined below.
Primary Core Capabilities
Core Capability Definition In Practice
Cybersecurity
Protect (and if needed,
restore) electronic
communications systems,
information, and services from
damage, unauthorized use,
and exploitation.
You'll take the necessary steps
to ensure connectivity, protect
our technology infrastructure,
and protection of records,
from being compromised by
malicious actors through
planning, testing, routine
updates, and implementation
of best practices. In the event
that a breach does occur,
you'll take the lead on efforts
to restore our networks
through coordination with the
State cyber team, our
insurance vendor, and/or
fiber/telecom franchisees to
restore systems.
Primary departments or agencies have significant authorities, roles, resources, and
capabilities for a particular function within a capability. Primary departments are
responsible for:
• Orchestrating support within their functional area for the appropriate
response Core Capabilities and other missions.
• Notifying and requesting assistance from support agencies.
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• Managing mission assignments and coordinating with support agencies as
well as appropriate State officials, operations centers, and other
stakeholders.
• Coordinating resources resulting from mission assignments, working closely
with other organizations to maximize resources.
• Monitoring progress in achieving Core Capability and other missions, and
providing that information as situational awareness.
• Maintaining trained personnel to support interagency emergency response
and support teams.
• Identify equipment or capabilities required to prevent or respond to new or
emerging threats and hazards or to validate and improve capabilities to
address changing risks.
• Promote accessibility, programmatic inclusion, and effective communication
for the whole community, including individuals with disabilities.
Support Core Capabilities
Core Capability
Planning
Definition
Conduct a systematic process
engaging the whole
community as appropriate in
the development of
executable strategic,
operational, and/or tactical-
level approaches to meet
defined objectives.
In Practice
You'II support planning by
completing department -
specific response plans,
participating in training(s) and
city-wide planning efforts,
such as COOP, CEMP, etc.
Establish and maintain a
You'II ensure your staff have
unified and coordinated
completed requisite
Operational
operational structure and
FEMA/NIMS training. You'II
Coordination
process that appropriately
use NIMS/ICS to create a
integrates all critical
structure that includes
stakeholders and supports
everyone working on the
the execution of core
problem or project, adhere
capabilities.
to/respect that structure, and
work collaboratively with other
departments/stakeholders to
accomplish the project or
task.
Provide timely, accurate, and
You'II coordinate with the
actionable information
appropriate people at the
Intelligence &
resulting from the planning,
direction, collection,
exploitation, processing,
analysis, production,
State and local levels to share
information about cyber
threats and concerns. In the
event of a breach to our
Information
dissemination, evaluation,
networks, you'll work closely
Sharing
and feedback of available
with stakeholders to share
information concerning
timely information to resolve
physical and cyber threats to
the United States, its people,
property, or interests; the
development, proliferation, or
the issues as soon as possible.
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Core Capability
Definition
use of WMDs; or any other
matter bearing on U.S.
national or homeland security
by local, state, tribal,
territorial, federal, and other
stakeholders. Information
sharing is the ability to
exchange intelligence,
information, data, or
knowledge among
government or private sector
entities, as appropriate.
In Practice
Interdiction &
Disruption
Delay, divert, intercept, halt,
apprehend, or secure threats
and/or hazards.
You'II put the appropriate
mitigation measures in place
that delay, divert, or intercept
cyber threats to our city
technology infrastructure.
You'II also implement proper
notification measures so that
threats can be immediately
detected.
Access Control &
Identity
Verification
Apply and support necessary
physical, technological, and
cyber measures to control
admittance to critical
locations and systems.
You'II support access control
to city facilities by maintaining
the infrastructure and support
for badge access systems.
Physical &
Protective
Measures
Implement and maintain risk-
informed countermeasures,
and policies protecting
people, borders, structures,
materials, products, and
systems associated with key
operational activities and
critical infrastructure sectors.
You'II implement the
appropriate physical measures
to protect city network and
other technology
infrastructure.
Risk Management
for Protection
Programs
Identify, assess, and
prioritize risks to inform
Protection activities,
countermeasures, and
investments.
You'II remain aware of
emerging and existing threats
to technology. You'II prioritize
those risks and develop a plan
to mitigate those threats by
employing the appropriate
countermeasures.
Long-term
Vulnerability
Reduction
Build and sustain resilient
systems, communities, and
critical infrastructure and key
resources/lifelines so as to
reduce their vulnerability to
natural, technological, and
human -caused threats and
hazards by lessening the
likelihood, severity, and
You'II evaluate aging
technology infrastructure and
develop plans to replace or
update the infrastructure and
systems to reduce long-term
vulnerability. You'II support
other city departments in
updating their aging
technology infrastructure.
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Core Capability
Definition
duration of the adverse
consequences.
In Practice
Infrastructure
Systems
Stabilize critical infrastructure
functions, minimize health
and safety threats, and
efficiently restore and
revitalize systems and
services to support a viable,
resilient community.
You'II support Public Works
and other city departments in
restoring critical technology
infrastructure that directly
supports the response to the
emergency or disaster.
Operational
Communications
Ensure the capacity for timely
communications in support of
security, situational
awareness, and operations by
any and all means available,
among and between affected
communities in the impact
area and all response forces.
You'II work with vendors to
ensure operational
communication tools remain
reliable. This could include cell
phones, Microsoft products,
etc. You'II also support the
EOC in ensuring they have the
technology needed to
effectively communicate. You
may help with resetting
passwords and equipment in
the EOC.
Situational
Assessment
Provide all decision makers
with decision -relevant
information regarding the
nature and extent of the
hazard, any cascading
effects, and the status of the
response.
You'II provide the requested
information to Emergency
Management/EOC and
participate in completing any
provided documentation.
Support departments or agencies have specific capabilities or resources that can
support primary agencies in executing capabilities and other missions. The
activities of support agencies typically include:
• Participate in planning for incident management, short -and -long-term
recovery operations, and the development of supporting operational plans,
standard operating procedures, checklists, or other job aids.
• Maintaining trained personnel to support interagency emergency response
and support teams.
• Coordinating resources resulting from response mission assignments.
III. SITUATION OVERVIEW
Information is crucial for effective emergency or disaster management. TIS keeps
all information sources up and running, including computer networks, hardware,
devices, and telephone communications.
The GIS section, under TIS, provides valuable information and data to allow for
timely situational awareness to support effective emergency and disaster
management. GIS also supports damage assessment operations to the EOC.
TIS has an essential role in all phases of emergency management and provides a
considerable share of the combined effort.
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A. Emergency Operations
Disasters and emergencies have occurred and will continue to occur throughout
the City of Tukwila. The King County Hazard Mitigation Plan identifies the following
technological and natural hazard vulnerabilities: severe weather, earthquake, civil
disturbances, fire, volcanic eruption, terrorism, and infrastructure failures.
Any disaster or emergency that occurs within Tukwila's jurisdictional boundaries
will likely require the full support of communications systems managed by TIS.
The City's communications systems may be overwhelmed, damaged, or destroyed
by a natural or technological disaster when they are needed the most.
B. Planning Assumptions
The information and procedures included in this plan have been prepared utilizing
the best information available at the time of preparation. As the true extent of the
impacts of a disaster cannot be known before it occurs, the City can only endeavor
to make every reasonable effort to respond based upon the situation, information,
and resources available at the time. The outcome of an emergency may be
different than the expected outcome based on these assumptions and others.
While not an exhaustive list, the assumptions listed in this subsection apply to all
sections and documents that make up the annex. They are as follows:
• Depending upon the hazard and its impacts, technology and
communications may take months to restore.
• Initial reports of damage will be fragmented, providing an incomplete
picture of the extent of damage to technology infrastructure.
• Alternate communications systems may or may not be available depending
on the extent of the damage.
• Normal communications, if operational, will likely be overloaded.
• Cybersecurity incidents vary in nature, complexity, and impact. The nature
of the systems and technology subject to such incidents is increasingly
complex and vast, including city -controlled computers and networks, as
well as mobile phones, networked devices, and third -party services.
• Significant cybersecurity incidents would require the activation of the EOC
to address the physical and operational effects of the incident.
IV. CONCEPT OF OPERATIONS
It is essential that the City of Tukwila have reliable information technology and
communications systems for day-to-day operations, warning capabilities, response
and recovery efforts, and coordination with other organizations.
A. Organization
Technology Innovation Services administers the City's voice/data network,
computer hardware, computer software, Geographic Information Systems (GIS),
provides support for the City website, and technical support.
B. Disaster Response
Following an emergency or disaster, TIS will work with Emergency Management
and the EOC (if activated) to assign IT resources to departments, deploying
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5
CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
department representatives across the city to support various departments. TIS
will gather information related to technological needs and system operability. TIS
will work with vendors to understand the status determination and repair for critical
systems that are defined in their operational plans or by the EOC.
C. Core Capability & Critical Tasks
FEMA has identified the following critical tasks for each core capability. The core
functions/capabilities that have been identified above support each of the below
critical tasks. These tasks span the mission areas, requiring some tasks to be
completed in advance of the emergency or disaster. Others are specific to the
response.
Primary Core Capabilities
Mission Area
Protection
Protection
Critical Task
CYBERSECURITY
Implement risk -informed guidelines, regulations, and
standards to ensure the security, reliability, integrity, and
availability of critical information, records, and
communications systems through collaborative cybersecurity
initiatives and efforts.
Implement and maintain procedures to detect malicious
activity and to conduct technical and investigative -based
countermeasures, mitigations, and operations against
malicious actors to counter existing and emerging cyber-based
threats, consistent with established •rotocols.
Support Core Capabilities
Mission Area
Prevention
Critical Task
PLANNING
Identify critical objectives during the planning process,
provide a complete and integrated picture of the sequence and
scope of the tasks to be achieved by the objectives, and
ensure the objectives are implementable within the timeframe
contemplated within the plan.
Prevention
Develop and execute appropriate courses of action in
coordination with local, state, federal, and private sector
partners to prevent malicious acts.
Protection
Implement, exercise, and maintain plans to ensure continuity
of operations.
Mitigation
Ensure plans have considered relevant threats/hazards and
how those threats/hazards may be mitigated.
Response
Develop operational plans that adequately identify critical
objectives, provide a complete picture of the sequence and
scope of the tasks to achieve the objectives, are
implementable, and use available resources.
Recovery
Support the completion of an initial recovery plan that
provides an overall strategy and timeline, address all core
capabilities, and integrates socioeconomic, demographic,
accessibility, technology, and risk assessment considerations.
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CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Mission Area
Protection
Critical Task
OPERATIONAL COORDINATION
Establish and maintain partnerships among stakeholders to
support networking, planning, and coordination.
Mitigation
Integrate mitigation data and practices into practice.
Response
Mobilize critical resources and establish appropriate structures
that support the coordination of providing resources to the
affected community.
Response
Enhance and maintain structures consistent with the National
Incident Management System (NIMS) to meet basic human
needs, stabilize the incident, and transition to recover .
Prevention/
Protection
INTELLIGENCE & INFORMATION SHARING
Anticipate and identify emerging and/or imminent threats to
systems and networks.
Prevention/
Protection
Share relevant, timely, and actionable information and
analysis with local, state, and federal partners about malicious
acts.
INTERDICTION & DISRUPTION
Protection
Deter, detect, interdict, and protect against malicious acts
that threaten the securit of technolo• -based s stems.
ACCESS
Protection
CONTROL & IDENTITY VERIFICATION
Implement and maintain protocols to verify identity and
authorize, grant, or deny physical and cyber access to specific
locations, information, and networks.
PHYSICAL PROTECTIVE MEASURES
Protection
Identify, assess, and mitigate vulnerabilities to incidents
through the deployment of technological solutions that
enhance physical protective measures.
RISK MANAGEMENT
FOR PROTECTION PROGRAMS & ACTIVITIES
Protection
Ensure critical infrastructure sectors have and maintain risk
assessment processes to identify and prioritize assets,
systems, networks, and function.
Protection
Ensure operational activities and critical infrastructure sectors
have and maintain appropriate threat, vulnerability, and
consequence tools to identify and assess threats,
vulnerabilities, and conse•uences.
LONG TERM VULNERABILITY REDUCTION
Mitigation
Achieve a measurable decrease in long-term vulnerability to
systems, networks, and other technological -based solutions
against increasing reliance upon information technology.
INFRASTRUCTURE SYSTEMS
Response
Re-establish critical infrastructure within the affected areas to
support ongoing emergency response operations, community
functionality, and a transition to recovery.
Response
Formalize partnerships with governmental and private sector
cyber incident or emergency response teams to accept, triage,
and collaboratively respond to cascading impacts in an
efficient manner.
Recovery
Restore and sustain essential services to maintain
functionality.
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CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Mission Area
Recovery
Response
Response
Response
Critical Task
Develop a plan with a specified timeline for redeveloping
technology to contribute to resiliency, accessibility, and
sustainability.
OPERATIONAL COMMUNICATIONS
Re-establish critical information networks, including
cybersecurity information sharing networks, to enable incident
response and su••ort the resilience of ke s stems.
SITUATIONAL ASSESSMENT
Deliver information sufficient to inform decision making
regarding immediate lifesaving and life -sustaining activities
and engage governmental and private sector resources within
and outside of the affected area to stabilize the incident.
Deliver enhanced information to reinforce ongoing lifesaving
and life -sustaining activities and engage governmental and
private sector resources within and outside of the affected
area to stabilize the incident and transition to recovery.
V. RESPONSIBILITIES
Technology & Innovation Services is primarily responsible for:
• Developing operational plans related to cyber incidents and technology
restoration
• Maintaining vendor relationships related to technology.
• Manage technology needs during day-to-day operations, during
relocation activities, and emergency response operations.
• Provide telecommunications, network, and technology support to the
EOC.
• Provide Graphic Information Systems (GIS) support to the EOC.
• Coordinate recovery operations of the city's telephone and computer
systems, as well as data restoration.
• Follow current trends in malicious acts and take action to protect/mitigate
against malicious actors.
In addition to performing the core functions defined above, Emergency
Management also has the following responsibilities, as outlined by the CEMP Base
Plan.
Preparedness/Mitigation
• Participate in emergency management trainings, drills, and exercises in
support of emergency operations.
• Identify and utilize current methods to lessen the effects on the city IT
infrastructure in the event of future emergencies or disasters.
• Establish a mitigation program for all City computer and communications
systems to protect them from the effects of an emergency or disaster.
Included in this program will be seismic protection of all essential network
and communications systems.
• Explore new technologies designed to improve the reliability of
communications systems.
• Employ proper tools and best practices to mitigate against malicious actors.
• Maintain relevant contracts, ensuring an emergency response provision is
outlined in each contract.
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CITY OF TUKWILA COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
• Establish and maintain standard operating procedures for IT and GIS
operations during emergency operations.
• Develop operational plans related to technology recovery.
Response
• Attend department/division briefings to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
• Provide representation, as requested, to assist all sections in the EOC.
• Provide GIS support in the EOC to support the tracking/plotting of road
closures, evacuations, damages, etc. as directed by the Operations Section.
• Provide periodic departmental situation reports to Emergency Management
or the EOC.
• Maintain documentation in coordination with Emergency Management for all
disaster expenses.
• Coordinate with the EOC and PIO/JIC to support press briefings with the
necessary logistical support.
Recovery
• Support Emergency Management in the disaster recovery process.
• Follow appropriate policies and procedures in completing the required
documentation to justify emergency services, contracts, purchases, and
expenditures.
• Attend required post -incident reviews.
• Forward completed documentation to Emergency Management or the EOC
for costs incurred and volunteers utilized.
• Revise internal policies and procedures to correct deficiencies learned from
the incident.
• Revise resource lists of used vendors and other suppliers.
• Repair and restore the city's IT infrastructure and communications systems.
• Support the recovery and restoration of City services.
VI. RESOURCE REQUIREMENTS
A. Logistical Support
TIS relies heavily on vendor support to maintain city technology infrastructure.
Tier I support is available for some systems while higher level support is available
only through vendor support. Some communications and data systems are not
maintained by TIS, but rather by specific departments. TIS would rely heavily on
contracts and vendor support to resolve most communications and network
systems infrastructure.
B. Communications/Data
The City's communications and data infrastructure has the following components
that are critical asset requirements for the City of Tukwila.
Component Description
Support & Maintenance
Fiber
Fiber optic cable connects all city
facilities, from Fleet & Facilities to
Minkler. This provides the
backbone for telephone and data
communications networks, plus
some radio transmissions and
Engineering and first -level
support by TIS. Fiber
construction and repair by
PW Streets or their
contractors.
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9
CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Component
Description
traffic signals. Fiber is mixed in
ownership between the City, King
County's I -Net, and Comcast as a
part of our franchise agreement.
Support & Maintenance
Radio - 800 MHz
Part of a King County network
that includes more than 16,000
radios used by all police and fire
agencies in the county.
Tier I support can be
provided by King County
Radio Shops. Additional
support is required through
PSERN.
Vendors: Valley Comm
(radio operations), PSERN,
King County Radio Shops.
Radio - 154 MHz
Tukwila Public Works operates a
154 MHz radio network for
operations crews with about 30
mobiles and portables.
A Public Works employee
oversees the system and its
maintenance. Most
installation and maintenance
is accomplished by
contractors.
Vendors: Motorola
(equipment), Day Wireless
Radio - 440 MHz
Amateur Radio
The Tukwila EOC supports a
volunteer -run radio system
operated as auxiliary
communications.
Tier I & II support is
provided by volunteers
through the EOC.
Vendors: Motorola/ICOM
(equipment)
Incident Command
Vehicle
The Tukwila Police Department
acquired an incident command
vehicle which provides a hub for
computing and communicating at
an incident site. The vehicle's
workstations are connected to the
Internet via a Cradle point router.
It is also equipped with Wi-Fi,
video and other capabilities.
First and second level
technology support by TIS.
Wiring and vehicle support
by Fleet.
Telephone Network
The City operates a hosted
telephone network provided by
Allstream/Zayo. Telephone
capability is available at all City
locations. The network connects
to the cloud via the City's data
network and requires power to be
functional. Connection to the
public switched telephone network
(PSTN) is managed by the vendor.
First level support by TIS.
Second level support can be
provided by the vendor via
their support portal or by
telephone.
The City operates a private data
network which connects end user
computing devices, data centers,
First and second level
support by TIS.
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CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Component
Data Network
Description
and the Internet. The network
operates largely on the City's fiber
optic cable network between
buildings and uses fiber and
copper for distribution within
buildings. This data network
supports a wide variety of
computer applications used for
emergency management,
including electronic mail,
computer aided dispatch, work
management systems, etc.
Support & Maintenance
Internet Connection
The City provides Internet
connections through redundant,
diverse Internet service providers
(ISP). Circuit connections are
routed over fiber.
First and second level
support by TIS.
Vendors: Zayo, King County
I -Net, Comcast
Wireless Data
Network - Internal
City Wireless Access
Points
The city provides secure internal
Wi-Fi service and an open guest
Wi-Fi service through all City
facilities.
Justice Center (TJC) and City Hall
as well as other strategic sites in
the city.
First and second level
support provided by TIS.
Vendor support provided by
Cisco on a remote basis. ISP
support provided by vendors
(See Component: Internet
Connection Above)
Cellular Telephones
The city provides cellular service
to over 450 devices. The City
primarily uses two service
providers: AT&T and Verizon. TIS
manages the City's relationship
with the service providers and
rate plans.
First level support provided
by TIS. Second level support
by service providers (AT&T
and Verizon).
Text messaging
Text messaging is available on
standard cellular phones and
smart phones.
Support provided by service
providers.
Electronic Mail and
Office 365
The city currently has over 500
active user email accounts.
Tier I support is provided by
TIS.
WebEOC
WebEOC is used by EOC
representatives to document and
track emergency coordination.
Tier I support is provided by
King County Emergency
Management.
Tukwilawa.gov and
other City websites
The City's public -facing website
provides a wealth of information
relating to residents and visitors.
The City's internal sites are
hosted on SharePoint and
managed disparately by individual
departments. Each site provides
useful information in regard to
function and important resources
of each department. The common
First and second level
technical support for public
web platforms is supported
by the Communications
Division of the Mayor's
Office.
First level support for
internal websites hosted on
SharePoint is provided by
individual departments
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11
CITY OF TUKWILA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Component
Description
"intranet" site for all is called
Tuknet.
Support & Maintenance
related to the site. Second
level support is provided by
TIS.
Social Media
Communications staff provide
incident updates to the public
through their social media
accounts. The Mayor's Office owns
the Citywide social media
accounts.
First and second level
support provided by
department communications
staff.
Department
Newsletters/listservs
Communications staff may
provide incident updates to the
public through newsletters and
I i stse rvs.
First and second level
support provided by
department communications
staff.
VII. MAINTENANCE
This document is an external plan and follows the maintenance process, which
includes a method and schedule for evaluation and revision. Lessons learned
from exercises, special events, incidents, or disasters may result in a decision to
evaluate portions of the documents ahead of the schedule.
The Director of this department/division has the responsibility for this document
and will ensure that it is evaluated as outlined in the Base Plan schedule with
updates and revisions being made to ensure guidance remains current. The
department/division will facilitate the evaluations in consultation with Emergency
Management.
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165
5TATEOFVVASH|NGTON
MILITARY DEPARTMENT
EMERGENCY MANAGEMENT DIVISION
M3 7A-Z0Building 2n°Cunpuvunn»Washington 98*3D`,22
July |6,2025
K1indi MaUonu
Emergency Manager
City ofTukvvi\a
i5O05Tukwila International Blvd,
Tukwila, VV/\98l88
Re: City of Tukwila Comprehensive Emergency Management Plan
Dear Ms. Mattson:
Thank you f0,SUbmkbngthe City ofIukwi&`o Comprehensive ManagementPlan (CEMMfor our
review uxrequired under RCVV 38.52.070. Congratulations oncompleting this significant
accomplishment.
The enclosed documents provide ocompilation ofrecommendations for your next planning and
review cycle tomeet the requirements ofchapter 38.52&CWand chapter i|8-30YY/\C.Addressing
the lawful requirements category will ensure YOUrCEMP's continued consistency with the State
C6&49und incorporate induxby`xbest practices. The Washington Emergency Management Division
/EMD\ looks forward to receiving the next iteration of the City ofTukvvi|u'o CEMY infive years.
To better incorporate the use of core capabilities and make the CEMP a more operational docurnent,
CEMP development in Washington has undergone significant changes. If YOU Would like additional
information or assistance, please contact EMD's Planning Section at ei-ndceiiipreview@mil.wa.gov.
Sin
Director
�7
/
�
Eno|oaurcm[I)
EK4I)CEMPEvaluated Checklist — City ofTukwila 2OZ5
166
EMD CEMP Evaluated Checklist (updated) -City of Tukwila 2025 -.xlsx
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to OM*
Tier I - Optional.
Basic Plan
Introductory Documentation
Purpose, Situation, & Assumptions
Concept of Operations
Direction, Control, & Coordination
Organization & Responsablities
Communications
Administration
Finance
Logistics
Development & Maintenance
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Annexes
Population Protection
ESF 4
ESF 5
ESF 6
ESF 8
ESF 9
ESF 10
ESF 13
ESF 15
Resource Management
ESF 7
ESF 11
Critical Infrastructure
ESF 1
ESF 2
ESF 3
ESF 12
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*Each Tier Total is the sum of all elements that have been addressed across all sections 'n the column and displayed in a percentage
Cells that are grayed out do not contain elements that are reviewed for that tier.
Five Fundamental Plan Review Criteria:
Rating:
4
Rating System:
1 = Missing All of the specified characteristics
2 = Minimally addresses the specified characteristics
3 = Addresses Some of the specified characteristics
4 = Addresses Most of the specified characteristics
5 = Addresses All of the specified characteristics
ADEQUACY
A plan is adequate if:
4
The scope and concept of planned operations identify and address critical tasks effectively;
4
The plan can accomplish the assigned mission while complying with guidance;
4
The plan's assumptions are valid, reasonable, and comply with guidance.
4
FEASIBILITY
A plan is feasible if:
4
The organization can accomplish the assigned mission and critical tasks by using available resources whithin the time contemplated by the plan;
4
The organization allocates available resources to tasks and tracks the resources by status;
4
Available resources include internal assets and those available through mutual aid or through existing state, regional, or Federal assistance agreements.
4
Specifically, the jurisdiction should complete a capability estimate that:
4
Identifies the current status of resources arrayed to support the plan;
4
Analyzes the required resources based on the courses of action in the plan;
4
Identifies the most supportable courses of action and ways to reduce the impact of resource deficiencies.
4
ACCEPTABILITY
A plan is acceptable if:
4
It meets the requirements driven by a threat or incident;
4
It meets decision maker and public cost and time limitations;
4
It is consistent with the law;
4
It can be justified in terms of the cost of resources;
4
Its scale is proportional to mission requirements.
4
COMPLETENESS
A plan is complete if it:
4
Incorporates all tasks to be accomplished;
4
Includes all required capabilities;
4
Integrates the needs of the general population, children of all ages, individuals with disabilities and others with access and functional needs, immigrants,
4
individuals with limited English proficiency, and diverse racial and ethnic populations;
Provides a complete picture of the sequence and scope of the planned response operation;
4
Makes time estimates for achieving objectives;
4
Identifies success criteria and a desired end -state.
4
COMPLIANCE
The Plan should align with guidance and doctrine to the maximum extent possible because these provide a baseline that facilitates both planning and execution.
4
COMPLETE OVERVIEW
167
Comprehensive Emergency Management Plan (CEMP) Review &
Recommendations
Jurisdiction: City of Tukwila (Final Review-2025)
The plan provides well written, easy to understand and necessary information for the
administration of an emergency management program. The recommendations provided below
are separated into three tiers:
Tier III — Lawful Requirements; Tier 11—State Suggestions; and Tier I — Optional
State consistency reviews will follow the recommendations identified in Tier III. Tier II
identifies the next logical step in the planning process and should be considered guidance to
assist with state-wide planning coordination; Tier II is not a requirement, but highly suggested
to better prepare your jurisdiction. Tier I identifies entirely optional, accreditation -related
elements and remains dependent on individual jurisdictions' preparedness goals, capabilities
and resources; Tier I is not a requirement.
*For the purpose of providing feedback, the information below is organized by FEMA's
Emergency Support Function (ESF) even though your annexes are arranged by Departmental
responsibilities.
Basic Plan —Approval
Document
Communications —
Hazardous Materials
Basic Plan —Approval
Document
D/
Ensure the approval document is signed by
either the Emergency Management Director
or the senior elected official. This is expected
and is a reminder to sign the official
document when it is ready to be
promulgated/approved.
Consider discussing within the
Communications Plan how expeditious
notification to citizens during a Type 1 or
Type 2 hazardous spill or release.
TIER II —St
ug giestians
Consider discussing authorities and decision -
making policies in either your approval
document or the delegation of authority if
the senior or appointed officials were absent.
,i/����000000000000000ir
Chapter 118-30, WA
CEMP, CPG 101
Title 38.52 RCW,
Title 70.138.080
RCW
z,„;///,//000000000000000ii
.:...............................
WA CEMP, CPG 101
Washington Emergency
Management Division
7/10/2025
Page 1
168
TIER II -
irrrrrrrrrrrrrrira //%//////// riiiifoi000ili% //r
ffioioiaiio//iiioo/////�i /
As a consideration, include a statement
Basic Plan — Whole disclaiming that Whole Community has been WA CEMP, CPG 101
incorporated throughout the CEMP, including
all annexes, appendices, and attachments.
When discussing the value of continuity
planning, consider including the following in
Basic Plan — the discussion: WA CEMP, CPG 101,
COOP/COG • Validation of capabilities through Continuity Circular
Training and Exercise, and
• Devolution and Reconstitution
There are many tasks and abilities that
Departments/Agencies (at all levels of
government), the private sector, community
organizations, and individuals should be
participating in and accomplishing based on
the guidance offered by the National
Planning Frameworks. The Responsibilities
section is an opportunity to not only address The National
Basic Plan — Planning
what capabilities are, but what they should
ResponsibilitiesFrameworks, WA
be. This section should also be considered a
place to set expectations. For more CEMP, CPG 101
information on stakeholder responsibilities,
consult the CEMP Evaluation Checklist —Tier
II Suggestions tab.
Community
Basic Plan — Finance
Basic Plan - Finance
Overall, this section was well -written, there
were just a few missing.
Consider discussing how grants are managed
in your jurisdiction. For example, consider
how the Homeland Security Regions
participate in grants management and also National Disaster
how the individual jurisdictions within the Recovery
region participate in the process. There may Framework, WA
be other EM grant funded initiatives and CEMP
projects that operate outside of the HLS
Region, consider discussing what is done to
manage those grants as well.
Consider briefly discussing the impact and
role of insurance for recovering from the
impacts of emergencies and/or disasters.
National Disaster
Recovery
Framework, WA
CEMP
Washington State Emergency
Management Division
7/10/2025
Page 2
169
Consider moving those terms and definitions
which only apply to a specific function to a
Support Annex. The definitions section within
a support annex serves to house unique
Basic Plan —Terms terms or jargon. This will leave the Basic
and Definitions / Plan's terms and definitions section free to WA CEMP, CPG 101
Abbreviations discuss more general concepts that are
appropriate to its intended audience. Also,
consider removing any terms, definitions, or
anacronyms that is not used in the Plan to
help reduce its length and sharpen its focus.
Consider what technical information was
discussed that may need additional
clarification. Terms and definitions to include
All Annexes — Terms in these sections are specific to the ESF in WA CEMP, CPG 101
and Definitions question. General terms that apply to the
CEMP as a whole or those that apply to the
Basic Plan's content should be included in the
Basic Plan.
Please include Appendices/Attachments or
References and Supporting Plans section.
This section serves to point to guidance or
documents (forms, checklists, etc.) which
ALL Annexes — exists to support the department and that
Appendices/ they may use in their roles. An example of WA CEMP, CPG 101
Attachments something which would be found or
referenced in these sections would be a
debris management plan, an unsolicited
donations plan, a reference to your volunteer
management plan, etc.
Consider including in each of the annexes
who would be the primary and support
positions. Even though your annexes are in
Departmental format, it would be beneficial National Planning
All Annexes— Primary to notate the position or section within each Frameworks, WA
and Support Agencies department that fills this role. (Ex. Within the CEMP, CPG 101
Public Works Department, who or what
section is responsible for roads vs.
wastewater.)
ESF 1— Incident Building off the incident management WA CEMP
Management measures described for roadways, consider
Washington State Emergency
Management Division
7/10/2025
Page 3
170
ESF 2 — Whole
Community
Communications
ESF 2 — AFN
Communication
Systems
ESF 2 —9-1-1
describing what incident management
practices will be implemented for those
involving Aviation, Maritime, Pipelines, and
Railroads. Even if your jurisdiction has no
capabilities to perform either of these a
discussion should still occur concerning who
manages those specific incident types and
how your jurisdiction assists or coordinates
(e.g. provides traffic control in affected areas,
provides specific transportation resources,
etc.).
Elaborating on the recommendation
provided under Tier III in your Basic Plan —
Communications section, be sure to describe
the communication systems used to reach
the Whole Community, and more specifically
the significant population segments related
to LEP under Title 38.52 RCW.
This annex should really focus on the
capabilities of each system (i.e. whether a
system can communicate with hearing -
impaired, translations for LEP, etc.). It should
also address the technological limitations or
challenges, recommendations to address
such challenges, and the resources needed to
address those challenges.
Identify existing communication systems that
will be used to communicate with Access and
Functional Needs populations. These systems
might include:
• Text Telephone (TTY)
• Telecommunication Device for the Deaf
(TDD)
• Telecommunications Relay Service (TRS)
• Video Relay Service (VRS), etc.
Discuss how Public Safety Answering Points
(PSAPs) contribute to emergency
communications during an incident.
Also, consider discussing alternative methods
for essential communications if 9-1-1 or
other dispatch centers are out of operation.
WA CEMP, National
Planning
Frameworks, CPG
101
WA CEMP, CPG 101
WA CEMP, CPG 101
Washington State Emergency
Management Division
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ESF 4 — Firefighting
ESF 5 —
Staff/Equipment
Requirement and EOC
Layout
ESF 6 - Shelters
ESF 8 — Water and
Wastewater
ESF 8— Mass
Casualty/Fatality
Consider adding an annex that discusses
firefighting capabilities. This annex can
include descriptions of Firefighting Assistance
Grants, Response actions to detect and
suppress wildland and urban fires, EMS
Capabilities, coordination with other fire
districts, the process to request fire
mobilizations, Special Teams identification
(i.e. Hazmat teams, Swift Water Rescue,
confined space rescue, etc.), evacuation
considerations, and how situational and
damage assessment information flows from
IC to EOC/ECC.
Consider identifying the staff and equipment
requirements necessary for the EOC. This can
include training requirements for staff and
equipment (laptops, monitors,
communication devices, whiteboard, etc.)
that would be needed.
Provide a diagram of the primary and
alternate EOCs (e.g., locations, floor plans,
displays) and identify and describe the critical
communications equipment
available/needed (e.g., phone numbers, radio
frequencies, faxes).
Consider discussing the process and
procedures to address unaccompanied
children and registered offenders when they
arrive at shelters.
Consider discussing the provision and
distribution of water to affected
communities. Also consider what is done to
acquire or provide for human waste disposal
services.
Describe what efforts are made to contain
and stabilize the effects of a mass casualty or
mass fatality incident. Further, consider
addressing the methodology behind the
National Response
Fra mework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
WA CEMP, CPG 101
National Response
Fra mework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
National Response
Framework,
National Disaster
Recovery
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ESF 8 — Incident
Management
establishment of Emergency Treatment
Centers or Mass Casualty Collection Centers.
Consider discussing how the following
elements are coordinated or describe the
actions that will be taken for this ESF:
• Contain and stabilize the effects of the
incident
• Track patients
• Decontaminate survivors and responders.
Briefly describe the roles and responsibilities
ESF 8 - Responsibilities of hospitals and/or Local Health Jurisdiction
and Coroner
Consider addressing Search and Rescue
capabilities for your jurisdiction. Some points
suggested are:
• Capabilities for Structural, Urban,
Wilderness, and Aeronautical efforts.
• How to monitor distress
ESF 9 — Search and communications; track and locate
Rescue distressed personnel; coordinate and
execute rescue operations, including
extrication or evacuation.
If these capabilities do not exist in your
jurisdiction, consider noting neighboring
jurisdiction through MOA/MOU or other
formal request process that can assist.
While a separate review is conducted for ESF
10/LEPC Plans by EMD's LEPC Planning Team,
there are a few elements that are addressed
in FEMA guidance. Consider discussing the
following:
• Methods to detect and assess the extent
of contamination;
• Description of the methods to stabilize a
release;
• Environmental cleanup
• Waste disposal methods/processes;
• Implementing storage options;
• Implementing treatment options.
Even if your jurisdiction does not participate
in the process (i.e. Department of Ecology
ESF 10—Oil and
Hazardous Materials
Framework, WA
CEMP, CPG 101
National Response
Fra mework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
WA CEMP, CPG 101
National Response
Framework, WA
CEMP, CPG 101
National Mitigation
Framework,
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
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ESF 11— Nutritional
Needs
ESF 11—Animal and
Plant Diseases
ESF 12 -Managing
extended outages
ESF 13 - Evacuations
ESF 15 — Notices
takes care of waste), ESF 10 should briefly
describe/highlight who is participating in
these activities and if any coordination is
involved.
Consider referencing King County LEPC/ESF10
plan if you do not have your own LEPC and
participate as a member.
Consider discussing what processes or
procedures are in place to help the
jurisdiction in determining the nutritional
needs of the population when feeding
operations are being conducted (e.g. baby
food, religious diets, food allergies, calorie
needs, etc.). To understand this function in a
different light, consider how you might run a
food bank -like operation.
Discuss how the jurisdiction will respond in
the event of animal and plant disease.
Additionally, consider the potential economic
impact of devastating animal/zoonotic/plant
diseases.
Consider discussing how to manage and
endure those extended energy outages.
Discuss any planning efforts to facilitate
evacuations. This discussion could touch on
methods, processes, or link back to existing
plans, if not discussed under Firefighting
Annex.
The topics covered within ESF 15 encompass
aspects of nearly all of the activities of other
ESFs and is a difficult Support Annex to
develop. Considering this, your ESF 15 Annex
demonstrates a high-level of development
and forward thinking. There are only a few
considerations which can be addressed.
Discuss how information pertaining to the
potential impacts of secondary hazards is
relayed to the public. Discuss mechanisms
which will be in place for the family
National Response
Fra mework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
WA CEMP, CPG 101
The National
Planning
Framework, WA
CEMP, CPG 101
WA CEMP
National Response
Fra mework,
National Disaster
Recovery
Framework, WA
CEMP
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General
Basic Plan
Basic Plan — Concept
of Operations
Basic Plan -
Communications
Basic Plan -
Development and
Maintenance
reunification process. Discuss the
notifications provided for emergency
transportation information. Lastly, discuss
the possibility of providing announcements
for upcoming community meetings (i.e.
involving state officials, local authorities,
damage assessments, etc.).
TIER I — Optional
The biggest concern with accreditation
entities and requirements is detailed
explanations of process and procedures. It is
often not enough to simply address that you
perform an activity, but rather explain each
step of the process involved to accomplish
such activities.
Develop and/or reference a multi -year
strategic plan complete with goals,
objectives, milestones, and implementation
methods.
Discuss some basic NIMS concepts (i.e.
modular, unified command process, span of
control, etc.)
There are a lot of elements to try and provide
methods and processes regarding crisis
communication, public information, and
education.
A training and exercise program contains
numerous components. Accreditation is
primarily concerned with the methods used
to train, exercise, and track all this data.
EMAP
EMAP 3.1.1
EMAP 4.5.1
EMAP 4.11.1 -
4.11.4
EMAP 4.9 - 4.10
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