Full Text
CITY OF REDMOND ALL-HAZARDS COMPREHENSIVE EMERGENCY MANAGEMENT PLAN OFFICE OF EMERGENCY MANAGEMENT REVISED 2009 ---PAGE BREAK--- 2 ---PAGE BREAK--- 3 PROMULGATION DATE: TBD TO: City of Redmond Council and Directors FROM: Mayor, City of Redmond SUBJECT: Letter of Promulgation – 2009 City of Redmond Comprehensive Emergency Management Plan (CEMP) With this notice, we are pleased to officially promulgate the 2009 Redmond Comprehensive Emergency Management Plan (CEMP). One of a family of plans published by the City of Redmond, Redmond Fire Department, the CEMP is the framework for citywide mitigation, preparedness, response, and recovery activities. Its intent is to provide a structure for standardizing plans citywide and to facilitate interoperability between local, state, and federal governments. Every effort has been made to ensure that the CEMP is compatible with the King County Regional Disaster Plan, the State of Washington Comprehensive Emergency Management Plan, the National Response Framework, and the Revised Code of Washington, Chapter 38.52. Its format aligns with the State of Washington Comprehensive Emergency Management Plan. The CEMP specifies the authorities, functions, and responsibilities that pertain to establishing collaborative action plans between City departments, local, state, federal, volunteer, public, non‐profit and private sector organizations. It also contains detailed information on participant Emergency Support Functions (ESFs). By coordinating all phases of emergency management, the CEMP helps minimize the impacts of incidents in the City of Redmond. We believe the CEMP is a significant tool for saving lives, protecting property, preserving the environment, and sustaining the economy. Finally, the CEMP is a reminder to department directors, agencies, commissions, and councils of their two primary goals in emergency management: to support the City of Redmond through the Emergency Coordination Center, and to establish and maintain a comprehensive internal process for conducting daily business before, during, and after an emergency or disaster event. Thank you for your involvement in this endeavor. John Marchione, Mayor Date ---PAGE BREAK--- 4 THIS PAGE INTENTIONALLY LEFT BLANK ---PAGE BREAK--- 5 FOREWORD The City of Redmond sincerely appreciates the cooperation and support from all City departments contributing to the publication of the 2009 City of Redmond Comprehensive Emergency Management Plan (CEMP). Coordination of the Plan represents a committed and concerted effort by all City departments and agencies to emergency management. The Plan demonstrates the ability of a large number of departments to work together to achieve a common goal. The CEMP is intended as a comprehensive emergency management framework for citywide mitigation, preparedness, response, and recovery activities. The CEMP was revised through the synergistic efforts of the City departments. The Office of Emergency Management coordinated activities to provide a forum for those with identified responsibilities in the CEMP. They participated in planning and coordinating emergency management activities in order to identify, develop, maintain, and enhance the City’s emergency management capabilities. The CEMP is one of the many efforts to prepare all people in the City of Redmond for emergencies or disasters. The CEMP is formatted to be consistent with the State of Washington CEMP, National Response Framework, complete with Emergency Support Functions (ESFs), or single functional activities. This is to standardize plans throughout the State and to provide interoperability between local, state, and federal levels of government. The Plan stresses the four phases of emergency management: mitigation, preparedness, response, and recovery activities. The CEMP moves us one step closer to being able to minimize the impacts of emergencies and disasters on people, property, the economy, and the environment of the City of Redmond. Our sincere thanks and congratulations to all who have made this Plan possible. City of Redmond Office of Emergency Management ---PAGE BREAK--- 6 THIS PAGE INTENTIONALLY LEFT BLANK ---PAGE BREAK--- 7 RECORD OF CHANGES Change # Date Entered Contents of Change Initials ---PAGE BREAK--- 8 THIS PAGE INTENTIONALLY LEFT BLANK ---PAGE BREAK--- 9 RESOURCES National Response Framework, January 2008 Federal Emergency Management Agency, www.fema.gov FEMA Independent Study Program: IS‐235 Emergency Planning Course found at http://www.training.fema.gov/EMIWeb/IS/ Guide for All‐Hazard Emergency Operations Planning, FEMA, State and Local Guide (SLG) 101 September, 1996 Multi‐Hazard, Identification and Risk Assessment: A Cornerstone of the National Mitigation Strategy, FEMA, first edition 1997 Washington State Military Department, Emergency Management Division, www.emd.wa.gov Washington State Comprehensive Emergency Management Plan, Washington State Military Department, Emergency Management Division – Edition II‐ May 2002 ‐ under revision Washington State Hazard Identification and Vulnerability Assessment, Washington State Military Department, Emergency Management Division, March 2003. Washington State Enhanced Hazard Mitigation Plan, Emergency Management Division, July 2004 ---PAGE BREAK--- 10 THIS PAGE INTENTIONALLY LEFT BLANK ---PAGE BREAK--- 11 TABLE OF CONTENTS: Promulgation 3 Foreword 4 Record of Changes 7 Resources 9 I. INTRODUCTION 14 A. MISSION 15 B. PURPOSE 15 C. SCOPE AND APPLICABILITY 15 D. NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) INTEGRATION 16 E. Authorities 16 F. KEY CONCEPTS 17 II. PLANNING ASSUMPTIONS AND CONSIDERATIONS 18 A. DISASTER ASSUMPTIONS 18 B. PLANNING ASSUMPTIONS 18 C. CONSIDERATIONS 18 III. ROLES AND 20 A. CITY COUNCIL AND DEPARTMENT ROLES AND RESPONSIBILITIES 20 1. City Department’s – Common Roles and Responsibilities 20 2. City Council Roles and Responsibilities 22 3. Executive Department Roles and Responsibilities 23 4. Emergency Preparedness Council Roles and Responsibilities 24 5. Emergency Preparedness Organization Roles and Responsibilities 24 6. Director of Emergency Preparedness (Fire Chief) Roles and Responsibilities 25 7. Emergency Preparedness Program Manager Roles and Responsibilities 26 8. Legal Services Roles and Responsibilities 27 9. Finance and Information Services Department Roles and Responsibilities 28 ---PAGE BREAK--- 12 10. Fire Department Roles and Responsibilities 29 11. Human Resources Department Roles and Responsibilities 30 12. Parks and Recreation Department Roles and Responsibilities 30 13. Planning and Community Development Department Roles and Responsibilities 31 14. Police Department Roles and Responsibilities 33 15. Public Works Department Roles and Responsibilities 33 IV. CONCEPT OF OPERATIONS 35 A. GENERAL 35 B. OVERALL COORDINATION OF INCIDENT MANAGEMENT ACTIVITIES 35 C. CONCURRENT IMPLEMENTATION OF OTHER PLANS 35 D. ORGANIZATIONAL STRUCTURE 36 E. EMERGENCY RESPONSE TEAMS (FIELD LEVEL) 36 1. INCIDENT RESPONSE ACTIVITIES 36 2. Maintenance of Essential Functions 36 3. Department Operations Centers (DOC) 36 4. Emergency Coordination Center (ECC) 37 5. Emergency Preparedness Council (EPC) 37 F. DEPARTMENT OF DEFENSE SUPPORT OF CIVIL AUTHORITIES 37 V. INCIDENT MANAGEMENT ACTIONS 38 A. MITIGATION ACTIVITIES 38 B. PREPAREDNESS ACTIVITIES 38 1. INDIVIDUAL PREPAREDNESS 38 2. PREVENTATIVE MEASURES 39 3. Common Preparedness Responsibilities‐ All Departments 40 4. Department Continuity of Operations Plans 41 5. FACILITY MANAGEMENT 42 6. Records and Information Services 43 7. FINANCIAL CONSIDERATIONS 43 8. ESSENTIAL EMPLOYEES 44 C. RESPONSE ACTIVITIES 44 ---PAGE BREAK--- 13 1. Activation of the Emergency Coordination Center (ECC) 44 2. NOTIFICATION 45 3. ASSESSMENT 46 4. RESPONSE PROCEDURES 46 5. REQUESTS FOR ASSISTANCE 47 D. RECOVERY ACTIVITIES 47 E. DEMOBILIZATION 48 1. RECONSTITUTION ACTIVITIES 48 2. Resumption Activities (Close of Activation) 48 F. OPERATIONS UNDER HOMELAND SECURITY ADVISORY SYSTEM (HSAS) THREAT CONDITIONS 48 VI. ONGOING PLAN MANAGEMENT AND MAINTENANCE 49 A. PLAN MAINTENANCE 49 B. DETERMINATION OF DISTRIBUTION 49 VII. EMERGENCY SUPPORT FUNCTIONS (ESF) ANNEXES 50 ---PAGE BREAK--- 14 THIS PAGE INTENTIONALLY LEFT BLANK ---PAGE BREAK--- 15 I. INTRODUCTION The Comprehensive Emergency Management Plan (CEMP) (hereafter the Plan) is one of a series of emergency plans created by the City of Redmond. This plan provides the policy framework that other emergency plans, such as the Hazard Mitigation Plan (HMP), the Emergency Operations Plan (EOP), and Continuity of Operations Plans (COOPs), are guided by. This plan provides the City of Redmond guidance in preparing for, responding to, and recovering from an incident. It discusses guidelines on how City departments organize, direct, control, and coordinate their actions to continue essential functions during incidents. The Plan supports the Emergency Preparedness Council, providing guidance and assistance in decision‐making. The Plan uses the Incident Command System (ICS), a federally mandated command and control structure implemented during an incident. The Plan is compliant with FEMA’s Comprehensive Preparedness Guide for uniformity with local and federal government. A. MISSION The City of Redmond is dedicated to protecting lives, property, and the environment of its citizens through preparedness and mitigation activities. The City is committed to responding in an effective manner to incidents and coordinating and participating in the recovery effort. Survivability and sustainability are the goals of the City of Redmond during an incident. B. PURPOSE The Plan establishes the framework for effective emergency response methods for the City of Redmond. The Plan designates responsibility during an incident and for the sustainment of essential functions. The Plan also contains policies, guidelines, and tasks as they relate to Emergency Support Functions (ESFs). The City of Redmond employees should have a thorough understanding of the Plan and their roles and responsibilities in the preparedness, response, and recovery process. The Plan will be reviewed and implemented by every City department. C. SCOPE AND APPLICABILITY The Plan, including its supporting documents, gives guidance for the coordination of operations during incidents, and the proper utilization of resources available for use within the City of Redmond and those that may come available from other jurisdictions. The Plan supports and is compatible with State of Washington, King County, and surrounding jurisdictional plans. ---PAGE BREAK--- 16 D. NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) INTEGRATION The National Incident Management System (NIMS) is part of the National Response Framework (NRF) that establishes a standardized incident response. NIMS provides a systematic, proactive approach to guide departments and agencies at all levels of government to work seamlessly to prevent, protect against, respond to, recover from, and mitigate the effects of incidents. The City of Redmond adopted the National Incident Management System (NIMS) on 19 July, 2005. This resolution (number 1207) was passed by the City Council and signed by the Mayor as the system to prepare for and respond to incidents and as the City standard for incident management. In order to be compliant with the National Incident Management System, the City of Redmond uses the Incident Command System (ICS) to respond to incidents. ICS is a standardized on‐scene, all‐hazards incident management approach that is flexible to the size and demands of the incident. First responders, ECC team members and supervisors directly involved in incident management are required to take ICS classes to be familiarized with the system and capable of using it in an incident. It is suggested that department directors and elected officials take ICS classes to receive an overview of NIMS and become familiar with NIMS terminology. E. AUTHORITIES The City of Redmond Emergency Preparedness Plan is developed under the authority of the following local, state, and federal statutes and regulations: 1. City of Redmond Municipal Code Chapter 2.20; Emergency Preparedness 2. City of Redmond Ordinance No. 1694, July 17, 1992; Amendments to RMC Ch. 2.20 3. NIMS City Resolution Number 1207, July 19, 2005 4. Public Safety Contracts • Contract 4667 ‐ Hazardous Materials Response Unit and Teams with Eastside Cities and Fire Districts ---PAGE BREAK--- 17 • Contract 4781 ‐ Functional Consolidation of Training Divisions with City of Kirkland and Woodinville Fire and Life Safety • Contract 5085 ‐ 2006 Basic Life Support Services with King County • Contract 5303 ‐ Mutual Assistance and Interlocal Agreement with King County • Contract 5367 ‐ Fire/Police Emergency Communications Agreement, Amendment No 2 5. King County Regional Disaster Plan 6. Chapter 38.52 RCW, Emergency Management 7. Chapter 38.54 RCW, Fire Mobilization 8. Chapter 43.06 RCW, Governor's Emergency Powers 9. Title 118, WAC, Military Department, Emergency Management 10. Public Law 93‐288, The Disaster Relief Act of 1974, as amended by Public Law 100‐707, the Robert T. Stafford Disaster Relief and Emergency Assistance Act 11. Public Law 99‐499, Superfund Amendment and Reauthorization Act (SARA) of 1986, Title III, Emergency Planning Community Right‐to‐Know Act (EPCRA) F. KEY CONCEPTS Key concepts of the Plan include reliable and redundant communication systems and processes, Department Operations Centers (DOCs), Emergency Coordination Center (ECC) responsibilities, resource management, mutual aid agreements, and memoranda of agreement or understanding. ---PAGE BREAK--- 18 II. PLANNING ASSUMPTIONS AND CONSIDERATIONS A. DISASTER ASSUMPTIONS Through the development of the Hazard Identification and Vulnerability Assessment (HIVA), it has been determined that the City of Redmond is vulnerable to numerous natural and man‐made hazards. These hazards may include: severe storms (wind, rain, snow, and lightning), earthquakes, floods, landslides, common and private carrier accidents (vehicular, train, and aircraft), search and rescue emergencies, civil disturbances, terrorist activities and other intentional events, explosions, structural collapses, hazardous material incidents, major fires (including wild land and urban interface fires), pandemics, and energy and utility systems failure. In addition to these hazards, the potential exists for emergencies occurring outside of the jurisdiction that may affect our jurisdiction negatively. B. PLANNING ASSUMPTIONS Situations noted may create significant property damage, injury, loss of life, and disruption of essential services, both inside and outside the City of Redmond. These situations may also create significant financial, and sociological impacts on the City of Redmond and its citizens. It is assumed that some incidents will occur with enough sufficient warning that appropriate notification may be issued which may ensure some level of preparation. Other incidents will occur with no advanced warning. It can also be assumed that a major, widespread incident may isolate the City of Redmond, and any significant assistance from nearby communities, counties, state or federal agencies would not occur for at least 72 hours or longer. The City of Redmond will need to rely on available City resources and those of private organizations, businesses, and individuals within the City for the initial response to an incident that is widespread in the region. C. CONSIDERATIONS While we do not, in many instances, have the advantage of knowing when and where incidents will occur, nor how much destruction they may cause, we can take prudent steps prior to an incident to mitigate the most harmful effects and outcomes. It is critical that the City, as a matter of public trust, assure a reasonable process is in place to maintain the capability to sustain and perform essential functions. These functions can only be ---PAGE BREAK--- 19 accomplished when a solid framework of meaningful mitigation and preparedness measures are established, reviewed tested, and implemented. By effective stewardship in hazards planning, the City’s emergency preparedness activities can reduce casualties, infrastructure and property damage, loss of services, and human suffering. ---PAGE BREAK--- 20 III. ROLES AND RESPONSIBILITIES This Plan assigns response and preparedness roles and responsibilities for City departments. Each department’s role is identified with the understanding that roles may change depending on the situation. The responsibilities for Emergency Support Functions (ESFs) are listed under each ESF at the end of this Plan. Responsibilities for each ESF are led by a primary department or jointly with multiple departments. Additionally, each ESF has supporting departments and agencies that assist the primary department(s). A. CITY COUNCIL AND DEPARTMENT ROLES AND RESPONSIBILITIES 1. CITY DEPARTMENT’S – COMMON ROLES AND RESPONSIBILITIES The following common responsibilities are for each department. This non‐inclusive list includes critical responsibilities that are necessary for mitigation, preparedness, response, and recovery from an incident. For complete roles and responsibilities for City departments, refer to the Emergency Support Functions (ESFs) located at end of the Plan. City Department’s ‐ Common Roles and Responsibilities 1. Support the Mayor and City Council. 2. Continue essential functions as appropriate during an incident. 3. Establish a departmental line of succession to activate and carry out incident responsibilities. 4. Establish a Continuity of Operations Plan (COOP) that will include policy, guidelines, and plans for the continuance of essential functions. 5. Support and participate in the City’s emergency management mission. 6. Develop and implement policies that reduce the effects of an incident. 7. Ensure the department head participates actively in the Emergency Preparedness Council. 8. Provide for command and control for department disaster operations through established Standard Operating Guidelines (SOGs) as appropriate. ---PAGE BREAK--- 21 City Department’s ‐ Common Roles and Responsibilities Continued 9. Develop departmental Standard Operating Guidelines (SOGs) that include identification and preservation of essential records. 10. Develop the capability to continue operations during an incident and to carry out the responsibilities outlined in this Plan. 11. Identify location(s) for managing departmental operations to support essential functions during an incident. 12. Identify departmental responsibilities, capabilities, and resources including personnel, facilities, and equipment. 13. Identify information needed to manage the department during an incident and means of obtaining that information. 14. Activate the Emergency Coordination Center (Emergency Coordination Center (ECC) when necessary. 15. Activate a Department Operating Center or alternate work site when necessary. 16. Assign and send personnel to the City Emergency Coordination Center (ECC) when activated. 17. Communicate and coordinate with the City Emergency Coordination Center (ECC) when activated. 18. Activate response procedures during an incident or when requested. 19. Provide various reports to the City Emergency Coordination Center (ECC) including but not limited to: requests for assistance, situation reports, damage assessment reports, and operational capability. 20. Train departmental staff in the Incident Command System (ICS). 21. Ensure department staff read this Plan and are aware of departmental Standard Operating Guidelines (SOGs) and the responsibilities during an incident. 22. Provide basic supplies for incident preparedness, such as emergency supply kits, safety helmets, flashlights, and food and water to continue essential operations for 72 hours. 23. Provide initial damage assessment for department facilities to the City Emergency Coordination Center (ECC). 24. Document incident activities and costs. 25. Work actively with Human Resources to identify and designate essential status on appropriate City staff. ---PAGE BREAK--- 22 2. CITY COUNCIL ROLES AND RESPONSIBILITIES City Council Roles 1. Their essential functions are Policy Development and Council Contingency City Council Responsibilities 1. Continue essential functions as appropriate. 2. Appropriate resources for special requests and unanticipated expenses. 3. Appropriate funds to provide emergency preparedness programs and mitigation activities within the city. 4. Give advice and consent to the Mayor regarding appointments made pursuant to Section 2.20.040. 5. Consider adoption of emergency preparedness mutual aid plans and agreements and other such ordinances, resolutions, rules and regulations as are necessary to implement such plans and agreements referred to by the Emergency Preparedness Council. 6. approve, after their issuance, rules and regulations that are reasonably related to the protection of life and property, which is affected by an incident. Such rules and regulations having been made and issued by the Emergency Preparedness Director. 7. Approve mutual aid agreements referenced in and pursuant to Section 2.20.100. 8. Provide visible leadership to the community. 9. If necessary, declare an emergency and waive competitive bidding and award all necessary contracts for purchases and public works construction pursuant to RCW 39.04.280. Should competitive bidding be waived under this section, the Council or its designee must make a written finding of emergency within two weeks after the contract is awarded. ---PAGE BREAK--- 23 3. EXECUTIVE DEPARTMENT ROLES AND RESPONSIBILITIES Executive Department Roles 1. Assess public needs; propose policies and develop strategies to address those needs 2. Coordinate and support City incident response 3. Act as spokesperson in communicating incident related information to the public. Executive Department Responsibilities 1. Serve as Chair of the Emergency Preparedness Council. 2. Provide leadership to the community and make announcements to the media. 3. Sign Proclamation of Emergency. 4. Proclaim special emergency orders as prepared by the Director of Emergency Preparedness, i.e. curfews, street use, etc. 5. Establish priorities for conducting routine, day‐to‐day activities during an incident. 6. Request assistance via the Redmond ECC, in the event a situation is, or will become, beyond the capabilities of the resources of the City and those provided through mutual aid. 7. Provide for the accompaniment of visiting officials from other jurisdictions and levels of government. 8. Sign, on behalf of the City and the Emergency Preparedness Council, mutual aid agreements with other municipalities, the County and other governmental subdivisions, which have been approved by the City Council. 9. Distribute the functions and duties of the City emergency preparedness organization among the divisions, services, and special staff referred to in Section 2.20.090. (See Municipal Code 2.20.030) ---PAGE BREAK--- 24 4. EMERGENCY PREPAREDNESS COUNCIL ROLES AND RESPONSIBILITIES The Emergency Preparedness Council consists of the following members: Emergency Preparedness Council Position Mayor Council Chair Assistant to the Mayor Member Fire Chief ‐ Director of Emergency Preparedness Vice Chair Emergency Preparedness Program Manager Member Police Chief Member Director of Public Works Member Director of Finance Member Director of Planning Member Director of Parks and Recreation Member Director of Human Resources Member Technical Advisors Members added during emergency situations as needed. 5. EMERGENCY PREPAREDNESS ORGANIZATION ROLES AND RESPONSIBILITIES Emergency Preparedness Organization Roles 1. Recommend, review, and approve rules and regulations issued by the Director of Emergency Preparedness during an incident. ---PAGE BREAK--- 25 Emergency Preparedness Organization Responsibilities 1. Provide policy directions and decisions during an incident. 2. Participate in emergency planning processes. 6. DIRECTOR OF EMERGENCY PREPAREDNESS (FIRE CHIEF) ROLES AND RESPONSIBILITIES Director of Emergency Preparedness Roles 1. The essential functions of the Director are the management of citywide emergency preparedness, response, recovery, and mitigation activities. Director of Emergency Preparedness Responsibilities 1. Make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such incident; provided, however, such rules and regulations must be approved by the Emergency Preparedness Council and confirmed by the City Council at the earliest practicable time. 2. Obtain vital supplies, equipment and such other properties found lacking and immediately needed for the protection of the life and property of the people, and bind the City for the fair value thereof, and, if required immediately, to commandeer the same for public use. 3. Require emergency services of any City officer or employee, and to command the aid of as many citizens of this community as s/he thinks necessary in the execution of his/her duties; such persons shall be entitled to all privileges, benefits and immunities as are provided by state law for registered emergency worker volunteers . 4. Requisition necessary personnel or material of any City department or agency. 5. Execute all of the special powers conferred by City Municipal Code or by resolution adopted pursuant thereto, all powers conferred by statute, agreement approved by the Emergency Preparedness Council, or by any other lawful authority. ---PAGE BREAK--- 26 7. EMERGENCY PREPAREDNESS PROGRAM MANAGER ROLES AND RESPONSIBILITIES Emergency Preparedness Program Manager Roles 1. The essential functions of the Emergency Preparedness Program Manager are Emergency Management Administration. Emergency Preparedness Program Manager Responsibilities 1. Develop appropriate mitigation, preparation, response, and recovery mechanisms and include such in the appropriate emergency plans. 2. Manage and maintain the Emergency Coordination Center (Emergency Coordination Center (ECC)). 3. Along with the Director, act as a spokesperson for Emergency Preparedness and management; 4. Preside over and guide interdepartmental emergency management planning committees that may be created by the Emergency Preparedness Council. 5. Coordinate with citizen volunteer groups, Citizen Corps Council, ARES, CERT, and COAD. 6. Coordinate City emergency preparation activities with various City, county, state, and federal agencies. 7. Conduct and evaluate testing of emergency plans, 8. Manage disaster preparedness, public education and community outreach. ---PAGE BREAK--- 27 8. LEGAL SERVICES ROLES AND RESPONSIBILITIES Legal Services Roles 1. Provide high quality legal advice to the Mayor, City Council, boards and commissions, and City staff. Legal Services Responsibilities 1. Provide and coordinate legal advice to the Executive Department and to City departments as it pertains to hazard planning, mitigation, response, and recovery. 2. Review agreements, contracts, and other incident‐related documents for form and content. 3. Review Proclamation signatures in conjunction with the Mayor. 4. Prepare other necessary incident‐related ordinances and resolutions. 5. Provide legal review of incident plans and supporting documents to ensure compliance with local, state and federal agencies. 6. Provide applicable laws to any City employee during preparedness, response, and recovery activities. 7. Provide liability releases for volunteers. ---PAGE BREAK--- 28 9. FINANCE AND INFORMATION SERVICES DEPARTMENT ROLES AND RESPONSIBILITIES Information Services Roles 1. Provide service for managing telecommunications and information systems infrastructure. Information Services Responsibilities 1. Conduct damage assessments of City computers and electronic related equipment 2. Advise the ECC on status and capability of emergency communications systems. 3. Assure that communication systems can be utilized from or to the ECC and mobile facilities. 4. Coordinate repair/restoration of information technology and phone services Finance Department Roles 1. Manage the identification of outside resources and provide guidance and funding for emergency resource procurement and track incident related expenses. Finance Department Responsibilities 1. Track the status of incident related expenses 2. Coordinate with other department to identify resource shortfalls 3. Provide a budget for supplies and equipment for incident related spending 4. Document and submit incident related spending for State and federal reimbursement. 5. Authorize the City to enter in contracts with any person, firm, corporation or entity to perform construction or work on a cost basis to be used in emergency management functions or activities, pursuant to RCW 38.52.390. ---PAGE BREAK--- 29 10. FIRE DEPARTMENT ROLES AND RESPONSIBILITIES Fire Department Roles 1. Manage and coordinate firefighting, Emergency Medical Service (EMS), and rescue activities. Fire Department Responsibilities 1. Conduct situation and damage assessments. 2. Determine resource needs 3. Assume full responsibility for suppression of fires. 4. Provide limited search and rescue capability 5. Respond to hazardous materials occurrences 6. Provide basic and advanced life support 7. Coordinate the transport of ill or injured persons. 8. Assist in emergency road clearing ---PAGE BREAK--- 30 11. HUMAN RESOURCES DEPARTMENT ROLES AND RESPONSIBILITIES Human Resources Department Roles 1. Effective use of City staff during an incident 2. Coordinate use of emergency workers and volunteers during an incident Human Resources Department Responsibilities 1. Develop plans for employee notification and support during disaster activities. 2. Manage use of non‐essential employees during an incident, in coordination with the ECC. 3. Coordinate City employee family locator information. 4. Coordinate the registration of emergency workers and volunteers. 12. PARKS AND RECREATION DEPARTMENT ROLES AND RESPONSIBILITIES Parks and Recreation Roles 1. Coordinate the provision of sheltering, feeding, and mass care of persons and animals affected by an incident. ---PAGE BREAK--- 31 Parks and Recreation Responsibilities 1. Meet urgent mass care needs of those affected by an incident. 2. Coordinate mass care activities with support agencies and volunteer organizations. 3. Operate or coordinate operation of emergency shelters. 4. Coordinate the provision of meals, potable water, and ice at fixed feeding locations and provide mobile feeding as required. 5. Coordinate emergency first aid in designated mass care locations 6. Coordinate issues related to large and small animal evacuation and sheltering during an incident. 7. Coordinate response to animal and plant disease and pest response. 13. PLANNING AND COMMUNITY DEVELOPMENT DEPARTMENT ROLES AND RESPONSIBILITIES Planning and Community Development Department Roles 1. Conduct initial and subsequent damage assessments to both public and private properties 2. Coordinate City recovery efforts. ---PAGE BREAK--- 32 Planning and Community Development Department Responsibilities 1. Provide initial preliminary damage assessment (PDA) for both residential and business structures within the community. 2. Provide assistance in ongoing damage assessments of City infrastructure and emergency restoration of department facilities. 3. Ensure emergency preparedness planning is included in building administration. 4. Develop plans to deal with land use, environmental impact, and related mitigation issues before and following disasters. 5. Address human service needs. 6. Provide expertise and recommendations for construction, demolition, and mitigation before and after a disaster. 7. Determine building safety within the City and recommend evacuation as appropriate (coordinate with Police/Fire). 8. Streamline the Building Department permit process for disaster recovery efforts. 9. Coordinate the establishment of Disaster Assistance Centers to support community recovery efforts. 10. Plan for recovery of City facilities and infrastructure. ---PAGE BREAK--- 33 14. POLICE DEPARTMENT ROLES AND RESPONSIBILITIES Police Department Roles 1. Keep and preserve the public peace and safety Police Department Responsibilities 1. Coordinate emergency traffic control 2. Initiate, coordinate, and direct land and/or water and search and rescue (SAR) 3. Coordinate evacuation of portions of population if necessary 4. Provide law enforcement to City facilities, as requested 5. Recommend relocation or redistribution of radio resources to effectively maintain adequate communications in an incident. 15. PUBLIC WORKS DEPARTMENT ROLES AND RESPONSIBILITIES Public Works Department Roles 1. Manage and assess transportation infrastructure and operations 2. Provide debris removal, emergency protective measures; temporary repair and/or construction of City utilities, and engineering assistance to meet the City of Redmond’s needs. 3. Provide equipment to other City departments for assisting in emergency response ---PAGE BREAK--- 34 Public Works Department Responsibilities 1. Provide initial preliminary damage assessment (PDA) for City infrastructure within the community. 2. Provide assistance in ongoing damage assessments of City infrastructure and emergency restoration of department facilities. 3. Provide expertise and recommendations for construction, demolition, and mitigation before and after an incident. 4. Lead the effort in major recovery work for City facilities. 5. Coordinate and control incident‐related traffic in conjunction with the City Police Department. 6. Identify emergency routes in and out of the City and provide recommendations on traffic routes during an incident. 7. Notify all appropriate departments, agencies, and affected individuals as soon as possible to provide roadway conditions. 8. Monitor for contamination of water systems and assist in meeting public sanitation needs. 9. Provide advice and assistance with debris clearing, emergency protective measures, and emergency disposal procedures. ---PAGE BREAK--- 35 IV. CONCEPT OF OPERATIONS A. GENERAL At the onset of an incident, City employees will activate their response processes per their department’s Standard Operating Procedures (SOPs) and Standard Operating Guidelines (SOGs). All City personnel have the authority to activate the City Emergency Coordination Center (ECC) when appropriate. Each City department leader will communicate and coordinate with the City Emergency Coordination Center (ECC) to support the City’s response structure and activities and provide reports to incule: department operating status and capabilities; injuries; damage to facilities and equipment; and critical needs. The Emergency Coordination Center (ECC) will communicate with the Mayor or Mayor’s successor for a Proclamation of Emergency if appropriate Each department should have plans in place to ensure that their essential functions may be performed. B. OVERALL COORDINATION OF INCIDENT MANAGEMENT ACTIVITIES The Director of Emergency Preparedness coordinates incident management activities through the authority given by the City Council as defined in Municipal Code 2.20. The City Emergency Coordination Center (ECC) is the hub for incident coordination and communication activities. Coordination activities take place between the ECC and Incident Command field locations, Department Operations Centers (DOCs), King County Emergency Coordination Center (ECC), the State Emergency Operations Center (EOC), Non‐ Governmental Organizations (NGOs), and private industries. C. CONCURRENT IMPLEMENTATION OF OTHER PLANS When significant incidents occur, other plans may be activated. These plans may include the Emergency Operations Plan (EOP), Continuity of Operations Plan (COOP), Facilities Plans, Standard Operating Guidelines (SOG), Standard Operating Procedures (SOP), and other hazard specific plans. Each department head is responsible for the management of staff and resources available to support and or respond to an incident. Various plans must be completed and tested to ensure the department is prepared. ---PAGE BREAK--- 36 D. ORGANIZATIONAL STRUCTURE The Director of Emergency Preparedness (Fire Chief) is responsible for ensuring emergency preparedness, response, and recovery activities for an incident are effectively carried out within the City. Day‐to‐day organizational structure of City departments is maintained as much as practical as essential functions are executed. E. EMERGENCY RESPONSE TEAMS (FIELD LEVEL) When responding to an incident, the City’s departments and personnel activate and respond by pre‐defined alerting processes and/or when requested as the incident progresses. ECC activation procedures will be initiated, which include appropriate notification within the City. Each City department self‐activates their incident plans(s) when appropriate, and executes their respective incident activities. 1. INCIDENT RESPONSE ACTIVITIES The City’s department responses are per individual department plans and Standard Operation Procedures (SOPs). Department Operations Centers (DOCS) become operational in an incident per department plans. Each department is responsible for responding to the incident, continuing essential functions, and staffing the ECC and other emergency support activities throughout the duration of the incident as staffing and other resources permit. 2. MAINTENANCE OF ESSENTIAL FUNCTIONS Planning for the maintenance of essential functions should occur through Department Continuity of Operations Plans (COOPs). These plans should identify essential functions and the emergency procedures to be implemented in order to ensure these functions are carried out during an incident. 3. DEPARTMENT OPERATIONS CENTERS (DOC) City departments’ incident response activities are organized using ICS. Using their appropriate plans, City departments activate their Department Operations Centers (DOCs) to coordinate their response activities. Coordination and communication should be established and maintained with the City Emergency Coordination Center (ECC). Each department activates all applicable plans in order to handle the department internal and external response, recovery, and reconstitution activities, to continue essential functions and to support the Emergency Coordination Center (ECC) assignments as required or when requested. ---PAGE BREAK--- 37 4. EMERGENCY COORDINATION CENTER (ECC) The City Emergency coordination Center (ECC) is used for Citywide communication and coordination duties in response to an incident. Selected City department staff responsible for activities in the City Emergency Coordination Center (ECC) immediately deploy when notified, or self‐deploy depending on the Emergency Operations Plan (EOP) operating guidelines. The City of Redmond’s Emergency Coordination Center (ECC) may activate should an incident warrant. Department representatives may be summoned to the ECC to create situational awareness and assist the City in responding to an incident. 5. EMERGENCY PREPAREDNESS COUNCIL (EPC) During an incident, the Emergency Preparedness Council (EPC) will meet regularly to make and approve rules and regulations and other policy level decisions to be implemented in response to the incident. The Emergency Preparedness Council is comprised of the Mayor, the Director of Emergency Preparedness, all City department heads, and other City officials with expertise in the incident related field. EPC members should actively participate in the planning process for incident related plans. F. DEPARTMENT OF DEFENSE SUPPORT OF CIVIL AUTHORITIES The City of Redmond will not normally have direct interaction with the Department of Defense. There may be a possibility with a catastrophic incident and/or when martial law is enacted. ---PAGE BREAK--- 38 V. INCIDENT MANAGEMENT ACTIONS A. MITIGATION ACTIVITIES Mitigation activities in the City of Redmond are designed to decrease the impact of an incident. Factors considered when determining mitigation activities include: protection of the environment, the importance of parks and public facilities, and resilient transportation options. The following strategies are intended to simultaneously increase the self‐ sufficiency of Redmond’s residents and strengthen the City’s resiliency. Promote incident preparedness through outreach activities with citizens Develop alternate service‐centers in less‐hazardous areas Promote retrofitting with safe‐to‐fail mechanisms Invest resources in creating more resilient transportation networks Develop and deliver business outreach programs B. PREPAREDNESS ACTIVITIES In a significant incident, it is likely that county, state and federal government responses will be delayed. The City should be prepared to take care of their own basic survival needs for at least the first 72 hours after an incident and communicate this principle to each employee and to local businesses and residences. 1. INDIVIDUAL PREPAREDNESS Because emergency services may be overwhelmed following an incident, employees should prepare to take care of themselves and their families for a minimum of three days. ---PAGE BREAK--- 39 2. PREVENTATIVE MEASURES Reducing the hazards and risks from an incident can be accomplished by practicing preparedness in the workplace. To ensure adequate preparedness, the activities listed below should be considered: Preventative Measures 1. Develop and maintain a capacity for at least 72‐hour sustainability among employees and within facilities. 2. Stock adequate emergency supplies to support employees and visitors. 3. Periodically conduct/participate in drills to test employee readiness. These drill should be all‐hazards based and include evacuation, shelter‐in‐place, and lockdown drills. 4. Provide employees with individual and family preparedness training. 5. Implement non‐structural mitigation measures to protect employees, clients, and visitors, including preventing damage to equipment and other property, this may include fastening down file cabinets, electronic equipment, and items that can cause injury or damage. 6. Provide lift and carrier devices for the disabled or injured. 7. Periodically review hazard specific SOPs and SOGs. ---PAGE BREAK--- 40 3. COMMON PREPAREDNESS RESPONSIBILITIES‐ ALL DEPARTMENTS To ensure department and office staff understand their roles in coordination with other departments’ roles in an incident, the activities listed below should be followed: Common Responsibilities‐ All Departments 1. Conduct resource needs and assessments of availability for all hazards mentioned in the City’s Hazard Mitigation Plan (HMP). Consideration should be given to both essential and non‐essential personnel, equipment, facilities, essential functions, critical operations, and materials for life safety. 2. Create and maintain Continuity of Operations Plans (COOPs) that establish essential functions, staff, and operational plans to ensure performance during an incident. 3. Ensure Department and City Plans are maintained, exercised, and implemented. 4. Maintain coordination with the City Emergency Coordination Center (ECC) when activated. 5. Ensure department heads give adequate emphasis and attention to risk management including security and prevention, and that established procedures and practices are updated whenever necessary and are strictly enforced. 6. Proactively seek grant opportunities for mitigation projects and programs. ---PAGE BREAK--- 41 4. DEPARTMENT CONTINUITY OF OPERATIONS PLANS Should an incident occur, essential functions must be carried out through the processes established in Continuity of Operations Plans (COOPs). The ten critical elements of a COOP plan include: Department Continuity of Operations Plans 1. Essential Functions 2. Delegations of Authority 3. Orders of Succession 4. Alternate facilities 5. Interoperable Communications 6. Vital Records, Systems, and Equipment 7. Human Capital Management 8. Tests, Training, and Exercises 9. Devolution 10. Reconstitution ---PAGE BREAK--- 42 5. FACILITY MANAGEMENT City Buildings and facilities should be adequately maintained so as to support incident response activities and maintenance of essential services. Facility Management 1. Identify safety hazards. For those that can't be eliminated immediately, find ways to isolate or lessen risks pending permanent resolution. 2. Verify structural and non‐structural hazard analysis of city buildings to identify and mitigate hazardous conditions. This should be in coordination with facility management. 3. Establish procedures to quickly determine threats to City facilities, and to alert occupants. 4. Review each Facility Emergency Plan for City buildings and train personnel in regards to building emergency standard operating guidelines including evacuation, shelter‐in ‐place, and lockdown. 5. Conduct post‐incident preliminary inspections. 6. Maintain emergency backup power for all essential systems and facilities. Critical electronic data communication systems should have uninterruptible power supplies (UPSs), and surge protection. 7. Periodically test building warning systems and procedures to assure they remain functional. 8. Limit access to areas that do not require public accommodation. 9. Regularly verify that security camera and monitors are working properly. 10. Regularly check all entry and exit doors, especially those that provide access to sensitive or secure areas, to be sure they are working properly, are adequately controlled, and locked to prevent unauthorized access when no one is present or after close of business. 11. Conduct random security checks around the exterior of buildings and outer boundary perimeters (such as fence‐lines); note and report any suspicious circumstances to higher authority or call 911. ---PAGE BREAK--- 43 6. RECORDS AND INFORMATION SERVICES Records and Information Services 1. Store City records and information in a secure location that prevents damage and loss from an incident 2. Ensure resiliency in City record keeping, tracking, and receiving. 3. Records and information should be stored in a manner that they are accessible during an incident 4. Plan for records protection during the COOP process 7. FINANCIAL CONSIDERATIONS Financial Considerations 1. Develop, update and maintain guidelines and procedures to document and report incident‐related expenditures for insurance, state, or federal reimbursement. 2. Make the Office of Emergency Management (OEM) aware of all emergency management issues that would require approval in the budget process. ---PAGE BREAK--- 44 8. ESSENTIAL EMPLOYEES To ensure essential operations can function during and after an incident, maintain and establish a staff trained in emergency actions. Essential Employees 1. Identify emergency duties, essential positions, and staff assignments including two alternates for every designated primary. 2. Ensure essential primary and backup personnel are identified and that contact information is kept current and available during an incident. 3. Provide essential employees clear explanations as to when they will be needed for duty and what their position will be. 4. Disperse and assign critical equipment to key personnel. 5. Train personnel assigned to an essential position and conduct necessary monitoring, testing, and refresher training to ensure adequate levels of readiness at all times. 6. Anticipate who should replace persons vacating essential positions, and assign replacements early enough to allow time for training before the replacement assumes the essential position. 7. Ensure upon Plan activation that essential employees are informed of their roles and are not released from the City despite closure. C. RESPONSE ACTIVITIES 1. ACTIVATION OF THE EMERGENCY COORDINATION CENTER (ECC) a. EMERGENCY COORDINATION CENTER (ECC) ACTIVATION Any City employee may activate the ECC; activation does not entail command of the ECC. The activation process is delineated in the City’s Emergency Operations Plan (EOP). b. EMERGENCY COORDINATION CENTER (ECC) ACTIVATION LEVELS First Level: Monitoring Condition. A notification, prediction, or forecast has been issued for an incident. Appropriate departments are notified to monitor the situation and take precautionary actions. ---PAGE BREAK--- 45 Second Level: Limited Activation. This may involve a smaller incident that a limited number of responders can handle, or it may involve the early stages of what later becomes a larger problem. During limited activation, some positions may not be needed. Third Level: Full Activation. The ECC is activated, and all or most of the positions needed are filled. This involves an incident requiring a full scale City (or regional) response effort. c. PROCLAMATION OF EMERGENCY The Proclamation of Local Emergency is made by the Mayor and is the legal method which authorizes the use of extraordinary measures to accomplish tasks associated with responding to an incident. The Proclamation is normally a prerequisite to state and federal disaster assistance. The City Council is advised of the Proclamation as soon as practical. The City of Redmond is a non‐chartered code city, as such, RCW 35A.38.010 states the succession of authority by which the Proclamation may be issued. In the absence of the Mayor, such proclamation may be made by the Mayor Pro Tem (Council President) and in the absence of the Mayor Pro Tem, by the Vice President of the City Council. The Proclamation authorizes the City to take necessary measures to respond to an incident, protect lives, property and the environment and exercise the powers vested in RCW 38.52.070. The ECC Director is responsible for the preparation of the Emergency Proclamation, and once signed, is responsible for the notification of appropriate county, state, and federal agencies following the Proclamation. Requests to the Governor to declare a State of Emergency are made by the Mayor directly to the Governor or through the King County Emergency Coordination Center (KCECC). Declaration by the Governor is necessary for federal disaster relief funds. 2. NOTIFICATION Each City department is responsible for notifying their own personnel. The Department will determine when and how to contact each employee. Key departments will be notified whenever the Emergency Coordination Center (ECC) is activated per the Emergency Operations Plan (EOP). ---PAGE BREAK--- 46 a. PERSONNEL REPORTING TO WORK It is the policy of the City that all City offices remain open and in operation during established work hours. City employees are responsible for supporting the needs of the citizens of Redmond. See the City of Redmond Personnel Manual for specific policy information. All essential employees will make a concerted effort to report to work in the event a significant incident should occur. 3. ASSESSMENT a. INITIAL ASSESSMENT All City personnel will assess the effects of the incident on themselves, their co‐workers, facilities and equipment, and other areas under their responsibility. They will pass this initial assessment information up the chain of command to their Department Operations Centers (DOC) where it will then be collated and passed on to the Emergency Coordination Center (ECC). Damage assessments and situation reports are created and given to the ECC which compiles the reports and forwards them on to the County and the State ECCs. Critical documents used for reporting the incident include City Facility Reports and Situation Reports (SitReps). Other reports may also be required depending on the type of incident and whether it is proclaimed by local, state or federal authorities. 4. RESPONSE PROCEDURES The Incident Command System (ICS) will help ensure that teams respond and use resources in a coordinated and organized manner. ICS formulates a logical flow of steps, and helps responding staff carry out their assignments in a controlled environment. It also expands and contracts the quantity of personnel at will without degrading the response teams and without losing command and control. a. DEPARTMENT INITIAL RESPONSE ACTIVITIES When an imminent hazard warning is received, follow pre‐planned precautionary measures to reduce negative impacts. If appropriate, be capable of fulfilling all responsibilities required of the City of Redmond, including responding to the incident, establishing the Department Operations Centers (DOCs), maintaining essential functions, and sending staff to support ECC activation. ---PAGE BREAK--- 47 Recognize situations and requirements that need to be coordinated with, or referred to the City Emergency Coordination Center (ECC). As appropriate and whenever requested, be capable of supporting a multi‐agency response. b. COMMON RESPONSE ACTIVITIES Ensure assigned personnel remain ready and able to self‐report for emergency duty in an incident should they be notified. Regularly create situation reports (SitReps) and send them to the City Emergency Coordination Center (ECC). Respond to requests from the City, County, and State when asked. 5. REQUESTS FOR ASSISTANCE Requests for assistance may be required when the City’s resources have been depleted and/or inaccessible. Inter‐local agreements and mutual aid agreements should be implemented to assure support from alternate sources. D. RECOVERY ACTIVITIES Salvage and restoration of incident affected areas begins once the initial emergency response is completed. Recovery of the City’s essential functions are not part of this plan and should be addressed under the City’s Continuity of Government Plan (COG) and individual department’s Continuity of Operations Plans (COOPs). 1. SHORT‐TERM RECOVERY Efforts include support activities to essential functions and extended incident operations. Once these actions are completed, long‐term recovery efforts are implemented. The Department Operations Centers (DOC) oversee the recovery activities of the Department. Top priorities are restoration of essential functions and community critical infrastructure. 2. LONG‐TERM RECOVERY Recovery and restoration actions begin upon the initiation of response actions and will be determined by the specific event. For most incidents, recovery activities will begin in ---PAGE BREAK--- 48 the Emergency Coordination Center (ECC) as staff work to assemble data on the extent of damages. E. DEMOBILIZATION 1. RECONSTITUTION ACTIVITIES Demobilization should be a planned and coordinated effort with the Department Operations Centers (DOC), Emergency Coordination Center (ECC), Emergency Preparedness Council (EPC), and all other involved departments and agencies. 2. RESUMPTION ACTIVITIES (CLOSE OF ACTIVATION) When the incident is considered closed, mitigation planning continues based on the areas identified as needing improvement from the After Actions Reports and Lessons Learned Reports. Budgets should be submitted to cover the cost of replacement, updating or filling depleted reserves. After an incident, recommendations gathered from various reports may cause revisions to the Plan (CEMP). After an incident, all impacted City departments will complete After Actions Reports and Lessons Learned Reports and submit them to the Office of Emergency Management (OEM). Recommendations from After Actions Reports and Lessons Learned Reports written by impacted City departments will most likely be the primary sources for mitigation activities. Send completed recommendations as soon as possible to the Office of Emergency Management (OEM) for review. F. OPERATIONS UNDER HOMELAND SECURITY ADVISORY SYSTEM (HSAS) THREAT CONDITIONS Each Department’s plans will incorporate actions to be taken at each level of the Homeland Security Advisory System (HSAS). ---PAGE BREAK--- 49 VI. ONGOING PLAN MANAGEMENT AND MAINTENANCE A. PLAN MAINTENANCE The Plan must be updated with new planning and policy goals and objectives in order to remain current. Updates to the Plan will occur at a minimum of every four years. Vital questions and problems will be answered by exercises, drills, and actual incidents. It is especially important that new information learned after using the Plan, in practice and in response to real incidents, becomes incorporated in the revisions. B. DETERMINATION OF DISTRIBUTION Executive Department 1 copy Finance and Information Services 2 copies Fire 3 copies Human Resources 1 copy Parks and Recreation 3 copies Planning 1 copy Police 3 copies Public Works 3 copies ---PAGE BREAK--- 50 VII. EMERGENCY SUPPORT FUNCTIONS (ESF) ANNEXES ESF‐1 Transportation ESF‐2 Telecommunications, Information Systems, and Warning ESF‐3 Public Works and Engineering ESF‐4 Firefighting ESF‐5 Emergency Management ESF‐6 Mass Care, Housing, and Human Services ESF‐7 Resources Support ESF‐8 Public Health and Medical Services ESF‐9 Search and Rescue ESF‐10 Hazardous Materials Response ESF‐11 Agriculture and Natural Resources ESF‐12 Energy ESF‐13 Public Safety, Law Enforcement, and Security ESF‐14 Long Term Community Recovery ESF‐15 Public Affairs