HomeMy WebLinkAbout02/18/2015 03 Emergency Management ExerciseITEM TITLE:
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SUMMARY EXPLANATION:
See attached.
BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 3.
For Meeting of: February 18, 2015
Emergency management exercise
Perry Tarrant, Emergency Preparedness Director
Resolution: Ordinance:
Other (Specify):
Contract: Contract Term:
Start Date: End Date:
Item Budgeted: Amount:
Funding Source/Fiscal Impact:
Strategic Priority:
Insurance Required? No
Mail to:
Phone:
APPROVED FOR
SUBMITTAL:
RECOMMENDATION:
ATTACHMENTS:
Description
El basic plan
Lil YMC excerpts
Yakima drr and eoc guide
Lil mayor and council aid
City Manager
Upload Date
2/13/2015
2/13/2015
1/27/2015
1/27/2015
Type
Cover Memo
Cover Memo
Cover Memo
Cover Memo
Building a Disaster Resilient Community
41( *
* EA,
PUBLIC SAFETY, PUBLIC TRUST
City of Yakima
Comprehensive Emergency
Management Plan
(CEMP)
2015
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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2015 CEMP Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
City of Yakima
Comprehensive Emergency Management Plan
Promulgation
With this notice, I am pleased to officially promulgate the City of Yakima Comprehensive Emergency
Management Plan (CEMP) dated January 13, 2015.
This plan is effective immediately and replaces previous versions. The CEMP was developed in
adherence to state and federal standards. The CEMP represents the framework for City disaster
mitigation, preparedness, response, and recovery activities. The CEMP details authorities, functions and
responsibilities to establish a mutually cooperative plan of action between City departments, divisions,
and other public and private entities in response to a disaster. The CEMP supports National Incident
Management System (NIMS) compliance requirements and utilizes the NIMS Incident Command System
(ICS). The CEMP will be used to enhance the City's capability in reducing the impact from a disaster or
significant event to citizens, the environment, the economy and property.
Every effort has been made to assure the CEMP's compatibility with the precepts of a modern public
safety emergency management program, the current applicable laws, and the organizational structure
of the City of Yakima.
City department directors are reminded of their responsibilities concerning emergency management,
specifically to support and participate on assigned committees, attend training sessions, offer updates to
the CEMP as necessary, and maintain internal Department Disaster Plan that allow for the continuation
of services during and following a disaster or significant event.
Through our collective actions, our commitment to saving lives, preserving the environment, sustaining
the economy and protecting property within the City of Yakima will be enhanced.
I, Tony O'Rourke, City Manager, do hereby promulgate the attached City of Yakima Comprehensive
Emergency Management Plan.
City Manager
2015 CEMP Page 3
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Plan Distribution
City Management (City Manager and Emergency Preparedness Director)
City Council
City Clerks
Fire Department
Legal Department
Police Department
Public Works Department
Code Administration Division
Community Development
Community Relations Division (P1O)
Economic Development
Engineering Division
Equipment Rental
Financial Services Division
Human Resources Division
Information Technology Services
Office of Neighborhood Development Services
Parks and Recreation
Planning Division
Purchasing Division
Refuse Division
Streets and Traffic Division
SunComm
Transit Division
Utility Services Division
Water and Irrigation
Wastewater
Yakima Air Terminal
2015 CEMP Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Table of Contents
EXECUTIVE SUMMARY 9
BASIC PLAN
I. Purpose, Scope, Situations, and Assumptions
A. Purpose
B. Scope
C. Situation Overview
1. Capability Assessment
a. Preparedness Capability
b. Response Capability
c. Restoration and Recovery Capability
2. Mitigation Overview
D. Planning Assumptions
II. Concept of Operations/Coordination
A. General
B. Operational Intent
C. Division of Responsibilities
1. City Government
2. County Government
3. State Government
4. Federal Government
5. Nongovernmental and Volunteer Organizations
6. Private Sector
7. Citizen
D. Emergency Management Goals and Objectives
E. Continuity of Government/Continuity of Operations
15
17
III. Emergency Organization Structure and Assignment of Responsibilities 22
A. Emergency Organizational Construct
1. City Manager
2. EOC Routine Operations Organization
3. EOC Enhanced Operations
4. EOC Full Operation
5. EOC Catastrophic Operations
B. Assignment of Responsibilities
C. Disaster Information Collection
IV. Direction, Control and Coordination
A. General
B. Joint Information System
C. Plan Integration
1. Vertical Integration
30
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
2. Horizontal Coordination
V. Administration, Finance, and Logistics
A. Administration
B. Financial Management
C. Logistics
VI. Plan Development and Maintenance
A. Planning Process
B. Responsibility for Planning and Coordination
C. Plan Maintenance
D. Plan Approval
E. Plan Distribution
F. Plan Availability
VII. Authorities and Guides
A. Federal
B. State
C. Loca I
D. Guides
31
32
33
VIII. Response and Support Tasks 33
TABLES
Table 1:
Table 2:
Table 3:
Table 4:
APPENDICES
Appendix 1:
Appendix 2:
Appendix 3:
Appendix 4:
Appendix 5:
Appendix 6:
Appendix 7:
Appendix 8:
Appendix 9:
ANNEXES
Annex A:
Annex B:
Annex C:
Annex D:
Annex E:
Department Emergency Responsibility Matrix
Response Phase Department Emergency Responsibility Matrix
Restoration & Recovery Phase Department Emergency Responsibility Matrix
Critical or Essential Information Collecting Matrix
Authorities and Guides
Glossary/Acronyms
Training, Drills and Exercises
Local Proclamation or Declaration of Emergency
Proclamation of a Civil Emergency
Pre -Incident and Incident Support Tasks
Intrastate Mutual Aid
Threats and Hazards
Specific Responsibilities—State and Federal
Public Protective Measures
Relocation/Evacuation
Emergency Operations Center Framework
Hazardous Materials Response
Damage Assessment
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex F: High Risk Populations—Specific Needs
Annex G: Mass Care
Annex H: Recovery
Annex I: Public Information Dissemination
Record of Changes
The City's Emergency Preparedness Director ensures that necessary changes and revisions to the plan
are prepared, coordinated, published and distributed.
The Emergency Preparedness Director will review and exercise elements of the CEMP annually and
submit an updated plan to Washington State Emergency Management Division (EMD) every five years.
The plan will undergo revision whenever:
It fails during emergency.
Exercises, drills reveal deficiencies or "shortfall (s)".
Local government structure changes.
Community situations change.
RCW 38.52; WAC 118-30-060; and Federal requirements e.g., the National Response
Framework, change.
The Emergency Preparedness Director will maintain a list of individuals and organizations which have
controlled copies of the plan. Only those with controlled copies will automatically be provided updates
and revisions. Plan holders are expected to post and record these changes. Revised copies will be dated
and marked to show where changes have been made.
Nature of Change
Date of Change
Page(s) Affected
Changes Made By
2015 Basic Plan
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
EXECUTIVE SUMMARY
PURPOSE AND DEVELOPMENT
The Comprehensive Emergency Management Plan (hereafter referred to as the CEMP) is intended
to enhance the City's ability to deter, prevent, respond to, and recover from acts of terrorism and
natural and human -caused disasters through development of a single, common preparedness
vision and strategy. This planning effort is designed to assist senior leadership in directing
programmatic efforts, accomplishing results, ensuring accountability, and properly allocating
limited resources over the next three years. The CEMP reflects the expertise of stakeholders from
levels of government, public and private agencies, and non-profit organizations. Furthermore, the
CEMP is designed to serve as a long-term guide that is able to direct both short- and long-term
efforts of the City and non-governmental agencies to accomplish a single emergency management
vision and mission.
The CEMP was developed in collaboration with the City's emergency management stakeholders.
Stakeholders helped identify the desired end state of the City's emergency management
capabilities using the Department of Homeland Security Target Capabilities List (now Core
Capabilities). In addition, they developed a three-year vision and mission for the City's emergency
management program. Using the Stakeholder inputs the City developed seven strategic goals that
enhances its ability to prepare for, respond to, recover from, mitigate, prevent, and protect against
hazards. The strategic goals are very ambitious and will require significant dedication, resources,
and leadership to initiate projects, implement changes, monitor progress, and ultimately achieve
the desired outcomes.
VISION, MISSION AND GUIDING PRINCIPLES
A key part of this CEMP is the vision, mission, and guiding principles. Together, the vision, mission,
and guiding principles help the City and its stakeholders identify and prioritize strategic goals.
Vision
A City prepared with coordinated capabilities to prevent, protect against, respond to, and recover
from hazards.
Mission
City government agencies, stakeholder groups, volunteer organizations, and the community work
efficiently and in a coordinated manner to protect life, property, the environment, and the
economy from any emergency.
Guiding Principles
Guiding principles provide broad but consistent parameters applicable to strategic planning efforts.
2015 Basic Plan Page 9
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
The City's Comprehensive Emergency Management Plan endeavors to be:
1. Comprehensive. Consider and take into account hazards, phases, stakeholders and impacts
relevant to disasters.
2. Progressive. Anticipate future disasters and take preventive measures to build disaster -resistant
and disaster -resilient communities.
3. Risk -driven. Use sound risk management principles in assigning priorities and resources.
4. Integrated. Ensure unity of effort among levels of government and elements of the community
(whole community).
5. Collaborative. Create and sustain broad and sincere relationships to encourage trust, advocate a
team atmosphere, build consensus, and facilitate communication.
6. Coordinated. Synchronize the activities of relevant stakeholders to achieve a common purpose.
7. Flexible. Use creative and innovative approaches in solving disaster challenges.
8. Professional. Use a knowledge-based approach based on training, ethical practice, public
stewardship, and continuous improvement.
ASSUMPTIONS
Some key assumptions were utilized in the development of this CEMP, including:
1. The success of this CEM P is dependent upon the allocations of appropriate resources.
2. Goals and Objectives are based on the City's emergency management priorities and available
resources.
3. When resources are insufficient to accomplish an objective(s), the City may request additional
resources through appropriate means.
4. The CEMP should be used as one tool for setting grant funding priorities.
5. The focus of the City's CEMP may shift during and after disasters but that the ongoing functions
identified will be resumed as soon as possible.
6. City leadership should monitor and recognize progress on achieving the CEMP goals and objectives.
2015 Basic Plan Page 10
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
COMMUNICATION
Various communication techniques will be used to disseminate the CEMP to help build awareness
of, and support for, the CEMP. Since the CEMP will form the basis for emergency management
program improvements successful implementation depends on effective communication.
Communication of the CEMP will be accomplished through the following:
• Internally, the CEMP will be communicated to City organizational levels.
• Externally, the CEMP will be made widely available. Specifically, the CEMP will be communicated to
the community partners and the public.
IMPLEMENTATION AND MONITORING
The implementation and monitoring of the CEMP will take place by the City and stakeholders.
UPDATE AND MAINTENANCE
The CEMP is a living document and will undergo an annual review process by the City and
stakeholders. As part of the annual review process, internal and external stakeholders will provide
input. These reviews will be documented to provide for either a plan amendment or an updated
plan. At a minimum, this plan should be updated annually to keep pace with the changing city
environment. An annual planning horizon will be maintained.
STRATEGIC GOALS
Strategic Goal 1: Develop, maintain and sustain a comprehensive, risk based emergency
management program.
Strategic Goal 2: Develop and maintain comprehensive emergency management plans and
documents.
Strategic Goal 3: Enhance the City's emergency management and training and exercise
program.
Strategic Goal 4: Develop strategic planning documents and authorizing legislation to guide the
management of major programs and provide for legal authorities.
Strategic Goal 5: Enhance the City's emergency management facilities, equipment and supplies
Strategic Goal 6: Strengthen joint information center (JIC) and emergency public information
and warning capabilities.
Strategic Goal 7: Identify and formalize a resource logistics and distribution strategy
2015 Basic Plan Page 11
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Whole Community Principles
1. Saving and sustaining lives is our number one priority, no matter the scale and magnitude of the
crisis. We must stabilize the event within the first 72 hours. Our focus must shift from incidents
to individuals and from processes to products.
2. A disaster event requires that we are prepared to respond in non-traditional ways, well beyond
current local planning.
3. Time is our biggest enemy, and our approach must focus on preparing and fully empowering
impacted communities, survivors, and all of society -NGOs, social & fraternal organizations.
4. Our citizens are force multipliers. Individuals and communities are the most critical response
and recovery assets present during the initial hours and days following an event. We need
greater inclusion paths designed into our participatory planning & preparedness activities.
Numerous factors contribute to the resilience of communities and effective emergency management
outcomes.
1. Understand and meet the actual needs of the whole community. Community engagement can
lead to a deeper understanding of the unique and diverse needs of a population, including its
demographics, values, norms, community structures, networks, and relationships. The more we
know about our communities, the better we can understand their real-life safety and sustaining
needs and their motivations to participate in emergency management -related activities prior to
an event.
2. Engage and empower all parts of the community. Engaging the whole community and
empowering local action will better position stakeholders to plan for and meet the actual needs
of a community and strengthen the local capacity to deal with the consequences of all threats
and hazards. This requires members of the community to be part of the emergency
management team, which should include diverse community members, social and community
service groups and institutions, faith -based and disability groups, academia, professional
associations, and the private and nonprofit sectors, while including government agencies who
may not traditionally have been directly involved in emergency management. When the
community is engaged in an authentic dialogue, it becomes empowered to identify its needs
and the existing resources that may be used to address them.
3. Strengthen what works well in communities on a daily basis. A Whole Community approach to
building community resilience requires finding ways to support and strengthen the institutions,
assets, and networks that already work well in communities and are working to address issues
that are important to community members on a daily basis. Existing structures and relationships
that are present in the daily lives of individuals, families, businesses, and organizations before an
incident occurs can be leveraged and empowered to act effectively during and after a disaster
strikes.
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Whole Community Strategic Themes
1. Understand community complexity.
2. Recognize community capabilities and needs.
4. Build and maintain partnerships.
5. Empower local action.
6. Leverage and strengthen social infrastructure, networks, and assets.
Local
Government
Federal
Government
State, Tribal,
Territorial, and
Insular Area
Government
Private
Sector
Communities
Nongovernmental
Organizations
Individuals,
Families, and
Households
1111n, h 0 uI
2015 Basic Plan Page 13
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
CITY OF YAKIMA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
BASIC PLAN
I. Purpose, Scope, Situations, and Assumptions
A. Purpose
The intent of this document is to provide a framework during
an emergency or major disaster to coordinate response
efforts, prioritize restoration of government services and
speed economic and physical recovery. Additionally, it outlines
broad prevention, preparedness and mitigation approaches
within specific appendices. Taken as a whole, these activities
intend to minimize the impact to people, the environment, the
economy and property throughout the City of Yakima.
Appendices supplement the basic plan to organize specific
topics for ease of use. Annexes to this basic plan can stand
alone, however, are guided by the focus of the basic plan.
B. Scope
The City of Yakima Comprehensive Emergency Management Plan (the "CEMP") applies
to threats and hazards of concern that may impact the city and its neighboring
jurisdictions. The plan applies to city departments as well as any other organization that
may respond in support of city operations. The plan provides a framework to coordinate
city-wide activities associated with hazards (Natural and Technological/Human-Caused)
emergencies and major disasters. The plan shares general emergency management
planning concepts with neighboring jurisdictions and complements the Yakima County
and State plan.
C. Situation Overview
The planning environment considers the threats and hazards of concern likely to occur
in the City of Yakima as described in the City of Yakima Threat/Hazard Identification Risk
Assessment and Capabilities (THIRA-C). Threats and hazards are listed in Appendix 8.
1. Capability Assessment
a) Preparedness Capability
The City of Yakima has adequate resources to provide information to
citizens and businesses through a public education program.
Additionally, regular meetings of department emergency management
liaisons focus on disaster preparedness and continuity of government
activities. Training and exercises are conducted regularly to test the
planning and preparedness capability. The City of Yakima utilizes the
assessment tool, An Assessment of Community Readiness Based Upon
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
the Expectations of the Public, to determine the effectiveness of
programs based upon public expectations of government during a
disaster.
b) Response Capability
The City of Yakima has adequate resources in traditional response
disciplines (fire, police, public works, and animal control) to handle most
emergencies. Additionally, the traditional response disciplines may be
supplemented by other departments and registered emergency workers
(volunteers) as the situation dictates. The City of Yakima utilizes the
assessment tool, An Assessment of Operational Readiness Based on
Response Mission Components, to determine the effectiveness of
response.
c) Restoration and Recovery Capability
The City of Yakima has adequate resources to restore government
services and recover the economic base during routine emergencies and
limited scope major disasters. A large scale or catastrophic emergency
or major disaster will normally require external and federal assistance.
Most emergencies and major disasters will qualify for recovery
assistance from the Stafford Act. Restoration or recovery from an
emergency or major disaster will be coordinated using available
resources including mutual aid. The Plan does not imply any specific
restoration priority or recovery from an emergency or major disaster
incident.
2. Mitigation Overview
The City of Yakima has a hazard mitigation plan (HMP) that addresses strategies
to improve collective hazard resilience. The HMP addresses selected hazards
identified in the City of Yakima Threat/Hazard Identification Risk Assessment
and Capabilities (THIRA-C). The City's HMP is included in the 5 -year FEMA -
required mitigation plan for grant eligibility.
D. Planning Assumptions
1. Disaster planning cannot predict potential emergencies or major disasters
nor can it predict potential vulnerabilities or impact.
2. Priority of response should be to protect life, public property, the environment
and the economy.
3. Delivery of routine city services to citizens may likely be impacted by an
emergency or major disaster and may be reduced or cease for an undetermined
period of time. Continuation and restoration of services may be prioritized by
the impact to citizens and resources available.
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
4. Some emergencies or major disasters may provide enough warning for
appropriate notifications to be issued allowing for some level of preparation
including possible evacuation or relocation, as appropriate. Other emergencies
or major disasters may occur with no advance warning.
5. In the event of a major widespread disaster, outside assistance from local,
county, state or federal agencies may be limited or non-existent for an extended
period of time.
6. City residents and businesses may need to utilize their own resources and be
self-sufficient following an emergency or major disaster for at least three days.
II. Concept of Operations/Coordination
A. General
1. The City Manager has the authority to activate this plan and the authority
is further delegated to the City's Emergency Preparedness Director.
2. The Emergency Operations Center (EOC) is normally activated by the Emergency
Preparedness Director. However, any response official may request or activate
the EOC in support of this plan.
3. Once it is determined the emergency or major disaster has the potential to
impact life, property, or the public peace and will overwhelm City and mutual
aid resources, the Mayor may proclaim a "Declaration of Local Emergency'. The
Mayor may direct the Emergency Preparedness Director to disseminate the
declaration and other emergency or major disaster related information to the
County, State and public as required.
4. Legal issues as a result of preparedness, response and restoration/recovery
actions are conducted by the City of Yakima Legal Department.
a) Yakima city employee liability is addressed by Yakima Municipal Code.
b) Registered emergency workers (volunteers) liability is covered by the
Revised Code of Washington (RCW) 38.52.180 (3).
c) Evacuation or relocation shelters owned or operated by the City of
Yakima have certain liability immunity in accordance with the Revised
Code of Washington (RCW) 38.52.180 (1).
5. The Emergency Preparedness Director coordination efforts include:
a) Conducting monthly department emergency management liaison
meetings, training and exercises.
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
b) Providing department employee and family preparedness training.
c) Providing department emergency management focused information,
training and exercises.
6. City of Yakima departments are responsible for continuity of operations
planning efforts to support this plan. Guidance is provided by the City of Yakima
Comprehensive Emergency Management Plan on specific areas to be covered in
each department plan.
7. The City Emergency Operations Center is located at the Yakima Police
Department Richard Zias Law and Justice Center 200 South Third Street. If the
EOC is damaged beyond use, the City EOC may co -locate with city facilities.
B. Operational Intent
1. The City of Yakima government shall direct and control emergency and major
disaster coordination, city resources and mutual aid resources within its
boundaries.
2. The City Manager shall coordinate the City's capabilities, resources and assets to
prevent, prepare for, restore and recover from an emergency or major disaster.
3. The City shall maintain the Emergency Preparedness Director as the
primary contact for emergency management issues and EOC activations.
4. City Departments' organizational structures shall be maintained during
emergency and major disaster coordination unless it is impractical to do so.
5. This plan formalizes the incident management organization and structure at
incident sites. This complies with WAC 38.52.070 requiring the use of ICS and
the National Incident Management System (NIMS) which requires the
integration of incident management into the emergency response structure.
C. Division of Responsibilities
1. City Government
a) Most emergencies and major disasters are handled by the responding
departments utilizing traditional mutual aid agreements and do not
require activation of the Emergency Operations Center. Mutual aid
agreements are negotiated and maintained by the individual City
departments.
b) When activated, the City of Yakima Emergency Operations Center will
coordinate emergency and major disaster activities.
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
c) Other local jurisdictions, non-governmental organizations and private
sector representatives may be requested to provide support to City of
Yakima emergency or major disaster activities under existing mutual aid
agreements or ad hoc agreements as required.
2. County Government
Coordination with the City of Yakima for emergency or major disaster
information or assistance will be with the City of Yakima's Emergency
Preparedness Director or Emergency Operations Center (when activated).
3. State Government
a) Requests for State assistance may be submitted directly to the
Washington Military Department, Emergency Management Division by
the City of Yakima's Emergency Preparedness Director or Emergency
Operations Center, as appropriate based on activation level of the
Emergency Operations Center. Some typical state assets that may be
requested are: State Patrol, National Guard, Department of
Transportation, Department of Agriculture, Department of Ecology and
Department of Health.
b) Coordination with the City of Yakima for emergency or major disaster
information or assistance will be with the City's Emergency
Preparedness Director or Emergency Operations Center (when
activated).
4. Federal Government
Requests for Federal assistance will be processed in accordance with the
National Response Framework. Normally, the request will be processed through
Yakima Valley Office of Emergency Management to the State Military
Department Emergency Management Division and subsequently to the Federal
Emergency Management Agency. Some typical federal assets that may be
requested are: Federal Emergency Management Agency, US Coast Guard, US
Department of Homeland Security, Federal Bureau of Investigation (USDOJ) and
US Department of Defense.
5. Nongovernmental and Volunteer Organizations
a) For emergencies and major disasters confined within the city limits of
Yakima, a liaison may be requested to report to the Emergency
Operations Center. Typical organizations are: School District, American
Red Cross, Salvation Army, faith -based organizations.
b) For emergencies and major disasters impacting more than the city limits
of Yakima and when the Yakima County Operational Area Emergency
Operations Center is activated, liaisons will normally be assigned at the
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
county level. The City of Yakima Emergency Operations Center may
then coordinate with Operational Area EOC for support.
6. Private Sector
a) The City of Yakima may develop emergency or major disaster contracts
with private businesses to provide goods, services or equipment.
b) Businesses may donate goods, services or equipment following an
emergency or major disaster.
7. Citizens
a) Citizens may volunteer to provide support prior to an emergency or
major disaster. Following volunteer training for the purpose of support,
citizens may be registered as emergency workers.
b) Citizens may donate goods or equipment following an emergency or
major disaster.
c) Citizens may spontaneously volunteer to help following an emergency
or major disaster.
D. Emergency Management Program Goals and Objectives
1. The primary goals following an incident are response, restoration and recovery.
These goals overlap following the initial response efforts.
2. Emergency management requires broad concepts that integrate traditional
phases of emergency management into a comprehensive framework aimed at
minimizing the effects of an emergency or major disaster.
3. The objectives of the City of Yakima Comprehensive Emergency Management
Plan are illustrated in the following chart.
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
City of Yakima Comprehensive Emergency Management Plan Objectives
(1) Protect Public Health and
Safety and Prevent Loss
of Life
This primary objective includes undertaking efforts to save human life;
rescue endangered people; treat the injured; warn the public to avoid
further casualties; evacuate people from impacted area; direct people
to shelter and mass care; ensure provision of necessary medications
and vaccinations; monitor and regulate sources of food and water;
and, save animals.
(2) Preserve Property and
the Environment
This secondary objective includes measures to save property from
destruction; prevent further Toss; provide security for property,
especially in evacuated areas; and, prevent contamination to the
environment.
(3) Assure Continuity of
Government and
Government Operations
This objective provides for lines of succession for elected and
appointed officials; and, assures that critical functions of government
can be reconstituted and conducted with minimal interruption.
(4) Restore the Community
to Normal
This objective aims to restore essential infrastructure, including
utilities; as well as the economic basis of the community.
(5) Mitigate/Preventthe
Causes of Damage
This objective aims to prevent damage from a similar emergency that
may occur in the future.
(6) Prepare the City in
Advance of an Emergency
This objective includes developing action plans on how to respond to
and recover from emergencies, training staff on how to perform the
duties and responsibilities, exercising the plans and modifying the
plans based on the experiences.
E. Continuity of Government/Continuity of Coordination
Continuity of government and continuity of operations are prime operational concepts
for the City of Yakima following an emergency or major disaster. Continuity actions and
activities follow closely the response efforts to save lives. An evaluation of continuity of
government will be accomplished as soon as possible followed by an assessment of city
operations. Some city services may be a higher priority than other city services based on
the severity of the emergency or major disaster.
1. Continuity of Government: Continuity of Government, or COG, means a
coordinated effort within the City Government's elected officials to ensure that
City essential functions continue to be performed during a wide range of
emergencies, including localized acts of nature, accidents, and technological
emergencies and major disasters.
2. Continuity of Operations: Continuity of Operations, or COOP, means an effort
within individual City departments and agencies to ensure that primary essential
functions continue to be performed during a wide range of emergencies,
including localized acts of nature, accidents, and technological emergencies and
major disasters.
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
III. Emergency Organization Structure and Assignment of Responsibilities
A. Emergency Organization Construct
1. The City Manager is responsible for emergency or major disaster activities
within the City of Yakima providing policy guidance and strategic direction to
prepare for, respond to and recover from and incident.
2. EOC Routine Operations Organization: During routine (normal) operations,
departments who respond to emergencies normally do not require
additional coordination afforded by an EOC activation. The normal City of
Yakima department structure is
utilized for these operations. The
Yakima Fire Department may assist Disaster Occurs
as required without EOC activation.
3. EOC Enhanced Operations: During
enhanced operations the incident
emergency
might escalate beyond the Coordination
capabilities of city departments. Center Activates
Normally, mutual aid assets from
other jurisdictions are sufficient to
respond to and mitigate the
incident. The EOC may activate on a
limited basis to assist with
coordination of incoming assets or to request county or state assistance.
Specific departments may be requested to support EOC enhanced operations.
EOC activation is normally of short duration (24 hours or less).
Emergency
Response &
Recovery Begins
when ECC is
activated
4. EOC Full Operation: During full operations the incident has escalated, or soon
will escalate, beyond the capabilities of city departments and mutual aid is
exhausted or not available. The EOC is activated normally to coordinate support
for incident commanders' (logistics, planning, administration and finance) and
may request county, state or federal resources. Most departments will be
requested to support EOC full operations. EOC activation is normally for an
extended duration (up to 72 hours).
5. EOC Catastrophic Operations: During catastrophic operations the incident is a
major disaster with limited transportation and infrastructure with widespread
damage and has escalated beyond the capabilities of city departments and
mutual aid is exhausted or not available. The EOC is activated normally to
coordinate support for incident commanders' (logistics, planning, administration
and finance) and coordinate requests for county, state or federal resources as
well as managing restoration and recovery activities. Most departments will be
requested to support EOC catastrophic operations. EOC activation is normally
2015 CE M P Page 22
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
for a long duration (over 72 hours).
B. Assignment of Responsibilities
The following department emergency responsibility tables outline responsibilities of
various departments during an emergency or major disaster. Each matrix is not intended
to include possible responsibilities during an emergency or major disaster but is
illustrative of some of the major responsibilities that may be assigned. The city uses the
Lead Agency designation rather than the Primary designation.
Table 1
Department Emergency Responsibility Matrix
KEY: L = Lead Agency (may be more than one lead agency indicating shared responsibility and coordination); 5 =
Supporting Agency; NOTE: Departments without a specific designation indicates a role may be assigned as
necessary.
Notes: Departments/divisions have a responsibility to develop and maintain notification rosters, standard
operating procedures (SOPs), checklists, line of succession and other documents to carry out emergency and
major disaster functions.
Departments
Divisions
HM
Response
Damage
Assessment
Alert,
Warning,
Notification
Emergency
Public
Information
Mass Care
&
Sheltering
Evacuation
or
Relocation
Transportation
& Movement
High Risk
Populations—
Specific Needs
City
Management
L
L
L
L
L
L
L
L
City Council
5
5
S
5
5
5
5
S
City Clerks
5
5
S
5
5
5
5
S
Fire
Department
L
5
5
5
5
5
5
s
Legal
Department
Police
Department
5
5
S
5
5
5
5
S
Public Works
Department
5
5
S
5
5
5
5
S
Code
Adm inistration
Division
1
S
5
S
Community
Development
Community
Relations
Division (P10)
5
5
S
5
5
5
5
S
Economic
Development
Engineering
Division
L
Equipment
Rental
Financial
Services
Division
5
5
5
5
5
Human
Resources
Division
2015 CEMP Page 23
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Department Emergency Responsibility Matrix
KEY: L = Lead Agency (may be more than one lead agency indicating shared responsibility and coordination); 5 =
Supporting Agency; NOTE: Departments without a specific designation indicates a role may be assigned as
necessary.
Notes: Departments/divisions have a responsibility to develop and maintain notification rosters, standard
operating procedures (SOPs), checklists, line of succession and other documents to carry out emergency and
major disaster functions.
Departments
Divisions
HM
Response
Damage
Assessment
Alert,
Warning,
Notification
Emergency
Public
Information
Mass Care
&
Sheltering
Evacuation
or
Relocation
Transportation
& Movement
High Risk
Populations—
Specific Needs
Information
Technology
Services
Office of
Neighborhood
Development
Services
Parks and
Recreation
Division
5
5
Planning
Division
Purchasing
Division
5
5
5
5
5
Streets and
Traffic Division
5
Refuse
Division
Transit
Division
5
L
Utility Services
Division
Water and
Irrigation
1
5
Wastewater
L
5
SunComm
(911 Call
Center)
5
5
5
Yakima Air
Terminal
5
5
5
5
5
5
L
5
Nongovernmental and Volunteer Organizations
American Red
Cross
L
School District
5
Hospitals
2015 CEMP Page 24
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Table 2
Phased Department Emergency Responsibility Matrix
KEY: L = Lead Agency (may be more than one lead agency indicating shared responsibility and coordination); 5
Supporting Agency; NOTE: Departments without a specific designation indicates a role may be assigned as
necessary.
=
Response Phase
Departments/
Divisions
Immediate Protective Measures
Safety & Security
Overarching
Response Activities
Rescue
Life
Support
Basic
Sheltering
Fire/
HAZMAT
Law
Enforcement
&
Security
Evacuation
or
Relocation
Public
Information
Transportation &
Movement
City
Management
L
L
L
L
L
L
L
L
City Council
5
5
5
5
5
5
5
5
City Clerks
5
5
5
5
5
5
5
5
Fire
Department
L
L
5
L
5
5
5
5
Legal
Department
Police
Department
5
5
5
5
L
5
5
5
Public Works
Department
5
5
5
Code
Adm inistration
Division
5
5
5
Community
Development
Community
Relations
Division (P10)
L
Economic
Development
Engineering
Division
Equipment
Rental
Financial
Services
Division
5
5
5
5
5
5
5
Human
Resources
Division
Information
Technology
Services
Office of
Neighborhood
Development
Services
Parks and
Recreation
Division
5
5
Planning
2015 CEMP Page 25
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Phased Department Emergency Responsibility Matrix
KEY: L = Lead Agency (may be more than one lead agency indicating shared responsibility and coordination); 5 =
Supporting Agency; NOTE: Departments without a specific designation indicates a role may be assigned as
necessary.
Response Phase
Departments/
Divisions
Immediate Protective Measures
Safety&Security
Overarching
Response Activities
Rescue
Life
Support
Basic
Sheltering
Fire/
HAZMAT
Law
Enforcement
&
Security
Evacuation
or
Relocation
Public
Information
Transportation &
Movement
Division
Purchasing
Division
5
5
5
5
5
5
5
Streets and
Traffic Division
5
Refuse
Division
Transit
Division
L
Utility Services
Division
Water and
Irrigation
5
5
5
Wastewater
5
5
5
SunComm
(911 Call
Center)
5
5
Yakima Air
Terminal
5
5
5
5
5
5
5
L
Nongovernmental and Volunteer Organizations
American Red
Cross
School District
Hospitals
2015 CEMP Page 26
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Table 3
Phased Department Emergency Responsibility Matrix
KEY: L = Lead Agency (may be more than one lead agency indicating shared responsibility and coordination); 5 =
Supporting Agency; NOTE: Departments without a specific designation indicates a role may be assigned as
necessary.
Restoration
and Recovery Phase
Departments/
Divisions
Restoration
Governm ent Service Focused Activities
Recovery
Economic Recovery Focused Activities
Service
Priorities
Public
Information
External
Assistance
Policy
Changes
Priorities &
Strategies
Economic
Redevelopment
Public
Information
Land Use &
Development
City
Management
L
L
L
L
L
L
L
L
City Council
S
5
S
5
S
5
S
S
City Clerks
5
5
5
5
5
5
5
5
Fire
Department
S
5
S
5
S
5
S
S
Legal
Department
Police
Department
5
5
5
5
5
5
5
5
Public Works
Department
5
5
5
5
5
5
5
5
Code
Adm inistration
Division
S
5
5
S
Community
Development
5
5
5
5
5
5
5
5
Community
Relations
Division (P10)
L
Economic
Development
L
L
L
L
L
L
L
L
Engineering
Division
5
5
5
Equipment
Rental
Financial
Services
Division
5
5
5
5
5
Human
Resources
Division
Information
Technology
Services
Office of
Neighborhood
Development
Services
5
5
5
5
5
5
5
5
Parks and
Recreation
Division
2015 CEMP Page 27
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Phased Department Emergency Responsibility Matrix
KEY: L = Lead Agency (may be more than one lead agency indicating shared responsibility and coordination); 5 =
Supporting Agency; NOTE: Departments without a specific designation indicates a role may be assigned as
necessary.
Restoration
and Recovery Phase
Departments/
Divisions
Restoration
Government Service Focused Activities
Recovery
Economic Recovery Focused Activities
Service
Priorities
Public
Information
External
Assistance
Policy
Changes
Priorities &
Strategies
Economic
Redevelopment
Public
Information
Land Use &
Development
Planning
Division
L
L
L
L
Purchasing
Division
5
5
5
5
5
Streets and
Traffic Division
Refuse
Division
5
Transit
Division
Utility Services
Division
Water and
Irrigation
5
5
5
Wastewater
5
5
5
SunComm
(911 Call
Center)
Yakima Air
Terminal
5
5
5
5
5
5
5
5
Nongovernmental and Volunteer Organizations
American Red
Cross
School District
Hospitals
C. Disaster Information Collection
The following table illustrates the critical or essential information most common to
emergencies and major disasters. Other information may be required depending on the
situation.
2015 CEMP Page 28
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Table 4
2015 CEMP
Page 29
Critical or Essential Information
Collection Matrix
What Information is
Needed?
When Information is
Needed?
Who Information Comes
From?
Where Information
Goes?
Incident Needs
Immediately
✓ Incident
Commander(s)
Department's
Coordination Center
City EOC
Personnel Accountability
Within first two hours
✓ Department
Director or
designee
City EOC
Evacuation or Relocation
Within first two hours
✓ Incident
Commander(s),
✓ Public
City EOC
Facility Damage
Assessment
Within first four hours
✓ Department
Director or
designee,
✓ Code
Administration
Division
City EOC
Utility Assessment
Within first four hours
✓ Utilities Services
Division,
✓ Public
City EOC
Transportation and
Movement Damage
Assessment
Within first four hours
✓ Streets and
Traffic Division,
✓ Public
City EOC
Department Continuity of
Operations
Within first six hours
✓ Department
Director or
designee
City EOC
Shelter Requirements
Within first six hours
✓ Red Cross,
✓ Parks and
Recreation
Division
City EOC
Casualty Summary
(deceased, missing,
injured, homeless)
Within first six hours
✓ Fire
✓ Police
✓ Public
City EOC
2015 CEMP
Page 29
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
IV. Direction, Control and Coordination
A. General
1. The City Manager is responsible for overall strategic direction of emergency or
major disaster operations within the City of Yakima.
2. The Mayor has specific emergency authority as granted by the Revised Code of
Washington (RCW) 38.52.070(2).
3. Tactical control of incidents within the City of Yakima is maintained by the
incident commander or unified command to manage the response assets
necessary, including mutual aid or state mobilized assets.
4. The Emergency Operations Center, when activated, will coordinate
emergency management activities within the City of Yakima.
5. Emergencies and major disasters utilizing this plan should be managed
according to the National Incident Management System (NIMS).
Strategic
Policy objectives
and overall
guidance
Operational
Roles and responsibilities, tasks,
integration, and actions
Tactical
Personnel, equipment, and resource management
B. Joint Information System (JIS)/Joint Information Center (JIC)
Managing public information during an emergency or major disaster requires a
coordinated and consistent message from city officials. Public information officers
should participate in a Joint Information System for the purpose of ensuring the public
has clear and concise information and directions during phases of emergency response,
restoration of service and recovery activities.
2015 CE M P Page 30
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
C. Plan Integration
1. Vertical Integration
a) City plans used to develop this plan include the Threat and Hazard
Identification Risk Assessment (THIRA) and Hazard Mitigation Plan
(HMP).
b) State emergency management plans were used to develop this plan
including the CEMP, HIVA and HMP. The State CEMP Planning Guide
was used in the development of this plan.
c) Federal emergency management plans were used to develop this plan
including the National Response Framework, National Preparedness
Goal and National Incident Management System Guide. The FEMA
Comprehensive Preparedness Guide 101 (Interim) was used to develop
this plan.
2. Horizontal Coordination
a) City of Yakima department plans, standard operating procedures and
field operating guides dealing with emergencies and major disasters will
be maintained to supplement this plan, as needed. A review should be
conducted to reduce conflicts with this plan.
b) Existing City of Yakima department plans, standard operating
procedures and field operating guides dealing with emergencies and
major disasters published prior to the date of this plan will be reviewed
and updated as needed within 90 days following publication of this plan.
V. Administration, Finance, and Logistics
A. Administration
1. Departments should establish and maintain files of emergency or major disaster
related activities, directives and forms and have personnel available to augment
emergency response activities.
3. Reports may be requested from departments to provide local, county, state and
federal officials with information concerning the nature, magnitude and impact
of the emergency or major disaster. These reports may be necessary to evaluate
response options and in allocating resources on a priority basis.
4. The City of Yakima may utilize emergency workers (volunteers) in accordance
with RCW 38.52 and WAC 118-04.
2015 CEMP Page 31
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
5. The Mayor may commandeer the service and equipment of citizens under the
provisions and limitations of RCW 38.52.110 (2)
B. Financial Management
1. Emergency expenditures are not normally budgeted through the city budgeting
process. Emergencies and major disasters may occur which require substantial
and necessary unanticipated obligations and expenditures. Authority for
emergency expenditures is in RCW 35.33.081, 35.33.091 and 35.33.101.
2. Municipal governments are authorized to contract for construction or work on a
cost basis for emergency services under RCW 38.52.390.
3. Expenses during an emergency or major disaster must be tracked and
maintained in accordance with Federal Emergency Management Agency
guidelines for potential reimbursement under the Robert T. Stafford Act (Robert
T. Stafford Disaster Relief and Emergency Assistance Act, Public Law 93-288, as
amended, 42 U.S.C. 5121-5207, and Related Authorities. FEMA 592).
C. Logistics
1. Coordination and utilization of the limited resources of the city is a primary
responsibility of the City of Yakima Emergency Operations Center during an
emergency or major disaster.
2. The City's Emergency Preparedness Director should keep a current list of
federally typed resources.
3. During an emergency or major disaster the City of Yakima Emergency
Operations Center should coordinate requests for additional resources
beyond the capability of the local incident commander(s).
VI. Plan Development and Maintenance
A. Planning Process
The process used to develop this plan is to review county, state and federal plans and
the guidance provided by the state and federal government. This plan complements
existing plans at each level. The planning format follows department/division focused
format outlined in the FEMA Comprehensive Preparedness Guide 101, March, 2009;
and, WA State Supplement to CPG -101 v2, March 2009. Each city department
participated in review, coordination and input to this plan. Finally, the state emergency
management division has reviewed and approved the plan in accordance with the state
planning guide and WAC 118-30-060.
2015 CEMP Page 32
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
B. Responsibility for Planning and Coordination
The City' Emergency Preparedness Director is responsible for this plan, its maintenance
and coordination.
C. Plan Maintenance
This plan is maintained according to the schedule outlined in WAC 118-30-060 as
modified by the state planning guide. It is on a four-year cycle of revision with an annual
review of the basic document. Minor changes to the basic document may occur before
resubmission to the state at the four-year cycle. Appendices and Annexes may be
modified at any time and provided as changes. The plan will be tested at least once
annually in an exercise.
D. Plan Approval
This plan will be submitted to the Washington Military Department, Emergency
Management Division in accordance with WAC 118-30-060 for review and approval.
E. Plan Distribution
The plan distribution is outlined in the distribution table at the front of this plan.
F. Plan Availability
When final, this plan will be made available on the City of Yakima Internet site for access
by the public and other emergency management partners.
VII. Authorities and Guides
Details are provided in Appendix 1: Authorities and Guides
VIII. Response Agencies and Support Tasks
Appendix 6 provides unique response and support tasks for city departments during an
emergency or major disaster. Other tasks may be required as dictated by the emergency or
major disaster priorities.
TABLES
Table 1:
Table 2:
Table 3:
Table 4:
Department Emergency Responsibility Matrix
Response Phase Department Emergency Responsibility Matrix
Restoration & Recovery Phase Department Emergency Responsibility Matrix
Critical or Essential Information Collecting Matrix
APPENDICES
Appendix 1: Authorities and Guides
Appendix 2: Glossary/Acronyms
Appendix 3: Training, Drills and Exercises
Appendix 4: Local Proclamation or Declaration of Emergency
Appendix 5: Proclamation of a Civil Emergency
Appendix 6: Pre -Incident and Incident Support Tasks
Appendix 7: Intrastate Mutual Aid System
Appendix 8: Threats and Hazards
2015 CEMP Page 33
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Appendix 9: Specific Responsibilities—State and Federal
ANNEXES
Annex A: Public Protective Measures
Annex B: Relocation/Evacuation
(Corresponds with WA State/Yakima County CEMP ESF 16)
Annex C: Emergency Operations Center Framework
(Corresponds with WA State/Yakima County CEMP ESF 5)
Annex D: Hazardous Materials Response
(Corresponds with WA State/Yakima County CEMP ESF 10)
Annex E: Damage Assessment
(Corresponds with WA State/Yakima County CEMP ESF 14)
Annex F: High Risk Populations—Specific Needs
(Corresponds with WA State/Yakima County CEMP ESF 16)
Annex G: Mass Care
(Corresponds with WA State/Yakima County CEMP ESF 16)
Annex H: Recovery
(Corresponds with WA State/Yakima County CEMP ESF 14)
Annex I: Public Information Dissemination
(Corresponds with WA State/Yakima County CEMP ESF 15)
2015 CEMP Page 34
City of Yakima Municipal Code ("YMC") Chapter 6.06 - Excerpts
EMERGENCY POWERS OF MAYOR, CITY COUNCIL AND CITY MANAGER
Sections:
6.06.010 Proclamation of civil emergency—Emergency defined.
6.06.020 Line of succession.
6.06.030 Action which may be taken.
6.06.040 Delivery to news media.
6.06.050 Violation—Penalty.
6.06.010 Proclamation of civil emergency—Emergency defined.
Whenever a civil emergency, or the imminent threat thereof, occurs in the city and results in or
threatens to result in the death or injury of persons or the destruction of or damage to property to
such extent as to require, in the judgment of the mayor, extraordinary measures to protect the
public peace, safety and welfare, the mayor shall forthwith proclaim in writing the existence of a
civil emergency. In the absence or unavailability of the mayor, such a civil emergency may be
declared by the person indicated in YMC 6.06.020 on the line of succession. For the purposes of
this chapter, a "civil emergency" shall mean:
A. A riot, unlawful assembly, insurrection, enemy attack, terrorist attack, sabotage, or other
hostile action; or
(1) For the purpose of this chapter, the term "unlawful assembly" means any threat,
actual or implied, to use force or violence when accompanied by immediate power
to execute such force or violence by three or more persons acting together without
authority of law and where the threat to use the same would endanger or tend to
endanger the safety of property or persons.
B. A natural or human -caused disaster, including fire, flood, storm, explosion, earthquake,
volcanic disturbance or eruption, or other natural cause. (Ord. 2009-47 § 1 (part), 2009:
Ord. 2004-75 § 1 (part), 2004).
6.06.020 Line of succession.
A. Line of Succession of Elected Officials for Appointment as Acting Mayor. The line of
succession for elected officials to serve as the acting mayor is as follows:
(1) Mayor.
(2) Mayor pro tem.
(3) Council members by seniority unless a member is unavailable or declines to
serve. "Senior" or "seniority" shall mean the number of years served on the city
YMC Chapter 6.06 - Emergency Powers of Mayor,
City Council and City Manager - Excerpts
Page 1 of 4
council. In the event of exact seniority by two or more members, the members shall
mutually determine who shall act as mayor.
B. Staff Official Appointed Acting Mayor. In the event that the entire council is unavailable, too
injured, or is deceased, the line of succession for city employees to serve as the acting mayor is
as follows:
(1) City manager.
(2) Assistant city manager.
(3) Police chief.
(4) Fire chief.
(5) Public works director.
C. Powers and Duties of the Acting Mayor. Every provision of law in relation to the powers and
duties of the mayor, and in relation to acts and duties to be performed by others toward him or
her, extends to the person performing for the time being the duties of mayor. (Ord. 2009-47 § 1
(part), 2009: Ord. 2004-75 § 1 (part), 2004).
6.06.030 Action which may be taken.
A. Upon the proclamation of a civil emergency by the mayor, and during the existence of such
emergency, the mayor may make and proclaim any or all of the following orders:
(1) An order imposing a general curfew applicable to the city as a whole or to such
geographical area or areas of the city and during such hours as he or she deems
necessary, and subsequent orders from time to time to modify the hours such
curfew will be in effect and the area or areas to which it will apply;
(2) An order requiring any or all business establishments to close and remain
closed until further order;
***
(7) An order closing to the public any or all public places, including streets, alleys,
public ways, schools, parks, beaches, amusement areas and public buildings;
(8) An order requesting federal and/or state assistance in combating such civil
emergency, including but not limited to requesting the assistance of the National
Guard;
* * *
(10) An order authorizing, in cooperation with utility management and appropriate
state and federal agencies, the shutting off, restoration, and operation of utility
YMC Chapter 6.06 - Emergency Powers of Mayor,
City Council and City Manager - Excerpts
Page 2 of 4
services in accordance with priorities established for combating such civil
emergency;
(11) Such other orders as are imminently necessary for the protection of life and
property; provided, however, that any such orders shall, at the earliest practicable
time but in no event more than seventy-two hours after the proclamation of the
respective order(s), be presented to the city council for ratification and
confirmation, and if not so ratified and confirmed shall be void.
B. Upon the proclamation of a civil emergency by the mayor and/or the city council, and during
the existence of such emergency, the city council may make and proclaim any or all of the
following orders:
(1) An order providing for the evacuation and reception of the population of the
city or any part thereof;
(2) Such other orders as are imminently necessary for the protection of life and
property.
C. Upon the proclamation of a civil emergency by the mayor and/or the city council, and during
the existence of such emergency, the mayor and/or the city council may make and proclaim any
or all of the following requests or consultations:
(1) A request that the governor proclaim a state of emergency or disaster when in
the opinion of the mayor and/or the city council the resources of the city, area or
region are inadequate to cope with the emergency or disaster;
(2) A request that the governor, after proclaiming a state of emergency and prior to
terminating such, may, in the area described by the proclamation, issue an order
prohibiting any or all of the activities listed in RCW 43.06.220;
(3) A consultation with local, state and federal emergency management agencies
about the emergency or disaster;
(4) Such other requests or consultations as may be imminently necessary for the
protection of life and property.
D. Upon the proclamation of a civil emergency by the mayor and/or the city council, and during
the existence of such emergency, the city manager shall have the power by order to enter into
contracts and incur obligations necessary to combat such disaster, protect the health and safety of
persons and property, provide emergency assistance to the victims of such disaster, and direct the
finance department to draw and to pay the necessary warrants for expenditures to respond to the
emergency. Such powers shall be exercised in light of the exigencies of the situation without
regard to time-consuming procedures and formalities prescribed by ordinance (excepting
mandatory constitutional requirements), including, but not limited to, budget law limitations and
YMC Chapter 6.06 - Emergency Powers of Mayor,
City Council and City Manager - Excerpts
Page 3 of 4
requirements of competitive bidding and publication of notices pertaining to the performance of
public work, entering into contracts, the incurring of obligations, the employment of temporary
workers, the rental of equipment, the purchase of supplies and materials, and the appropriation
and expenditures of public funds; provided, that the city manager shall, wherever practicable,
advise and consult with the city council with respect to disaster response activities, and any such
order shall at the earliest practicable time be presented to the city council for review and
appropriate legislation including:
(1) Findings by resolution with respect to actions taken;
(2) Authorization of payment for services, supplies, equipment loans and
commandeered property used during disaster response activities;
(3) Approval of gifts, grants or loans accepted by the city during the emergency;
(4) Levy of taxes to meet costs of disaster response and recovery operations; and
upon such review the city council may ratify and confirm, modify, or reject any
such order, and if rejected, any such order shall be void. (Ord. 2009-47 § 1 (part),
2009: Ord. 2004-75 § 1 (part), 2004).
6.06.040 Delivery to news media.
The mayor shall cause any proclamation issued by him or her, pursuant to the authority of this
chapter, to be delivered to all news media within the city and shall utilize such other available
means, including public address systems, as shall be necessary, in his or her judgment, to give
notice of such proclamation to the public. (Ord. 2009-47 § 1 (part), 2009: Ord. 2004-75 § 1
(part), 2004).
6.06.050 Violation—Penalty.
It is unlawful for any person to fail or refuse to obey any such order proclaimed by the mayor or
the city council. Any person convicted of a violation of this chapter shall be guilty of a
misdemeanor and shall be punished by a fme not to exceed five hundred dollars, or by
imprisonment in jail for a period not to exceed ninety days, or by both such fine and
imprisonment. (Ord. 2009-47 § 1 (part), 2009: Ord. 2004-75 § 1 (part), 2004).
YMC Chapter 6.06 - Emergency Powers of Mayor,
City Council and City Manager - Excerpts
Page 4 of 4
City of Yakima
Elected and Appointe
Officials
Disaster Response and Recovery
and
Emergency Operations Center
Guidebook
Building a Disaster Resilient Community
Page 1
City of Yakima would be subject to
catastrophic impacts, to include:
• Street/road disruptions, e.g.
debris, power lines, water;
• Utility—line disruptions, e.g., power
lines, water mains, etc.;
• Need for evacuations, e.g., life -
hazard occupancies;
• Emergency response disruptions,
e.g. fire, police, ambulance;
• Continuity of government service
interrupted, e.g. day-to-day
business;
• Private -sector business
interruption, e.g. normal business
activities; and
• Communication disruptions, e.g.
landlines, cell phones, radio linkages.
Private Sector Impacts:
• Physical damage to a
building/buildings
• Damage to or breakdown of
machinery, systems or equipment
• Restricted access to a site or
building
• Interruption of the supply chain
including failure of a supplier or
disruption of transportation of
goods from the supplier
• Utility outage, e.g., electric power
outage
• Damage to, loss or corruption of
information technology including
voice and data communications,
servers, computers, operating
systems, applications, and data
• Absenteeism of essential
employees
Major Conflagration
Hazardous Materials
IIIIIMI1
Catastrophic Dam Failure
Page 2
.
Improving resilience is increasingly gaining recognition as an important component of community
preparedness. So what is "community resilience"? Community Resilience is a process whereby
communities prepare for and respond to disturbances/disasters and complex community emergencies.
The multi -disciplinary community resilience process seeks to develop culturally appropriate strategies
through grass root (explicit) and ground root (implicit) assessments. Creating disaster resilient
communities draws on models that describe the elements of community resilience as well as models that
explain how to alert, engage and mobilize communities to prepare for, respond to, and recover from
disasters.
SPECIFIC ATTRIBUTES OF COMPLEX, RESILIENT AND ADAPTIVE SYSTEMS
• diversity for increasing options and reducing risk
• robustness/effectiveness over many possible conditions
• functional cross -scale links
• connectedness and opportunities for self -organization
• adaptive capacity and learning
A DESCRIPTIVE ACCOUNT OFA "DISASTER RESILIENT COMMUNITY"
• Formal institutions have come to an understanding about
roles and responsibilities in advance of a crisis.
• Community members believe that coming together mobilizes
positive change, and they take advantage of organized
opportunities to help solve problems relevant to each stage of a
disaster.
• Area residents routinely feel the tug of social ties, and they
mobilize these same networks for emotional, material, and informational support in an extreme
event.
Individuals
Households
r
Whole
Community
rivate Sector
• Trusted outlets convey accurate information quickly about possible dangers and paths to safety, and
residents together make sense of their experiences of tragedy and recovery.
• At its base, this community has diverse employment opportunities, robust health and human
services, a strong physical plant, and an equitable distribution of income and assets..
Page 3
DISASTER RESPONSE OVERVIEW
COMMUNITY FRAMEWORK
"We need to move away from the mindset that
Federal and State governments are always in
the Lead, and build upon the strengths of our
local communities and, more importantly, our
citizens. We must treat individuals and
communities as key assets rather than
liabilities."
"Family members, friends, co-workers and
neighbors need to help with evacuations, search
and rescue, food, water, shelter, and medical
care, and undertake many other critical
response functions well before emergency
responders arrive."
Craig Fugate, FEMA Administrator
COMMUNITY PRINCIPLES
1. Saving and sustaining lives is our
number one priority, no matter the scale and
magnitude of the crisis. We must stabilize the
event within the first 72 hours. Our focus must
shift from incidents to individuals and from
processes to products.
2. A catastrophic event requires that we
are prepared to respond in non-traditional
ways, well beyond current Iocal planning.
3. Time is our biggest enemy, and our
approach must focus on preparing and fully
empowering impacted communities, survivors,
and social & fraternal organizations.
4. Our citizens are force multipliers.
Individuals and communities are the most
critical response and recovery assets present
during the initial hours and days following an
event. We need greater inclusion paths
designed into our participatory planning &
preparedness activities.
ELECTED AND APPOINTED OFFICIALS DECISION-MAKING
During a major emergency, extraordinary
demands are placed on government elected and
appointed officials. This is particularly true in
the first hours of an emergency and especially a
major incident. Decisions made early in a
disaster by public officials can have far reaching
consequences. Yet, it is during this same time
that elected and appointed officials have the
fewest resources and least amount of time
available for decision making. These factors
place executives at risk in a number of ways.
During any major emergency, executive officials
Page 4
have the ultimate responsibilities for the well-
being of the community and for the actions of
their subordinates.
When emergencies occur that threaten the
proper, orderly processes of society, it is the
iegal duty and responsibility of government at
all levels, acting properly within the scope of
their constitutional spheres, to alleviate both
the causes and effects of such disturbances. The
ultimate duty is the protection of lives and
property
LEGAL AUTHORITIES
Understanding the legal extent of your
emergency -related authority and the federal,
state, or local statutes that grant you that
authority is critical to effective decision-making
in emergencies.
Specifically, the following legal authorities
should be documented prior to an emergency
for your jurisdiction:
➢ Emergency Proclamation
➢ Emergency Authorities and Directives
(Emergency Powers)
➢ Evacuation
CONTINUITY OF GOVERNMENT (COG)
Continuity of Government (COG) is an essential
function of emergency management and is vital
during an emergency/disaster situation. All
levels of government (federal, tribal, state, and
Local) share a constitutional
responsibility to preserve the life and property
of their citizens. Continuity of government is
defined as the preservation, maintenance, or
reconstitution of the civil government's ability to
carry out its constitutional responsibilities.
CONTINUITY OF OPERATIONS (COOP)
Continuity of Operations (COOP) are activities
of individual departments/agencies that are
key to ensure that critical essential functions are
performed.
The specific objectives of COOP are to:
➢ Ensure the continuous performance of a
department or agency's essential
functions during an emergency.
• Ensure the safety of employees and the
public.
• Protect essential equipment, records
and other assets.
Page 5
• Reduce disruptions to operations.
➢ Minimize damage and losses.
➢ Achieve an orderly recovery from
emergency operations.
➢ identify relocation sites and ensure
operation and managerial requirements
are met before an emergency occurs.
Effective COOP planning facilitates the
performance of department/ agency essential
functions during any emergency or situation
that may disrupt normal operations. Therefore,
development and execution of agency and
department COOP plans should provide for the
continued operation and continuity of Local
government and its essential functions during
and after an emergency or disaster and help to
ensure the preservation of public and other
records essential to the continued operations of
the Local government. Or, simply stated,
Continuity of Government as a whole should be
a result of effective COOP planning at the
agency and department levet.
ON -SCENE INCIDENT COMMAND FUNCTION
The local incident command structure directs on -scene incident management activities and maintains
command and control of on -scene incident operations. The designated incident Commander provides
timely response information to the EOC.
YAKIMA EMERGENCY OPERATIONS CENTER (EOC) FUNCTION
White the Local incident command structure
directs on -scene incident management activities
and maintains command and control of on -
scene incident operations, the EOC is activated
as necessary to support these local efforts.
Therefore, the Yakima EOC is the central
location from which off -scene activities are
coordinated. Chief elected and appointed
officials, as well as personnel supporting core
functions, may be located at the EOC depending
upon the responsibilities of their positions.
These officials are often members of the policy
group and may have primary responsibility for
policy decisions.
The key function of EOC personnel is to ensure
that responders who are located at the scene
Page 6
have the resources (e.g., personnel, information,
tools and equipment) they need for the
response and to manage the event.
Upon activation of the EOC, communication and
coordination should be established between
incident Command and the EOC. Additionally, all
levels of government and functional agencies
should be capable of communicating
appropriately with the EOC, including those
maintained by private organizations.
Communications systems must be reliable and
contain built-in redundancies. The efficient
functioning of the EOC often relies on the
existence of mutual aid agreements and joint
communications protocols among participating
agencies.
YAKIMA EMERGENCY OPERATIONS CENTER (EOC)—AN INTEGRATED
SYSTEM
The nature of emergency operations may depend on the characteristics and requirements of the situation.
The Yakima EOC should be activated as required to cope with the specific situation and each element should
operate according to the provisions of the appropriate organization! responsibilities in the CEMP and any
pertinent department/agency SOPs.
The Yakima EOC locates and mobilizes resources requested by local responders. Resources not available
within the city or through Mutual Aid may be requested through the WA State EOC.
Yakima
EOC
incident
Additional
Resources
Requested/
Mobilized
Washington State
EOC
Additional
Resources
Requested/
Mobilized
... an integrated system establishing a
uniform set of processes, protocols
and procedures for the conduct
of emergency coordination operations .. .
DD
Unaffected
Cities
Page 7
Operational Tasks:
•
.
YAKIMA EOC
EMERGENCY OPERATIONAL TASKS SUMMARY
Survey and evaluate the emergency situation.
EOC should remain
focused on these
tasks.
Develop and disseminate warnings, emergency public Information and other advice and action
instructions to the public.
• Marshal, allocate, and position personnel and equipment.
• Monitor and support evacuation and/or rescue operations in the field.
• Monitor and Support the care and treatment of casualties.
• Monitor and Support, identifying, and disposing of the dead.
• Monitor and support mass care (food, lodging, etc.) needs of displaced persons.
• Enforcing police powers in controlling the locations and movement of people, establishing
access controls, erecting traffic barricades, etc.
• Monitor and assist with the implementation of health and safety measures.
• Protect, control, and allocate vital resources.
• Advise industry, schools, and businesses of possible impacts to their systems.
• Restore essential facilities and systems.
Page 8
Strategic
Policy objectives
and overall
guidance
Operational
Roles and responsibilities, tasks,
integration, and actions
Tactical
Personnel, equipment, and resource management
DISASTER PLANNING PHASES
PRE INCIDENT (Mitigation and Preparedness)
The effectiveness of the city's response to disaster needs is dependent
upon the activities that have taken place before the incident occurs.
Mitigation includes any activities that should eliminate or reduce the
probability (chance) of occurrence of emergency/disaster, and/or
activities designed to postpone, dissipate, or lessen the effects of a
disastrous incident.
Preparedness is undertaken because mitigation activities cannot
eliminate the occurrence of incidents. Preparedness is planning how to
respond should an emergency or disaster occur, and working to
increase local resources and their ability to respond effectively.
Preparedness activities are designed to help save lives and minimize damage by preparing people to
respond appropriately when disaster is imminent. Proper response requires a current plan, trained
personnel, available resources, communications/ -warning, etc.
Preparedness activities include planning to ensure the most effective, efficient response; efforts to
minimize damages, such as forecasting and warning systems; and laying the groundwork for response
operations such as stockpiling supplies.
INCIDENT (Response)
Response activities immediately follow the occurrence of a disaster and may save life and property. The
Yakima Emergency Operations Center (EOC) provides for overall policy, direction, and control of the
emergency response and recovery efforts. During the activation and operational phases of the ECC local
officials should utilize their respective Job Aid to guide them during a response. The Job Aids are not
intended to include every task that may need to be completed; common sense and the scale of the event
may dictate what needs to be done.
RECOVERY PERIOD
Recovery activities attempt to return the community to normal. Recovery continues until community
systems and services return to normal, or near normal. Short-term recovery returns vital life support
systems to minimum operating standards. Long-term recovery from a disaster may go on for years until
the entire disaster area is completely redeveloped; or utilized for a new purpose. Recovery planning
should include a review of ways to avoid future emergencies.
Page 9
High
Level of Activity
Low
.
In-, '
•
.
73.
cp
i '
o. '
I Short-term
Recovery
ii
1
1
Long-term Redevelopment
Disaster Event Occurs
3 months 1 year
Page 10
3 years 5 years
STABILIZATION
Stabilization is the process in which the immediate impacts of an event on community systems are
managed and contained, thereby creating an environment where recovery activities can begin. The
various elements of a community system will stabilize on different time frames, leading to a situation in
which response, stabilization, and restoration activities can occur concurrently. Stabilization includes
such activities as:
1. Providing essential health and safety services
2. Providing congregate sheltering or other temporary sheltering solutions
3. Providing food, water and other essential commodities for those displaced by the incident.
4. Providing disability related assistance/functional needs support services.
5. Developing impact assessments on critical infrastructure, essential services, and key resources.
6. Conducting initial damage assessments.
7. Conducting community wide debris removal, including clearing of primary transportation routes
of debris and obstructions.
8. Restarting major transportation systems and restoring interrupted utilities, communication
systems, and other essential services such as education and medical care.
9. Establishing temporary or interim infrastructure systems. Supporting family reunification.
10. Supporting return of medical patients to appropriate facilities in the area.
11. Providing basic psychological support and emergency crisis counseling.
12. Providing initial individual case management assessments.
13. Providing security and reestablishing Law Enforcement Agencies functions.
14. Building an awareness of the potential for fraud, waste and abuse, and ways to deter such
activity, such as developing Public Service Announcements and publicizing ways to report allegations of
waste, fraud and abuse.
15. Begin assessment of natural and cultural resources.
16. Maintain records of cost and expenditures to accomplish this ESF and forward them to the EOC
Finance/ Administration Section Chief.
Page 11
INTERMEDIATE RECO VER Y
Intermediate recovery activities involve returning individuals and families, critical infrastructure and
essential government or commercial services back to a functional, if not pre -disaster state. Such
activities are often characterized by temporary actions that provide a bridge to permanent measures.
1. Continuing to provide individual, family -centered, and culturally appropriate case management.
2. Providing accessible interim housing (in or outside the affected area depending on suitability)
and planning for long-term housing solutions.
3. Returning of displaced populations and businesses if appropriate.
4. Reconnecting displaced persons with essential health and social services.
5. Providing supportive behavioral health education, intervention, including 327 continuing to
provide crisis, grief, and group counseling and support. 328
6. Providing access and functional needs assistance to preserve independence and health.
7. Updating hazard and risk analyses to inform recovery activities.
8. Establishing a post -disaster recovery prioritization and planning process.
9. Developing an initial hazard mitigation strategy responsive to needs created by the disaster.
10. Ensuring that national and local critical infrastructure priorities are identified and incorporated
into recovery planning.
11. Developing culturally and linguistically appropriate public education campaigns to promote
rebuilding to increase resilience and reduce disaster losses.
12. Supporting capacity assessment of local, state, and tribal governments to plan and implement
recovery.
13. Complete assessments of natural and cultural resources and develop plans for long-term
environmental and cultural resource recovery.
LONG TERM RECOVERY
Long-term recovery is the phase of recovery that follows intermediate recovery and may continue for
months to years. Examples include the complete redevelopment and revitalization of the damaged area.
It is the process of rebuilding or relocating damaged or destroyed social, economic, natural, and built
environments in a community to conditions set in a long-term recovery plan. The goal underlying long-
term redevelopment is the impacted community moving toward self-sufficiency, sustainability, and
Page 12
resilience. Activities may continue for years depending on the severity and extent of the disaster
damages, as well as the availability of resources.
1. Identifying of risks that affect long-term community sustainment and vitality.
2. Developing and implementing disaster recovery processes and plans, such as a long term
recovery plan and/or reflecting recovery planning and mitigation measures in the community's land use
planning and management, comprehensive plans, master plans, and zoning regulations.
3. Rebuilding to appropriate resilience standards in recognition of hazards and threats.
4. Addressing recovery needs across all sectors of the economy and community, and addressing
individual and family recovery activities and unmet needs.
5. Rebuilding educational, social, and other human services and facilities according to standards
for accessible design.
6. Reestablishing medical, public health, behavioral health, and human services systems.
7. Reconfiguring elements of the community in light of changed needs and opportunities for
"smart planning" to increase energy efficiency, enhance business and job diversity, and promote the
preservation of natural resources.
8. Implementing mitigation strategies, plans, and projects.
9. Implementing permanent housing strategies.
10. Reconstructing and/or relocating, consolidating permanent facilities.
11. Implementing economic and business revitalization strategies.
12. Implementing recovery strategies that integrate holistic community needs.
13. Implementing plans to address long-term environmental and cultural resource recovery.
14. Ensuring there is an ongoing and coordinated effort among local, state, tribal, and federal
entities to deter and detect waste, fraud and abuse.
15. Identifying milestones for the conclusion of recovery for some or all non -local entities.
Page 13
PRACTICAL APPROACHES TO MINIMIZING LIABILITY
✓ Do not let unreasonable fear of legal liability paralyze you and
your people.
✓ Use trained decision makers during emergency or disaster
situations.
✓ Use relevant standards.
✓ Make informed decisions with objective assessment of risks
and benefits.
✓ Inform yourself of legal matters.
✓ Make sure you have access to an attorney.
✓ Where the law does not make you immune for your decisions,
find ways to minimize the risks of legal liability.
Planning
Program Management
Testing & Exercises
Page 14
EXECUTIVE OFFICIAL PRE INCIDENT ACTIONS
MITIGATION AND PREPAREDNESS ACTIONS
(ON NOTICE OF A PENDING EVENT)
Obtain and maintain situational awareness: monitor weather and disaster agent.
• Ongoing: re-evaluate threat and situation.
Review Continuity of Government (COG) and Continuity of Operations (COOP) Plans to ensure
readiness of:
• Emergency Chain of Authority;
• City Government Succession;
• Line of Succession Department Heads;
• Vital records are secured and backed up; and
➢ Government offices and facilities are prepared and secured.
Support emergency management officials with jurisdiction time and circumstance preparedness
issues, actions and/or tasks. Ensure disaster preparations and activities to include:
➢ Test alert, notification, warning and communications systems/equipment.
➢ Test backup generators. Ensure fuel and spare parts.
➢ Prepare press releases and media briefings.
➢ Convene Policy Group (key departments) to develop strategies to respond to anticipated
problems.
➢ Ensure support for Emergency Operations Center readiness and staffing.
➢ Approve equipment and supplies pre -ordering.
➢ Encourage employees to maintain individual/family preparedness plans.
Conduct daily meetings with department heads, NGOs representatives of the private sector to
determine if there are any unmet needs.
Emergency Public Information, ensure dissemination of:
➢ Watch/warning alerts to citizens.
➢ Watch/warning alerts to special needs citizens.
➢ Preparedness information via broadcast and print media.
Determine need for precautionary evacuations: critical facilities, hospitals, nursing homes, people
with special needs, people without transportation, people living in potential impact areas, homeless
populations, tourists.
Consideration of ongoing community and social events (cancel?).
Page 15
Determine closure or limit:
➢ General government services
> Businesses
➢ Schools
Procurement Issues.
• Notify vendors: food, water, ice, equipment, supplies.
• Notify debris management contractor.
Financial Issues.
Review Finance Record Keeping Rules
Establish and stage "rapid impact assessment teams" (initial damage assessment).
Order Departments to:
• Review their critical personnel, services, policies, and procedures;
• Pre -stage supplies or resources;
• Take immediate mitigation and preparedness measures;
• Develop shift rotations to ensure adequate staffing; and
• Report any items of concern that require immediate attention by the chief executive
official.
Order departments with critical deficiencies to immediately develop a contingency framework for the
pending disaster.
Ensure as appropriate redeployment of critical response personnel, equipment and supplies to
protected locations outside of vulnerable area.
• Vehicles and equipment are serviced and ready.
• Store extra fuel and spare parts.
> Issue protective gear to emergency personnel.
Employee Issues.
> Recall off-duty personnel.
➢ Place personnel on stand-by.
➢ As appropriate, cancel all days off and pending leaves; prepare duty rosters.
➢ Allow employees to prepare home/family.
➢ Essential employees: pack a "ready/response kit" (sleeping bag, change of clothes,
nonperishable foods/snacks, drinks/bottled water, toiletries, prescription medicines,
extra eyeglasses, flashlight, portable radio/batteries, etc.)
Page 16
Develop and deliver a unified public information message prior to disaster. Details should include:
➢ Possible evacuation instructions and shelter locations;
➢ Instructions to public for power and phone outage;
➢ Items to stock for 72 -hour survival (water, flashlights, radio, batteries, etc.);
➢ Actions to take to ensure food and water safety;
➢ What NOT to do (utilize generators or kerosene heaters indoors); and
➢ Other details relevant to pending emergency situation.
Emergency mass care facilities and shelters staffed and ready.
➢ Animal shelters and services ready.
Declare an emergency or disaster in anticipation of the incident to free resources and implement
emergency purchasing procedures to acquire necessary preparedness and response equipment.
EOC Activated.
➢ Activation level; EOC staffing.
➢ EOC linked to and monitoring department field activities.
➢ Continued watch/warning alerts to citizens.
➢ Continued watch/warning alerts to special needs citizens.
Issue other state of emergency directives to public safety department heads as needed:
➢ Curfews.
➢ Access control to vulnerable locations.
➢ Mandatory evacuation of tourist populations.
➢ Prohibition on price -gouging.
➢ Unfair/deceptive trade acts/practices.
l VALuAitl
IMPROVE
Plan
PREPAREDNESS
r KERCISE CYCLE
ORGANIZE+
EOu$P
M
‘P'
Page 17
EXECUTIVE OFFICIAL INCIDENT ACTIONS
INCIDENT (Response)
Monitor and Enact Policy
➢ Recognize accountability.
• Establish and evaluate policy decisions.
• Confer with other elected officials.
Report to the Emergency Operations Center
• Obtain current situation status and a briefing on priority actions taken and outstanding.
➢ Examine need for new or temporary policies required to support response operations.
• Determine appropriate expenditure limits.
➢ Be available for policy meetings.
➢ Ensure adequate public information materials are being issued from the EOC.
➢ Consult with emergency management director to determine need for extraordinary
resources and/or outside assistance.
➢ Keep appraised as to the status of the emergency incident by reviewing EOC Situation
Reports.
Receive Assessment Information
➢ What is the nature of the incident—what happened?
➢ What hazards are present?
➢ How large an area is affected?
➢ What is being done—response actions?
➢ What are the impacts to the first responder community, essential services, critical
facilities and infrastructure.
➢ Are critical communication systems functioning?
Determine Extent of Incident
➢ Public protection actions in progress or needed?
➢ Notifications and alerts done or needed?
➢ Numbers of dead, injured and missing?
Determine Need to update or issue Emergency Declaration
• When to issue and for what conditions?
• Clarify any issues regarding your authority with Legal Counsel.
Page 18
➢ Modify curfew, evacuation, or access control orders.
Issue Emergency Authorities, Directives, Orders (Emergency Powers)
➢ Protect life.
➢ Protect public property.
➢ Maintain essential services.
Ensure Public Information and Instructions is provided
➢ Maintain a public information and media protocol.
➢ Establish who speaks about what and when.
➢ Serve as spokesperson for the jurisdiction when appropriate.
Ensure that the functions of civil government are being preserved and essential services are provided
(COOP).
Establish contact and a liaison with appropriate officials outside home jurisdiction.
Disaster Occurs
Emergency Response &
Emergency
Coordination Center
Activates
Recovery Begins when
ECC is activated
Page 19
EXECUTIVE OFFICIAL INCIDENT ACTIONS
POST -INCIDENT (Recovery)
General "Must Do's"
> Obtain current FEMA public disaster assistance program information and requirements.
Ensure your jurisdiction's participation and compliance.
• Determine recovery needs and functions based on impacts;
• Develop and maintain a recovery incident action plan;
• Appoint a local recovery manager to chair and maintain a local recovery task force. Task
force membership comprises local stakeholders to include department heads (or
designees) from local community planning, economic development, health, legal,
finance, environment, historic and cultural, public safety, public works, business
community to:
✓ Prepare a redevelopment plan;
✓ Develop procedures to carry out build back policies;
✓ Develop policies for redeveloping areas that have sustained repeated disaster
damage;
• Develop policies that promote mitigation from future damage; and
• Develop priorities for relocating and acquiring damaged property.
Other considerations:
Y Maintain leadership;
Y Utilize local initiative and resources;
Y Maximize state/federal programs and benefits;
Y Establish and maintain communications to and from citizens;
Y Provide a point of contact for disaster victims;
> Make maximum use of damage assessment for recovery planning; and
> Promote economic recovery.
Ensure that your jurisdiction is providing and updating damage impacts and cost estimates to state
and federal in order to maximize state and federal individual and public disaster assistance.
Short Term "life safety" recovery activities could include:
> Search and Rescue;
> Emergency Medical Care;
> Safety -Security -Traffic Control;
> Food and Water;
Page 20
➢ Initial Impact Assessment;
➢ Implementing Legal and Financial Procedures;
➢ Emergency Debris Clearance;
➢ Transportation;
• Sheltering and Mass Care;
• Public Information/Education;
• Response Coordination with Municipalities;
• Mutual Aid Response;
• Volunteer Resource Response;
• Emergency Communications;
• Temporary Building and Rebuilding Moratoriums; and
• Enactment of Special Ordinances.
Intermediate Recovery (Restoration) activities could include:
• Re-entry;
• Detailed Community Damage Assessment;
• Debris Clearance and Removal;
• Federal Assistance Programs (Individual/Public);
• Resource Distribution;
• Restoration of Essential Services;
• Relief Services (including mental health);
• Temporary Housing and Long Term Housing Strategy;
• Temporary Repairs to Damaged Facilities; and
• Restoration of Public Health Services.
Long -Term Recovery activities could include:
➢ Environmental Management;
➢ Evaluation of Development Regulations;
➢ Evaluation of Construction Designs;
➢ Evaluation of Infrastructure Designs and Standards;
➢ Permanent Repair and Reconstruction of Damaged Facilities;
➢ Complete Restoration of Services;
➢ Debris Disposal;
➢ Economic and Community Redevelopment;
Page 21
> Housing Strategy;
> Hazard Mitigation;
> Risk Assessment/Review;
> Acquisition/Relocation of Damaged Property;
> Coordinated delivery of long-term social and health services;
> Improved land use planning;
> Re-establishing the local economy to pre -disaster levels;
> Recovery of disaster response costs; and
> The effective integration of mitigation strategies into recovery planning and operations.
Federal Disaster Response Flow Chart
Federal
Resources
May deploy in advance
of the incident
Incident
Occurs
Local First
Responders
Arrive on scene
Notify
► Elected/Appointed
Official
Activates local EOC
Joint Field
Office
Provides unified coordination
of response resources
Requests mutual
aid & State assistance
Governor
Activates State EOC
President
Declares emergency or
major disaster
Response Teams &
Other Resources
Deploy
Recommends
Through
DHS Secretary
• Assesses damage
• Requests EMAC or
other interstate
mutual aid
• Requests
Presidential
declaration
FEMA Region
Evaluates situation &
Governor's request
/
FEMA Administrator
Assesses situation &
Governor's request
Recommends
Page 22
Blank Intentionally.
Page 23
EMERGENCY OPERATIONS CENTER
MAYOR AND CITY COUNCIL JOB AIDS
CITY OF YAKIMA
EMERGENCY
OPERATIONS CENTER
MAYOR AND CITY COUNCIL
JOB AIDS
... developing the capability for Mayor and City Council
to accomplish City of Yakima
emergency responsibilities...
Page 1
EMERGENCY OPERATIONS CENTER
MAYOR AND CITY COUNCIL JOB AIDS
MAYOR AND CITY COUNCIL
As the Mayor or City Council member your responsibilities are executive in nature. Your responsibilities
during an emergency or disaster are:
Receive a briefing from the City Manager or his/her designee.
Assess the impact to the City of Yakima.
Insure a management system is in place to manage the event.
Maintain situational awareness asking for briefings or a Situation Report on a regular basis.
Review City's Emergency Powers Ordinance
Meet as a council in emergency session to make decisions, as needed.
Assist and support the City Manager with needed emergency orders, proclamations, and policies
to respond to and manage the event.
Monitor the financial status of the city. Make decisions on expending emergency funds for the
response if needed. Insure financial records are being kept on the cost of the emergency or
disaster.
Insure press release/s, emergency information, etc. is being developed and disiminated to
citizens and others to keep them informed and maintain citizen confidence in your government.
Serve as the spokesperson for media interviews if needed.
Insure situation reports are being developed to keep you up and those jurisdictions that may be
assisting you up to date.
THINGS NOT TO DO:
- Become involved in tactical decisions made at the scene.
- Make statements to the press without first coordinating them with the City Manager, field
Incident Commander or the Public Information Officer.
Remember your overarching goal in this operation is to return life and economic vitality of the city to
normal as soon as possible.
Page 2
EMERGENCY OPERATIONS CENTER
MAYOR AND CITY COUNCIL JOB AIDS
YAKIMA EMERGENCY OPERATIONS CENTER (FOC)
The nature of emergency operations will depend on the characteristics and requirements of the situation.
The Yakima EOC will be activated as required to cope with the specific situation and each element will
operate according to the provisions of the appropriate organizational responsibilities in the CEMP and any
pertinent department/agency SOPs.
The Yakima EOC locates and mobilizes resources requested by local responders. Resources not available
within the city or through Mutual Aid are requested through the Washington State EOC.
Yakima
EOC
Incident
Additional
Resources
Requested/
Mobilized
Washington State
EOC
Mutual Aid 70U
Resources
Requested/
Mobilized
Unaffected
Cities
... an integrated system establishing a
uniform set of processes, protocols
and procedures for the conduct
of emergency operations...
Page 3
City of Yakima
129 N. 2nd Street. Yakima, WA 98901
Distributed at they,
Meeting-lX-1 3
EMERGENCY PREPAREDNESS
(509) 576-6732
THIS A MOCK INCIDENT FOR DISCUSSION. THE INCIDENT I5 NOT FORECAST TO OCCUR AND HAS NOT HAPPENED TO THE MAGNITUDE ILLUSTRATED. THE
INFORMATION BELOW I5 INTENDED TO INCREASE THE AWARENESS BY ILLUSTRATING EXISTING POLICIES AND TO REFINE PROTOCOLS.
Scenario: Monday at 07:20 AM a there is a 9-1-1 report of water shooting approximately fifteen feet into the air. The first officer on the scene verifies
the report and additional City resources are requested.
TIMELINE
INCIDENT
ACTION(S)/DECISION(S)
Resource/Referenc
e
Material
STAFF/SUPPORT
07:35
An engineer advises this is a large diameter
•
Alert (notified of the situation)
•
Respond, assess
line delivering a high volume of water and
will disrupt traffic.
•
Defer to the City Mgr.
community safety
+ 20 mins.
The engineer notices expanding fractures in
•
Defer to staff
•
Increase the safety zone
the asphalt: Police have closed the roads.
•
Confer with City Mgr.
•
Responder safety
A pick up truck parked at the curb shifts and
•
Request assessment and
•
Community outreach
+ 27 mins.
then sinks until the undercarriage is at road
prognosis of the issue.
through the media.
level. Everyone in the area notices a foul
odor in the air.
•
Declare a state of emergency
•
Evaluate sustained
response capacities
There is a sinkhole the width of the street
•
Visit the incident site
•
Responder safety
(and 18 feet deep). The sidewalks have
•
Confer with the City Mgr.
•
Community safety
+57 mins.
buckled. The pick up and three other
•
Convene the Council
•
Request support from
vehicles are below grade. The basement of
the Larson Bldg. is full of foul smelling
•
Declare a state of emergency
•
other jurisdictions.
Request technical/expert
REVISED 2015 JAN
"Soaked Apples"
2
water.
assistance (EPA, DEQ).
The sinkhole has doubled in size and the
•
Assemble the Council at the
•
Responder safety
depth has increased to approximately
incident site to save time.
•
Community safety
+ 2 hours
thirty-five feet. Fractures are noticeable
one block in each direction.
•
Emergency Mutual Aid
Compacts (EMAC)
•
Request support from
other jurisdictions.
•
•
Declare a state of emergency.
Assemble the Council.
•
Request technical/expert
assistance.
The Larson Building is showing significant
•
Recall all City staff.
•
Responder safety
+ 2:20
signs of infrastructure failure (power is out,
all underground floors are flooded, and the
•
•
Declare a state of emergency.
Special Council actions to
•
•
Community safety
Delegation of Authority
hrs/mins.
first floor is inaccessible - interior collapse
restrict access to disaster site.
•
Request technical/expert
and swift contaminated water).
•
Delegation of Authority.
assistance.
Several people manage to evacuate,
however there are several
•
•
Declare a state of emergency.
Special Council actions to
•
•
Responder safety
Community safety
missing/unaccounted).
restrict access to disaster site.
•
Support Incident
+ 1 day
•
Delegation of Authority.
Management Team
•
Continuity Of Operations
•
COOP/COG
Plan/Continuity Of
Government (COOP/COG)
Several Businesses remain closed.
•
Special Council actions to
extend State of Emergency.
•
•
Responder safety
Community safety
+10 days
•
Delegation of Authority.
•
Support Incident
•
COOP/COG
Management Team
•
COOP/COG
City service capacity is still reduced.
•
COOP/COG
•
COOP/COG
+30 days
The City returns to normal operations
•
Special Council actions to end
•
COOP/COG
+ 60 days
State of Emergency.
•
COOP/COG
Businesses Recovery (for those that are
•
COOP/COG
**
Business Resilience
+ 60 days
able).
•
Economic Recovery
2
46° 36' 7" N 120` 30' 16" W • altitude 407 ft
120` 30' 17' W altitude 92211
46° 36 7" N 120° 30' 17'' W • alti ude 922 ft