HomeMy WebLinkAbout04/12/2016 02 Emergency Management Program OverviewBUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDASTATEMENT
Item No. 2.
For Meeting of: April 12, 2016
ITEM TITLE: Emergency Management Program Overview
SUBMITTED BY: Bob Stewart, Fire Chief
SUMMARY EXPLANATION:
This presentation is designed to provide members of council with a broad overview of the
functions of an emergency management program, introduce strategic plans for Yakima's
program, and to identify the role of the mayor and council in a large-scale emergency.
ITEM BUDGETED: NA
STRATEGIC PRIORITY:
APPROVED FOR SUBMITTAL:
STAFF RECOMMENDATION:
BOARD/COMMITTEE RECOMMENDATION:
Interim City Manager
ATTACHMENTS:
Description Upload Date Type
D 1 Yakima Strategic E ncy Plan 3/302016
O 2 CEMP Basic Plan T30/2016
D 3A Emergency Powers 3/30/2016
O 3B Yakima Municipal ise CiiI Emergency Powers 3/30/2016
3/30/2016
3/30/2016
• 4 FOC Response and Directory
• 5 City Counciul Mayor k Book
Backup Material
Backup Material
Backup Material
Backup Material
Backup Material
Backup Material
City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
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City of Yakima
Emergency Management Program
Disaster Response and Recovery
Strategic Plan 2015-2017
Yakima
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AII.Amorict Cit}
2015
1994
VERSION 1-19-2016
City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
PREFACE
The City of Yakima has developed this Strategic Plan to guide the management of its major
programs and projects during the years 2015-2017. This Plan is subject to continuous
revision upon input from City leadership and other stakeholders. Emerging threats and
actual events may also significantly alter the plan's goals and timelines.
Emergency management is set in an ever-changing environment that continues to challenge
those working within its framework. It is important that we accept these challenges and
ensure that the City of utilizes the latest and most appropriate emergency management
practices.
To continuously improve our level of preparedness for emergencies, it is vital that the City
of Yakima establish its vision and goals and, more importantly, communicates the strategies
to its member and partner agencies and the community at large.
VERSION 1-19-2016
City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
TABLE OF CONTENTS
Community Principles 4
Purpose and Development 4
Vision, Mission and Guiding Principles 4
Assumptions 6
Communication 6
Implementation and Monitoring 6
Update and Maintenance 6
Strategic Goals 7
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Goal 6
Goal 7
Summary of Objectives by Multi -Year Timeline 13
Emergency Management Program Elements 15
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City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
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.
PURPOSE AND DEVELOPMENT
The City of Yakima Emergency Management Strategic Plan (hereafter referred to as the Strategic
Plan or the Plan) 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 strategic 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 Strategic
Plan reflects the expertise of stakeholders from levels of government, public and private agencies,
and non-profit organizations. The Strategic Plan 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 Emergency Management Strategic Plan 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 7 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 any strategic plan 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.
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Emergency Management Program
Building a Disaster Resilient Community
Vision
A City of Yakima prepared with coordinated capabilities to prevent, protect against, respond to,
and recover from all 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.
The City of Yakima Emergency Management Program 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.
The City of Yakima recognizes the need for stakeholders to actively participate in
the coordinated delivery of an inclusive city emergency management program.
Engaging community members are vital to the achievement of the emergency
program initiatives. To this end, the City strives to develop effective partnerships
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City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
ASSUMPTIONS
Some key assumptions were utilized in the development of this plan, including:
1. The success of this Strategic Plan is dependent upon the allocations of appropriate resources.
2. Goals and Objectives in this Strategic Plan are based on the City's emergency management
priorities and available resources.
3. When resources are insufficient to accomplish an objective(s), the City will request additional
resources through appropriate means.
4. The Strategic Plan will be used as one tool for setting grant funding priorities.
5. The focus of the City Emergency Management Program may shift during and after disasters
but that the ongoing functions identified in this Strategic Plan will be resumed as soon as
possible.
6. City leadership will monitor and recognize progress on achieving the Strategic Plan goals and
objectives.
COMMUNICATION
Various communication techniques will be used to disseminate the Strategic Plan to help build
awareness of, and support for, the Strategic Plan. Since the Strategic Plan will form the basis for
emergency management program improvements successful implementation depends on
effective communication.
Communication of the Plan over the next three years will be accomplished through the following:
• Internally, the Strategic Plan will be communicated to City organizational levels.
• Externally, the Strategic Plan will be made widely available. Specifically, the Strategic Plan will
be communicated to the community partners and the public.
IMPLEMENTATION AND MONITORING
The implementation and monitoring of the Strategic Plan will take place by the City and
stakeholders.
UPDATE AND MAINTENANCE
The Strategic Plan 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
VERSION 1-19-2016
City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
updated plan. At a minimum, this plan should be updated every three years to keep pace with the
changing city environment. A three-year planning horizon will be maintained.
STRATEGIC GOALS
The City of Yakima will pursue the following goals during 2015-2017:
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.
Specific objectives for each goal are detailed on the following pages.
GOAL 1
Develop, maintain and sustain a comprehensive, risk-based emergency management program.
Establish and maintain a city-wide comprehensive program that addresses phases of
emergency management, and conforms to recognized national standards.
Utilize the Emergency Management Standard for Emergency Management Accreditation
Program (EMAP)
Objective 1.1
Develop and implement a program to coordinate, manage and document
ongoing system wide evaluation and improvement actions to ensure
conformity to RCW 38.52.070 and WAC 118-30-60.
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Objective 1.2
City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
Through EMAP, Develop and implement a quality improvement program to
coordinate, manage, and document ongoing system -wide evaluation and
improvement actions. Ensure the program includes corrective actions, an
evaluation program, a plan review and update cycle, and strategies for
capturing and incorporating lessons learned.
Objective 1.3 Develop a Local Emergency Planning Committee (LEPC) to meet state and
federal guidelines for hazardous Materials planning and response.
Objective 1.4 Develop and maintain a Hazard Mitigation Plan (HMP) consistent with state
and federal guidance.
GOAL 2
Develop and maintain comprehensive emergency management plans and documents.
It is crucial that the City's emergency management documents be as effective as possible.
The City will strive to ensure that our overall emergency management organization is
reviewed, assessed, and revised to conform to national standards.
Objective 2.1 Review and revise the Comprehensive Emergency Management Plan
(CEMP). (2015)
• Review the City's Comprehensive Emergency Management Plan and
revise to reflect current capabilities, standards, and incorporates the
Emergency Support Function (ESF) format.
Objective 2.2 Revise the Emergency Operations Center (EOC) Standard Operating
Procedure (SOP). (2015)
• Revise the current EOC SOP to contain a comprehensive explanation of
activities, position descriptions, checklists, and responsibilities.
Objective 2.3 Begin process to develop an enterprise -wide continuity of operations (COOP)
plans for City agencies. (2016)
• Ensure agencies receive training and development guidelines for their
COOP development and have submitted a plan.
Objective 2.4 Coordinate and support departments in developing their COOPs. (2016)
• Provide orientation workshop and oversight as needed.
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City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
Objective 2.5 Review and revise the CEMP Recovery Annex. (2016)
• Align to the federal National Disaster Recovery Framework and expand
to include a schedule of recovery support functions.
GOAL 3
Enhance the City's emergency management training and exercise program.
Improving the multi -agency training and exercise efforts to strengthen the overall ability to
respond to the needs of citizens during disasters is an important element of an effective
preparedness program. It is critical that primary emergency responders and City employees,
who fill critical positions as emergency service workers, understand their roles and
responsibilities as assigned in the Emergency Management Plan. As such, they need to be
provided the training resources, and support necessary to fulfill these roles.
Objective 3.1 Provide adequate training opportunities for the National Incident
Management System, Incident Command System (NIMS/ICS), and
Emergency Operations Center coordination positions. (2015)
• Schedule courses for a comprehensive effort to meet federal
compliance measures.
Objective 3.2 Provide a systematic training and exercise program. (2015)
• Revise a multi-year training and exercise plan incorporating the needs of
the public, private, and non-profit sector exercise needs and
requirements through a progressive schedule of exercise venues.
Objective 3.3 Train and exercise the resource management system, in particular the
resource typing and tracking system. (2016)
• Train City departments on how to use the resource and tracking system.
Validate the resource and tracking system in an exercise and update the
system to reflect lessons learned.
Objective 3.4 Integrate Joint Information Center (JIC) Public Information Officer (P10)
training into the overall training and exercise strategy. (2015)
• Train agency/department PIOs and alternates on EOC and JIC plans and
procedures. Validate them in an exercise. Update JIC plans to reflect
lessons learned.
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City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
GOAL 4
Develop strategic planning documents and authorizing legislation to guide the management of
major programs and provide for legal authorities.
To continuously improve our level of preparedness for emergencies, it is vital that the City
establish its vision and goals and, more importantly, communicate the strategies to its
member and partner agencies and the community at large.
Objective 4.1 Develop a multi-year agency strategic plan for the effective direction of all
programmatic and operational aspects of the agency mission. (2015)
• Strategic planning is an essential component of agency focus and
direction. In addition, national standards require a strategic plan.
Objective 4.2 Submit an emergency management ordinance for adoption by the City
Council. (2015)
• Produce and submit for endorsement an ordinance defining the legal
authorities of the emergency management agency.
GOAL 5
Enhance the City's emergency management facilities, equipment and supplies.
The Emergency Operations Center (EOC) is an essential component of a comprehensive
preparedness program; an EOC established as the central coordinating location for disasters.
Objective 5.1 Improve the city functional and operational capability by equipping and
maintaining the EOC.
GOAL 6
Strengthen joint information center (JIC) and emergency public information and warning
capabilities.
Maintaining open lines of communication among local, state and federal governments,
partnering agencies and the public so that the entire community has ample access to
emergency information and instructions is essential to emergency management operations.
VERSION 1-19-2016
City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
Objective 6.1 Revise procedures and protocols for communicating and disseminating
emergency public information (EPI). (2015)
• Develop/revise message templates for various types of emergencies.
Integrate social media into public information protocols.
Objective 6.2 Develop outreach plans to educate the public about existing notification
systems. (2016)
• Educate government agencies, participating organizations and the
public in various messaging systems.
Objective 6.3 Develop/update plans and protocols for the use of mass notification
systems. (2016)
• Revise the current notification system procedures to include
explanation of activities, position descriptions, checklists, and
responsibilities.
GOAL 7
Identify and formalize a resource logistics and distribution strategy.
Create a list of capability -based equipment and supplies needed during an emergency,
including what is available within the City -County and what is needed to enhance emergency
operations.
Objective 7.1 Revise the Emergency Operations Center Resource Manual. (2016)
• Develop an electronic resource manual to identify, track, order, and
mobilize resources in harmony with the National Incident Management
System typing requirements and core capabilities.
Objective 7.2 Identify logistical staging areas inside and outside of the City. (2016)
• Develop a list of functional staging areas locations as part of a resource
logistics and distribution system.
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City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
p� r
Yakima
VERSION 1-19-2016
City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
SUMMARY OF OBJECTIVES BY MULTI-YEAR TIMELINE
(Listed By Goal)
2015 2016 2017
GOAL 1: Develop, maintain and sustain a comprehensive, risk based emergency
management.
Objective 1.1 Develop and implement a program to coordinate,
manage and document ongoing system wide
evaluation and improvement actions to ensure
conformity to RCW 38.52.070 and WAC 118-30-60.
X
Objective 1.2 Through EMAP, develop and implement a quality
improvement program to coordinate, manage, and
document ongoing system -wide evaluation and
improvement actions.
X
Objective 1.3 Develop a Local Emergency Planning Committee (LEPC)
to meet state and federal guidelines for hazardous
materials planning and response.
X
Objective 1.4 Develop and maintain a Hazard Mitigation Plan (HMP)
consistent with state and federal guidance.
X
GOAL 2: Develop and maintain emergency management plans and documents.
Objective 2.1 Review and revise the Comprehensive Emergency
Management Plan (CEMP).
X
Objective 2.2 Revise the Emergency Operations Center (EOC)
Standard Operating Procedure (SOP).
X
Objective 2.3 Begin process to develop an enterprise -wide
continuity of operations (COOP) plans for City-
agencies.
X
Objective 2.4 Coordinate and support departments in developing
their COOPs.
X
Objective 2.5 Review and revise the CEMP Recovery Annex.
X
GOAL 3: Enhance the City's emergency management and training and exercise
program.
Objective 3.1 Provide adequate training opportunities for the
National Incident Management System, Incident
Command System (NIMS/ICS), and Emergency
Operations Center coordination positions.
X
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City of Yakima
Emergency Management Program
Building a Disaster Resilient Community
VERSION 1-19-2016
2015
2016
2017
Objective 3.2 Provide a systematic training and exercise program.
X
Objective 3.3 Train and exercise the resource management system,
in particular the resource and tracking system.
X
Objective 3.4 Integrate Joint Information Center (JIC) Public
Information Officer (P10) training into the overall
training and exercise strategy.
X
GOAL 4: Develop strategic planning documents and authorizing egislation to guide the
management of major programs and provide for legal authorities.
Objective 4.1 Develop a multi-year agency strategic plan for the
effective direction of programmatic and operational
aspects of the agency mission. (2015)
X
Objective 4.2 Submit an emergency management ordinance for
adoption by the City Council. (2015)
X
GOAL 5: Enhance the City's emergency management facilities, equipment and
supplies.
Objective 5.1 Improve the city functional and operational capability
by equipping and maintaining the EOC.
X
GOAL 6: Strengthen joint information center (JIC) and emergency public information
and warning capabilities.
Objective 6.1 Revise procedures and protocols for communicating
and disseminating emergency public information
(EPI).
X
Objective 6.2 Develop outreach plans to educate the public about
existing notification systems.
X
Objective 6.3 Develop/update plans and protocols for the use of
mass notification systems.
X
GOAL 7: Identify and formalize a resource logistics and distribution strategy.
Objective 7.1 Revise the Emergency Operations Center Resource
Manual.
X
Objective 7.2 Identify logistical staging areas inside and outside of
the City.
X
VERSION 1-19-2016
City of Yakima
Comprehensive Emergency
Management Plan
(CEMP)
2015
Building a Disaster Resilient Community
--The Cornerstone of the City's Program --
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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
30
2015 Basic Plan Page 5
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
1. Vertical Integration
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. Local
D. Guides
VIII. Response and Support Tasks
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:
31
32
33
33
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
2015 Basic Plan Page 6
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex E: Damage Assessment
Annex F: High Risk Populations—Specific Needs
Annex G: Mass Care
Annex H: Recovery
Annex 1: Public Information Dissemination
Annex J Defense Support to Civil Authorities
Annex K: ADA Compliance
Annex L: Mass Transportation
ADDENDA
Addendum 1: Catastrophic Incident Framework
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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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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2015 Basic Plan Page 8
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.
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 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 CEMP 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:
Strategic Goal 2:
Strategic Goal 3:
Strategic Goal 4:
Strategic Goal 5:
Strategic Goal 6:
Develop, maintain and sustain a comprehensive, risk based emergency
management program.
Develop and maintain comprehensive emergency management plans and
documents.
Enhance the City's emergency management and training and exercise
program.
Develop strategic planning documents and authorizing legislation to guide the
management of major programs and provide for legal authorities.
Enhance the City's emergency management facilities, equipment and supplies
Strengthen joint information center (JIC) and emergency public information
and warning capabilities.
2015 Basic Plan Page 11
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Strategic Goal 7: Identify and formalize a resource logistics and distribution strategy
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
2015 Basic Plan Page 12
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
incident occurs can be leveraged and empowered to act effectively during and after a disaster
strikes.
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
ho!e.
1mt, r11
UNDERSTAND
THE WHOLE
verCOMMUNIly
LEVERAGE
EXISTING
STRENGTHS
ENGAGE
ALL PARTS
OF THE
COMMUNITY
2015 Basic Plan
Page 13
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
This page blank intentionally
2015 CEMP Page 14
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 "CEM P") 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
2015 CEMP Page 15
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
assessment tool, An Assessment of Community Readiness Based Upon
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.
2015 CEMP Page 16
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.
11. 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.
2015 CEMP Page 17
City of Yakima
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.
2015 CEMP Page 18
City of Yakima
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
2015 CEMP Page 19
City of Yakima
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.
2015 CEMP Page 20
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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.
2015 CEMP Page 21
City of Yakima Comprehensive Emergency Management Plan Objectives
(1)
Protect Public Health and
This primary objective includes undertaking efforts to save human life;
rescue endangered people; treat the injured; warn the public to avoid
Safety and Prevent Loss
further casualties; evacuate people from impacted area; direct people
of Life
to shelter and mass care; ensure provision of necessary medications
and vaccinations; monitor and regulate sources of food and water;
and, save animals.
_
_
This secondary objective includes measures to save property from
(2)
Preserve Property and
the Environment
destruction; prevent further loss; provide security for property,
especially in evacuated areas; and, prevent contamination to the
environment.
(3)
Assure Continuity of
This objective provides for lines of succession for elected and
Government and
appointed officials; and, assures that critical functions of government
Government Operations
can be reconstituted and conducted with minimal interruption.
(4)
Restore the Community
This objective aims to restore essential infrastructure, including
to Normal
utilities; as well as the economic basis of the community.
(5)
Mitigate/Prevent the
This objective aims to prevent damage from a similar emergency that
Causes of Damage
may occur in the future.
This objective includes developing action plans on how to respond to
(6)
Prepare the City in
and recover from emergencies, training staff on how to perform the
Advance of an Emergency
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.
2015 CEMP Page 21
Recovery Begins
when ECC is
activated
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 Emergency
enhanced operations the incident Response&
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).
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
for a long duration (over 72 hours).
2015 CEMP Page 22
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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); S =
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
S
S
S
S
S
S
S
S
City Clerks
S
S
S
S
S
S
S
S
Fire
Department
L
S
S
S
S
S
S
s
Legal
Department
Police
Department
S
S
S
S
S
S
S
S
Public Works
Department
5
S
S
S
S
S
S
S
Code
Administration
Division
L
S
S
S
Community
Development
Community
Relations
Division (P10)
S
S
S
S
S
S
S
S
Economic
Development
Engineering
Division
L
Equipment
Rental
Financial
Services
Division
S
S
S
S
S
Human
Resources
Division
Information
Technology
Services
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); S =
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
Office of
Neighborhood
Development
Services
Parks and
Recreation
Division
S
S
Planning
Division
Purchasing
Division
S
S
S
S
S
Streets and
Traffic Division
S
Refuse
Division
Transit
Division
S
L
Utility Services
Division
Water and
Irrigation
L
S
Wastewater
L
S
SunComm
(911 Call
Center)
S
S
S
Yakima Air
Terminal
S
S
S
S
S
S
L
S
Nongovernmental and Volunteer Organizations
American Red
Cross
L
School District
S
Hospitals
N/A
N/A
S
S
N/A
N/A
N/A
S
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); S =
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
S
S
S
S
S
S
S
S
City Clerks
S
S
S
S
S
S
S
S
Fire
Department
L
L
S
L
S
S
S
S
Legal
Department
Police
Department
S
S
S
S
L
S
S
S
Public Works
Department
S
S
S
Code
Administration
Division
S
S
S
Community
Development
Community
Relations
Division (P10)
L
Economic
Development
Engineering
Division
Equipment
Rental
Financial
Services
Division
S
S
S
S
S
S
S
Human
Resources
Division
Information
Technology
Services
Office of
Neighborhood
Development
Services
Parks and
Recreation
Division
S
S
Planning
Division
Purchasing
Division
S
S
S
S
S
S
S
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); S =
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
Streets and
Traffic Division
S
Refuse
Division
Transit
Division
L
Utility Services
Division
Water and
Irrigation
S
S
S
Wastewater
S
S
S
SunComm
(911 Call
Center)
S
S
Yakima Air
Terminal
S
S
S
S
S
S
S
L
Nongovernmental and Volunteer Organizations
American Red
Cross
School District
Hospitals
N/A
L
N/A
N/A
N/A
N/A
S
N/A
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); S =
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
City
Management
L
L
L
L
L
L
L
L
City Council
S
S
S
S
S
S
S
S
City Clerks
S
S
S
S
S
S
S
S
Fire
Department
S
S
S
S
S
S
S
S
Legal
Department
Police
Department
S
S
S
S
S
S
S
S
Public Works
Department
5
S
S
S
S
S
S
S
Code
Administration
Division
S
S
S
S
Community
Development
S
S
S
S
S
S
S
S
Community
Relations
Division (P10)
L
Economic
Development
L
L
L
L
L
L
L
L
Engineering
Division
S
S
S
Equipment
Rental
Financial
Services
Division
S
S
S
S
S
Human
Resources
Division
Information
Technology
Services
Office of
Neighborhood
Development
Services
S
S
S
S
S
S
S
S
Parks and
Recreation
Division
Planning
Division
L
L
L
L
Purchasing
Division
S
S
S
S
S
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); S =
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
Streets and
Traffic Division
Refuse
Division
S
Transit
Division
Utility Services
Division
Water and
Irrigation
S
S
S
Wastewater
5
S
S
SunComm
(911 Call
Center)
Yakima Air
Terminal
S
S
S
S
S
S
S
S
Nongovernmental and Volunteer Organizations
American Red
Cross
School District
Hospitals
L
S
S
N/A
N/A
N/A
S
N/A
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
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
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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 CEMP 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. WEMD reviews CEMPs for
consistency with the state CEMP, National Response Framework, and NIMS.
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:
APPENDICES
Appendix 1:
Appendix 2:
Appendix 3:
Appendix 4:
Appendix 5:
Appendix 6:
Appendix 7:
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 System
2015 CEMP Page 33
Appendix 8:
Appendix 9:
ANNEXES
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Threats and Hazards
Specific Responsibilities—State and Federal
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)
Annex J Defense Support to Civil Authorities
(Corresponds with WA State/Yakima County CEMP ESF 20)
Annex K: ADA Compliance
Annex L: Mass Transportation
ADDENDA
Addendum 1: Catastrophic Incident Framework
2015 CEMP Page 34
City of Yakima
Emergency Management Program
City of Yakima
Emergency
Management Program
9'11.11P421\10
fair
Disaster -Related Emergency
Powers/Procedures
Chapter 38.52 RCW
WAC 118-30-070
Revised
Cade
of
L"urashington (RCV4)
Way.h i n gto n
Administrative
Code (VVAC)
Emergency Powers Page 1
City of Yakima
Emergency Management Program
Chapter 38.52 RCW
EMERGENCY MANAGEMENT
38.52.010
Definitions.
As used in this chapter:
(1) "Continuity of operations planning" means the internal effort of an organization to assure that the
capability exists to continue essential functions and services in response to a comprehensive array of
potential emergencies or disasters.
(2) "Department" means the state military department.
(3) "Director" means the adjutant general.
(4) "Emergency management" or "comprehensive emergency management" means the preparation
for and the carrying out of all emergency functions, other than functions for which the military forces are
primarily responsible, to mitigate, prepare for, respond to, and recover from emergencies and disasters,
and to aid victims suffering from injury or damage, resulting from disasters caused by all hazards, whether
natural, technological, or human caused, and to provide support for search and rescue operations for
persons and property in distress. However, "emergency management" or "comprehensive emergency
management" does not mean preparation for emergency evacuation or relocation of residents in
anticipation of nuclear attack.
(5) (a) "Emergency or disaster" as used in all sections of this chapter except RCW 38.52.430 shall mean
an event or set of circumstances which: (i) Demands immediate action to preserve public health, protect
life, protect public property, or to provide relief to any stricken community overtaken by such occurrences,
or (ii) reaches such a dimension or degree of destructiveness as to warrant the governor declaring a state
of emergency pursuant to RCW 43.06.010.
(b) "Emergency" as used in RCW 38.52.430 means an incident that requires a normal police, coroner,
fire, rescue, emergency medical services, or utility response as a result of a violation of one of the statutes
enumerated in RCW 38.52.430.
(6) "Emergency response" as used in RCW 38.52.430 means a public agency's use of emergency
services during an emergency or disaster as defined in subsection (5)(b) of this section.
(7) "Emergency worker" means any person who is registered with a local emergency management
organization or the department and holds an identification card issued by the local emergency
management director or the department for the purpose of engaging in authorized emergency
management activities or is an employee of the state of Washington or any political subdivision thereof
who is called upon to perform emergency management activities.
(8) "Executive head" and "executive heads" means the county executive in those charter counties with
an elective office of county executive, however designated, and, in the case of other counties, the county
Emergency Powers Page 2
City of Yakima
Emergency Management Program
legislative authority. In the case of cities and towns, it means the mayor in those cities and towns with
mayor -council or commission forms of government, where the mayor is directly elected, and it means the
city manager in those cities and towns with council manager forms of government. Cities and towns may
also designate an executive head for the purposes of this chapter by ordinance.
(9) "Expense of an emergency response" as used in RCW 38.52.430 means reasonable costs incurred
by a public agency in reasonably making an appropriate emergency response to the incident, but shall only
include those costs directly arising from the response to the particular incident. Reasonable costs shall
include the costs of providing police, coroner, firefighting, rescue, emergency medical services, or utility
response at the scene of the incident, as well as the salaries of the personnel responding to the incident.
(10) "Incident command system" means: (a) An all -hazards, on -scene functional management system
that establishes common standards in organization, terminology, and procedures; provides a means
(unified command) for the establishment of a common set of incident objectives and strategies during
multiagency/multijurisdiction operations while maintaining individual agency/jurisdiction authority,
responsibility, and accountability; and is a component of the national interagency incident management
system; or (b) an equivalent and compatible all -hazards, on -scene functional management system.
(11) "Injury" as used in this chapter shall mean and include accidental injuries and/or occupational
diseases arising out of emergency management activities.
(12) "Local director" means the director of a local organization of emergency management or
emergency services.
(13) "Local organization for emergency services or management" means an organization created in
accordance with the provisions of this chapter by state or local authority to perform local emergency
management functions.
(14) "Political subdivision" means any county, city or town.
(15) "Public agency" means the state, and a city, county, municipal corporation, district, town, or
public authority located, in whole or in part, within this state which provides or may provide firefighting,
police, ambulance, medical, or other emergency services.
(16) "Radio communications service company" has the meaning ascribed to it in RCW 82.146.020.
(17) "Search and rescue" means the acts of searching for, rescuing, or recovering by means of ground,
marine, or air activity any person who becomes lost, injured, or is killed while outdoors or as a result of a
natural, technological, or human caused disaster, including instances involving searches for downed
aircraft when ground personnel are used. Nothing in this section shall affect appropriate activity by the
department of transportation under chapter 47.68 RCW.
Emergency Powers Page 3
City of Yakima
Emergency Management Program
38.52.020
Declaration of policy and purpose.
(1) Because of the existing and increasing possibility of the occurrence of disasters of unprecedented
size and destructiveness as defined in RCW 38.52.010(5), and in order to insure that preparations of this
state will be adequate to deal with such disasters, to insure the administration of state and federal
programs providing disaster relief to individuals, and further to insure adequate support for search and
rescue operations, and generally to protect the public peace, health, and safety, and to preserve the lives
and property of the people of the state, it is hereby found and declared to be necessary:
(a) To provide for emergency management by the state, and to authorize the creation of local
organizations for emergency management in the political subdivisions of the state;
(b) To confer upon the governor and upon the executive heads of the political subdivisions of the state
the emergency powers provided herein;
(c) To provide for the rendering of mutual aid among the political subdivisions of the state and with
other states and to cooperate with the federal government with respect to the carrying out of emergency
management functions;
(d) To provide a means of compensating emergency management workers who may suffer any injury,
as herein defined, or death; who suffer economic harm including personal property damage or loss; or
who incur expenses for transportation, telephone or other methods of communication, and the use of
personal supplies as a result of participation in emergency management activities;
(e) To provide programs, with intergovernmental cooperation, to educate and train the public to be
prepared for emergencies; and
(f) To provide for the prioritization, development, and exercise of continuity of operations plans by the
state.
(2) It is further declared to be the purpose of this chapter and the policy of the state that all
emergency management functions of this state and its political subdivisions be coordinated to the
maximum extent with the comparable functions of the federal government including its various
departments and agencies of other states and localities, and of private agencies of every type, to the end
that the most effective preparation and use may be made of the nation's manpower, resources, and
facilities for dealing with any disaster that may occur.
38.52.070
Local organizations and joint local organizations authorized—Establishment, operation—Emergency
powers, procedures.
(1) Each political subdivision of this state is hereby authorized and directed to establish a local
organization or to be a member of a joint local organization for emergency management in accordance
Emergency Powers Page 4
City of Yakima
Emergency Management Program
with the state comprehensive emergency management plan and program: PROVIDED, That a political
subdivision proposing such establishment shall submit its plan and program for emergency management
to the state director and secure his or her recommendations thereon, and verification of consistency with
the state comprehensive emergency management plan, in order that the plan of the local organization for
emergency management may be coordinated with the plan and program of the state. Local
comprehensive emergency management plans must specify the use of the incident command system for
multiagency/multijurisdiction operations. No political subdivision may be required to include in its plan
provisions for the emergency evacuation or relocation of residents in anticipation of nuclear attack. If the
director's recommendations are adverse to the plan as submitted, and, if the local organization does not
agree to the director's recommendations for modification to the proposal, the matter shall be referred to
the council for final action. The director may authorize two or more political subdivisions to join in the
establishment and operation of a joint local organization for emergency management as circumstances
may warrant, in which case each political subdivision shall contribute to the cost of emergency
management upon such fair and equitable basis as may be determined upon by the executive heads of the
constituent subdivisions. If in any case the executive heads cannot agree upon the proper division of cost
the matter shall be referred to the council for arbitration and its decision shall be final. When two or more
political subdivisions join in the establishment and operation of a joint local organization for emergency
management each shall pay its share of the cost into a special pooled fund to be administered by the
treasurer of the most populous subdivision, which fund shall be known as the emergency
management fund. Each local organization or joint local organization for emergency management shall
have a director who shall be appointed by the executive head of the political subdivision, and who shall
have direct responsibility for the organization, administration, and operation of such local organization for
emergency management, subject to the direction and control of such executive officer or officers. In the
case of a joint local organization for emergency management, the director shall be appointed by the joint
action of the executive heads of the constituent political subdivisions. Each local organization or joint local
organization for emergency management shall perform emergency management functions within the
territorial limits of the political subdivision within which it is organized, and, in addition, shall conduct such
functions outside of such territorial limits as may be required pursuant to the provisions of this chapter.
(2) In carrying out the provisions of this chapter each political subdivision, in which any disaster as
described in RCW 38.52.020 occurs, shall have the power to enter into contracts and incur obligations
necessary to combat such disaster, protecting the health and safety of persons and property, and
providing emergency assistance to the victims of such disaster. Each political subdivision is authorized to
exercise the powers vested under this section in the light of the exigencies of an extreme emergency
situation without regard to time-consuming procedures and formalities prescribed by law (excepting
mandatory constitutional requirements), including, but not limited to, budget law limitations,
requirements of competitive bidding and publication of notices, provisions 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, the levying of taxes, and the
appropriation and expenditures of public funds.
Emergency Powers Page 5
City of Yakima
Emergency Management Program
WAC 118-30-070
Program Elements—Essential Components of an Emergency Management Program
An emergency management program, as described in the Washington Administrative Code includes, but
is not limited to, the preparation for and the carrying out of all emergency functions, other than
functions for which military forces are primarily responsible; to mitigate, prepare for, respond to and
recover from emergencies and disasters; to aid victims suffering from injury or damage resulting from
disasters caused by all hazards, whether natural or technological; and to provide support for search and
rescue operations for persons and property in distress.
WAC 118-30-070
Program Elements—Essential Components of an Emergency Management Program
(1) Each political subdivision or multi -jurisdictional emergency management program shall have:
Component
(a) Ability to implement federal grant and reporting requirements.
(b) Legal statutes and regulations (ordinances) establishing authority for development and maintenance of the
program. The statutes and regulations shall be reviewed on a regular basis and updated as necessary.
(c) A hazard identification and vulnerability analysis.
(d) Participation in an emergency planning district in accordance with 118-40-150 WAC and the district's local
emergency planning committee.
(e) Access to pre- and post -disaster mitigation program that regularly uses resources to mitigate the effects of
emergencies associated with the risks or hazards identified.
(f) Plans in place which describe emergency response, continuity of operations, continuity of government, and
transition to recovery from emergencies and disasters.
(g) A current comprehensive emergency management plan (as described in WAC 118-30-060) consistent with
the Washington State Comprehensive Emergency Management Plan.
(h) A resource management system that includes objectives and implementing procedures that address the
identification, location, acquisition, storage, equipment maintenance and testing, timely distribution, and
accounting for services and materials to address the hazards identified by the program.
(i) Ability to document emergency workers and mobilize community support.
(j) Capability to manage spontaneous volunteers and donations.
(k) Protocols in place for sharing resources across jurisdictional lines as needed during response and recovery.
(I) A plan to communicate both internally and externally with emergency management program stakeholders,
emergency personnel, and the public. Emergency management programs should have a communications
plan that provides for using, maintaining and augmenting the equipment necessary for efficient preparation
for, response to, and recovery from emergencies.
(m) Primary and alternate emergency operations centers to adequately support response and recovery activities.
Primary emergency operations center should be capable of being activated within two hours.
(n) Incident management tools and structure within emergency operations centers to analyze emergency
incidents and provide for clear and effective decision making for response and recovery.
(o) A training program that includes the assessment, development, and implementation of appropriate training
for program staff, emergency management and response personnel, key public officials, decision makers,
and the public in accordance with the National Incident Management System Implementation Plan. Training
shall include the recommended FEMA professional development series and incident command system
courses for emergency management staff.
(p) Access to and participation in an exercise program that includes evaluation and corrective action process
designed to improve and/or validate plans.
Emergency Powers Page 6
City of Yakima
Emergency Management Program
(q) A public information plan that includes the capability of participation in a joint information system.
(r) A continuity of government and operations plan.
(s) Procedures for documenting critical elements that lead to critical decisions made during emergency
operations center activations.
(t) A public education capability or participation in a public education capability.
WAC 118-30-070
Program Elements—Essential Components of an Emergency Management Program
(2) Enhanced emergency management programs include the following elements and should be considered as
part of enhanced programs.
Component
(a) Fiscal and administrative procedures which support and document day to day and/or disaster operations.
edicated emergency management budget funded from local sources.
(c) Ongoing process that provides for coordinated input by emergency management program stakeholders,
areas that would benefit from input include: policies, plans, ordinances, budget, public education, strategies,
and emergency issues.
(d) Institutionalize a formal stakeholder committee that is representative of the "whole community".
(e) Encompass prevention responsibilities, processes, policies, and procedures.
Emergency Powers Page 7
City of Yakima
Emergency Management Program
Blank Intentionally
Emergency Powers Page 8
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
City of Yakima Municipal Code ("YMC) Chapter 6.06
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.
Civil Emergency Powers Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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
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;
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
(3) An order requiring the closure of any or all bars, taverns, liquor stores and other
business establishments where alcoholic beverages are sold or otherwise dispensed;
provided, that with respect to those business establishments which are not primarily
devoted to the sale of alcoholic beverages and in which such alcoholic beverages
may be removed or made secure from possible seizure by the public, the portions
thereof utilized for the sale of items other than alcoholic beverages may, in the
discretion of the mayor, be allowed to remain open; and further provided, that such
orders shall be subject to the laws of the state of Washington by and through the
Washington State Liquor Control Board;
(4) An order requiring the discontinuance of the sale, distribution, giving away, or
possession of gasoline or other liquid flammable or combustible products in any
container other than a gasoline tank properly affixed to a motor vehicle or except in
connection with normal operation of motor vehicles, normal home use or legitimate
commercial use;
(5) An order requiring the discontinuance of the sale, distribution or giving away of
firearms and/or ammunition for firearms in any or all parts of the city;
(6) An order requiring the closure of any or all business establishments where
firearms and/or ammunition for firearms are sold or otherwise dispensed; provided,
that with respect to those business establishments which are not primarily devoted
to the sale of firearms and/or ammunition and in which such firearms and/or
ammunition may be removed or made secure from possible seizure by the public,
the portions thereof utilized for sale of items other than firearms and ammunition
may, in the discretion of the mayor, be allowed to remain open;
(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;
(9) An order directing the use of all public and private health, medical, and
convalescent facilities and equipment to provide emergency health and medical
care for injured persons;
(10) An order authorizing, in cooperation with utility management and appropriate
state and federal agencies, the shutting off, restoration, and operation of utility
services in accordance with priorities established for combating such civil
emergency;
Civil Emergency Powers Page 3
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
(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
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,
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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 fine 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).
Shia
Richard Zais Law and Justice Center
Civil Emergency Powers Page 5
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Form A: DRAFT Mayoral Proclamation of Civil Emergency and Order for Evacuation to Use in a
Natural or Human -Caused Disaster; this document will need to be edited depending on the
situation. If it is issued by the "Acting Mayor" as defined in YMC Chapter 6.06.020 on the line of
succession, insert the word "Acting" before "Mayor"]
MAYORAL PROCLAMATION OF CIVIL EMERGENCY AND ORDER FOR EVACUATION
City of Yakima, Washington
[Date:] , 20_
WHEREAS, this Proclamation and Order by the Mayor of the City of Yakima declares a
state of emergency in the City of Yakima (the "City") due to a [natural] [human -caused]
disaster, establishes and orders measures to protect public health and safety, including an
evacuation of certain specified areas and defines the geographical area within the City of
Yakima limits to which this Proclamation and Order applies; and
WHEREAS, on or about [DATE] , 201_ at approximately [TIME]
a.m./p.m. a disaster occurred or is occurring and which has had or will have an
impact within the city limits of the City of Yakima, Washington; and
WHEREAS, such a disaster threatens the health and safety of persons and property within
Yakima; and
WHEREAS, a civil emergency exists requiring me to exercise the emergency powers vested
in me as Mayor by Yakima Municipal Code ("YMC") Chapter 6.06 entitled "Emergency
Powers of Mayor, City Council and City Manager"; and
WHEREAS, I have reviewed the situation, consulted with some of the City Department
Heads and verified the existence of the emergency cited below, and the necessity for me to
take immediate, extraordinary action as outlined in this Proclamation and Order; and
WHEREAS, in the judgment of the Mayor, extraordinary measures are necessary to protect
the public peace, safety and welfare; and
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City of Yakima
Comprehensive Emergency Management Plan
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WHEREAS, the Mayor is authorized by Yakima Municipal Code ("YMC") Chapter 6.06
entitled "Emergency Powers of Mayor, City Council and City Manager" to take certain actions
necessary to protect persons and property in the event of an emergency; and
WHEREAS, the area impacted or endangered by the current situation is described
below; and
WHEREAS, the current disaster qualifies as a civil emergency which includes a "natural or
human -caused disaster, including fire, flood, storm, explosion, earthquake, volcanic
disturbance or eruption, or other natural cause" pursuant to YMC 6.06.010(B); and
WHEREAS, response to such a disaster emergency situation requires decisive action to
protect the health and safety of persons and property; and
WHEREAS, RCW 38.52.070(2) on emergency powers and YMC 6.06.030D authorize
the City to enter into contracts and incur obligations necessary to combat a disaster,
protecting the health and safety of persons and property, and providing emergency
assistance to the victims of such disaster if needed; and
WHEREAS, upon the proclamation of a civil emergency by the Mayor and during the
existence of such emergency, the Mayor may make and proclaim various actions and orders
pursuant to YMC 6.06.030(D) in order to address an emergency situation; and
WHEREAS, pursuant to YMC 6.06.030, civil emergency orders by the Mayor "shall, at the
earliest practicable time but in no event more than seventy-two (72) 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"; and
WHEREAS, pursuant to YMC 6.06.040 regarding delivery of the proclamation to the news
media, the Mayor shall cause any proclamation issued pursuant to YMC Chapter 6.06 "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"; and
WHEREAS, the Mayor finds it to be in the best interest of the City of Yakima to proclaim
a state of emergency for the City of Yakima, to establish measures to protect public health and
safety, and to define the geographical area within the City limits to which this Proclamation and
Order applies; now, therefore,
IT IS HEREBY PROCLAIMED AND ORDERED:
1. Determination of Emergency. A state of emergency currently exists in the City
of Yakima as a result of:
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
2. Order for Evacuation. The following areas are deemed unsafe for persons and
property, and shall be evacuated immediately, with directions not to return until such time as
these areas are deemed safe by a subsequent City Proclamation, Order or Resolution:
on the north;
on the east;
on the south;
and on the west.
3. All businesses within the above-specified area are directed to close until such
time as those areas are deemed safe for reentry.
4. All public streets, alleys, public ways, schools, parks, amusement areas,
beaches, and public buildings within the above-specified area are closed to all but disaster
response personnel and shall remain so closed until such time as they may be safely reopened.
5. All public and private health, medical, and convalescent facilities and equipment
are hereby directed to provide health and medical care to injured persons.
6. Utility management, in conjunction with state and federal agencies, is authorized
to shut off/restore/operate utility services as is deemed appropriate to combat the present
disaster.
7. During the civil emergency, the City Manager and City Department Heads
generally have the authority to permit the use of City facilities and equipment under their control
for supplying necessary food, clothing, medicines, shelter or transportation to care facilities for
people in need of assistance; to reassign personnel from their ordinary duties to work deemed
necessary for the emergency without regard to job classifications, and to require work beyond
normal working hours; and to secure the assistance of volunteers and donations of supplies or
the use of equipment in performing tasks that the City Manager and/or Department Head deems
most helpful in relieving the emergency.
8. [Insert other provisions as may be appropriate]
9. Violation --Penalty. Pursuant to YMC 6.06.050 on "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" issued pursuant to YMC Chapter 6.06; and any person convicted of a violation of
YMC Chapter 6.06 shall be guilty of a misdemeanor and may be punished by a fine of not more
than Five Hundred Dollars or by imprisonment in jail for not more than ninety days, or by both
such fine and imprisonment.
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City of Yakima
Comprehensive Emergency Management Plan
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10. Subsequent Orders. The Mayor is authorized to issue subsequent Orders which
are additionally necessary to address the present situation, pursuant to and in accordance with
YMC 6.06.030 and subject to approval of the City Council within seventy-two hours of their
issuance.
11. Circulation. A copy of this Proclamation and Order shall be sent to the Governor
of the State of Washington and to the County Commissioners of Yakima County. To the extent
practicable, notices of this Proclamation and Order shall be made available to all news media
within the City of Yakima pursuant to YMC 6.06.040 and to the general public.
12. Presentation, Ratification, Termination. This Proclamation and Order shall at the
earliest practicable time pursuant to YMC 6.06.030 be presented to the City Council for
ratification and confirmation, modification, or rejection, but in no event more than seventy-two
(72) hours after the proclamation of this Order, and if rejected, shall be void. This Proclamation
and Order shall remain in effect until such time as it is removed by a subsequent City
Proclamation, Order or Resolution when it is determined that the extraordinary measures are no
longer required for the protection of the public health, safety and welfare and/or public peace, or
until the day of , 20 , when the City Council shall either modify,
renew or discontinue this Proclamation and Order; whichever occurs first.
DATED this day of , 20_
, Mayor
The City of Yakima
Civil Emergency Powers Page 9
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Form B: DRAFT Mayoral Proclamation of Civil Emergency and Order for Curfew to Use in a
Riot, Unlawful Assembly, Insurrection, Enemy Attack, Terrorist Attack, Sabotage or Other
Hostile Action; or Quarantine; this document will need to be edited depending on the situation.
If it is issued by the "Acting Mayor" as defined in YMC Chapter 6.06.020 on the line of
succession, then insert the word "Acting" before "Mayor.]
MAYORAL PROCLAMATION OF CIVIL EMERGENCY
AND ORDER FOR GENERAL CURFEW
[OR QUARANTINE]
City of Yakima, Washington
[Date:] , 20_
WHEREAS, this Proclamation and Order by the Mayor of the City of Yakima declares a
state of emergency in the City of Yakima (the "City") due to a [riot] [unlawful assembly]
[insurrection] [enemy attack] [terrorist attack] [sabotage] [other hostile action] [quarantine]
establishes and orders measures to protect public health and safety, including a general
curfew in a certain specified area and defines the geographical area within the City of
Yakima limits to which this Proclamation and Order for general curfew applies; and
WHEREAS, on or about [DATE] , 201_ at approximately [TIME]
a.m./p. m. a [riot] [unlawful assembly] [insurrection] [enemy attack] [terrorist attack]
[sabotage] [other hostile action] [quarantine] occurred or is occurring and which has had or
will have an impact within the city limits of the City of Yakima, Washington; and
WHEREAS, such a [riot] [unlawful assembly] [insurrection] [enemy attack] [terrorist attack]
[sabotage] [other hostile action] [quarantine] threatens the health and safety of persons and
property within Yakima; and
[USE THE FOLLOWING WHEREAS CLAUSE ONLY WHEN THERE IS AN "UNLAWFUL
ASSEMBLY"j: WHEREAS, the unlawful assembly falls within the definition in Yakima
Municipal Code ("YMC") 6.06.010A(1), which states: "(1) For the purpose of this chapter
[YMC Chapter 6.06], 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 to the safety of property or
persons"; and
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
WHEREAS, a civil emergency exists requiring me to exercise the emergency powers vested
in me as Mayor by Yakima Municipal Code ("YMC") Chapter 6.06 entitled "Emergency
Powers of Mayor, City Council and City Manager"; and
WHEREAS, I have reviewed the situation, consulted with some of the City Department
Heads and verified the existence of the emergency cited below, and the necessity for me to
take immediate, extraordinary action as outlined in this Proclamation and Order; and
WHEREAS, in the judgment of the Mayor, extraordinary measures are necessary to protect
the public peace, safety and welfare; and
WHEREAS, the Mayor is authorized by Yakima Municipal Code ("YMC") Chapter 6.06
entitled "Emergency Powers of Mayor, City Council and City Manager" to take certain actions
necessary to protect persons and property in the event of an emergency; and
WHEREAS, the area impacted or endangered by the current situation is described
below; and
WHEREAS, the current situation qualifies as a civil emergency which includes a "riot,
unlawful assembly, insurrection, enemy attack, terrorist attack, sabotage, or other hostile
action" pursuant to YMC 6.06.010(A); and
WHEREAS, response to such a [riot] [unlawful assembly] [insurrection] [enemy attack]
[terrorist attack] [sabotage] [other hostile action] [quara emergency situation requires
decisive action to protect the health and safety of persons and property; and
WHEREAS, RCW 38.52.070(2) on emergency powers and YMC 6.06.030D authorize
the City to enter into contracts and incur obligations necessary to combat a civil emergency,
protecting the health and safety of persons and property, and providing emergency
assistance to the victims of such civil emergency if needed; and
WHEREAS, upon the proclamation of a civil emergency by the Mayor and during the
existence of such emergency, the Mayor may make and proclaim various actions and orders
pursuant to YMC 6.06.030(D) in order to address an emergency situation; and
WHEREAS, pursuant to YMC 6.06.030, civil emergency orders by the Mayor "shall, at the
earliest practicable time but in no event more than seventy-two (72) 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"; and
WHEREAS, pursuant to YMC 6.06.040 regarding delivery of the proclamation to the news
media, the Mayor shall cause any proclamation issued pursuant to YMC Chapter 6.06 "to be
delivered to all news media within the City and shall utilize such other available means,
Civil Emergency Powers Page 11
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
including public address systems, as shall be necessary in his or her judgment, to give
notice of such proclamation to the public"; and
WHEREAS, the Mayor finds it to be in the best interest of the City of Yakima to proclaim
a state of emergency for the City of Yakima, to establish measures to protect public health and
safety, and to define the geographical area within the City limits to which this Proclamation and
Order applies; now, therefore,
IT IS HEREBY PROCLAIMED AND ORDERED:
13. Determination of Emergency. A state of emergency currently exists in the City
of Yakima as a result of:
14. Order for General Curfew. A general curfew is imposed in the portion of the
City of Yakima, Washington, described as follows, until such time as the general curfew is
removed by a subsequent City Proclamation, Order or Resolution, or until the end of the general
curfew as provided in this section of the Order, whichever ending time occurs first:
on the north;
on the east;
on the south;
and on the west.
Commencing at p.m., [Date:] , 20_, no person shall
enter or remain in a public place within the above described area. This general Curfew
shall continue until a.m., [Date]: , 20_, and shall be
enforced by the Police Department.
As used in this section entitled "Order for General Curfew", "public place" is defined and
means the public right-of-way and the space above or beneath its surface, whether or
not opened or improved, including streets, avenues, ways, boulevards, drives, places,
alleys, sidewalks, planting strips, squares, triangles, plazas and parks that are not
privately owned.
15. [USE THIS SECTION ONLY WHEN A QUARANTINE IS INVOLVED]:
Quarantine: City of Yakima Employees to Assist in the Enforcement of the Order for Quarantine
issued by the Yakima Health Board. City of Yakima employees are authorized and directed to
assist, where lawful and appropriate, in enforcing the Order for Quarantine issued by the
Yakima Health Board on [Date]: , 20_. Pursuant to Chapter 70.05 RCW,
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
including RCW 70.05.070 and RCW 70.05.120, and Washington Administrative Code ("WAC")
246-100-070 entitled "Enforcement of local health officers orders":
"(1) An order issued by a local health officer in accordance with this chapter
shall constitute the duly authorized application of lawful rules adopted by the
state board of health and must be enforced by all police officers, sheriffs,
constables, and all other officers and employees of any political subdivisions
within the jurisdiction of the health department in accordance with RCW
43.20.050.
(2) Any person who shall violate any of the provisions of this chapter or any
lawful rule adopted by the board shall be deemed guilty of a misdemeanor
punishable as provided under RCW 43.20.050.
(3) Any person who shall fail or refuse to obey any lawful order issued by any
local health officer shall be deemed guilty of a misdemeanor punishable as
provided under RCW 70.05.120."
16. All businesses within the above-specified area are directed to close until further
order and at such time as those areas are deemed safe for reentry.
17. All public streets, alleys, public ways, schools, parks, amusement areas,
beaches, and public buildings within the above-specified area are closed to all but public safety
and/or emergency response personnel and shall remain so closed until such time as they may
be safely reopened.
18. All public and private health, medical, and convalescent facilities and equipment
are hereby directed to provide health and medical care to injured persons.
19. Utility management, in conjunction with state and federal agencies, is authorized
to shut off/restore/operate utility services as is deemed appropriate to combat the present civil
emergency.
20. During the civil emergency, the City Manager and City Department Heads
generally have the authority to permit the use of City facilities and equipment under their control
for supplying necessary food, clothing, medicines, shelter or transportation to care facilities for
people in need of assistance; to reassign personnel from their ordinary duties to work deemed
necessary for the emergency without regard to job classifications, and to require work beyond
normal working hours; and to secure the assistance of volunteers and donations of supplies or
the use of equipment in performing tasks that the City Manager and/or Department Head deems
most helpful in relieving the emergency.
21. All bars, taverns, liquor stores and other business establishments where
alcoholic beverages are sold or otherwise dispensed within the above-specified area are to be
closed; provided, that with respect to those business establishments which are not primarily
devoted to the sale of alcoholic beverages and in which such alcoholic beverages may be
removed or made secure from possible seizure by the public, the portions thereof utilized for the
sale of items other than alcoholic beverages may, in the discretion of the Mayor, be allowed to
remain open; and further provided, that such orders shall be subject to the laws of the state of
Washington by and through the Washington State Liquor Control Board.
Civil Emergency Powers Page 13
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
22. The discontinuance is hereby ordered within the above-specified area of the sale,
distribution, giving away, or possession of gasoline or other liquid flammable or combustible
products in any container other than a gasoline tank properly affixed to a motor vehicle or
except in connection with normal operation of motor vehicles, normal home use or legitimate
commercial use.
23. The City of Yakima requests federal and/or state assistance in combating such
civil emergency, including but not limited to requesting the assistance of the National Guard.
24. [Insert other provisions as may be appropriate]
25. Violation --Penalty. Pursuant to YMC 6.06.050 on "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" issued pursuant to YMC Chapter 6.06; and any person convicted of a violation of
YMC Chapter 6.06 shall be guilty of a misdemeanor and may be punished by a fine of not more
than Five Hundred Dollars or by imprisonment in jail for not more than ninety days, or by both
such fine and imprisonment.
26. Subsequent Orders. The Mayor is authorized to issue subsequent Orders which
are additionally necessary to address the present situation, pursuant to and in accordance with
YMC 6.06.030 and subject to approval of the City Council within seventy-two hours of their
issuance.
27. Circulation. A copy of this Proclamation and Order shall be sent to the Governor
of the State of Washington and to the County Commissioners of Yakima County. To the extent
practicable, notices of this Proclamation and Order shall be made available to all news media
within the City of Yakima pursuant to YMC 6.06.040 and to the general public.
28. Presentation, Ratification, Termination. This Proclamation and Order shall at the
earliest practicable time pursuant to YMC 6.06.030 be presented to the City Council for
ratification and confirmation, modification, or rejection, but in no event more than seventy-two
(72) hours after the proclamation of this Order, and if rejected, shall be void. This Proclamation
and Order shall remain in effect until such time as it is removed by a subsequent City
Proclamation, Order or Resolution when it is determined that the extraordinary measures are no
longer required for the protection of the public peace, and safety and welfare, [and for the
protection of the public health which had led to the quarantine] or until the day of
, 20 , when the City Council shall either modify, renew or discontinue this
Proclamation and Order; whichever occurs first.
DATED this day of , 20_
, Mayor
The City of Yakima
Civil Emergency Powers Page 14
CITY OF YAKIMA
DISASTER RESPONSE
City of Yakima
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CRISIS ACTION TEAM
1. CRISIS ACTION TEAM
The actions of this team will generate a situational assessment and analysis report to provide direction
for the phased activation of the EOC. YFD's Emergency Management Division will document the
incident and prepare a report for the City Manager with recommendations for further response actions,
i.e. EOC activation. This team will respond immediately utilizing staff to conduct the situational
assessment.
1 CRISIS ACTION TEAM J
Primary
Secondary
Bob Stewart, Fire Chief
Emergency Management Director
City Cell: 728-2314
Mark Soptich, Deputy Chief
City Cell: 307-8623
Ted Vander Houwen, Deputy Chief
City Cell: 728-3506
Charles Erwin
Emergency Management Specialist
City Cell: 424-0234
Scott Schafer
Public Works Director
City Cell: 594-8890
Alvie Maxey
City Cell: 424-0761
Frank Hewey
City Cell: 731-9060
2. POTENTIAL EMERGENCY/DISASTER INCIDENTS REQUIRING IMMEDIATE NOTIFICATIONS
Flooding—Watch and Warning (National Transportation—Aircraft Accident Alert III
Weather Service) Public Health—Pandemic Outbreak
Urban Fires—Multiple Sites and Alarms Power Outage
Transportation—Rail (Toxic Cloud/Flammables) Special Events
Transportation—Roadway (Toxic Cloud/
Flammables)
+ IMMEDIATE NOTIFICATIONS
Acting City Manager, Jeff Cutter
City Cell: 728-4307
Mayor, or designee
Dominic Rizzi, Jr. - Police Chief
City Cell: 406-1686
Randy Beehler, Communications and Public Affairs
City Cell: 901-1142
21 Page
EMERGENCY/DISASTER INCIDENTS REQUIRING PHASED EOC ACTIVATIONS
Earthquake
Extreme Temperatures
Flood, Riverine/Stream
Severe Wind Storms
Severe Winter Storms
Tornado
Volcanic Eruptions
Wildland Fires
Urban Fires—Multiple Sites and Alarms
Civil Disturbances
(Riot/demonstrations/violent protest/illegal
assembly)
Transportation—Rail (Toxic Cloud/Flammables)
Transportation—Roadway (Toxic Cloud/
Flammables)
Transportation—Aircraft Accident Alert III
Public Health—Pandemic Outbreak
Power Outage
31 Page
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CATASTROPHIC IMPACTS
• 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;
• Health/medical concerns, e.g., health/medical care facilities;
• 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.
1.
41 Page
Planning and
Direction/
Threats and
Requirements
Collections
Analysis
Processing
Dissemination
Revaluate t ---
AKIMA EMERGENCY OPERATIONS CENTER
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 incident command. Resources not
available within the city or through existing Mutual Aid are requested through the Washington
Intrastate Mutual Aid System (WAMAS). Final request for assistance will be through the Washington
State EOC.
1
Reassess threats/define other requirements
EMERGENCY OPERATIONAL TASKS
.1
• Develop and disseminate warnings, emergency public Information and other advice and action
instructions to the public.
• Monitor and support evacuation and/or rescue operations in the field.
• Monitor and support mass care (food, lodging, etc.) needs of displaced persons.
• Monitor and assist with the implementation of health and safety measures.
• Advise industry, schools, and businesses of possible impacts to their systems.
• Monitor impacts to city essential facilities and infrastructure.
51 Page
WHY HAVE AN EOC?
➢ Provide a central source of information for effective decision making
➢ Meet the need for "Situation Awareness" by decision makers
➢ Provides face to face contact for effective decision making.
➢ Public information is most efficiently and accurately done from a single source of information
WHAT HAPPENS IF THERE IS NO EOC?
➢ Lack of "what the other guy is doing" often results in poor or bad decisions
➢ Inter -agency coordination is much more difficult
➢ Public information is highly likely to be inaccurate and lack timeliness
DEMANDS ON OFFICIALS
• Extraordinary demands in the first few hours
• Far reaching consequences
DEGISIQN
MAKING
PRocFSS
61Page
EOC PHASED ACTIVATIONS
(For continuity purposes, these phases mirror Washington State EOC phases)
Phase 1: Routine Operations: During routine (normal) operations, departments who respond to emergencies
normally do not require additional coordination afforded by an EOC activation. The City of Yakima Department
Operations Centers (DOC) structure is utilized for these operations. YFD will alert city staff through the Everbridge
Emergency Notification System. Flooding hazards should have advanced notification.
Flooding—Watch and Warning (National Weather
Service)
Urban Fires—Multiple Sites and Alarms
Transportation—Rail (Toxic Cloud/Flammables)
Transportation—Roadway (Toxic Cloud/
Flammables)
Transportation—Aircraft Accident Alert 111
Public Health—Pandemic Outbreak
Power Outage
Special Event
Department Operations Centers (DOCs)
Establish contact with other DOCs. Provide Points of Contact
telephone numbers (landline or cell)
Be prepared to respond to or report on:
✓ The impacts the city suffered.
✓ Resources responding to the event
✓ What needs are not being met.
✓ Resource needs
When directed by YFD, prepare for a Phase II Enhanced
Operation.
71 Page
Phase II: Enhanced Operations: During enhanced operations the
incident escalates beyond the capabilities of city departments. The
EOC will activate to assist with coordination of incoming assets or
to request state assistance. Specific departments will be requested
to support EOC enhanced operations. EOC activation is normally of
short duration (24 hours or less). Based on the hazard event,
departments listed within the Coordination Group will be notified
of the developing situation asked to report to EOC located at Fire
Station 91 on North Front Street.
COORDINATION GROUP
Communications and Public Affairs
Finance
Purchasing
Legal
Human Resources
Community Development
EOC COORDINATOR
Notify and brief the Mayor of the event.
Advise him/her of any potential need to
meet for emergency orders including an
evacuation order, suspension of normal
government operations, or a Declaration
of Emergency for the city.
Utilities & Engineering
Economic Development
Public Works
Public Safety (police and fire)
YKM Airport
Phase III 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 to coordinate
support for incident commander and may request state or federal resources. Departments will be requested to
support EOC full operations. EOC activation is normally for an extended duration (up to 72 hours). In addition to
staffing at Phase II, the Policy -Advisory group will report to the EOC. The Emergency Management Director will
provide coordination.
POLICY -ADVISORY GROUP
City Manager Public Works Director
Police Chief City Attorney
Fire Chief
Phase IV Catastrophic Operations: The EOC will continue to perform Phase III coordination and disaster
management functions during a catastrophic incident. EOC activation is normally for a long duration (over 72
hour).
Recovery Operations: A Disaster Recovery Group will be established at a Phase III/IV and will continue through
the recovery phase. A separate location will be established at Phase III.
RECOVERY GROUP INCLUDES, BUT NOT LIMITED TO:
Economic Development
Community Development
Utilities & Engineering
Public Works
81 Page
The City's response to disaster impacts follows a "phased approach" that includes three general phases:
short—term, intermediate, and long—term.
Stabilization
Intermediate
Long Term
DAYS — WEEKS
WEEKS — MONTHS
MONTHS — YEARS
91 Page
YAKIMA EMERGENCY OPERATIONS CENTER (EOC) FULL ACTIVATION
Incident
Yakima
EOC
Washington State
EOC
Additional
Resources
Requested
Additional
Resources
Requested/
Mobilized
r
Mutual Aid
Resources
Requested/
Mobilized
Emergency Operations Center
Fire Station 91 on North Front Street
101 Page
EOC GROUPINGS—EXECUTIVE, COORDINATION, PLANNING, OPERATION
CITY COUNCIL
Support thr Mayor with
needed emergency orders,
proclamations, etc.
Coordination
�L.
Direction and Control In+
PLANNING
Ref: EOC
Planning Process
for All Hazards
Events
RECOVERY
Ref: Recovery
Guide
TECH SERVICES
*NGO
MAYOR
(Incident Manager)
EOC COORDINATOR
Notify and brief the Mayor of the event.
Advise him/her of any potential need to
meet for emergency orders including an
evacuation order, suspension of normal
government operations, or a
Declaration of Emergency for the city.
t
PLANNING /RECOVERY GROUP
Emergency planning and recovery issues are
addressed.
OPERATIONS GROUP
Responsible for tactical command and
coordination of incident response assets.
POLICY -ADVISORY GROUP
City Manager
Police Chief
Fire Chief
Public Works Director
City Attorney
1
COORDINATION GROUP
COMMUNICATIONS AND
PUBLIC AFFAIRS
FINANCE
PURCHASING
LEGAL
PUBLIC INFORMATION
HUMAN RESOURCES
COMMUNITY DEVELOPMENT
UTILITIES & ENGEERING
ECONOMIC DEVELOPMENT
PUBLIC WORKS
PUBLIC SAFETY
YKM AIRPORT
PUBLIC HEALTH
MEDICAL FACILITIES
FIRE DEPARTMENT
Mobilize and deploy fire
resources and
coordinate fire
suppression and related
rescue operations.
Im
r I
POLICE DEPARTMENT
Mobilize and deploy law
enforcement resources
and coordinate law
assets.
PUBLIC WORKS
Mobilize and deploy
public works resources
and coordinate assets.
INFRASTRUCTURE
DAMAGES
Assess critical
infrastructure damages;
public and private
structure -types and
extent of damages.
*Non -Government Organizations—School District; Central Washington Mental Health
111 Page
EOC OVERHEAD MANAGEMENT TEAM
EOC Overhead Management Team
*Automatic Notification
Policy-
Advisory
Group
Coordination
Group
Operations
Group
Planning/
Recovery
Group
*Bob Stewart, Fire Chief
Emergency Management Director
Cell: 728-2314
V
V
*Charles Erwin
Emergency Management Specialist
City Cell: 424-0234
V
V
V
*Ted Vander Houwen
Deputy Chief
City Cell: 728-3506
V
V
V
*Mark Soptich
Deputy Chief
City Cell: 307-8623
Pol icy-Advisory
Group Directory
Phase I
Routine
V
EOC Activation
Phase II
Enhanced
V
Phases
Phase III
Full
V
Phase IV
Catastrophic
Acting City Manager
Jeff Cutter
City Cell: 728-4307
V
V
V
V
Fire
Bob Stewart - Fire Chief
City Cell: 728-2314
Mark Soptich
City Cell: 307-8623
V
V
V
V
Police
Dominic Rizzi, Jr. - Police Chief
City Cell: 406-1686
Jay Seely—Captain
City Cell: 728-3478
V
V
✓
✓
Public Works
Scott Schafer - Public Works Director
City Cell: 594-8890
Alvie Maxey-Transit Division Manager
City Cell: 424-0761
V
V
✓
✓
Acting City Attorney
Mark Kunkler
Desk: 575-3552
Home: 966-7854
V
V
V
V
121 Page
Coordination
Group Directory
EOC Activation Phases
Phase I
Routine
Phase II
Enhanced
Phase III
Full
Phase IV
Catastrophic
City Manager's Office
CaIly Price
City Cell: 731-0181
V
V
V
Communications and Public Affairs
Randy Beehler, Director
City Cell: 901-1142
V
Finance
Cindy Epperson - Finance and Budget Director
City Cell: 728-4245
V
V
V
Purchasing
Sue Ownby, Purchasing Manager
City Cell: 952-9309
V
V
V
Legal
Helen Harvey—Sr. Asst. City Attorney
Cynthia Martinez—City Prosecutor
V
V
V
Public Information
Mike Bastinelli--YPD
Jeff Pfaff--YFD
V
Human Resources
Connie Mendoza – Director
City Cell:
V
V
V
Community Development
Joan Davenport -Director
Cell:
V
V
V
Utilities & Engineering
City Cell:
V
V
V
Public Works
Alvie Maxey-Transit Division Manager
City Cell: 424-0761
Frank Hewey, Safety & Training Officer
City Cell: 731-9060
,/
,/
,/
,/
Public Safety
Fire
Police
,/
YKM Airport
Rob Peterson
City Cell: 833-0898
V
V
V
V
Public Health
Andre Fresco, Health Administrator
Desk: 249-6666
Cell: (931) 302-7116
Ryan Ibach, Environmental Health Director
Cell: 952-5923
Desk: 249-6521
,/
,/
,/
131 Page
Medical Facilities
Memorial
✓
✓
✓
Gene Medeiros
Desk: 249-5285
Cell: 853-6909
Planning/Recovery
Group Directory
EOC Activation Phases
Phase I
Routine
Phase II
Enhanced
Phase III
Full
Phase IV
Catastrophic
PLANNING GROUP
Public Works
Fire
Law
✓
✓
✓
RECOVERY GROUP
Sean Hawkins - Economic Development
Joan Davenport - Community Development
Utilities & Engineering
Scott Schafer - Public Works
✓
✓
Operations
Group Directory
EOC Activation Phases
Phase I
Routine
Phase II
Enhanced
Phase III
Full
Phase IV
Catastrophic
Fire
Firefighting
Emergency Medical Services
Search and Rescue
HazMat
✓
✓
✓
✓
Police
Capt. Gary Jones
Patrol
Traffic
Special Operations
✓
✓
✓
✓
Public Works
Streets and Traffic—Joe Rosenlund
Transit—Alvie Maxey
Water and Irrigation—Dave Brown
Parks and Recreation—Ken Wilkinson
Waste Water
Refuse—Loretta Zammarchi
✓
✓
✓
✓
Code Enforcement
Glenn Denman, Code Administration
Steve Manske-YFD
✓
✓
✓
141 Page
Blank Intentionally.
151Page
EOC COORDINATOR
➢ As directed by the Emergency Management Director, or when circumstances dictate, notify tasked
department, inform them of the situation, and direct them to take the actions appropriate for the
situation (report to EOC, scene of the emergency, stand by, etc.) in accordance with their organization's
SOP.
➢ The EOC Coordinator has overall management responsibility for the coordination between emergency
response and supporting agencies in the EOC. In conjunction with the Emergency Management Director,
set priorities for response efforts in the affected area.
➢ Establish the appropriate staffing level for the EOC and continuously monitor organizational effectiveness
to ensure that appropriate modifications occur as required.
➢ Ensure that inter -agency coordination is accomplished effectively within the EOC.
➢ Direct, in consultation with the EOC Public Information Officer, appropriate emergency public information
actions using the best methods of dissemination.
ACTION ITEMS
1. Once the EOC is activated:
✓ Maintain situational awareness with the Incident Command Post or field personnel.
✓ Maintain a personal log of actions and communications.
2. Facilitate the Initial Briefing chaired by the Emergency Management Director. Be prepared to respond
to or report on:
✓ The impacts the city suffered.
✓ Resources responding to the event
✓ What needs are not being met.
✓ Resource needs
✓ Information and instructions to the public.
✓ Provide information for the Situation Report.
161 Page
ON-GOING OPERATIONAL TASKS: EOC SHOULD REMAIN FOCUSED ON THESE TASKS
✓ Develop and disseminate warnings, emergency public Information and other advice and action
instructions to the public.
✓ Monitor and support evacuation and/or rescue operations in the field.
✓ Monitor and support mass care (food, lodging, etc.) needs of displaced persons.
✓ Monitor and assist with the implementation of health and safety measures.
✓ Monitor impacts to city essential facilities and infrastructure.
FACILITATE COORDINATION GROUP FUNCTIONS
Advise the City Manager and the Policy-Advisory/Coordination Group of potential need for emergency orders
including an evacuation order, suspension of normal government operations, or a Declaration of Emergency for
the city. Operational concerns should be addressed using the following criteria:
• Fire(s), i.e., dwellings, businesses
• Street/road disruptions, i.e., debris, power lines, water
• Mass casualties, i.e., motor vehicle, structure collapse
• Trapped victims, i.e., motor vehicle, dwellings, businesses
• Hazardous materials release, i.e., fixed site, transportation
• Utility -line disruptions, i.e., power lines, water mains, etc.
171 Page
CITY MANAGER
As the City Manager, your legal duties are executive in nature. These are identified in the Yakima Municipal
Code 6.06
ACTION ITEMS
1. Once the EOC is Activated
✓ Maintain a personal log of actions and communications.
✓ Monitor the Situation Report and Situational Assessment and Analysis
2. Participate in planning meetings chaired by the Emergency Management Director. Request reports on:
✓ The impacts the city suffered
✓ Resources responding to the event. Including Mutual Aid.
✓ What needs are not being met.
✓ Resource needs.
✓ Information and instructions to the public.
✓ What financial issues are developing.
✓ What staffing/personnel issues are developing.
3. Ongoing Tasks
✓ Maintain contact with affected jurisdictions.
✓ Continue to advise the Mayor and City Council of situations and developments that would alter the
normal functions of government.
✓ Continue to be involved in emergency policy decisions.
✓ Prepare for Recovery
181 Page
CITY COUNCIL
As a City Council Member, your legal duties are executive in nature.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
➢ Receive a briefing from the Mayor, or his/her designee.
➢ Maintain situational awareness by asking for briefings or a Situation Report on a regular basis.
➢ Review City's Emergency Powers Ordinance.
➢ Convene as city council in emergency session to make decisions, as needed.
➢ Assist and support the Mayor with needed emergency orders, proclamations, and policies to
respond to and manage the event.
MAYOR/ACTING MAYOR
As the Mayor/Acting Mayor, your legal duties are executive in nature.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
➢ Receive a briefing from the Emergency Management Director, or his/her designee.
➢ Maintain situational awareness by asking for briefings or a Situation Report on a regular basis.
➢ Review City's Emergency Powers Ordinance.
➢ Convene the city council in emergency session to make decisions, as needed.
➢ Assist and support the Emergency Management Director with needed emergency orders,
proclamations, and policies to respond to and manage the event.
191 Page
LEGAL COUNSEL
As the city's Legal Counsel, your legal duties are executive in nature.
➢ Provide legal counsel to the EOC, Mayor/City Council.
➢ Draft and/or review proclamations, emergency ordinances, and other legal documents and provide
legal services as required.
➢ Maintain legal information, records and reports relative to the emergency.
➢ Commence legal proceedings as needed.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
✓ Review emergency proclamations.
✓ Recommend emergency rules.
✓ Clarify types of liabilities and how liabilities are created.
✓ Review warning, evacuation system; is there a potential for liability?
✓ Provide comment on evacuation order; who can legally do it, and what is the potential liability?
✓ Provide officials with legal advice on: waiver of zoning restrictions; wavier of inspection/permits for
funding; building codes and temporary housing; private property cleanup.
✓ Review claims made against the City of Yakima by agencies, volunteers, and general public.
✓ Coordinate legal issues with special districts, and other agencies as necessary.
✓ Draft and review declarations, emergency ordinances and other legal documents required by the
Mayor or City Council.
✓ Develop rules, regulations, and laws required for the acquisition and/or control of critical resources.
✓ Develop emergency ordinances and regulations to provide a legal basis for evacuation and/or
curfews.
✓ Consider what civil and criminal proceedings will be necessary to implement and enforce emergency
action
201 Page
PUBLIC INFORMATION OFFICER
As the individual in charge of Public Information activities your responsibilities during an emergency or disaster
are:
✓ Gather and integrate incident information;
✓ Prepare accurate, timely and consistent news releases and advisories;
✓ Coordinate media releases; track media messages; assist officials and other EOC representatives with
media work as needed; and
✓ Brief City Manager and/or Mayor for meetings with the press.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
1. Participate in the Initial Planning meeting chaired by the City Manager. Be prepared to respond to or
report on:
✓ Status of media coverage and cooperation
✓ Excessive rumors and if so where are they coming from critical, unfavorable or unhelpful media
comments and any unusual or suspicious requests for information
✓ Measures being taken to correct wrong or unfavorable reports and to quell rumors.
2. On-going Tasks
✓ Provide information, advisory and warning messages as needed providing a contact name and
telephone number
✓ Messages may include but not be limited to:
• Nature of the hazard and type of risk.
• Area at risk.
• Predicted times of impact.
• Property protection measures such as protecting windows, sandbagging, moving things
indoors, etc.
• Protective action instructions such as procedures for parents of school children and
other specific groups at risk.
• Shelter -in-place instructions.
• Evacuation instructions including routes, times and locations of shelters.
• Information on what the government is doing.
• Information on how and how often the government will be in touch with the public
during the emergency.
• Phone numbers if available such as the Public Information Hotline number.
211 Page
CODE ENFORCEMENT
As the Code Enforcement official or the individual in charge of Code Enforcement activities your responsibilities
during an emergency or disaster are:
> Activate, deploy infrastructure damage assessment teams.
> Collect, analyze damage information.
> Maintain records of damage reports.
> Compile damage assessment reports.
> Determine unsafe facilities.
> Deploy trained damage assessment teams
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
1. Once the EOC is activated:
✓ Check in, identify your work location, and identify any checklists or other necessary items that
may be needed.
✓ Maintain situational awareness with the Incident Command Post or field personnel.
✓ Maintain a personal log of actions and communications.
2. Participate in the Initial Planning meeting chaired by the City Manager. Be prepared to respond to or
report on:
✓ Impacts the city infrastructure suffered.
✓ Resources responding to the event
✓ What needs are not being met.
✓ Resource needs
✓ Information and instructions to the public.
3. Ongoing Tasks
✓ Ensure activation of damage assessment process.
• Should be activated as soon as practical.
✓ Begin an immediate analysis to include:
• Impact to critical infrastructures
✓ Receive initial situation reports provided by local government employees and others.
221 Page
FINANCE
As the individual in charge of City Finance activities your responsibilities during an emergency or disaster are:
➢ Monitor authorized expenses
➢ Account for documentation of emergency expenses including labor, benefits, purchases, and contracts
➢ Audit expenditures to verify budget account, invoices, and documentation
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
1. Once the EOC is activated
✓ Check in, identify your work location, and identify any checklists or other necessary items that may be
needed.
✓ Make contact with the Emergency Management Director in the Emergency Operation Center (EOC)
identify phone numbers and protocols to request resources and Information, etc.
✓ Maintain a personal log of actions and communications.
2. Participate in the Initial Planning meeting chaired by Emergency Management Director or the City
Manager. Be prepared to respond to or report on:
✓ The gathering and analyzing of fiscal data.
✓ Maintenance of financial records.
✓ The tracking and recording of staff time.
3. Ongoing Tasks
✓ Verify funding authorization for the disaster with EOC
✓ Management and coordinate authorization and spending thresholds
✓ Project expenditures as requested by EOC Management, and notify EOC Management when these
approach authorized spending limits.
✓ Coordinate with EOC Management for policy decisions necessary for disaster expenditures
✓ Coordinate with the EOC Coordinator to ensure that the EOC has an efficient and accurate system for
processing and accounting of purchases and expenditures
✓ Plan for an extended EOC activation and determine staffing needs.
✓ Keep copies of your logs, reports, messages, and any other documents you used and received while
working in the EOC
231 Page
PURCHASING
As the individual in charge of City Purchasing activities, your responsibilities during an emergency or disaster
are:
➢ Monitor authorized purchases
➢ Account for documentation of emergency purchases
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
1. Once the EOC is activated
✓ Check in, identify your work location, and identify any checklists or other necessary items that may be
needed.
✓ Make contact with the Emergency Management Director in the Emergency Operation Center (EOC)
identify phone numbers and protocols to request resources and Information, etc.
✓ Maintain a personal log of actions and communications.
2. Participate in the Initial Planning meeting chaired by EOC Coordinator or the City Manager.
3. Ongoing Tasks
✓ Verify purchasing authorization for the disaster with EOC
✓ Management and coordinate authorization and spending thresholds
✓ Project expenditures as requested by EOC Management, and notify EOC Management when these
approach authorized spending limits.
✓ Coordinate with EOC Management for policy decisions necessary for disaster expenditures
✓ Coordinate with the EOC Coordinator to ensure that the EOC has an efficient and accurate system for
processing and accounting of purchases and expenditures
✓ Plan for an extended EOC activation and determine staffing needs.
✓ Keep copies of your logs, reports, messages, and any other documents you used and received while
working in the EOC
241 Page
HUMAN RESOURCES
As the individual in charge of City Human Resources activities, your responsibilities during an emergency or
disaster are:
➢ Respond to the City's Emergency Operations Center to fill the position of overall human resources
coordination of the city's response.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
1. Once the EOC is activated:
✓ Check in, identify your work location, and identify any checklists or other necessary items that
may be needed.
✓ Make contact with the Emergency Management Director in the Emergency Operations Center
(EOC) identify phone numbers and protocols to request resources and Information, etc.
✓ Maintain a personal log of actions and communications.
2. Participate in the Initial Planning meeting chaired by EOC Coordinator or the City Manager. Be prepared
to respond to or report on:
✓ The gathering and analyzing of human resources data.
✓ Maintenance of EOC staffing records; tracking and recording of staff time.
3. Ongoing Tasks
✓ Supervise the Human Resources Section. In general, ensure the following:
• The gathering and analyzing of staffing data.
• Maintenance of staffing records.
• The tracking and recording of staff time.
✓ The processing of acquiring additional staff based on EOC staff shortfalls.
✓ Determine emergency staffing policies, e.g., regarding use of non -emergency response
personnel.
✓ Determine waivers of normal procedure for matters of hiring, assigning work that is not in an
employee's job description or at an employee's normal duty station, and the like.
251 Sage
ECONOMIC DEVELOPMENT
COMMUNITY DEVELOPMENT
UTILITIES AND ENGINEERING
> Coordinate with the business community to restore the local economy following disaster; identify City and
business post—disaster roles and relationships; identify economic recovery assistance programs; and,
encourage the development of business preparedness and mitigation programs.
> Provide for the physical rebuilding of the community, which necessarily includes the viability of commercial
operations to support the residents.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
✓ Receive a briefing from the Emergency Management Director, or his/her designee.
✓ Maintain situational awareness by asking for briefings or a Situation Report on a regular basis.
✓ As directed by the City Manager, prepare to staff the Planning/Recovery Group in the EOC.
261 Page
FIRE DEPARTMENT
As the individual in charge of Yakima Fire Department activities, your responsibilities during an emergency or
disaster are:
> Report the Fire Department's situation to the City's Emergency Operations Center.
> Identify needed resources. Request needed resources through Mutual Aid when possible.
> Request additional resources through the City's Emergency Operations Center.
> Respond to the City's Emergency Operations Center to fill the position of overall coordination of the city's
Fire Response.
> Insure a management structure has been established to manage the event.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
✓ Establish and maintain situational awareness of operations in the field.
✓ Monitor and track fire resources utilized during the event.
✓ Mobilize and deploy fire resources and coordinate fire suppression and related operations:
• Coordinate light rescue operations and fire department responses to medical emergencies.
• Assist in alerting and notifying the general public.
• Assist law enforcement, as needed, in traffic control activities.
• Assist law enforcement agencies, as needed, in search and rescue efforts.
271 Page
POLICE DEPARTMENT
As the individual in charge of Police Operations your responsibilities during an emergency or disaster are:
> Report the Law Enforcement Situation to the City's Emergency Operations Center.
> Evacuate impacted areas as needed.
> Identify needed resources. Request needed resources through Mutual Aid when possible.
> Request additional resources through the City's Emergency Operations Center.
> Respond to the City's Emergency Operations Center to fill the position of overall coordination of the city's
Law Enforcement Response.
> Insure a management structure has been established to manage the event.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
✓ Support disaster/emergency operations including such tasks as establishing and maintaining law and
order, crowd and traffic control, evacuation procedures, first aid, damage assessment, communications,
and warning.
✓ Establish and maintain communication with the field for incidents occurring in the impacted areas.
✓ Monitor and track law enforcement resources utilized during the event.
✓ Mobilize, deploy, and organize for law enforcement and traffic control operations.
✓ Assist in alerting and notifying the general public.
✓ Provide traffic and crowd control in support of evacuation plans.
✓ Protect critical facilities and supplies as needed.
281 Page
PUBLIC WORKS DIVISION
As the individual in charge of Public Works operations your responsibilities during an emergency or disaster are:
> Report the Public Works situation to the City's Emergency Operations Center
> Identify needed resources. Request needed resources through Mutual Aid when possible.
> Request additional resources through the City's Emergency Operations Center.
> Respond to the City's Emergency Operations Center to fill the position for overall coordination of the
city's Public Works Response.
> Insure a management structure has been established to manage the event.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
✓ Participate in the Initial Planning meeting chaired by the Emergency Management Director. Be prepared to
respond to or report on:
• The impacts the city suffered.
• Resources responding to the event
• What needs are not being met.
• Resource needs
• Information and instructions to the public.
✓ Ongoing Actions
• Maintain liaison with utility service providers.
• Participate in damage assessment efforts.
• Coordinate the use of private sector engineers, other construction materials, equipment, and
labor needed for emergency operations.
• Participate in debris removal efforts to support public safety activities and recovery efforts.
• Coordinate equipment, trucks, and personnel to support emergency operations.
291 Sage
Blank Intentionally.
301Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
CITY OF YAKIMA
EMERGENCY
OPERATIONS CENTER
CITY COUNCIL
MAYOR/ACTING MAYOR
EOC DESK BOOK
... developing the capability for the City Council, Mayor/Acting Mayor
to accomplish City of Yakima
emergency responsibilities...
*,Informed
po Connected
cnInvolved
11Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
Blank Intentionally
21Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
MAJOR HAZARDS
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3 1Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
CATASTROPHIC IMPACTS
• 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;
• Health/medical concerns, e.g., health/medical care facilities;
• 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.
41Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
EXPECTATIONS OF THE PUBLIC
This diagram allows you to visualize the expectations
of Yakima residents should a major or catastrophic event occur.
Public Expectations
of Government
#1
Quickly and
accurately
assess the
magnitude of an
emergency?
#10
Protect life and
property?
#2
Warn
residents in
advance
of an
emergency?
#9
Mitigate the
impact of
future
emergencies?
#3
Properly keep
residents
informed of
the situation?
#8
Provide
assistance in
the form of
recovery
services?
#4
Provide public
protection
from
dangerous
areas?
#7
Restore public
facilities?
#5
Relocate
residents to a
safe place?
#6
Provide for a
rapid
restoration
of services?
51Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
FOR EACH PUBLIC EXPECTATION OF GOVERNMENT, BE AWARE OF CRITICAL OR SENSITIVE
AREAS FOR POLICY AND DECISION MAKERS
Political Implications
> Action vs No Action
> Actions in "best interest
of residents"
> Legal, moral, ethical
> Balance between public
welfare and resident's
rights
Legal and
Administrative
Implications
> Legality of ordering a
protective action?
> Liability for costs
incurred?
> Liability for actions
found to be unnecessary?
Sociological Impacts
> Constraints --socio-economic
status; age; gender; ethnicity
> Emotional responses
> Convergence behavior --
personal, informational,
material
> Confirmation behavior
> Therapeutic communities
Resolution of Conflict
(constraints on agency
response)
> Legitimating
> Political influence
> Legal requirements
Economic or Financial
Ramifications
> Short-term vs long-term
unemployment
> Exposes weaknesses of
economic base
> Budget shortfalls
> Business interruptions --
permanent, temporary
Priority Allocation of
Resources and Money
> Protect life and property
> Protect the economy
> Protect the environment
> Restore essential services
> Restore critical facilities
> Restore infrastructure
61Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
CITY COUNCIL
As a City Council Member, your legal duties are executive in nature. These are identified in the Yakima
Municipal Code. Full text begins on page 21.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
➢ Receive a briefing from the Mayor, or his/her designee.
➢ Maintain situational awareness by asking for briefings or a Situation Report on a regular
basis.
➢ Review City's Emergency Powers Ordinance.
➢ Convene as city council in emergency session to make decisions, as needed.
➢ Assist and support the Mayor with needed emergency orders, proclamations, and
policies to respond to and manage the event.
Excerpt from Chapter 6.06--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 council. In the event of
exact seniority by two or more members, the
members shall mutually determine who shall act
as mayor.
City of Yakima Municipal Code
("YMC") Chapter 6.06
EMERGENCY POWERS OF MAYOR,
CITY COUNCIL AND CITY
MANAGER
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.
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EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
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).
Please remain focused on the narrative describing the city council's role and responsibilities as
described below.
THE ROLES AND RESPONSIBILITIES OF TOP OFFICIALS
(The Loma Prieto Quake, What One City Learned, Chapter Two Richard C. Wilson, City Manager, Santa
Cruz, California)
The Council
You can anticipate the need for two kinds of
council meetings. First will be public meetings
to deal with such business as must be
conducted (for example, the adoption of
ordinances) and to hear from and communicate
with the public. Second will be litigation
sessions, to consider threatened litigation and
to give direction to staff in such matters.
(Where emergency powers are being exercised,
litigation is almost certain arise.)
Additionally, your organization will do well in a
disaster to avail itself of the individual
capabilities of councilmembers. Their
mandatory duties will not be full-time, yet some
councilmembers may want to contribute full-
time efforts in emergency circumstances
Emergency circumstances are at best awkward
for city councils in general, and for council
members individually. This awkwardness is a
direct result of the elevated profile and
importance of the mayor and of the director of
emergency services. And it is an outgrowth of
the speed with which government must act in
an emergency: there is no time to do that
which city council normally do.
However, there are great opportunities for
councilmembers in a disaster. These can range
from helping in given aspects of the emergency
response to working on recovery strategies.
There is also much to become prepared for,
when the regular processes of government
begin again, the demands on the city council
and on individual councilmembers will be
greater than ever before.
The absence of a formally prescribed role for
each councilmember in a disaster may or may
not be an issue for your local government. I
would not recommend the formal
establishment of individual emergency
responsibilities for councilmembers. But I would
strongly recommend that, as part of their
emergency planning, councilmembers and
management develop a mutual understanding
of what their respective contributions will be in
emergency situations.
81Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
MAYOR/ACTING MAYOR
As the Mayor/Acting Mayor, your legal duties are executive in nature. These are identified in the Yakima
Municipal Code. Text begins on page 21.
KEY FUNCTIONS DURING AN EMERGENCY OR DISASTER
➢ Receive a briefing from the Emergency Management Director, or his/her designee.
➢ Maintain situational awareness by asking for briefings or a Situation Report on a regular
basis.
➢ Review City's Emergency Powers Ordinance.
➢ Convene the city council in emergency session to make decisions, as needed.
➢ Assist and support the Emergency Management Director with needed emergency orders,
proclamations, and policies to respond to and manage the event.
Excerpt from Chapter 6.06--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 council. In the event of
exact seniority by two or more members, the
members shall mutually determine who shall act as mayor.
City of Yakima Municipal Code
("YMC") Chapter 6.06
EMERGENCY POWERS OF MAYOR,
CITY COUNCIL AND CITY
MANAGER
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.
91Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
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).
Please remain focused on the narrative describing the mayor's role and responsibilities as
described below.
HE ROLES AND RESPONSIBILITIES OF TOP OFFICIALS
(The Loma Prieto Quake, What One City Learned, Chapter Two Richard C. Wilson, City Manager, Santa
Cruz, California)
The Mayor
It is almost impossible to overstate the
importance of the mayor in a disaster. He or
she is the personification of your community at
this time. The mayor's words, deeds, and
demeanor will define the disaster for the public
and will establish the context for response and
recovery. In brief, the mayor must lead the
way. It is, therefore, essential that mayors have
an understanding of their roles and
responsibilities in the aftermath of a disaster.
First, the mayor is the spokesperson for the
community. The public wants to hear from its
mayor (not from its city or county manager or
from the director of emergency services). The
public needs to know what happened, and what
the local government is doing about it. And
perhaps even more importantly, the public
needs to learn from its mayor that the local
government will persevere, will do everything in
its power for those who are suffering, and will
play a leading role in the community' recovery.
The mayor's words will make the headlines, and
the mayor's sentiments will characterize the
nature and effects of the disaster. If your
mayor says that all is list, there will be a few to
take heart. If your mayor proclaims, no matter
what has befallen your city, that you will rebuild
a stronger and better community than ever
before, then you galvanize the energies needed
to recover. It will not simply be a matter of
what your mayor says, but of his or her
character and convictions.
Second, the mayor is the spokesperson for the
community to the president of the United
States, to the governor, and to your
congressional and statehouse representatives.
In most communities, the mayor (or chief
elected official) is the only person who can
request a state declaration of emergency from
the governor, who may in return request a
presidential declaration. The mayor will no
doubt escort many government officials
through your disaster site(s). He or she will
advise these officials of your community's
needs, and will set in motion efforts to obtain
assistance through the officials. As every
administrator knows, the contacts with these
officials will generate an abundance of staff
work; however, although staff will do the
detailed work, the key contacts themselves
should be made by the mayor, who should
remain the chief contact person. The mayor's
approach will have much to do with local
government's subsequent success in actually
obtaining what will be promised. For much will
be promised in the immediate aftermath of a
disaster, but much less will actually be
forthcoming.
101Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
WHY HAVE AN EOC?
➢ Provide a central source of information
for effective decision making
➢ Meet the need for "Situation
Awareness" by decision makers
➢ Provides face to face contact for
effective decision making.
➢ Public information is most efficiently
and accurately done from a single
source of information
WHAT HAPPENS IF THERE 1S NO EOC?
➢ Lack of "what the other guy is doing"
often results in poor or bad decisions
➢ Inter -agency coordination is much more
difficult
➢ Public information is highly likely to be
inaccurate and lack timeliness
DEMANDS ON OFFICIALS
➢ Extraordinary demands in the first few hours
➢ Far reaching consequences
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111Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
PHASED EOC ACTIVATIONS
Phase I: Routine Operations: During routine (normal) operations, departments who respond to emergencies
normally do not require additional coordination afforded by an EOC activation. The City of Yakima Department
Operations Centers (DOC) structure is utilized for these operations. YFD will alert city staff through the Everbridge
Emergency Notification System. Flooding hazards should have advanced notification.
Flooding—Watch and Warning (National Weather
Service)
Urban Fires—Multiple Sites and Alarms
Transportation—Rail (Toxic Cloud/Flammables)
Transportation—Roadway (Toxic Cloud/
Flammables)
LTJ'y r?r a•: T '
PTI L.r(:.7.01 k c .
-
Transportation—Aircraft Accident Alert III
Public Health—Pandemic Outbreak
Power Outage
Special Event
Department Operations Centers (DOCS)
Establish contact with other DOCs. Provide Points of Contact
telephone numbers.
Be prepared to respond to or report on:
✓ The impacts the city suffered.
✓ Resources responding to the event
✓ What needs are not being met.
✓ Resource needs
As directed by YFD, prepare for Phase II Enhanced Operations.
121Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
Phase II: Enhanced Operations: During enhanced operations the
incident escalates beyond the capabilities of city departments. The
EOC will activate to assist with coordination of incoming assets or
to request state assistance. Specific departments will be requested
to support EOC enhanced operations. EOC activation is normally of
short duration (24 hours or less). Based on the hazard event,
departments listed within the Coordination Group will be notified
of the developing situation asked to report to EOC located at Fire
Station 91 on North Front Street.
COORDINATION GROUP
Communications and Public Affairs
Finance
Purchasing
Legal
Human Resources
EOC COORDINATOR
Notify and brief the Mayor of the event.
Advise him/her of any potential need to
meet for emergency orders including an
evacuation order, suspension of normal
government operations, or a Declaration
of Emergency for the city.
Community Development
Utilities & Engineering
Public Works
Public Safety (police and fire)
YKM Airport
Phase III 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 to coordinate
support for incident commander and may request state or federal resources. Departments will be requested to
support EOC full operations. EOC activation is normally for an extended duration (up to 72 hours). In addition to
staffing at Phase II, the Policy -Advisory group will report to the EOC. The Emergency Management Director will
provide coordination.
POLICY -ADVISORY GROUP
City Manager
Police Chief
Fire Chief
Public Works Director
City Attorney
Phase IV Catastrophic Operations: The EOC will continue to perform Phase III coordination and disaster
management functions during a catastrophic incident. EOC activation is normally for a long duration (over 72
hour).
131Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
YAKIMA EMERGENCY OPERATIONS CENTER (EOC) FULL ACTIVATION
Incident
Yakima
EOC
i
Washington State
EOC
Additional
Resources
Requested
iI
Mutual Aid
Resources
Requested/
Mobilized
Additional
Resources
Requested/
Mobilized
Emergency Operations Center
Fire Station 91 on North Front Street
141Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
Recovery Operations: A Disaster Recovery Group will be established at a Phase III/IV and will continue through
the recovery phase. A separate location will be established at Phase III.
The City's response to disaster impacts follows a "phased approach" that includes three general phases:
short—term, intermediate, and long—term.
RECOVERY GROUP INCLUDES, BUT NOT LIMITED TO:
Economic Development
Community Development
Stabilization
Utilities & Engineering
Public Works
Intermediate
Long Term
DAYS — WEEKS
WEEKS — MONTHS
MONTHS — YEARS
151Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
Blank Intentionally
161Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
EOC GROUPINGS EXECUTIVE, COORDINATION, PLANNING, OPERATION
CITY COUNCIL
Support thr Mayor with
needed emergency orders,
proclamations, etc.
Coordination
Direction and Control
PLANNING
Ref: EOC
Planning Process
for All Hazards
Events
RECOVERY
Ref: Recovery
Guide
L.
Fl
TECH SERVICES
*NGO
MAYOR
(Incident Manager)
EOC COORDINATOR
Notify and brief the Mayor of the event.
Advise him of any potential need to
meet for emergency orders including an
evacuation order, suspension of normal
government operations, or a
Declaration of Emergency for the city.
t
PLANNING /RECOVERY GROUP
Emergency planning and recovery issues are
addressed.
t
OPERATIONS GROUP
Responsible for tactical command and
coordination of incident response assets.
FIRE DEPARTMENT
Mobilize and deploy fire
resources and
coordinate fire
suppression and related
rescue operations.
t
POLICE DEPARTMENT
Mobilize and deploy law
enforcement resources
and coordinate law
assets.
dik
POLICY -ADVISORY GROUP
City Manager
Police Chief
Fire Chief
Public Works Director
City Attorney
COORDINATION GROUP
COMMUNICATIONS AND
PUBLIC AFFAIRS
FINANCE
PURCHASING
LEGAL
PUBLIC INFORMATION
HUMAN RESOURCES
COMMUNITY DEVELOPMENT
UTILITIES & ENGEERING
PUBLIC WORKS
PUBLIC SAFETY
(Police and Fire)
YKM AIRPORT
PUBLIC HEALTH
MEDICAL FACILITIES
f PUBLIC WORKS
Mobilize and deploy
public works resources
and coordinate assets.
CODE ENFORCEMENT
Assess critical
infrastructure damages;
public and private
structure -types and
extent of damages.
*Non -Government Organizations—School District; Central Washington Mental Health
171Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
CITY DEPARTMENTS/DIVISIONS STAFFING
Pol icy -Advisory
Group Directory
Phase I
Routine
EOC Activation
Phase II
Enhanced
Phases
Phase III
Full
Phase IV
Catastrophic
Acting City Manager
Jeff Cutter
City Cell: 728-4307
V
V
V
V
Fire
Bob Stewart - Fire Chief
City Cell: 728-2314
Mark Soptich
City Cell: 307-8623
V
V
V
V
Police
Dominic Rizzi, Jr. - Police Chief
City Cell: 406-1686
Jay Seely—Captain
City Cell: 728-3478
V
V
V
V
Public Works
Scott Schafer - Public Works Director
City Cell: 594-8890
Alvie Maxey -Transit Division Manager
City Cell: 424-0761
V
V
V
Acting City Attorney
Mark Kunkler
Desk: 575-3552
Home: 966-7854
V
V
Coordination
Group Directory
EOC Activation
Phases
Phase I
Routine
Phase II
Enhanced
Phase III
Full
Phase IV
Catastrophic
City Manager's Office
Cally Price
City Cell: 731-0181
V
V
V
Communications and Public Affairs
Randy Beehler, Director
City Cell: 901-1142
V
Finance
Cindy Epperson - Finance and Budget Director
City Cell: 728-4245
V
V
V
Purchasing
Sue Ownby, Purchasing Manager
City Cell: 952-9309
V
V
V
181Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
Legal
Helen Harvey—Sr. Asst. City Attorney
Cynthia Martinez—City Prosecutor
✓
✓
✓
Public Information
Mike Bastinelli--YPD
Jeff Pfaff--YFD
✓
✓
✓
Human Resources
Connie Mendoza – Director
City Cell:
✓
✓
✓
Community Development
Joan Davenport -Director
Cell:
✓
✓
Utilities & Engineering
City Cell:
✓
✓
Public Works
Alvie Maxey -Transit Division Manager
City Cell: 424-0761
Frank Hewey, Safety & Training Officer
City Cell: 731-9060
✓
✓
✓
Public Safety
Fire
Police
✓
✓
✓
YKM Airport
Rob Peterson
City Cell: 833-0898
✓
✓
✓
Public Health
Andre Fresco, Health Administrator
Desk: 249-6666
Cell: (931) 302-7116
Ryan Ibach, Environmental Health Director
Cell: 952-5923
Desk: 249-6521
✓
✓
✓
Medical Facilities
Memorial
✓
✓
✓
Gene Medeiros
Desk: 249-5285
Cell: 853-6909
Planning/Recovery
Group Directory
EOC Activation Phases
Phase I
Routine
Phase II
Enhanced
Phase III
Full
Phase IV
Catastrophic
PLANNING GROUP
Public Works
Fire
Law
✓
✓
✓
191Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
RECOVERY GROUP
Sean Hawkins - Economic Development
Joan Davenport - Community Development
Utilities & Engineering
Scott Schafer - Public Works
✓
✓
✓
Operations
Group Directory
EOC Activation Phases
Phase I
Routine
Phase II
Enhanced
Phase III
Full
Phase IV
Catastrophic
Fire
Firefighting
Emergency Medical Services
Search and Rescue
HazMat
✓
✓
✓
Police
Capt. Gary Jones
Patrol
Traffic
Special Operations
✓
✓
✓
Public Works
Streets and Traffic—Joe Rosenlund
Transit—Alvie Maxey
Water and Irrigation—Dave Brown
Parks and Recreation—Ken Wilkinson
Waste Water
Refuse—Loretta Zammarchi
✓
✓
✓
Code Enforcement
Glenn Denman, Code Administration
Steve Manske-YFD
✓
✓
✓
201Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
Sections:
City of Yakima Municipal Code ("YMC") Chapter 6.06
EMERGENCY POWERS OF MAYOR, CITY COUNCIL AND CITY MANAGER
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.
211Page
EMERGENCY OPERATIONS CENTER
CITY COUNCIL, MAYOR/ACTING MAYOR EOC DESK BOOK
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 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;
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(3) An order requiring the closure of any or all bars, taverns, liquor stores and other
business establishments where alcoholic beverages are sold or otherwise dispensed;
provided, that with respect to those business establishments which are not primarily
devoted to the sale of alcoholic beverages and in which such alcoholic beverages may be
removed or made secure from possible seizure by the public, the portions thereof utilized
for the sale of items other than alcoholic beverages may, in the discretion of the mayor,
be allowed to remain open; and further provided, that such orders shall be subject to the
laws of the state of Washington by and through the Washington State Liquor Control
Board;
(4) An order requiring the discontinuance of the sale, distribution, giving away, or
possession of gasoline or other liquid flammable or combustible products in any container
other than a gasoline tank properly affixed to a motor vehicle or except in connection with
normal operation of motor vehicles, normal home use or legitimate commercial use;
(5) An order requiring the discontinuance of the sale, distribution or giving away of
firearms and/or ammunition for firearms in any or all parts of the city;
(6) An order requiring the closure of any or all business establishments where firearms
and/or ammunition for firearms are sold or otherwise dispensed; provided, that with
respect to those business establishments which are not primarily devoted to the sale of
firearms and/or ammunition and in which such firearms and/or ammunition may be
removed or made secure from possible seizure by the public, the portions thereof utilized
for sale of items other than firearms and ammunition may, in the discretion of the mayor,
be allowed to remain open;
(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;
(9) An order directing the use of all public and private health, medical, and convalescent
facilities and equipment to provide emergency health and medical care for injured
persons;
(10) An order authorizing, in cooperation with utility management and appropriate state
and federal agencies, the shutting off, restoration, and operation of utility 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
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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 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
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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 fine 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).
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PRACTICAL APPROACHES TO MINIMIZING LIABILIT
✓ 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.
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