HomeMy WebLinkAbout01/13/2015 03 2015 City of Yakima Comprehensive Emergency Management PlanBUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 3.
For Meeting of: January 13, 2015
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ITEM TITLE: Resolution adopting the 2015 City of Yakima Comprehensive
Emergency Management Plan as the official emergency
response plan for the City of Yakima
SUBMITTED BY: Perry Tarrant, Emergency Preparedness Director
SUMMARY EXPLANATION:
Washington State requires each political subdivision to establish and maintain a
Comprehensive Emergency Management Plan (CEMP) in order to participate in state and
federal programs. The plan provides a basis for coordinating escalating emergency operations
(floods, weapons of mass destruction, disease, bio -terrorism among others) at higher levels of
state and federal government. The plan must be adopted, maintained, and resubmitted for state
review every three years. The basic plan is attached (without appendices). A copy of the
complete document is kept in Emergency Preparedness. Upon adoption, the plan will be
available on the City of Yakima website.
Resolution: X
Other (Specify):
Contract: Contract Term:
Start Date: End Date:
Amount:
Ordinance:
Item Budgeted:
Funding Source/Fiscal
Impact:
Strategic Priority:
Insurance Required? No
Mail to:
Phone:
APPROVED FOR
SUBMITTAL:
City Manager
RECOMMENDATION:
ATTACHMENTS:
Description
resolution
Emergency Mgmt. Plan
PP
Upload Date
1/5/2015
1/7/2015
1/7/2015
Type
Cover Memo
Cover Memo
Cover Memo
RESOLUTION NO. R-2015
A RESOLUTION adopting the 2015 City of Yakima Comprehensive Emergency Management
Plan as the Official Emergency Response Plan for the City of Yakima.
WHEREAS, the 2015 Yakima Comprehensive Emergency Management Plan (CEMP) meets
state requirements for a Public Safety Emergency Management Program, and is the plan for
response to emergencies in the City of Yakima; and
WHEREAS, the Yakima CEMP provides coordination of emergency operations with the state
and federal governments and acknowledges historical alignment with the Yakima County
Emergency Management Program; and
WHEREAS, the Yakima CEMP includes a flood response plan, the Columbia Generating
Station plan, a hazardous materials plan (both fixed and transportation), a terrorism incident
plan; plans for U.S. Bureau of Reclamation dams, a trans -boundary animal disease of livestock
plan, a public health response plan; an airport plan; a wildland fire plan; and a volcanic incident
plan; and
WHEREAS, keeping the Comprehensive Emergency Management Plan up to date is critical to
public safety and necessary for active participation in both state and federal programs as
required by RCW 38.52 and WAC 118-30-070; and
WHEREAS, it is concluded that the adoption of the City of Yakima Comprehensive Emergency
Management Plan is necessary and in the public interest;
NOW, THEREFORE, BE IT RESOLVED that the 2015 City Yakima Comprehensive
Emergency Management Plan is hereby adopted as the official emergency response plan for
the City of Yakima.
ADOPTED BY THE CITY COUNCIL this 13th day of January 2015
Micah Cawley, Mayor
ATTEST:
CITY CLERK
Building a Disaster Resilient Community
**- -Th
* EM
PUBLIC SAFETY, PUBLIC TRUST
City of Yakima
Comprehensive Emergency
Management Plan
(CEMP)
2015
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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City of Yakima
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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
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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
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Comprehensive Emergency Management Plan
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Table of Contents
EXECUTIVE SUMMARY 9
BASIC PLAN
I. Purpose, Scope, Situations, and Assumptions
A. Purpose
B. Scope
C. Situation Overview
1. Capability Assessment
a. Preparedness Capability
b. Response Capability
c. Restoration and Recovery Capability
2. Mitigation Overview
D. Planning Assumptions
II. Concept of Operations/Coordination
A. General
B. Operational Intent
C. Division of Responsibilities
1. City Government
2. County Government
3. State Government
4. Federal Government
5. Nongovernmental and Volunteer Organizations
6. Private Sector
7. Citizen
D. Emergency Management Goals and Objectives
E. Continuity of Government/Continuity of Operations
15
17
III. Emergency Organization Structure and Assignment of Responsibilities 22
A. Emergency Organizational Construct
1. City Manager
2. EOC Routine Operations Organization
3. EOC Enhanced Operations
4. EOC Full Operation
5. EOC Catastrophic Operations
B. Assignment of Responsibilities
C. Disaster Information Collection
IV. Direction, Control and Coordination
A. General
B. Joint Information System
C. Plan Integration
1. Vertical Integration
30
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Comprehensive Emergency Management Plan
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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
31
32
33
VIII. Response and Support Tasks 33
TABLES
Table 1:
Table 2:
Table 3:
Table 4:
APPENDICES
Appendix 1:
Appendix 2:
Appendix 3:
Appendix 4:
Appendix 5:
Appendix 6:
Appendix 7:
Appendix 8:
Appendix 9:
ANNEXES
Annex A:
Annex B:
Annex C:
Annex D:
Annex E:
Department Emergency Responsibility Matrix
Response Phase Department Emergency Responsibility Matrix
Restoration & Recovery Phase Department Emergency Responsibility Matrix
Critical or Essential Information Collecting Matrix
Authorities and Guides
Glossary/Acronyms
Training, Drills and Exercises
Local Proclamation or Declaration of Emergency
Proclamation of a Civil Emergency
Pre -Incident and Incident Support Tasks
Intrastate Mutual Aid
Threats and Hazards
Specific Responsibilities—State and Federal
Public Protective Measures
Relocation/Evacuation
Emergency Operations Center Framework
Hazardous Materials Response
Damage Assessment
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Comprehensive Emergency Management Plan
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Annex F: High Risk Populations—Specific Needs
Annex G: Mass Care
Annex H: Recovery
Annex I: Public Information Dissemination
Record of Changes
The City's Emergency Preparedness Director ensures that necessary changes and revisions to the plan
are prepared, coordinated, published and distributed.
The Emergency Preparedness Director will review and exercise elements of the CEMP annually and
submit an updated plan to Washington State Emergency Management Division (EMD) every five years.
The plan will undergo revision whenever:
- It fails during emergency.
- Exercises, drills reveal deficiencies or "shortfall (s)".
- Local government structure changes.
- Community situations change.
- RCW 38.52; WAC 118-30-060; and Federal requirements e.g., the National Response
Framework, change.
The Emergency Preparedness Director will maintain a list of individuals and organizations which have
controlled copies of the plan. Only those with controlled copies will automatically be provided updates
and revisions. Plan holders are expected to post and record these changes. Revised copies will be dated
and marked to show where changes have been made.
Nature of Change
Date of Change
Page(s) Affected
Changes Made By
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EXECUTIVE SUMMARY
PURPOSE AND DEVELOPMENT
The Comprehensive Emergency Management Plan (hereafter referred to as the CEMP) is intended
to enhance the City's ability to deter, prevent, respond to, and recover from acts of terrorism and
natural and human -caused disasters through development of a single, common preparedness
vision and strategy. This planning effort is designed to assist senior leadership in directing
programmatic efforts, accomplishing results, ensuring accountability, and properly allocating
limited resources over the next three years. The CEMP reflects the expertise of stakeholders from
levels of government, public and private agencies, and non-profit organizations. Furthermore, the
CEMP is designed to serve as a long-term guide that is able to direct both short- and long-term
efforts of the City and non-governmental agencies to accomplish a single emergency management
vision and mission.
The CEMP was developed in collaboration with the City's emergency management stakeholders.
Stakeholders helped identify the desired end state of the City's emergency management
capabilities using the Department of Homeland Security Target Capabilities List (now Core
Capabilities). In addition, they developed a three-year vision and mission for the City's emergency
management program. Using the Stakeholder inputs the City developed seven strategic goals that
enhances its ability to prepare for, respond to, recover from, mitigate, prevent, and protect against
hazards. The strategic goals are very ambitious and will require significant dedication, resources,
and leadership to initiate projects, implement changes, monitor progress, and ultimately achieve
the desired outcomes.
VISION, MISSION AND GUIDING PRINCIPLES
A key part of this CEMP is the vision, mission, and guiding principles. Together, the vision, mission,
and guiding principles help the City and its stakeholders identify and prioritize strategic goals.
Vision
A City prepared with coordinated capabilities to prevent, protect against, respond to, and recover
from hazards.
Mission
City government agencies, stakeholder groups, volunteer organizations, and the community work
efficiently and in a coordinated manner to protect life, property, the environment, and the
economy from any emergency.
Guiding Principles
Guiding principles provide broad but consistent parameters applicable to strategic planning efforts.
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Comprehensive Emergency Management Plan
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The City's Comprehensive Emergency Management Plan endeavors to be:
1. Comprehensive. Consider and take into account hazards, phases, stakeholders and impacts
relevant to disasters.
2. Progressive. Anticipate future disasters and take preventive measures to build disaster -resistant
and disaster -resilient communities.
3. Risk -driven. Use sound risk management principles in assigning priorities and resources.
4. Integrated. Ensure unity of effort among levels of government and elements of the community
(whole community).
5. Collaborative. Create and sustain broad and sincere relationships to encourage trust, advocate a
team atmosphere, build consensus, and facilitate communication.
6. Coordinated. Synchronize the activities of relevant stakeholders to achieve a common purpose.
7. Flexible. Use creative and innovative approaches in solving disaster challenges.
8. Professional. Use a knowledge-based approach based on training, ethical practice, public
stewardship, and continuous improvement.
ASSUMPTIONS
Some key assumptions were utilized in the development of this CEMP, including:
1. The success of this 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.
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Comprehensive Emergency Management Plan
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COMMUNICATION
Various communication techniques will be used to disseminate the CEMP to help build awareness
of, and support for, the CEMP. Since the CEMP will form the basis for emergency management
program improvements successful implementation depends on effective communication.
Communication of the CEMP will be accomplished through the following:
• Internally, the CEMP will be communicated to City organizational levels.
• Externally, the CEMP will be made widely available. Specifically, the CEMP will be communicated to
the community partners and the public.
IMPLEMENTATION AND MONITORING
The implementation and monitoring of the CEMP will take place by the City and stakeholders.
UPDATE AND MAINTENANCE
The CEMP is a living document and will undergo an annual review process by the City and
stakeholders. As part of the annual review process, internal and external stakeholders will provide
input. These reviews will be documented to provide for either a plan amendment or an updated
plan. At a minimum, this plan should be updated annually to keep pace with the changing city
environment. An annual planning horizon will be maintained.
STRATEGIC GOALS
Strategic Goal 1: Develop, maintain and sustain a comprehensive, risk based emergency
management program.
Strategic Goal 2: Develop and maintain comprehensive emergency management plans and
documents.
Strategic Goal 3: Enhance the City's emergency management and training and exercise
program.
Strategic Goal 4: Develop strategic planning documents and authorizing legislation to guide the
management of major programs and provide for legal authorities.
Strategic Goal 5: Enhance the City's emergency management facilities, equipment and supplies
Strategic Goal 6: Strengthen joint information center (JIC) and emergency public information
and warning capabilities.
Strategic Goal 7: Identify and formalize a resource logistics and distribution strategy
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Whole Community Principles
1. Saving and sustaining lives is our number one priority, no matter the scale and magnitude of the
crisis. We must stabilize the event within the first 72 hours. Our focus must shift from incidents
to individuals and from processes to products.
2. A disaster event requires that we are prepared to respond in non-traditional ways, well beyond
current local planning.
3. Time is our biggest enemy, and our approach must focus on preparing and fully empowering
impacted communities, survivors, and all of society -NGOs, social & fraternal organizations.
4. Our citizens are force multipliers. Individuals and communities are the most critical response
and recovery assets present during the initial hours and days following an event. We need
greater inclusion paths designed into our participatory planning & preparedness activities.
Numerous factors contribute to the resilience of communities and effective emergency management
outcomes.
1. Understand and meet the actual needs of the whole community. Community engagement can
lead to a deeper understanding of the unique and diverse needs of a population, including its
demographics, values, norms, community structures, networks, and relationships. The more we
know about our communities, the better we can understand their real-life safety and sustaining
needs and their motivations to participate in emergency management -related activities prior to
an event.
2. Engage and empower all parts of the community. Engaging the whole community and
empowering local action will better position stakeholders to plan for and meet the actual needs
of a community and strengthen the local capacity to deal with the consequences of all threats
and hazards. This requires members of the community to be part of the emergency
management team, which should include diverse community members, social and community
service groups and institutions, faith -based and disability groups, academia, professional
associations, and the private and nonprofit sectors, while including government agencies who
may not traditionally have been directly involved in emergency management. When the
community is engaged in an authentic dialogue, it becomes empowered to identify its needs
and the existing resources that may be used to address them.
3. Strengthen what works well in communities on a daily basis. A Whole Community approach to
building community resilience requires finding ways to support and strengthen the institutions,
assets, and networks that already work well in communities and are working to address issues
that are important to community members on a daily basis. Existing structures and relationships
that are present in the daily lives of individuals, families, businesses, and organizations before an
incident occurs can be leveraged and empowered to act effectively during and after a disaster
strikes.
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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
lmunI
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CITY UF YAKIMA
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
BASIC PLAN
I. Purpose, Scope, Situations, and Assumptions
A. Purpose
The intent of this document is to provide a framework during
an emergency or major disaster to coordinate response
efforts, prioritize restoration of government services and
speed economic and physical recovery. Additionally, it outlines
broad prevention, preparedness and mitigation approaches
within specific appendices. Taken as a whole, these activities
intend to minimize the impact to people, the environment, the
economy and property throughout the City of Yakima.
Appendices supplement the basic plan to organize specific
topics for ease of use. Annexes to this basic plan can stand
alone, however, are guided by the focus of the basic plan.
B. Scope
The City of Yakima Comprehensive Emergency Management Plan (the "CEMP") applies
to threats and hazards of concern that may impact the city and its neighboring
jurisdictions. The plan applies to city departments as well as any other organization that
may respond in support of city operations. The plan provides a framework to coordinate
city-wide activities associated with hazards (Natural and Technological/Human-Caused)
emergencies and major disasters. The plan shares general emergency management
planning concepts with neighboring jurisdictions and complements the Yakima County
and State plan.
C. Situation Overview
The planning environment considers the threats and hazards of concern likely to occur
in the City of Yakima as described in the City of Yakima Threat/Hazard Identification Risk
Assessment and Capabilities (THIRA-C). Threats and hazards are listed in Appendix 8.
1. Capability Assessment
a) Preparedness Capability
The City of Yakima has adequate resources to provide information to
citizens and businesses through a public education program.
Additionally, regular meetings of department emergency management
liaisons focus on disaster preparedness and continuity of government
activities. Training and exercises are conducted regularly to test the
planning and preparedness capability. The City of Yakima utilizes the
assessment tool, An Assessment of Community Readiness Based Upon
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the Expectations of the Public, to determine the effectiveness of
programs based upon public expectations of government during a
disaster.
b) Response Capability
The City of Yakima has adequate resources in traditional response
disciplines (fire, police, public works, and animal control) to handle most
emergencies. Additionally, the traditional response disciplines may be
supplemented by other departments and registered emergency workers
(volunteers) as the situation dictates. The City of Yakima utilizes the
assessment tool, An Assessment of Operational Readiness Based on
Response Mission Components, to determine the effectiveness of
response.
c) Restoration and Recovery Capability
The City of Yakima has adequate resources to restore government
services and recover the economic base during routine emergencies and
limited scope major disasters. A large scale or catastrophic emergency
or major disaster will normally require external and federal assistance.
Most emergencies and major disasters will qualify for recovery
assistance from the Stafford Act. Restoration or recovery from an
emergency or major disaster will be coordinated using available
resources including mutual aid. The Plan does not imply any specific
restoration priority or recovery from an emergency or major disaster
incident.
2. Mitigation Overview
The City of Yakima has a hazard mitigation plan (HMP) that addresses strategies
to improve collective hazard resilience. The HMP addresses selected hazards
identified in the City of Yakima Threat/Hazard Identification Risk Assessment
and Capabilities (THIRA-C). The City's HMP is included in the 5 -year FEMA -
required mitigation plan for grant eligibility.
D. Planning Assumptions
1. Disaster planning cannot predict potential emergencies or major disasters
nor can it predict potential vulnerabilities or impact.
2. Priority of response should be to protect life, public property, the environment
and the economy.
3. Delivery of routine city services to citizens may likely be impacted by an
emergency or major disaster and may be reduced or cease for an undetermined
period of time. Continuation and restoration of services may be prioritized by
the impact to citizens and resources available.
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4. Some emergencies or major disasters may provide enough warning for
appropriate notifications to be issued allowing for some level of preparation
including possible evacuation or relocation, as appropriate. Other emergencies
or major disasters may occur with no advance warning.
5. In the event of a major widespread disaster, outside assistance from local,
county, state or federal agencies may be limited or non-existent for an extended
period of time.
6. City residents and businesses may need to utilize their own resources and be
self-sufficient following an emergency or major disaster for at least three days.
II. Concept of Operations/Coordination
A. General
1. The City Manager has the authority to activate this plan and the authority
is further delegated to the City's Emergency Preparedness Director.
2. The Emergency Operations Center (EOC) is normally activated by the Emergency
Preparedness Director. However, any response official may request or activate
the EOC in support of this plan.
3. Once it is determined the emergency or major disaster has the potential to
impact life, property, or the public peace and will overwhelm City and mutual
aid resources, the Mayor may proclaim a "Declaration of Local Emergency'. The
Mayor may direct the Emergency Preparedness Director to disseminate the
declaration and other emergency or major disaster related information to the
County, State and public as required.
4. Legal issues as a result of preparedness, response and restoration/recovery
actions are conducted by the City of Yakima Legal Department.
a) Yakima city employee liability is addressed by Yakima Municipal Code.
b) Registered emergency workers (volunteers) liability is covered by the
Revised Code of Washington (RCW) 38.52.180 (3).
c) Evacuation or relocation shelters owned or operated by the City of
Yakima have certain liability immunity in accordance with the Revised
Code of Washington (RCW) 38.52.180 (1).
5. The Emergency Preparedness Director coordination efforts include:
a) Conducting monthly department emergency management liaison
meetings, training and exercises.
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b) Providing department employee and family preparedness training.
c) Providing department emergency management focused information,
training and exercises.
6. City of Yakima departments are responsible for continuity of operations
planning efforts to support this plan. Guidance is provided by the City of Yakima
Comprehensive Emergency Management Plan on specific areas to be covered in
each department plan.
7. The City Emergency Operations Center is located at the Yakima Police
Department Richard Zias Law and Justice Center 200 South Third Street. If the
EOC is damaged beyond use, the City EOC may co -locate with city facilities.
B. Operational Intent
1. The City of Yakima government shall direct and control emergency and major
disaster coordination, city resources and mutual aid resources within its
boundaries.
2. The City Manager shall coordinate the City's capabilities, resources and assets to
prevent, prepare for, restore and recover from an emergency or major disaster.
3. The City shall maintain the Emergency Preparedness Director as the
primary contact for emergency management issues and EOC activations.
4. City Departments' organizational structures shall be maintained during
emergency and major disaster coordination unless it is impractical to do so.
5. This plan formalizes the incident management organization and structure at
incident sites. This complies with WAC 38.52.070 requiring the use of ICS and
the National Incident Management System (NIMS) which requires the
integration of incident management into the emergency response structure.
C. Division of Responsibilities
1. City Government
a) Most emergencies and major disasters are handled by the responding
departments utilizing traditional mutual aid agreements and do not
require activation of the Emergency Operations Center. Mutual aid
agreements are negotiated and maintained by the individual City
departments.
b) When activated, the City of Yakima Emergency Operations Center will
coordinate emergency and major disaster activities.
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c) Other local jurisdictions, non-governmental organizations and private
sector representatives may be requested to provide support to City of
Yakima emergency or major disaster activities under existing mutual aid
agreements or ad hoc agreements as required.
2. County Government
Coordination with the City of Yakima for emergency or major disaster
information or assistance will be with the City of Yakima's Emergency
Preparedness Director or Emergency Operations Center (when activated).
3. State Government
a) Requests for State assistance may be submitted directly to the
Washington Military Department, Emergency Management Division by
the City of Yakima's Emergency Preparedness Director or Emergency
Operations Center, as appropriate based on activation level of the
Emergency Operations Center. Some typical state assets that may be
requested are: State Patrol, National Guard, Department of
Transportation, Department of Agriculture, Department of Ecology and
Department of Health.
b) Coordination with the City of Yakima for emergency or major disaster
information or assistance will be with the City's Emergency
Preparedness Director or Emergency Operations Center (when
activated).
4. Federal Government
Requests for Federal assistance will be processed in accordance with the
National Response Framework. Normally, the request will be processed through
Yakima Valley Office of Emergency Management to the State Military
Department Emergency Management Division and subsequently to the Federal
Emergency Management Agency. Some typical federal assets that may be
requested are: Federal Emergency Management Agency, US Coast Guard, US
Department of Homeland Security, Federal Bureau of Investigation (USDOJ) and
US Department of Defense.
5. Nongovernmental and Volunteer Organizations
a) For emergencies and major disasters confined within the city limits of
Yakima, a liaison may be requested to report to the Emergency
Operations Center. Typical organizations are: School District, American
Red Cross, Salvation Army, faith -based organizations.
b) For emergencies and major disasters impacting more than the city limits
of Yakima and when the Yakima County Operational Area Emergency
Operations Center is activated, liaisons will normally be assigned at the
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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
Safety and Prevent Loss
of Life
This primary objective includes undertaking efforts to save human life;
rescue endangered people; treat the injured; warn the public to avoid
further casualties; evacuate people from impacted area; direct people
to shelter and mass care; ensure provision of necessary medications
and vaccinations; monitor and regulate sources of food and water;
and, save animals.
(2)
Preserve Property and
the Environment
_
This secondary objective includes measures to save property from
destruction; prevent further loss; provide security for property,
especially in evacuated areas; and, prevent contamination to the
environment.
(3)
Assure Continuity of
Government and
Government Operations
This objective provides for lines of succession for elected and
appointed officials; and, assures that critical functions of government
can be reconstituted and conducted with minimal interruption.
(4)
Restore the Community
to Normal
This objective aims to restore essential infrastructure, including
utilities; as well as the economic basis of the community.
(5)
Mitigate/Prevent the
Causes of Damage
This objective aims to prevent damage from a similar emergency that
may occur in the future.
(6)
Prepare the City in
Advance of an Emergency
This objective includes developing action plans on how to respond to
and recover from emergencies, training staff on how to perform the
duties and responsibilities, exercising the plans and modifying the
plans based on the experiences.
E. Continuity of Government/Continuity of Coordination
Continuity of government and continuity of operations are prime operational concepts
for the City of Yakima following an emergency or major disaster. Continuity actions and
activities follow closely the response efforts to save lives. An evaluation of continuity of
government will be accomplished as soon as possible followed by an assessment of city
operations. Some city services may be a higher priority than other city services based on
the severity of the emergency or major disaster.
1. Continuity of Government: Continuity of Government, or COG, means a
coordinated effort within the City Government's elected officials to ensure that
City essential functions continue to be performed during a wide range of
emergencies, including localized acts of nature, accidents, and technological
emergencies and major disasters.
2. Continuity of Operations: Continuity of Operations, or COOP, means an effort
within individual City departments and agencies to ensure that primary essential
functions continue to be performed during a wide range of emergencies,
including localized acts of nature, accidents, and technological emergencies and
major disasters.
2015 CEMP Page 21
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
uisaster 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).
Recovery Begins
wnen CIA. Is
activated
4. EOC Full Operation: During full operations the incident has escalated, or soon
will escalate, beyond the capabilities of city departments and mutual aid is
exhausted or not available. The EOC is activated normally to coordinate support
for incident commanders' (logistics, planning, administration and finance) and
may request county, state or federal resources. Most departments will be
requested to support EOC full operations. EOC activation is normally for an
extended duration (up to 72 hours).
5. EOC Catastrophic Operations: During catastrophic operations the incident is a
major disaster with limited transportation and infrastructure with widespread
damage and has escalated beyond the capabilities of city departments and
mutual aid is exhausted or not available. The EOC is activated normally to
coordinate support for incident commanders' (logistics, planning, administration
and finance) and coordinate requests for county, state or federal resources as
well as managing restoration and recovery activities. Most departments will be
requested to support EOC catastrophic operations. EOC activation is normally
2015 CEMP Page 22
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
for a long duration (over 72 hours).
B. Assignment of Responsibilities
The following department emergency responsibility tables outline responsibilities of
various departments during an emergency or major disaster. Each matrix is not intended
to include possible responsibilities during an emergency or major disaster but is
illustrative of some of the major responsibilities that may be assigned. The city uses the
Lead Agency designation rather than the Primary designation.
Table 1
Department Emergency Responsibility Matrix
KEY: L = Lead Agency (may be more than one lead agency indicating shared responsibility and coordination); 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
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
Information
Technology
Services
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
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
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
Division
Purchasing
Division
S
S
S
S
S
S
S
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
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
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
Planning
Division
L
L
L
L
Purchasing
Division
S
S
S
S
S
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
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
Policy objectives
and overall
guidance
Operational
Roles and responsibilities, tasks.
integration, and action
Tactical
Personnel, equipment, and resource management
B. Joint Information System (JIS)/Joint Information Center (JIC)
Managing public information during an emergency or major disaster requires a
coordinated and consistent message from city officials. Public information officers
should participate in a Joint Information System for the purpose of ensuring the public
has clear and concise information and directions during phases of emergency response,
restoration of service and recovery activities.
2015 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 for review and approval.
E. Plan Distribution
The plan distribution is outlined in the distribution table at the front of this plan.
F. Plan Availability
When final, this plan will be made available on the City of Yakima Internet site for access
by the public and other emergency management partners.
VII. Authorities and Guides
Details are provided in Appendix 1: Authorities and Guides
VIII. Response Agencies and Support Tasks
Appendix 6 provides unique response and support tasks for city departments during an
emergency or major disaster. Other tasks may be required as dictated by the emergency or
major disaster priorities.
TABLES
Table 1:
Table 2:
Table 3:
Table 4:
APPENDICES
Appendix 1:
Appendix 2:
Appendix 3:
Appendix 4:
Appendix 5:
Appendix 6:
Appendix 7:
Appendix 8:
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
Threats and Hazards
2015 CEMP Page 33
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Appendix 9: Specific Responsibilities—State and Federal
ANNEXES
Annex A: Public Protective Measures
Annex B: Relocation/Evacuation
(Corresponds with WA State/Yakima County CEMP ESF 16)
Annex C: Emergency Operations Center Framework
(Corresponds with WA State/Yakima County CEMP ESF 5)
Annex D: Hazardous Materials Response
(Corresponds with WA State/Yakima County CEMP ESF 10)
Annex E: Damage Assessment
(Corresponds with WA State/Yakima County CEMP ESF 14)
Annex F: High Risk Populations—Specific Needs
(Corresponds with WA State/Yakima County CEMP ESF 16)
Annex G: Mass Care
(Corresponds with WA State/Yakima County CEMP ESF 16)
Annex H: Recovery
(Corresponds with WA State/Yakima County CEMP ESF 14)
Annex I: Public Information Dissemination
(Corresponds with WA State/Yakima County CEMP ESF 15)
2015 CEMP Page 34
EMERGENCY PREPAREDNESS
Yakima City Council
Study Session
January 13, 2015
Building a Disaster Resilient community
City of Yakima
Comprehensive Emergency
Management Plan
(CEMP)
2015
City of Yakima Significant Hazards
Drought Volcanic Eruption
Earthquakes Wildfires
Extreme Temperatures
Flooding
Severe Wind Storms
Severe Winter Storms
Tornadoes
Direct Request for Support
VI n rr]rnn [411
Resilient Washington State
I ramoc ork for \Iii ituiiurg Loss
and IfTlpro% it1L Slafr►► t►Ic IZecovcry
alter an I.ar►Iuluai►c
Disaster Cycle
City of Yakima
Comprehensive Emergency
Management Plan
(CEMP)
u'',c5?Ikr 0'l
'111;itary IGe;-'aTtn-leriE
Emergency Management Division
NATIONAL INCIDENT
MANAGEMENT SYSTEM
Training Program
September 2011
Homeland
Security
ICS -402
Incident Command System
(ICS) Overview for Executives/
Senior Officials
ICS -402 — February 2009
ICS Overview for ExecutiveslSenior Officials
Leadership Guide
City of Yakima
Elected and Appointed
Officials
Disaster Response and Recovery
and
Emergency Operations Center
Guidebook
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—Pcnalty.
6.06.010 Proclamation of civil emergency—Emergency defined.
Whenever a civiI emergency, or the imminent threat thereof, occurs in the city and results in or
threatens to mull in the death or injury of persons ar 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 ar unavailability of the mayor, such a civil emergency' may be
declared by the person indicated in YMC 6.06.02U on the lite of succession, For Mc 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
( I ) For the purpose of this chapter, the term "unlawful assembly" means any threat.
actual or implied. to use force ar violence when accompanied by immediate power
10 execute such force or violence by three or more persons arcing together without
authority of law and where the threat to use the same would endanger or tend to
endanger the safety of property or persons.
B. A natural or hurnan.caused disaster, including fire, flood, storm, explosiort, earthquake.
volcanic disturbance or eruption. or other natural cause. (Ord. 2009-47 § 1 (part), 2009:
Ord. 2004-75 § I (part), 2004).
6.06.020 Line of aucceeaion.
A. Line of Succession of Elected Officials for Appointment as Acting Mayor. The linc of
succession for elected officials to serve as the acting mayor is as follows:
(1) Mayor.
(2) Mayor pro tem.
(3) Council members by seniority unless a member is unavailable or declines to
serve. "Senior" or "seniority" shall mean the number of years served on the city
YMC Chapter 6.06 - Emergency Powers
of Mayor, City Council and City Manager
Page 1 of 5
Municipal Authority & Succession
City of Yakima
Hazard Mitigation Plan
Hazard -Specific Action Items
2015-2020
City of Yakima
Threat/Hazard Identification Risk
Assessment and Capabilities
(THIRA-C)
2014
City of Yakima
Comprehensive Emergency
Management Plan
(CEMP)
Recommendation:
Emergency Preparedness recommends Mayor and Council adopt the
CEMP as outlined in the Resolution.