HomeMy WebLinkAboutR-2015-007 2015 City of Yakima Comprehensive Emergency Management Plan AdoptionA RESOLUTION
RESOLUTION NO. R-2015-007
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; arid
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 Ca(iley, Mayor
ATTEST:
BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDA STATEMENT
Item No. 3.
For Meeting of: January 13, 2015
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 Ordinance:
Other (Specify):
Contract: Contract Term:
Start Date: End Date:
Item Budgeted: Amount:
Funding Source/Fiscal
Impact:
Strategic Priority:
Insurance Required? No
Mail to:
Phone:
APPROVED FOR
SUBMITTAL:
City Manager
RECOMMENDATION:
ATTACHMENTS:
Description Upload Date
0 resolution 1/5/2015
0 Emergency Mgmt. Plan 1/7/2015
0 PP 1/7/2015
1
Type
Cover Memo
Cover Memo
Cover Memo
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
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
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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
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Table of Contents
EXECUTIVE SUMMARY 9
BASIC PLAN
I. Purpose, Scope, Situations, and Assumptions
A. Purpose
B. Scope
C. Situation Overview
1. Capability Assessment
a. Preparedness Capability
b. Response Capability
c. Restoration and Recovery Capability
2. Mitigation Overview
D. Planning Assumptions
II. Concept of Operations/Coordination
A. General
B. Operational Intent
C. Division of Responsibilities
1. City Government
2. County Government
3. State Government
4. Federal Government
5. Nongovernmental and Volunteer Organizations
6. Private Sector
7. Citizen
D. Emergency Management Goals and Objectives
E. Continuity of Government/Continuity of Operations
15
17
III. Emergency Organization Structure and Assignment of Responsibilities 22
A. Emergency Organizational Construct
1. City Manager
2. EOC Routine Operations Organization
3. EOC Enhanced Operations
4. EOC Full Operation
5. EOC Catastrophic Operations
B. Assignment of Responsibilities
C. Disaster Information Collection
IV. Direction, Control and Coordination
A. General
B. Joint Information System
C. Plan Integration
1. Vertical Integration
30
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
2. Horizontal Coordination
V. Administration, Finance, and Logistics
A. Administration
B. Financial Management
C. Logistics
VI. Plan Development and Maintenance
A. Planning Process
B. Responsibility for Planning and Coordination
C. Plan Maintenance
D. Plan Approval
E. Plan Distribution
F. Plan Availability
VII. Authorities and Guides
A. Federal
B. State
C. 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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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
The City's Comprehensive Emergency Management Plan endeavors to be:
1. Comprehensive. Consider and take into account hazards, phases, stakeholders and impacts
relevant to disasters.
2. Progressive. Anticipate future disasters and take preventive measures to build disaster -resistant
and disaster -resilient communities.
3. Risk -driven. Use sound risk management principles in assigning priorities and resources.
4. Integrated. Ensure unity of effort among levels of government and elements of the community
(whole community).
5. Collaborative. Create and sustain broad and sincere relationships to encourage trust, advocate a
team atmosphere, build consensus, and facilitate communication.
6. Coordinated. Synchronize the activities of relevant stakeholders to achieve a common purpose.
7. Flexible. Use creative and innovative approaches in solving disaster challenges.
8. Professional. Use a knowledge-based approach based on training, ethical practice, public
stewardship, and continuous improvement.
ASSUMPTIONS
Some key assumptions were utilized in the development of this CEMP, including:
1. The success of this 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
Building a Disaster Resilient Community
COMMUNICATION
Various communication techniques will be used to disseminate the CEMP to help build awareness
of, and support for, the CEMP. Since the CEMP will form the basis for emergency management
program improvements successful implementation depends on effective communication.
Communication of the CEMP will be accomplished through the following:
• Internally, the CEMP will be communicated to City organizational levels.
• Externally, the CEMP will be made widely available. Specifically, the CEMP will be communicated to
the community partners and the public.
IMPLEMENTATION AND MONITORING
The implementation and monitoring of the CEMP will take place by the City and stakeholders.
UPDATE AND MAINTENANCE
The CEMP is a living document and will undergo an annual review process by the City and
stakeholders. As part of the annual review process, internal and external stakeholders will provide
input. These reviews will be documented to provide for either a plan amendment or an updated
plan. At a minimum, this plan should be updated annually to keep pace with the changing city
environment. An annual planning horizon will be maintained.
STRATEGIC GOALS
Strategic Goal 1: Develop, maintain and sustain a comprehensive, risk based emergency
management program.
Strategic Goal 2: Develop and maintain comprehensive emergency management plans and
documents.
Strategic Goal 3: Enhance the City's emergency management and training and exercise
program.
Strategic Goal 4: Develop strategic planning documents and authorizing legislation to guide the
management of major programs and provide for legal authorities.
Strategic Goal 5: Enhance the City's emergency management facilities, equipment and supplies
Strategic Goal 6: Strengthen joint information center (JIC) and emergency public information
and warning capabilities.
Strategic Goal 7: Identify and formalize a resource logistics and distribution strategy
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Whole Community Principles
1. Saving and sustaining lives is our number one priority, no matter the scale and magnitude of the
crisis. We must stabilize the event within the first 72 hours. Our focus must shift from incidents
to individuals and from processes to products.
2. A disaster event requires that we are prepared to respond in non-traditional ways, well beyond
current local planning.
3. Time is our biggest enemy, and our approach must focus on preparing and fully empowering
impacted communities, survivors, and all of society -NGOs, social & fraternal organizations.
4. Our citizens are force multipliers. Individuals and communities are the most critical response
and recovery assets present during the initial hours and days following an event. We need
greater inclusion paths designed into our participatory planning & preparedness activities.
Numerous factors contribute to the resilience of communities and effective emergency management
outcomes.
1. Understand and meet the actual needs of the whole community. Community engagement can
lead to a deeper understanding of the unique and diverse needs of a population, including its
demographics, values, norms, community structures, networks, and relationships. The more we
know about our communities, the better we can understand their real-life safety and sustaining
needs and their motivations to participate in emergency management -related activities prior to
an event.
2. Engage and empower all parts of the community. Engaging the whole community and
empowering local action will better position stakeholders to plan for and meet the actual needs
of a community and strengthen the local capacity to deal with the consequences of all threats
and hazards. This requires members of the community to be part of the emergency
management team, which should include diverse community members, social and community
service groups and institutions, faith -based and disability groups, academia, professional
associations, and the private and nonprofit sectors, while including government agencies who
may not traditionally have been directly involved in emergency management. When the
community is engaged in an authentic dialogue, it becomes empowered to identify its needs
and the existing resources that may be used to address them.
3. Strengthen what works well in communities on a daily basis. A Whole Community approach to
building community resilience requires finding ways to support and strengthen the institutions,
assets, and networks that already work well in communities and are working to address issues
that are important to community members on a daily basis. Existing structures and relationships
that are present in the daily lives of individuals, families, businesses, and organizations before an
incident occurs can be leveraged and empowered to act effectively during and after a disaster
strikes.
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Comprehensive Emergency Management Plan
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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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Building a Disaster Resilient Community
the Expectations of the Public, to determine the effectiveness of
programs based upon public expectations of government during a
disaster.
b) Response Capability
The City of Yakima has adequate resources in traditional response
disciplines (fire, police, public works, and animal control) to handle most
emergencies. Additionally, the traditional response disciplines may be
supplemented by other departments and registered emergency workers
(volunteers) as the situation dictates. The City of Yakima utilizes the
assessment tool, An Assessment of Operational Readiness Based on
Response Mission Components, to determine the effectiveness of
response.
c) Restoration and Recovery Capability
The City of Yakima has adequate resources to restore government
services and recover the economic base during routine emergencies and
limited scope major disasters. A large scale or catastrophic emergency
or major disaster will normally require external and federal assistance.
Most emergencies and major disasters will qualify for recovery
assistance from the Stafford Act. Restoration or recovery from an
emergency or major disaster will be coordinated using available
resources including mutual aid. The Plan does not imply any specific
restoration priority or recovery from an emergency or major disaster
incident.
2. Mitigation Overview
The City of Yakima has a hazard mitigation plan (HMP) that addresses strategies
to improve collective hazard resilience. The HMP addresses selected hazards
identified in the City of Yakima Threat/Hazard Identification Risk Assessment
and Capabilities (THIRA-C). The City's HMP is included in the 5 -year FEMA -
required mitigation plan for grant eligibility.
D. Planning Assumptions
1. Disaster planning cannot predict potential emergencies or major disasters
nor can it predict potential vulnerabilities or impact.
2. Priority of response should be to protect life, public property, the environment
and the economy.
3. Delivery of routine city services to citizens may likely be impacted by an
emergency or major disaster and may be reduced or cease for an undetermined
period of time. Continuation and restoration of services may be prioritized by
the impact to citizens and resources available.
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Comprehensive Emergency Management Plan
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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.
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Comprehensive Emergency Management Plan
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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.
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
Comprehensive Emergency
Management Plan (CEMP)
2015
Catastrophic Incident Framework
Addendum to the CEMP
Yakima
Latal
NI -Am a Citj
�F11 3\.J iJ4'L_I11Y1 1:
Building a Disaster Resilient Community
--The Cornerstone of the City's Program --
2015
1994
Catastrophic Incident Framework Page 1
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
\uiir
calf of c5
Yakima
Catastrophic Incident Framework Page 2
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
Preface
Catastrophe: "Even two decades ago some researchers were saying that there were "disasters" and that
there were "disasters that were beyond typical disasters." The latter came to be called "catastrophes."....
The distinction we draw between catastrophes and disasters is not just an academic exercise... What is
crucial is that catastrophes require some different kinds of planning and managing than do even major
disasters. This is true whether the focus is on the planning for mitigation, preparedness, response or
recovery.... The differences that appear between disasters and catastrophes can be especially seen at the
organizational, community and societal levels. For our purposes here, let us illustrate at least six general
ways in which disasters and catastrophes differ. In a catastrophe compared to a disaster:
(Source: FEMA, B. Wayne Blanchard, Ph.D. CEM, October 22, 2008)
1. Most or all of the community built structure is heavily impacted.... In addition, in catastrophes, the
facilities and operational bases of most emergency organizations are themselves usually hit.
2. Local officials are unable to undertake their usual work role, and this often extends into the recovery
period. Related to the observation just made, local personnel specializing in catastrophic situations are
often unable for some time, both right after impact and into the recovery period, to carry out their formal
and organizational work roles. This is because some local workers either are dead or injured, and/or
unable to communicate with or be contacted by their usual clients or customers and/or are unable to
provide whatever information, knowledge or skills, etc. they can usually provide....
3. Help from nearby communities cannot be provided. In many catastrophes not only are all or most of
the residents in a particular community affected, but often those in nearby localities are also impacted....
In short, catastrophes tend to affect multiple communities, and often have a regional character. This kind
of crisis, for instance, can and does affect the massive convergence that typically descends upon any
stricken community after a disaster. In a disaster there is usually only one major target for the
convergence after a disaster. In a catastrophe many nearby communities not only cannot contribute to the
inflow, but they themselves can become competing sources for an eventual unequal inflow of goods,
personnel, supplies and communication....
4. Most, if not all, of the everyday community functions are sharply and concurrently interrupted.
In a catastrophe, most if not all places of work, recreation, worship and education such as schools totally
shut down and the lifeline infrastructures are so badly disrupted that there will be stoppages or extensive
shortages of electricity, water, mail or phone services as well as other means of communication and
transportation.... In such kinds of situations, the damage to residential areas tends to be correlated with
similar destruction of nonresidential areas. Among other things, it means that there are far more "social"
facilities and activities that need to be restored to "normal" functioning after a catastrophe than after a
disaster. Even in major disasters, there is no such massive -across the board disruption of community life
even if particular neighborhoods may be devastated....
5. The mass media system especially in recent times socially constructs catastrophes even more than
they do disasters. All disasters evoke at least local mass media coverage. Some major disasters can attract
attention from outside the community media, but usually only for a few days.... In catastrophes compared
to disasters, the mass media differ in certain important aspects. There is much more and longer coverage
Catastrophic Incident Framework Page 3
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
by national mass media. This is partly because local coverage is reduced if not totally down or out. There is
a shift from the command point of view that prevails in disasters to an Ernie Pyle approach ("six feet
around the foxhole") in catastrophes, especially by the electronic media....
6. Finally, because of the previous five processes, the political arena becomes even more important. All
disasters of course involve, at a minimum, local political considerations. But it is a radically different
situation when the national government and the very top officials become directly involved. Even in very
major disasters, a symbolic presence is often all that is necessary. In catastrophes, that symbolism is not
enough, particularly for the larger society. Part of this stems from the fact that catastrophes as happened
in Katrina force to the surface racial, class and ethnic differences that are papered over during routine
times. It is easy to take partisan political advantage of such uncoverings especially when they go against
widely held cultural values and norms in democratic societies. Another reason is that organizational
weaknesses of responding organizations come even more to the surface. The structural weakness of the
Federal Emergency Management Agency (FEMA) as a result of its subordinate position in the Department
of Homeland Security (DHS), as some disaster researchers had predicted for at least three years, became a
major problem in the response. The considerable expertise that still existed in the lower level professional
ranks in FEMA could not make up for the badly organized FEMA -DHS interface.
"...the qualitatively different demands and needs that surface in catastrophes compared to disasters
means that innovative and creative actions and measures will be required far more in the former than the
latter. Actually any kind of crisis requires imagination in responding. But the most is required by a
catastrophe because there will be more contingencies and unusual aspects in such occasions."
(Quarantelli, Catastrophes are Different from Disasters, 2006)
Impacts in prior catastrophic incidents suggest the following outcomes are genuine possibilities in
Washington:
• Affected jurisdictions are overwhelmed.
• Immediate, persistent and widespread shortages of supplies.
• The availability of resources within affected sectors may be drastically reduced, consequently
altering assumptions and prioritization efforts at every level of government.
• The availability of resources from outside the area is initially reduced, then becomes
overwhelming as contractors, responders and material flood the affected regions and potentially
affect local controls.
• Extensive damage or limited access to roadways have consequential impacts such as access to
emergency shelters, slowing relief supply delivery, evacuations including of those requiring
medical support, and slower -than -normal utility repair.
• Utilities normally conducting repair operations independently may need to coordinate with each
other and local jurisdictions for priority access and fuel.
• Logistical support for coastal areas may have to be temporarily provided from marine platforms.
Catastrophic Incident Framework Page 4
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
• Enormous stresses on the medical system due to disruption of care facilities, additional patients
and the need to conduct triage/medical care at ad hoc sites and/or loss of pharmaceutical supplies
and services.
• Huge overtime costs for jurisdictions, possible conflicts with employment contracts and/or need to
add temporary personnel or use volunteers.
• Result in informal partnerships between multiple jurisdictions, businesses and non- governmental
organizations.
• Unconventional structures will become shelters.
• Demand for government services such as building inspection and permitting will overwhelm
agencies.
• Government services may have to be conducted in temporary facilities.
• Increased exposure of individuals and businesses to potential fraud and substandard work with
limited recourse.
Catastrophic Incident Framework Page 5
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
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Catastrophic Incident Framework Page 6
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
Executive Summary
Catastrophic incidents comprise a special category within the city's Comprehensive Emergency
Management Plan (CEMP) because they are rare and require significantly greater effort for initial response
activities, restoration of essential services and require an extended recovery.
A catastrophic incident results in impacts over a prolonged period, across multiple jurisdictions and critical
infrastructure sectors and almost immediately exceeds resources normally available to state, regional,
tribal, local authorities and the private sector. Incidents of catastrophic proportions drive response,
restoration and recovery requirements beyond normal planning criteria. In addition, the response and
recovery phases cannot be effectively separated in time. The magnitude and distribution of effects is such
that response, restoration and recovery occur simultaneously in different sectors, and response and
restoration activities are likely to have direct effects on recovery. As indicated on the following page,
catastrophic threats and hazards are not exclusive of natural and technological incidents. Incidents state-
wide or regional would probably result in major issues for city.
Catastrophic Impacts to the Whole Community
1. 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.
2. Community Impacts
Within the community, there are special population centers. These facilities, i.e. disabled,
hospitalized, elderly, institutionalized, incarcerated, have special evacuation requirements. These
sites are within the high-risk impact. The City of Yakima has identified these special population
centers.
3. Government/Private Sector Disruption Impacts
• Physical damage to a building/buildings
• Damage to or breakdown of machinery, systems or equipment
• Restricted access to a site or building
• Interruption of the supply chain including failure of a supplier or disruption of
transportation of goods from the supplier
• Utility outage, e.g., electric power outage
• Damage to, loss or corruption of information technology including voice and data
communications, servers, computers, operating systems, applications, and data
• Absenteeism of essential employees
Catastrophic Incident Framework Page 7
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
Catastrophic Threats and Hazards
Natural
Technological
Human -Caused
Resulting from acts of nature
Involves accidents or the failure of systems and structures caused
by the intentional actions of an adversary
Drought
Epidemic, human
Dam/levee failure
Earthquake
Fire, rural/urban
Flood, flash
Flood, riverine/stream
Flood, urban
Heat, extreme
Landslide
Thunderstorm
Tornado
Volcano
Water shortage
Wind
Winter storms
Air pollution
Business interruption
Critical infrastructure (building/structure) collapse
Critical infrastructure (building/structure) fire/explosion
Cyber attack
Ecological terrorism
Economic emergency
Energy emergency
Fuel shortage
HM accident, fixed facility (EPA -regulated chemicals)
HM accident, transportation routes (Roadways, Railroads, Pipelines)
Power outage
Riot/demonstrations/violent protest/illegal assembly
Transportation accident, aircraft
Weapons of Mass Destruction: CBRNE/aircraft
Workplace violence: business/industry and schools
State-Wide/Regional
Acts of Nature
Massive influx of displaced disaster -victims.
Catastrophic Incident Framework
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City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
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Catastrophic Incident Framework Page 9
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
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Catastrophic Incident Framework Page 10
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
CITY OF YAKIMA
CATASTROPHIC INCIDENT FRAMEWORK
Purpose
This addendum helps the City of Yakima prepare to respond rapidly in the case of a catastrophic incident.
Studies of major disasters emphasize the need for establishing guidelines in advance to be used post -
disaster and interagency planning. Catastrophic incidents break communications channels, isolate
responders, hinder delivery of support and present common disaster requirements (e.g. sheltering) at such
an extreme scale that actions otherwise unthinkable become requirements. Adjusting responses on the
spot (ad hoc) may work for simple requirements, but is often counterproductive for complex, multi -agency
actions. Coordinating general courses of action in advance to address activities likely in a catastrophic
disaster simplifies communications, speeds response and helps to guide the host of additional participants
that commonly become involved.
These pre -coordinated activities and additional response operations are termed here catastrophic
contingency options. They may be implemented by county and state agencies to support of the City of
Yakima. (As this concept is introduced in this appendum, the term will be italicized throughout.)
Catastrophic disasters are rare in Yakima; the demands of such an incident are relatively unfamiliar.
Implementing these options will improve city response by helping to adjust for the scope and scale.
The addendum describes the term catastrophic contingency options and provides general development
and implementation guidelines. Development of catastrophic contingency options can be based on
reasonably predictable estimates of incident scenarios even though the full set of specific requirements
must be determined at the time of the incident. Attachment 3 to this addendum is a list of contingency
options, focusing on long-term recovery. The objectives of these options are:
1. Increase speed of action by governmental entities in decision-making, prioritization, provision of
support.
2. Establish models, platforms, procedures or tools facilitating public/private or inter -jurisdictional
cooperative action.
3. Enable simultaneous actions by many public and private entities which are semi-independent but
connected.
4. Help stakeholders at various levels perform effectively by summarizing likely decision issues.
5. Develop alternative procedures in case routine procedures fail due to disaster effects.
6. Coordinate a planned basis for many catastrophe -related actions prior to advent of the disaster.
Properly developed catastrophic contingency options will be broadly coordinated with affected agencies
and other partners to inform decision -makers and form the basis for communications.
Catastrophic Incident Framework Page 11
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
This appendum addresses the development of catastrophic contingency options by city agencies as part of
their support for the Yakima Emergency Operations Center. In a catastrophic incident distinctly different
methods are required for certain response activities.
In addition it is intended to serve, together with the catastrophic contingency options, as a tool to facilitate
communications between and among community partners in the case of a catastrophic incident. Public-
private coordination and partnering is emphasized but requires significant coordination with willing
partners in the private sector to make such partnerships a reality. As such catastrophic contingency
options are expected to support and extend current public/private coordination initiatives. Catastrophic
contingency options must be exercised in whole or in part on a regular basis to offer realistic options for
response following a disaster; therefore state agency exercise planners must include catastrophic
contingency options in exercise planning schedules.
policies
See CEMP, Basic Plan.
Situation
City of Yakima is vulnerable to technological and natural hazards with the potential to cause significant
casualties and infrastructure damage. Disasters labeled 'major' are not uncommon, and the City of
Yakima CEMP addresses the response requirements of major disasters caused by floods, earthquakes, and
wildfires. These typically impact a limited geographic area and population.
In contrast, a catastrophic incident (which may be one or a combination of incident types) impacts a large
area or across many societal sectors. While current mitigation efforts are focused in part on catastrophic
scenarios in an effort to reduce impacts, a catastrophic incident is one that overwhelms - even though
mitigated structures are expected to be more resilient. The scale of the incident operates on many levels -
personal, structural, infrastructure services and governmental. The nature and extent of damage; number,
location and severity of personal injuries; type, availability and condition of surviving resources; and the
damage to critical infrastructure all are likely to be in the extreme range. The extreme scale also severely
disrupts the normal environment in which response, restoration and recovery assumptions are designed to
operate.
Various ways of identifying and classifying catastrophic disasters exist. Currently, existence of one or more
of the following criteria is indicative of a catastrophic incident (though this list is not exhaustive):
• The impact affects many sectors of multiple jurisdictions or within a geographic area.
• The incident results in thousands of casualties (deaths and injuries) and/or tens of thousands
homeless and/or displaced survivors.
Catastrophic Incident Framework Page 12
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
• One or more incidents are of such severity and magnitude that effective response is clearly beyond
the capabilities of the state and affected local governments, necessitating the immediate need for
supplemental federal assistance
Yakima has substantial resources available to respond to disasters, so an incident must have
significant magnitude to require almost immediate supplemental state assistance. Examples
include very large earthquakes affecting populated areas (and associated tsunami), extreme
terrorist incidents such as nuclear detonation, a major cyber incident, certain animal diseases or
human epidemics and volcanic eruptions.
• The incident impacts critical infrastructure broadly or to an extreme or at multiple locations.
These include energy, transportation and finance.
Concept of Operations
General
This addendum describes potential operational activities in excess of normal response actions or involving
unconventional arrangements which will be implemented in addition to typical operations in a
catastrophic disaster. These potential activities will be developed and referred to as catastrophic
contingency options and consist of protocols, procedures and frameworks to be used as guidelines in initial
response and restoration operations. In sum these options will constitute a playbook of coordinated
procedures emergency managers may use to implement extraordinary response measures. They are
developed to establish a common set of goals including any scenario -specific options.
Catastrophic contingency options are developed to be implemented based on a proclamation of
emergency by the Mayor, or designee. They are designed to overcome the likely effects of catastrophic
incidents including:
• an increase in assistance requests by one or more orders of magnitude severely overloading
emergency management capacity;
• the need for multi -agency workgroups and/or public/private partnerships to address specific
recovery taskings rapidly and efficiently;
• persistent lack of situational awareness and severely reduced communications capability;
• decisions that must be taken before full knowledge of disaster impacts is available; and,
• shared or networked resource implementation (e.g. call center services coordinating the
participation of many more organizations and jurisdictions than usual).
Most catastrophic contingency options do not exist yet, though various agencies have conducted
significant internal disaster planning. As catastrophic contingency options are developed in detail and
coordinated, they will be included in an appendix to this addendum and referenced in the CEMP annexes.
Catastrophic Incident Framework Page 13
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
Key Concepts
Prior planning is critical to success following a catastrophic disaster. While some responses will be
developed on the spot, it will be difficult to enact them broadly because communication will be poor,
travel limited and knowledge of nearby situations deficient. Procedures that address the general
requirements of a catastrophic scenario need to be developed in advance with time to allow coordination
between partners and a good general understanding of how to implement the procedures.
The principal concept implemented in this addendum is that of the catastrophic incident option. This is a
general framework, coordinated in advance with participants including local and federal partners, for
conducting a particular function that typically will only be invoked in the case of a catastrophic disaster or
possibly an unusual, major disaster. Catastrophic contingency options need to be developed in sufficient
detail to: form a framework (not a fully developed plan) for operations or other activity; provide a common
basis between participants and allow flexibility when implemented to fit the situation as appropriate. A
key element of a pre -coordinated catastrophic incident option is to improve and simplify interagency and
inter -jurisdictional communication at a time when the disaster itself interrupts normal communications.
State agencies will be required to process an overwhelming volume of requests; they will need to prioritize
in the glare of public attention and form an effective partnership with the federal government and various
Non -Governmental Organizations (NGOs). Catastrophic incident options can address situations expected
to arise which will be new or novel in the experience of responders or managers and to which some type of
response is required. Catastrophic incident options will address a wide range of topics and must reflect
characteristics specific to producing an effective catastrophic incident response. As a fundamental
characteristic, catastrophic incident options will incorporate some or all of the following critical
components:
• Time is of the essence - this applies in all areas of response. The EOC in particular must rapidly
scale operations in order to respond to a volume of assistance requests one or two orders of
magnitude greater than usual.
• Multi -disciplinary teams providing interagency coordination or integration of effort to accelerate
local -level response to and throughput of local requests for assistance.
• Multi -jurisdiction cooperative response operations and regional coordination.
• Private/Public partnerships to maximize the use of potential resources and leverage multiple
informal communications channels.
• Proposals for reasonable, temporary modifications to elements of the regulatory environment
recognizing the effects of the disaster may render numerous rules impractical or infeasible or even
increase the risk to people and property.
• Facilitate the inclusion of individuals and many non-governmental response groups in the overall
response effort.
Catastrophic incident options may be developed in a variety of forms depending on the required outcome.
The most common form for a catastrophic incident option will be a protocol and procedure. Because the
first, second and third order effects of a catastrophic disaster are difficult to predict with precision, a
catastrophic incident option need not be a full plan addressing every requirement in detail. Instead these
Catastrophic Incident Framework Page 14
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
options may simply be serviceable platforms for scaling up response capability, including new partnerships
and implementing unusual operations. They may be seen as a bridge from standard operations to
catastrophic operations allowing the state to respond effectively in the first few weeks and a basis to
which appropriate situational adjustments may be applied.
• A protocol is an agreement between agencies or jurisdictions (or both) to conduct certain
operations according to a particular set of procedures, constraints or objectives.
• A procedure is a method or process for accomplishing a (usually narrowly defined) particular set of
tasks or objectives.
Whole Government is a practical concept for response to catastrophic incidents and extends into recovery.
The typical integration of activities through the EOC is insufficient to the demands of a catastrophic
incident. Specific activities such as feeding or sheltering will require the combined effort of many agencies
and non-governmental organization (NGO) partners in an effective, operationally -oriented team.
Attachment 2 identifies many of these impacted partners.
UNDERSTAND
THE WHOLE
COMMUNITY
LEVERAGE
EXISTING
STRENGTHS
ENGAGE
ALL PARTS
or THE
COMMUNITY
Local
Government
Federal
Government
State, Tribal,
Territorial, and
Insular Area
Government
Private
Sector
Communities
Nongovernmental
Organizations
Individuals,
Families, and
Households
Vho!e.ty
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Catastrophic Incident Framework
Page 15
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
Key concepts for the City of Yakima Emergency Management Program regarding catastrophic incidents
include:
• Implementing a simple, flexible approach to Continuity of Government (COG) using a system many
people can be trained to implement. COG systems must provide trained personnel at multiple
governmental levels to be broadly useful. In a very severe disaster the likelihood that some key
people will be unavailable is high for a variety of reasons — out of town travel, impassable
conditions and need to attend family among them. Familiarity by many personnel in the
COG plans and procedures will simplify and improve
communication and support more effective
decision-making. Plans for COG should be rigorously
tested from time to time in order to be considered
effective.
• The city promotes self-sufficiency planning for a
minimum period of at least several days food, water
and sanitation at the individual, company and
organizational levels. A local system of checking on
and helping populations likely to need assistance is a critical element of local self-sufficiency.
... an orderly means to prevent or
minimize (mitigation strategies),
prepare for, respond to and
recover from emergencies or
disasters that threaten life,
property, economy, and the
environment .. .
• A majority of organizations and households prepared for 7-10 days without significant assistance is
preferable and much more resilient. This is particularly important in neighborhoods subject to
isolation due to an identified catastrophic risk factor such as road damage
• Predetermined alternate communications and methods for establishing basic organizational
structure in case of a total communications outage.
• Nominal levels of catastrophic disaster planning including:
o how to minimize business recovery timeframes;
o initial planning factors for road repair and neighborhood access;
o prior discussions on the authority and availability of potential regulatory relief declarations or
requests;
o understanding utility vulnerabilities;
o comprehensive plan revisions suggesting intermediate housing options (including utilities,
sanitation and transportation);
o emergency financing of extraordinary expenses;
o adjustment of local procedures such as building permit issuance or inspections; and,
o Participating in a structured exercise program testing their catastrophic contingency options.
Catastrophic Incident Framework Page 16
City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
ATTACHMENT 1
LONG-TERM RECOVERY CONTINGENCY OPTIONS
Recovery activities attempt to return the community to normal. Recovery continues until community
systems and services return to normal, or near normal. Short-term recovery returns vital life support
systems to minimum operating standards. Long-term recovery from a disaster may go on for years until
the entire disaster area is completely redeveloped; or utilized for a new purpose. Recovery planning
should include a review of ways to avoid future emergencies.
Recovery planning begins when the City EOC is activated. Recovery planners begin an assessment of the
disaster impacts and determine which Recovery Support Functions (RSFs) will be activated to meet the
City's recovery needs.
Recovery Support Functions represent groupings of types of recovery activities and programs that the City
and its citizens are likely to need following disaster. A "primary" agency/department for each RSF will be
responsible for coordinating the implementation of the recovery activity or programs. The primary
agency/department will be responsible for identifying the resources (support departments and
organizations) within the RSF that will accomplish the post disaster activities. The primary agency/
department is also responsible for coordinating the resource delivery.
CONTINGENCY TASKS
Long-term recovery is the phase of recovery that follows intermediate recovery and may continue for
months to years. Examples include the complete redevelopment and revitalization of the damaged area. It
is the process of rebuilding or relocating damaged or destroyed social, economic, natural, and built
environments in a community to conditions set in a long-term recovery plan. The goal underlying long-
term re -development is the impacted community moving toward self-sufficiency, sustainability, and
resilience. Activities may continue for months and years depending on the severity and extent of the
disaster damages, as well as the availability of resources. Attachment 3 provides additional decision
making guidance.
1. Identifying of risks that affect long-term community sustainment and vitality.
2. Developing and implementing disaster recovery processes and plans, such as a long term recovery
plan and/or reflecting recovery planning and mitigation measures in the community's land use
planning and management, comprehensive plans, master plans, and zoning regulations.
3. Rebuilding to appropriate resilience standards in recognition of hazards and threats.
4. Addressing recovery needs across all sectors of the economy and community, and addressing
individual and family recovery activities and unmet needs.
5. Rebuilding educational, social, and other human services and facilities according to standards for
accessible design.
Catastrophic Incident Framework Page 17
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aster Event Occurs
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City of Yakima
Comprehensive Emergency Management Plan
Catastrophic Incident Framework Addendum
6. Reestablishing medical, public health, behavioral health, and human services systems.
7. Reconfiguring elements of the community in light of changed needs and opportunities for "smart
planning" to increase energy efficiency, enhance business and job diversity, and promote the
preservation of natural resources.
8. Implementing mitigation strategies, plans, and projects.
9. Implementing permanent housing strategies.
10. Reconstructing and/or relocating, consolidating permanent facilities.
11. Implementing economic and business revitalization strategies.
12. Implementing recovery strategies that integrate holistic community needs.
13. Implementing plans to address long-term environmental and cultural resource recovery.
14. Ensuring there is an ongoing and coordinated effort among local, state, tribal, and federal entities
to deter and detect waste, fraud and abuse.
15. Identifying milestones for the conclusion of recovery for some or all non -local entities.
Catastrophic Incident Framework
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1.-krime;44
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
ATTACHMENT 2
WHOLE COMMUNITY PARTNERS IMPACTED—City, County, State and Federal
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Catastronhic Incident Framework
Page 19
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Catastrophic Incident Framework Page 20
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Catastrophic Incident Framework Page 21
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
ATTACHMENT 3
EXECUTIVE OFFICIAL INCIDENT ACTIONS
General "Must Do's"
➢ Obtain current FEMA public disaster assistance program information and requirements.
Ensure your jurisdiction's participation and compliance.
➢ Determine recovery needs and functions based on impacts;
➢ Develop and maintain a recovery incident action plan;
➢ Appoint a local recovery manager to chair and maintain a local recovery task force. Task
force membership comprises local stakeholders to include department heads (or
designees) from local community planning, economic development, health, legal,
finance, environment, historic and cultural, public safety, public works, business
community to:
✓ Prepare a redevelopment plan;
✓ Develop procedures to carry out build back policies;
✓ Develop policies for redeveloping areas that have sustained repeated disaster
damage;
➢ Develop policies that promote mitigation from future damage; and
➢ Develop priorities for relocating and acquiring damaged property.
Other considerations:
➢ Maintain leadership;
➢ Utilize local initiative and resources;
➢ Maximize state/federal programs and benefits;
➢ Establish and maintain communications to and from citizens;
➢ Provide a point of contact for disaster victims;
➢ Make maximum use of damage assessment for recovery planning; and
➢ Promote economic recovery.
Ensure that your jurisdiction is providing and updating damage impacts and cost estimates to state
and federal in order to maximize state and federal individual and public disaster assistance.
Short Term "life safety" recovery activities could include:
➢ Search and Rescue;
➢ Emergency Medical Care;
Catastrophic Incident Framework Page 23
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
➢ Safety -Security -Traffic Control;
➢ Food and Water;
➢ Initial Impact Assessment;
➢ Implementing Legal and Financial Procedures;
➢ Emergency Debris Clearance;
➢ Transportation;
➢ Sheltering and Mass Care;
➢ Public Information/Education;
➢ Response Coordination with Municipalities;
➢ Mutual Aid Response;
➢ Volunteer Resource Response;
➢ Emergency Communications;
➢ Temporary Building and Rebuilding Moratoriums; and
➢ Enactment of Special Ordinances.
Intermediate Recovery (Restoration) activities could include:
➢ Re-entry;
➢ Detailed Community Damage Assessment;
➢ Debris Clearance and Removal;
➢ Federal Assistance Programs (Individual/Public);
➢ Resource Distribution;
➢ Restoration of Essential Services;
➢ Relief Services (including mental health);
➢ Temporary Housing and Long Term Housing Strategy;
➢ Temporary Repairs to Damaged Facilities; and
➢ Restoration of Public Health Services.
Long -Term Recovery activities could include:
➢ Environmental Management;
➢ Evaluation of Development Regulations;
➢ Evaluation of Construction Designs;
➢ Evaluation of Infrastructure Designs and Standards;
Catastrophic Incident Framework Page 24
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
➢ Permanent Repair and Reconstruction of Damaged Facilities;
➢ Complete Restoration of Services;
➢ Debris Disposal;
➢ Economic and Community Redevelopment;
➢ Housing Strategy;
➢ Hazard Mitigation;
➢ Risk Assessment/Review;
➢ Acquisition/Relocation of Damaged Property;
➢ Coordinated delivery of long-term social and health services;
➢ Improved land use planning;
➢ Re-establishing the local economy to pre -disaster levels;
➢ Recovery of disaster response costs; and
➢ The effective integration of mitigation strategies into recovery planning and operations.
Catastrophic Incident Framework
Page 25
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Blank intentionally
Catastrophic Incident Framework Page 26
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Comprehensive Emergency Management Plan (CEMP)
Annex L
Mass Transportation
Catastrophic Mass Transportation
Rationale: In general, the populations to which
this Annex is applicable consist of individuals
who must evacuate but are unable to provide
their own transportation, including:
➢ Residents who must leave their homes
because of life -safety concerns
generated by the disaster event, such as
release of hazardous materials;
➢ Residents who must leave their homes
because the homes are damaged or lack
potable water, wastewater and/or
power service, or because the residents
are fearful of remaining in their homes;
➢ Residents who have access and
functional needs that prohibit them
from self -evacuating;
Priorities for mass transportation/ evacuation operations:
➢ Commuters who cannot return home
because of damage to transportation
infrastructure;
➢ Visitors to the region who are stranded
by the incident and require evacuation.
1.001
Careroment
redPfaI
Uovernmeni
state, Tr,hal..
Te'ritor--al, and
Insular Area
Gum nmenr
Private
Sector
Communities
Nongoveriimentat
Organizations
Individuals,
Families, and
Ilouseheds.
1. Developing situational awareness and determining mass transportation requirements and capabilities
for real-time communication and information exchanges
2. Establishing a priority for movement of affected populations based on life -safety concerns
3. Developing a service plan of operations to support movement of emergency service workers into the
affected area
4. Identifying appropriate message systems and provide guidance to the evacuating public
5. Acquiring and deploying appropriate transportation resources to move outbound evacuees and inbound
emergency service workers
6. Managing mass transportation networks and resources to conduct initial movement of evacuees and
emergency service workers.
Catastrophic Incident Framework Page 27
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
7. Providing mass transportation resources and management to support follow-on movement of evacuees
from shelters to interim housing and other locations
8. Supporting re-entry of evacuated populations
9. Supporting ongoing transportation of response workers into and within the region
10. Supporting restoration of basic transportation services
Key Emphasis: People with Disabilities/Assess & Functional Needs (PWD/AFN)
No.
Task
1
Identify and analyze evacuation scenarios considering PWD/AFN.
2
Ensure PWD/AFN are incorporated into the transportation and evacuation planning process.
3
Include evacuation procedures for PWD/AFN in the transportation annex of the EOP and/or other
applicable planning documents.
4
Conduct outreach programs to educate people with access and functional needs about personal
evacuation planning
5
Identify and inventory disability transportation resources.
6
Identify and map community locations with concentrations of PWD/AFN.
7
Identify and maintain current contact information for Agencies serving PWD/AFN.
8
Identify communication protocols established between EOC, first responders and transportation
providers.
9
Develop and maintain communications operability between EOC, first responders and transportation
providers.
10
Establish a database for evacuation alert notifications.
11
Define clear thresholds and procedures for evacuation orders.
12
Identify time estimates for executing moderate- and large-scale evacuations of PWD/AFN.
13
Establish a system to mission task evacuation (transportation) resources.
14
Identify protocol for activation of transportation providers.
15
Develop a timeline mobilization of transportation resources once tasked.
Catastrophic Incident Framework Page 28
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Key Emphasis: People with Disabilities/Assess & Functional Needs (PWD/AFN)
16
Establish criteria for a prioritizing resources when demand exceeds availability.
17
Define clear roles and responsibilities for highest elected official (s) regarding transportation and
evacuation.
18
Define clear roles and responsibilities for the City Manager regarding transportation and evacuation.
19
Define clear roles and responsibilities for emergency services/management regarding transportation
and evacuation.
20
Define clear roles and responsibilities for stakeholders regarding transportation and evacuation of
PWD/AFN.
21
Ensure transportation and evacuation roles and responsibilities for transportation agency (s) are
clearly defined in the Mass Transportation (Annex L) to the CEM P.
22
Ensure transportation and evacuation plans for schools include PWD/AFN.
23
Ensure transportation and evacuation plans for medical facilities include PWD/AFN.
24
Ensure transportation and evacuation plans for elderly from congregate housing include PWD/AFN.
25
Ensure transportation and evacuation plans for incarceration facilities include PWD/AFN.
26
Compare EOPs for various city care facilities for vendor overlap with regard to services.
27
Ensure transportation evacuation plans include service animals and comfort animals.
28
Ensure transportation evacuation plans include mobility devices and durable medical devices on
transit equipment.
Evacuation
29
Identify a system for persons needing transport assistance.
30
Identify a system for documenting and tracking evacuees.
31
Exercise tracking and recording procedures at least annually.
Transportation Staging Areas
Catastrophic Incident Framework
Page 29
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Key Emphasis: People with Disabilities/Assess & Functional Needs (PWD/AFN)
•
32
Designate personnel to manage transportation staging areas.
33
Ensure a Traffic Plan for PWD/AFN is included in transportation annex.
34
Identify transportation staging areas.
35
Provide transportation stakeholders with the location of staging areas and reception centers.
36
Provide accessible transportation information to PWD/AFN at transportation staging areas.
37
Identify and plan for individuals who may be unable to reach transportation staging areas.
Evacuation Routes
38
Clearly define evacuation and alternate evacuation routes.
39
Train transportation providers and first responders on evacuation routes/ alternate routes.
40
Ensure Traffic Control Points (TCPs) provide communication accessibility.
41
Ensure TCP system gives priority to evacuation (transit) resources.
42
Exercise evacuation protocols including PWD/AFN at least annually.
Evacuation Logistics
43
Identify alternate transit/paratransit operational facilities.
45
Identify alternate power supply for transit/paratransit.
46
Identify alternate fuel supply for transit resources.
47
Identify and train alternate driving and maintenance staff.
Training
48
Coordinate EOP evacuation training with transportation providers
49
Coordinate EOP evacuation exercises with transportation providers.
50
Coordinate evacuation EOPs with Public Information Officers, Joint Information Center and 211.
Catastrophic Incident Framework
Page 30
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex A
Pubic Protective Measures
PUBLIC
PROTECTION
DECISION TREE
{ Initlata
lli'u tilriq
lYneereR
4
Major
`2jrridirl S.
16 Pub:te
Threatened?
Incident Commander Calm t [uformatloa
J Recoil]
t.1 Post
J Aftilyle
YES ' { }' NO
C11.ef Elected C,rficiu
Ineidenl Commander
1 be:eet J'uoile
Protective Action
[d!].11e el R...-puln
Decision
ur... i1t
Pu`lie Information
J Medi
In- Pin re
!-31-1 (tering
IMPLEMENT
J Liken Lariaern
_ P-•J+Ills fo= Tl deaicat
Papulh!_on
•- Ltonlrro- Radia'n'
Irlrtlructiona
EYawuaiiars
Ecnregency
Precautionary
TC.
IMPLEMENT
U fftslgnde Amsted* Arco
J P_v �ielc T!L_tµitietioei
(those without)
.I DcldVuote 6vc4'ua i,n
Rmulre
J P7cr,icic Tim m - ContraI
J Secure Area
J Pbridc fo-Tritrultnn
Pui utdlien
uM_nlla_ Rrdi&TV
trvlrruerlans
CEO
IMPLEMEPIT IMPLEMENT
J Oman/ is P.oseaafl,'y Area 'J Tenet Cinita
a Prov kte Tranaiartahnn (throe without) Li �I1all-a
3I1riienair Evac latlns • Routes. lJ Sscuriy
▪ Plwtds Traffic Control 1.,1 K.onlro: Reldu;
JSemire Area 'V In+rtrutt:om
J Prof ;:le for Team Irl ar Pietulatilul
JCtots SlloslV3wlrmoto [1f daytlrnsl
J troordinale idultllurtodletlarlf
J Mardi ltr TVIA„dlo Inslr+ adore
Issue 'All Clear'
Monitor &
Annteis
Y !x Ares Safe?
In -Place Sheltering'
II.iPI-x it.NT
wool bane
IMPLEMENT
Continue
monitoring
Expedient Sheltering
IMPL$ 411P.T
J Clue Arra■
.1 Ise:. up
J *a It Pond "Air OW' HarrvlbulltnIU'Mar 5hcllen
J tpeeLal trmtruetnons •; Hod m. etC.I u Y:ovule lteturr.7rare parlal Ion
U prnpldf Troi'flc Contrnl
I a,
IMPLEMENT
J: vnarr:inal len
J Jenels Amoral
1.1 Health :n a; erilnna
Return t:o Normalcy
Annex A: Public Protective Measures
Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
This page blank intentionally.
Annex A: Public Protective Measures Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex B
Relocation/Evacuation
Evacuation Phases
Listed below are the six phases of an evacuation. The phases are summarized here to provide readers a
clear, high—level understanding of the types of activities an effective evacuation plan will address —
before, during, and after an evacuation. The evacuation plan templates, as well as the relevant planning
checklists, in this template are organized around these six phases.
1. Incident Analysis Phase —The Incident Analysis Phase is when information becomes available
about an incident that has occurred or is likely to occur. It outlines the procedures used by local
officials to collect data from the on—going disaster incident to determine whether an evacuation
should occur. If a no—notice incident occurs there may be a delay in information flow to decision
makers and evacuation orders might have to be issued before a full, complete picture of the
situation is available. Since evacuations are often times multi—jurisdictional, this phase will
determine what type command structure to adopt-- Incident Command Post and EOC, etc.) and
how elected officials will provide approval. Evacuation personnel will analyze additional aspects
of the situation:
a) Nature of the hazard (magnitude, direction, speed, duration, etc.).
b) Population characteristics (numbers, special needs, transportation required,
etc.).
c) Local geography and facilities at risk.
d) Assets available to support an evacuation.
Information gathered during this phase should be used when making a determination of
whether an evacuation order should be issued.
2. Warning Phase —This phase involves notifying relevant agencies and the affected
population that an evacuation may be or has been declared. Relevant issues include the
various types of warning technologies, verification procedures, authorization, as well as which
jurisdictions/ agencies/ organizations should be warned and the composition of those warning
messages. Warnings should take place before an incident occurs, if possible. In addition,
warning messages that provide updated information should occur at regular intervals
throughout an incident's duration.
3. Preparation to Move Phase — The Preparation to Move Phase focuses on coordination with
other jurisdictions; confirming what is permissible under a jurisdiction's legal charter;
determination of evacuation routes; whether support services, assembly points, shelters and
reception areas are required; as well as coordination of public information and elected officials.
Annex B: Relocation/Evacuation Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
4. Movement & En—Route Support — This phase includes operational activities that support the
actual movement of the affected population from the unsafe area to the reception and support
safe area. A determination should be made about where a law enforcement presence is
required, what assets, etc.
5. Reception and Support — Reception and Support focuses on receiving evacuees at the reception
point; triage; life support services to include shelter, food services, sanitation, public
information/education, medical and mental health services, pet and service animal support,
and care for livestock.
6. Return Phase — The Return Phase includes planning steps for a controlled, safe return by the
evacuees to the previously evacuated area or onward movement to a new location
Evacuation Operational Considerations
The following operational factors should be considered in preparing for evacuation:
• Determine area to be evacuated.
• Establish a perimeter. Consider special equipment:
Barricades with flashing lights.
Barricade tape.
Evacuation route signs.
• Determine the number of people to be evacuated, time available in which to effect the
evacuation, and the time and distance necessary to insure safety.
• Establish entry and exit control points.
• Identify special populations:
Schools.
Day care centers.
Nursing homes.
Handicapped persons (hearing, sight, mentally, mobility impaired).
Non-English speaking persons.
Hospitals, health care facilities.
Jails, juvenile facilities.
Transient populations (street people, motel/hotel guests).
People without transportation.
Animals: Kennels, veterinary hospitals, pet stores, animal shelters, farm animals.
• Identify assembly areas for people without transportation.
• Estimate numbers of people requiring transportation. Remember special populations.
• Identify evacuation routes. Consider traffic capacity, risk areas.
Annex B: Relocation/Evacuation Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
• Identify mass care facilities, safe areas.
• Consider need for animal control, care, evacuation.
• Plan for "what ifs," i.e. vehicle breakdowns, bridge/road damages, secondary hazards along
evacuation routes, etc.
• Plan for security: Perimeter control, property protection, etc.
• Minimize family separation. Consider how to reunite families.
• Is an "evacuation order" from the local elected official(s) needed?
• Issue specific evacuation instructions to include:
Emphasize hazard/threat/risk.
The life/death consequences for not evacuating.
Services that will be discontinued or interrupted within the evacuation area.
Legal consequences for re-entering the area.
Identification of the specific area(s) to be evacuated.
List of items that evacuees should take with them (such as food, water, medicines,
portable radio, fresh batteries, clothing, sleeping bags).
Departure times.
Pickup points for people requiring transportation assistance.
Evacuation routes (give easy to understand instructions using major roads, streets,
highways, rivers, etc.)
Location of mass care facilities outside of the evacuation area.
Where family members go to be united.
How special populations are being assisted.
What to do with animals.
Keep animals secured, on leash, etc.
• Remember to keep evacuees and the general public informed on evacuation activities and the
specific actions they should take.
Annex B: Relocation/Evacuation Page 3
Attachment One
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Pet Evacuation and Transportation
I. General Information
A. Purpose
To provide guidance for dealing with pets and service animals in case of a disaster. In
addition to the trauma experienced by evacuees who are forced to abandon their animal
companions and the subsequent suffering the animals endure, there are serious health and
safety risks to disaster areas that are exacerbated by the abandoning of pets.
B. Scope
1. Focuses on natural or technological emergencies/disasters.
2. Addresses broad guidance that should provide assistance for individuals with pets and service
animals, and the animals themselves following a major disaster; to include pet -friendly
emergency shelter facilities.
11. Policy
In the interest of public health and safety, efforts should be made to identify and attempt to meet
the care and emergency needs of pets and service animals following emergencies and disasters.
Priorities should be directed toward animal care functions after human needs are met.
111. Situation
A. Threats and Hazards (Appendix 8)
B. Planning Assumptions
1. An emergency or disaster is imminent or has occurred, and is of such magnitude that
animals should be protected to minimize loss of life.
2. A shortage of personnel and resources may occur during widespread and long term
events to manage animal needs.
3. Red Cross managed shelters for people may not accept companion animals.
IV. Concept of Operations
A. General
1. Movement of pets and service animals from certain areas to prevent injury and/or death may
be an appropriate protective action. These areas may include those directly affected and those
that may be potentially affected by the event. Consideration must be given to the potential
safety gained by sheltering animals as opposed to the risk posed by the hazard, the warning
time available and the time available to move to an approved shelter
2. The actual message to owners should be clear and concise and contain specific information as
to the hazard and the specific risk and what provisions have been made for animal shelter.
B. Organizational
The humane society, animal control staffs and veterinarians residing in the county should be the
first line of response to emergencies involving animals in their communities.
Annex B: Relocation/Evacuation Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
V. Responsibilities-Jurisdiction/Department/Agency
A. Primary Agencies
1. Humane Society of Central Washington
Secure and identify lost and stray animals
2. Animal Control
a) Search for, rescue, evacuate, and shelter animals
b) Collect and dispose of dead animals
3. Veterinarian Association
Treat and care for injured and sick animals
B. Support Agencies
Yakima Emergency Management
Coordination of response efforts.
2. Volunteer Organizations
Provide assistance, as requested.
VI. TABS
Tab A: Yakima County Local Shelters
City of Yakima Animal Control
129 North 2nd Street
Yakima, WA 98901
(509) 575-6038
Humane Society of Central Washington
2405 West Birchfield Road
Yakima, WA 98901
(509) 457-6854
Animal Home
9003 Tieton Drive
Yakima, WA 98909
(509) 966-3464
Yakima Valley Pet Rescue and Adoption Center
PO Box 991
Selah, WA 98942
(509) 698-6266
Tab B --Yakima Dog -Friendly Accommodations
Motels/Hotels
Best Western Ahtanum Inn
2408 Rudkin Rd.
Clarion Hotel and Conference Center
1507 N. First Street
Annex B: Relocation/Evacuation Page 5
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Comfort Suites
3702 Fruitvale Blvd
Motel 6 -Yakima
1104 North 1st Street
Quality Inn
12 E. Valley Mall Blvd
Red Lion
607 E. Yakima Avenue
Red Lion
9 N. 9th Street
RV Parks and Campgrounds
Trailer Inns RV Park
1610 N. 1st Street
Yakima KOA
1500 Keys Road
Stores
Petco Pet Store
Annex B: Relocation/Evacuation Page 6
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex C
Emergency Operations Center Framework
YAKIMA EMERGENCY OPERATIONS CENTER (EOC) STRUCTURE
... an integrated system establishing a uniform set of processes, protocols
and procedures for the conduct of emergency operations...
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.
Incident
C
Additional
Resources
Requested/
Mobilized
Yakima
EOC
0
Washington State
EOC
Additional
Resources
Requested
11
I
Mutual Aid
Resources
Requested/
Mobilized
Annex C: Emergency Operations Center Framework Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
EMERGENCY OPERATIONS CENTER
EMERGENCY OPERATIONAL TASKS SUMMARY
EOC SHOULD REMAIN
FOCUSED ON THESE
TASKS.
OPERATIONAL 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.
• Advise industry, schools, and businesses of possible impacts to their systems.
• Monitor impacts to city essential facilities and infrastructure.
Strategic
.1.0p.,.,
rnd n,wnA
Operational
mdW. .,,dr ...ulriiii.Y, I idle,
Tactical
P...,nd..dquPm.nf, And r..w.rc. nan.n.m.nl
Annex C: Emergency Operations Center Framework Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex D
Hazardous Materials Response
Emergency/Disaster Conditions and Hazards
1. Hazardous material incidents can occur anywhere and at anytime
throughout the city. The volume and distribution of hazardous materials
determines the likelihood of an incident. Transportation routes pose a
major threat because of the volume and variety of hazardous
materials being transported over them.
2. The threat presented by hazardous material incidents is often to both
public health and safety, and the environment. While most hazardous
material incidents involve smaller volumes of material, they do require
specific approaches to different types of chemical and waste releases. It
is important to assess the characteristics of the hazard, acquire the
necessary resources and develop a site-specific emergency response plan.
3. The commencement of emergency response operations of hazardous
material incidents may require multi -agency and multi -disciplinary
responses. Disciplines involved may include fire responders, law enforcement, environmental
containment and cleanup specialists, fish and wildlife experts, emergency medical services,
environmental health and other agencies. While upon initial assessment, some incidents may not
have obvious impacts on life, property, and the environment. They may have subtle long-term
consequences for human health, and the environment that will require further remediation.
Planning Assumptions
1. A natural or technological disaster may result in a single
or numerous situations in which hazardous materials
are released into the environment.
2. Fixed facilities (chemical plants, tank farms,
laboratories, and industries operating hazardous waste
sites which produce, generate, use, store, or
dispose of hazardous materials) may be damaged so
that existing spill control apparatus and containment
measures are not effective.
3. Hazardous materials that are transported may be
involved in railroad accidents, highway collisions, or
airline incidents.
4. Damage to, or rupture of, pipelines, transporting materials that are hazardous if improperly
released may present serious problems.
Annex D: Hazardous Materials Response
Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Regional Response Team
Because of the exotic nature of many chemicals and substances in common use today, most local
emergency response agencies cannot afford the training and equipment needed to deal with them. So,
in 2003, the YAKIMA FIRE DEPARTMENT began developing plans for an organized, effective regional -
wide response to the increasing possibility of hazardous materials incidents. A committee was
composed initially to consider alternatives for mitigating anhydrous ammonia emergencies and included
representatives of Fire Chiefs from Yakima County, Representatives from Private Industry, Military
Hazmat Team Leaders, and
Emergency Management
Personnel.
This is where the concept
of a Regional Response
Team came into play. After
numerous HazMat
Response solution options
were analyzed by the
members, YFD stepped
forward and entered into
an inter -governmental
agreement with an existing
HazMat Response Team
which already served the
Washington Counties of
Walla Walla, Benton and
Franklin. The Yakima Fire
Department's HazMat Team is an extension of the Tri -County Team and available to supplement the
efforts of local governments, fire departments, and fire districts in incidents requiring a higher level of
training and more sophisticated equipment, commonly known as technician level capability.
The Tri -County Hazardous
Materials Response Team
is intended to protect
citizens and responders
alike. It provides all
communities, regardless
of size or population, with
an effective, professional
response to hazardous
materials incidents in a
safe, expedient and cost
effective manner. The
team is composed of
emergency response
personnel certified
Annex D: Hazardous Materials Response Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
according to standards set by the Occupational Safety and Health Administration (OSHA) standards,
Washington Administrative Code (WAC), and the National Fire Protection Association (NFPA). Team
members are qualified to handle a wide range of hazardous materials incidents. At a minimum, each
member must have a Hazardous Materials Technician Level certification. The team is strategically
headquartered in Benton County and has a satellite in the City of Yakima. The location of response
equipment takes into consideration population centers and transportation corridors, among other
things. Due to travel time and distances for a responding team, local emergency response agencies must
be capable of an operational level response until the HazMat Team arrives.
The HazMat Team does not take the place of local emergency response agencies, nor are they
responsible for cleaning up hazardous material spills. Clean up of spilled hazardous materials is the
responsibility of the person having control over the material.
Annex D: Hazardous Materials Response Page 3
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Annex D: Hazardous Materials Response Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex E
Rapid Needs (Life Safety) and Damage Assessments
Preface
Emergencies may create widespread damage and life threatening situations. The City must
make an initial determination of where damage is, damage severity, the kinds of resources
needed and locations where they are needed. This assessment begins the City's emergency
response to locate and quantify the scope and severity of life threatening situations and
identify escalating emergencies.
The City must also gather detailed damage information necessary to organize longer term
response and recovery efforts. This information is essential to obtaining a state of emergency
declaration by the Governor or a federal disaster declaration, which are necessary to obtain
external assistance from these sources.
The function of damage assessment begins and goes "hand-in-hand" with emergency response,
and continues long after the response phase is terminated. Emergency responders, who must
focus on saving lives, and property, and other emergency tasks, find it difficult to provide
damage information and reports. Meanwhile, without solid information as to the nature and
extent of the disaster and a description of the affected area, the Emergency Operations Center
will have a difficult time providing direction, control, and beginning the recovery process. A
damage assessment program should be ready to implement before emergencies/disasters
occur. Assessment teams, composed of non -emergency personnel, must be selected, trained,
and registered.
Lead Department(s) Support Department/Divisions
City of Yakima Emergency Management Office
Codes Enforcement
Public Works
Fire Department
IT/GIS
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
I. ANNEX OVERVIEW
A. PURPOSE
1. To coordinate the initial rapid needs (life safety) and damage assessments in the City so that accurate and
timely information on the initial post emergency situation is obtained; and to conduct comprehensive
assessment and reporting of damage to public and private property resulting from an emergency and
requesting state or federal disaster assistance.
a. Rapid Needs Assessment (RNA): Coordinate the conduct of the initial life safety assessment and
ongoing damage assessments of the City so that accurate and timely information on the situation
post -emergency are obtained.
b. Damage Assessment (DA): Accomplish comprehensive assessment and reporting of damage to public
and private property resulting from an emergency and requesting state or federal disaster assistance.
B. SCOPE
To describe the organization, concept of operations and logistical matters of the rapid needs ( life
safety) and damage assessment processes that will be performed after an area has been subjected to the
impact of an emergency.
C. SITUATION
1. Immediate, post—emergency impact, assessment flights of the impacted area(s) may not be possible due
to severe weather and lack of daylight and other factors.
2. Road debris and downed power lines can hamper early transportation and entry into an area and rescue
efforts.
3. Random reentry attempts can waste response capabilities, cause duplication of effort and cause
damage to critical utilities.
4. A variety of public and private organizations have valid reasons for early reentry to impacted areas.
5. The critical facilities that need to be accessed first may be identified in advance of emergency
events.
6. Communications capabilities are likely to be seriously impaired for an unpredictable period of time
in the immediate aftermath of a major emergency. This could interfere with dispatch of damage
assessment personnel and rescue units.
7. There is a need for immediate rapid needs and life safety assessment that will eventually transition to
deployment of Local Damage Assessment Teams (LDATs).
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
8. Damage Assessment is a structured attempt to quantify overall damages to property and the number of
people injured or killed. Damage assessments are used to justify requests for gubernatorial and
presidential disaster declarations. Damage assessment consists of gathering preliminary estimates in
dollars and general descriptions of the location, nature, and severity of the damage sustained by the public
and private sectors.
9. To support claims for public and private property losses under City, State, and Federal disaster
recovery programs, the City will conduct a detailed assessment of damage to both the public and
private sector and submit reports to the Yakima Valley Office of Emergency Management (YVOEM).
10. A timely and well-managed damage assessment will demonstrate City management and leadership, and
will enable state/federal assessment teams to perform their job quickly, and maximize public assistance
benefits to the City.
D. ASSUMPTIONS
1. Organizations with responsibilities in this Annex will perform as expected.
2. Comprehensive damage assessment evaluation is necessary to support requests for recovery
programs offered at the state and federal levels.
3. The prompt and accurate assessment of impacts and damages will be a top City priority.
E. POLICIES
1. City departmental personnel will regularly report operational information and damages observed by
them to the EOC through their normal dispatch centers.
2. The City will share assessment information with response and relief organizations through the EOC
management structure and communication framework.
3. Personal information regarding emergency victims will be kept confidential and will only be shared
with the response and recovery organizations identified within this plan for the sole purpose of
providing assistance to these victims.
4. In the event of a law enforcement related event, some assessment information may need to be
kept confidential by the EOC staff or have limited distribution within the EOC until such time as the
Police Chief or designee deems it appropriate for release within the EOC or to the public.
5. Rapid Needs and Life Safety Assessment will begin immediately upon occurrence of an emergency
and Damage Assessment will begin as soon as it can safely be done.
6. Damage assessment should be conducted using surveys by teams of qualified City assessors
representing both the public and private sectors. Where required, these City teams will be
augmented by assessor from appropriate state and federal agencies. Types of damage assessment
include:
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 3
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
a. Individual Assistance damage assessment relates to estimates of damage to the private
sector and individuals, and includes damages to homes, businesses, farms, possessions, and
other improvements.
b. Public Assistance damage assessment involves damage to public buildings, facilities, roads,
bridges, sewer plants, etc. Public assistance is composed of emergency work and permanent
restoration. Emergency work is defined as that necessary to save lives, protect public health
and safety, and protect property. An example of emergency costs would be those associated
with temporary facilities or temporary restoration of services. Permanent restoration is the cost
associated with bringing a facility back to pre—emergency condition.
c. Building Inspection. This is a more thorough, professional evaluation of individual building
safety and habitability conducted by City inspectors.
7. All affected City departments will provide damage assessment reports regarding damage to
buildings, equipment, vehicles, communications, and personnel availability to the EOC.
II. RESPONSIBILITIES
A. THE CITY EMERGENCY MANAGEMENT OFFICE
1. Organizes City—wide damage assessment teams (RNA and DA) and ensures that City/local
agencies/departments are aware of their responsibilities. Also ensures that all other potential sources of
expertise are tapped to obtain necessary and required information. Maintains current listing of team
member names and 24—hour phone numbers.
2. Trains rapid needs assessment and damage assessment team members. Ensures that they understand the
following:
a. The purpose of the team and its damage assessment function. Also, the conditions under which it
would be activated and how it would operate.
b. Their role as team members, including how they will be apprised of the team's activation, what
information would be expected of them, including geographic or assessment area of responsibility,
and how and when it would be transmitted to the City Emergency Management Office.
c. The state's requirements with regard to submitting the Initial Damage Assessment Forms, and
participating in the Preliminary Damage Assessment (PDA) process.
3. In a disaster situation, determines which teams should be activated, and upon activation:
a. Briefs the team(s) on details of the disaster and on the specific timeframe for submitting information
to the City Emergency Management Office.
b. Reviews with the team damage assessment procedures and reporting requirements.
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
4. Receives and compiles information from the team members and uses it to complete the Initial Damage
Assessment Forms. Submits the report as required to the State EMD via the Yakima Valley Office of
Emergency Management
• Submits updated reports, as necessary, to the State EMD.
5. Provides damage assessment information to the City Manager and other decision makers on an ongoing
basis. Obtains specific or additional damage assessment information at their request.
6. Maintains records of all damage reports and disaster—related expenditures.
7. Ensures that all affected City government agencies are maintaining separate and accurate records of
disaster—related expenditures.
8. As required, appoints and briefs City representatives on Preliminary Damage Assessment (PDA) teams.
9. As required, coordinates with State EMD and the Federal Emergency Management Agency (FEMA) in
conducting the PDA. If requested, locates facility to be used as headquarters for PDA teams and
coordinators.
10. Upon request, provides appropriate information and documentation to State EMD in support of requests
for federal disaster assistance, e.g., Small Business Administration (SBA) Disaster Loan Program, Farmers
Home Administration (FmHA) Emergency Loan Program, and Presidential Emergency or Major Disaster
Declarations.
B. CITY—WIDE RAPID NEEDS ASSESSMENT AND DAMAGE ASSESSMENT TEAMS
Team Members are responsible for doing the following:
1. Attend training sessions and briefings conducted by the City Emergency Management Office to develop an
understanding of the following:
a. The purpose of the rapid needs assessment and damage assessment teams, and their assessment
functions. Also, the conditions under which teams would be activated and how they will operate.
b. Their role as team members, how they would be activated, what area they would be responsible for
assessing, what information they would be expected to provide, and how and when they would be
expected to transmit the information to the City Emergency Management Office.
c. The City's reporting responsibilities with regard to Initial Damage Assessment Forms and its role in the
Preliminary Damage Assessment (PDA) process.
2. Determine, prior to a disaster occurrence, how they will obtain the rapid needs and damage information
they are responsible for submitting to the City Emergency Management Office.
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 5
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
3. Upon activation of the team, obtain information on or attend a briefing conducted by the City Emergency
Management Office to review assessment procedures and reporting requirements and to be apprised of
specific timeframes for submitting assessments.
4. Perform assessment(s) and submit assessment information to the City Emergency Management Office
within the required timeframe. Submit updated information, or other requested information, to the City
Emergency Management Office. Maintain record of all submitted information.
5. As appropriate (e.g., if representing a City government or emergency response agency), maintain separate
and accurate records of disaster—related expenditures.
6. If requested by the City Emergency Management Office, participate, as instructed, in the Preliminary
Damage Assessment (PDA) process as a City/local representative.
7. Upon request by the City Emergency Management Office, obtain and submit additional information to be
used as documentation in support of requests for federal disaster assistance.
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 6
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
C. SUPPORTING DEPARTMENTS AND ORGANIZATIONS
SUPPORT DEPARTMENTS/ORGANIZATIONS RESPONSIBILITIES/TASKS
American Red Cross
1. Provide and deploy damage assessment teams to augment City damage
assessment.
Code Enforcement/
Building Inspector
1. Provide inspectors to assist with damage assessment.
Departments, All City
1. Provide damage reports.
2. Support damage assessment teams, as appropriate.
Finance
1. Provide administrative advice and support relative to preparation of
damage assessment forms and reports.
2. Support damage assessment teams as appropriate.
3. Gather applicable information.
4. Identify sources for reimbursement.
5. Assure compliance with all provisions for financial reimbursement.
6. Secure reimbursement.
Fire Department
1. Conduct inspections and enforce fire safety regulations and laws.
2. Support damage assessment teams as appropriate.
3. Provide damage assessments of fire—rescue buildings and equipment.
Information Systems
1. Provide computer support to assemble damage assessment information.
Police Department
1. Provide damage assessments of police buildings and equipment.
2. Support damage assessment teams as appropriate.
3. Provide security for damage assessment teams as requested.
Public Works
1. Support City damage assessment.
2. Provide damage assessments of City critical infrastructure—streets, roads,
bridges, other.
3. Perform post disaster damage assessment.
4. Complete appropriate damage assessment forms.
Business and Industry
Associations
1. Provide assistance and coordination of business damage assessments.
Specialists (As situation
requires.)
1. Real Estate Agencies — Provide real estate expertise with damage
assessment.
2. Private Sector Architects, Engineers — Assist with damage assessment and
participate in post disaster structural evaluations.
Utilities: Private
1. Conduct infrastructure damage assessment of utility "life lines" (water,
power, telecommunications, sewer, waste services) owned by each utility.
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 7
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
III. CONCEPT OF OPERATIONS
A. OVERVIEW OF DAMAGE ASSESSMENT
1. When a disaster occurs of such magnitude that it could result in a Presidential declaration, a damage
assessment of public and private property will be required to determine the extent of damage. This
information will provide a basis for determination of actions necessary, establishment of priorities among
essential actions and allocation of City resources in the disaster area during the early stages of the recovery
effort. The damage assessment process will expedite relief and assistance if promptly implemented.
2. There are two types of damage assessment:
a. Rapid Needs Assessment (RNA): Urgent, for rapid assessment of what has happened City-wide to
prioritize initial response activities and determine the immediate need for outside assistance; and
b. Damage Assessment (DA): Post -disaster, to document the magnitude of private and public damage for
planning recovery activities and to justify requests for state and federal assistance.
Overview and Comparison of RNA and DA Likely Tasks
RNA DA
• Collect and analyze initial assessment and damage
information to include:
— Locations of injuries, deaths, damages.
— Types and extent of damages.
— Impact on people.
— Identify immediate victim needs (need for
shelters, water availability, etc.).
— Identify resource requirements (assistance
needed) in areas affected.
— Identify local resources available.
• Responsible for determining the initial impact on
the citizens, the community, and/or City services.
• Provide initial damage assessment data to the
Planning Section Situation Unit.
• Prepare an initial situation map illustrating the
footprint (location, size, etc.) of the affected area
to aid in deploying response and recovery
resources.
— The footprint may be revised several times
during emergency response until the full
extent of the impacted area is clearly
identified.
• Make recommendations as to actions to be taken
based on the assessment information.
• Provide a consolidated, overall situation report.
• Staff the Damage Assessment function in the EOC
Planning Section Situation Unit.
• Coordinate damage assessment of public and
private property to determine the extent of
damage.
• Activate, deploy damage assessment teams;
Assign City personnel and volunteer professionals
to damage assessment teams based on levels of
certification and expertise.
• Receive, record and consolidate all damage
reports.
• Provide data to support declarations of local,
state and federal emergency and formal requests
for assistance.
• Determine unsafe facilities; Assess and post all
damaged buildings, structures, and facilities for
structural integrity and occupant safety.
• Provide damage assessment data and information
to Emergency Management Office.
• Compile damage assessment reports and provide
information on damages for reports to the State
EOC.
• Analyze the damage assessment information to
determine if the damages meet the criteria to
request Federal Disaster Assistance (SBA or
Presidential Declaration).
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 8
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
• Provide appraisers to assist with damage
assessment.
• Coordinate damage assessments with state, and
federal agencies as appropriate.
3. The collection of damage information begins with the initial response phase to an event and continues long
after the response is over. During and after any major event, it is very important that timely and accurate
assessments of damages, remaining capabilities and needs are received by the City EOC. This information is
used to manage immediate response, stabilization, short and long term recovery issues. Damage
assessment is conducted separately from life-saving and property protection operations.
4. As soon as possible after a disaster, information on immediate needs and damages to public facilities and
private property must be compiled to assist in setting priorities in response and recovery operations and to
determine if state or federal assistance programs may be in order. Forms for documenting public and
private property damage and impact shall be included in department procedures, or distributed by the City
Emergency Management Office as needed.
5. Other public agencies are requested to utilize their communications capabilities to receive additional
damage and situation information and to report this to the EOC.
B. OVERVIEW OF THE CITY'S DAMAGE ASSESSMENT PROGRAM
1. The City Emergency Management Office organizes City—wide rapid needs and damage assessment teams.
The team members are trained on a routine basis and are prepared for activation 24 hours a day, 7 days a
week subsequent to a disaster occurrence.
2. Teams are pre—assigned to cover a specific geographical area. Each team member knows what information
is required to be reported, the timeframes for reporting, who to report to (e.g., the City Emergency
Management Office at the EOC if activated), and by what means (i.e., via phone, electronic mail, 2—way
radio, in person, etc.).
3. During a disaster, City and local response agencies will, on an ongoing basis, report on the extent of their
involvement, estimate damages, and gather information regarding the disaster's impact on the public and
private sectors. Such information is used by City decision—makers to direct the response and recovery
effort. The City Emergency Management Office coordinates receiving and disseminating this information as
appropriate. The City EOC may be activated or a field command post set up to facilitate this process.
4. As the disaster progresses and emergency response efforts are curtailed, the City will continue to assess
the impact of the disaster through information received from response agencies and from the deployed
City damage assessment teams. This information will allow decision—makers to prioritize recovery efforts
and to determine the need for supplemental state or federal assistance.
5. When a decision is made to request Presidential Disaster Assistance, the City is required to participate in
the Preliminary Damage Assessment (PDA) process. The PDA is the first step in requesting such assistance.
The City Emergency Management is responsible for assigning a knowledgeable City/local representative to
each of the PDA teams.
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 9
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
C. DAMAGE ASSESSMENT PHASES AND PROCESS
Phase 1: Spot Reports
Phase 2: Rapid Needs
Assessment (RNA)
Phase 3: Initial Damage
Assessment (IDA)
Reports of impacts / damages by citizens, media, emergency responders.
Normally will take place within hours of incident and should be
completed within 24 hours. The focus is on life safety issues, imminent
hazards, and critical facilities. This phase is also known as
windshield surveys and snapshots.
Provides supporting information for state of emergency declaration and
requesting a state and federal. This assessment is more detailed than the
rapid assessment, including estimates of financial losses of public and
private property. The IDA should be completed within 72 hours of an event
by Local Damage Assessment Teams.
Phase 4: Preliminary Damage The PDA verifies damages and is generally performed by teams consisting
Assessments (PDA) of local, state, and federal agency representatives.
1. Phase 1: Spot reports by citizens, media, and emergency responders.
a. During the first few hours following the occurrence of disaster, the EM Crisis Action Team (CAT) will be
the focal point for the initial "spot reports" from emergency responders, 911 dispatch center, the
media, and the general public.
b. Key information as to the nature and extent of the disaster and a description of the affected area
allows the EM CAT to map, record and direct response to critical areas.
c. Initial Reports: Information may be obtained by radio, mobile phone and telephone from emergency
personnel on scene (fire/rescue, law enforcement, EMS, public works), homeowners, businesses,
media (TV, Radio), social media
2. Phase 2: Rapid Needs (Life Safety) Assessment Teams activated.
a. The primary function of the Rapid Needs Assessment (RNA) is to rapidly determine the extent,
location and nature of life threatening conditions within the City. City department personnel
(typically public safety officers, fire and EMS units, and other City workers) shall report what they
observe and what specific resources are needed. This information is transmitted to the EOC where it
is processed into a common operating picture of what has happened to the community.
b. RNA focus is also on immediate victim needs (such as water, food, medical and shelter) and impact to
infrastructure (such as utilities, transportation and communications capabilities).
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 10
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
c. These initial "first impression" reports form the basis for City emergency proclamations, and requests
for assistance from the state and federal government. The RNA information will be communicated and
filed with the EOC.
d. Methods include:
• RNA teams drive through affected areas visually gathering data. Because of the inherent danger
in the immediate post -emergency environment, department staff or units performing this
function in the field should consist of a minimum of two people, operating out of a single
vehicle.
• Aerial Inspection (Fly Over): Weather permitting, aircraft are utilized for initial RNA assessments,
and later for more detailed assessments. Input can be written observer logs, photos, or video.
e. Information is compiled by the EOC "Situation Analysis Unit." Immediate analysis will include:
• A description of the disaster,
• Where the disaster struck.
• Locations of injuries, deaths, damages.
• Types and extent of damages.
• Impact on people.
• Identify immediate victim needs (need for shelters, water availability, etc.).
• Identify resource requirements (assistance needed) in the affected areas.
• Identify local resources available.
• Whether the disaster is still occurring, and other current conditions.
• Any conditions that could affect the ability to carry out response and relief coordination.
3. Phase 3: Initial Damage Assessment.
a. An initial damage assessment of public and private property in the City is required to determine
the extent of damage in order to provide a basis for determination of additional
response/recovery actions necessary, establishment of priorities and allocation of City government
resources. The initial damage assessment process will expedite stabilization and relief assistance if
promptly implemented.
• The City is required to complete an initial damage assessment report and submit it to the County
Emergency Operations Center
b. Local Damage Assessment Teams (L-DATs) are activated to provide a "detailed evaluation of what
happened." Initial damage assessment surveys may be conducted by teams comprised of
representatives from several organizations. Initial damage assessment is conducted separately from
lifesaving and property protection operations.
c. Initial Damage assessment may continue into the recovery phase. Forms for documenting public
and private property damage and impact shall be included in department procedures, or
distributed by the Emergency Management Office, as needed.
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 11
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
d. The EOC "Damage Assessment Unit" coordinates with and directs L-DATs into specific impact areas to
gather data on the number of individual homes, apartments, mobile homes, businesses, public
buildings, public infrastructure, critical facilities, etc. that have been damaged or destroyed.
e. L-DATs provide a more detailed assessment of the damaged areas and they:
• Identify damages to:
Infrastructure
Critical facilities
Essential services
Public buildings
Private buildings, businesses.
• Estimate the amount and types of debris.
• Rate the safety of damaged buildings and structures, and post signage.
f. Methods include:
• Walking through area "block by block" and " street by street."
• Damage / repair inspection report from building manager.
• Obtaining a more detailed assessment of the damaged areas through telephone or personal
inter- views.
• Use of media reports (print, video).
g. Analysis includes:
• Exact locations of impacts, damages and debris
• Safety, integrity of buildings, and structures.
• Extent of the disaster impact and the dollar amount of damages (necessary for state, federal
assistance application).
4. Phase 4: Preliminary Damage Assessment (PDA); State and Federal Damage Assessment Teams (S/F-
DATs).
a. After the initial damage information is collected, and if damages are, or appear to be, of the
magnitude to be included in Federal Disaster Assistance, federal/state/local teams may be formed to
verify the damage information. Because federal funding may be involved, and as part of the public
assistance application process, state and federal damage assessment teams will want to identify and
validate damaged property in public infra- structure, define the scope of repairs, and determine repair
or replacement costs.
• A timely and well managed PDA will demonstrate City leadership, and will enable the state/
federal assessments teams to do their job faster, maximizing public assistance benefits.
• The formation of the teams and the coordination of what will be assessed and when is
coordinated by the City Emergency Management Office. A local "state of emergency"
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 12
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
declaration is needed to begin this process.
b. Federal Assistance is divided into two basic categories: damage to private property and small businesses
(Individual Assistance) and damage to and costs incurred by public agencies and private, non-profit
organizations which provide a like government service (Public Assistance). Either one or both categories,
may be requested in a major event.
c. After the PDA is done, a specific request for assistance is sent by the Governor, through the Federal
Emergency Management Agency (FEMA) to the President. The President may approve or deny the request.
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 13
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
ti
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DAMAGE ASSESSMENT PHASES &
CONCEPT OF OPERATIONS FLOWCHART
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City EM Duty Officer
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i
City COC Activated. Planning
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Situation/Analysis Unit
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Documentation/Damage
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Resource Status Unit
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Phase 2
Departments provide RNA initial
information of:
• VEL. hat Has Happened?
• What Is Needed?
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Local Damage Assessment Teams
(L -DAYS) Prmidc a "Detailed
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Phase 4
State/Federal D#magc Assessment
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Annex E: Rapid Needs (Life Safety) and Damage Assessments
Page 14
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
C. TEAM ACTIVATION
1. The City must be prepared to respond quickly and effectively on a 24-hour basis to any emergency or
disaster event.
a. With warning: A Damage Assessment Coordinator (DAC) will be in place before a with -warning
disaster event occurs and will be present at the EOC during activation. The Director of Emergency
Management will assign this position and this person will be in charge of coordinating all rapid needs
and damage assessment operations.
c. The Damage Assessment Coordinator (DAC) will contact assessment team members as soon as an
emerging event is detected or when an event occurs unexpectedly.
2. Based on 911 emergency responses and spot reports, responding agency personnel will begin identifying
the areas most affected and the mechanism of damage. First responders will perform an initial or
"windshield" assessment. This provides a high-level overview of the extent of damage to residential and
commercial properties, status on infrastructure condition, a rough estimate of damages to public facilities,
and determines immediate life-threatening situations and imminent hazards to be addressed by rapid
needs assessment teams.
3. The DAC will conduct a briefing to ensure any last minute assessment issues are settled, explain the rules of
engagement, provide geographical assignments, and review necessary forms or data collection platforms.
4. When it is deemed safe, rapid assessment teams will proceed to pre -assigned geographical areas.
D. FIELD OPERATIONS
1. Evacuation.
a. Rapid Needs Assessment (Life Safety) and Damage Assessment officials will implement evacuation
orders due to unsafe buildings, fire danger, hazardous materials, or any other reason identified by
competent authority. Fire Department officials will take lawful actions necessary to save lives and
property.
b. Evacuation orders will be coordinated with the EOC to ensure the evacuees are moved to an
appropriate shelter, and the needs of access and functional needs populations and individuals are
provided for.
2. Scene Operations.
a. Emergency response personnel may establish inner and outer perimeters to secure an emergency
scene. A strict policy of limited access to the emergency area will be rigidly enforced to ensure the
safety and wellbeing of the community. All movement into and out of the secured area(s) will be
requested and approved through the established command post(s).
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 15
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
b. Security will be provided for essential facilities if required, and law enforcement officers will assist the
Damage Assessment Teams in restricted areas if required.
3. Hazardous Materials Response.
a. Damage Assessment Teams responding to impacted areas will ensure that they have a full
understanding of the Incident Commander's assessment of the situation, particularly potential
hazardous materials, and take full and proper precautions to protect themselves.
b. Only personnel having proper training should be deployed to a hazardous material incident.
E. LOGISTICS AND ADMINISTRATION
1. Damage Assessment equipment.
a. Tools and equipment—individual: All RNA and LDAT teams should be equipped with the
following items.
• Rain protection, hardhat, rubber gloves, leather gloves, ear protection, safety glasses, and
flashlight with spare batteries.
b. Needed equipment: provided by RNA and LDAT members' organizations as follows (per
vehicle). This list may be modified as experience is gained.
• Cellular phones and organizational radios to the extent feasible.
• 1 digital camera or 1 video camcorder, if possible, w/ tape and spare battery, vehicle power
cord.
• Radios for internal communications.
• GPS.
• Team work area map set w/ markers.
c. Vehicles are to be furnished by City organizations.
2. Administration of this Annex is the responsibility of the Yakima Emergency Management Office as the
primary department.
3. Team equipment lists are subject to modification as recommended by team members.
F. POST—INCIDENT
1. City—wide Rapid Needs and Damage Assessment Team Members
a. As appropriate (e.g., if representing an applicant for public assistance), cooperate with the City
Emergency Management Office in complying with FEMA public assistance grant requirements.
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 16
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
b. Attend damage assessment team debriefing conducted by City Emergency Management Office.
Critique damage assessment operation and make recommendation for improvement.
G. PLAN DEVELOPMENT AND MAINTENANCE
1. Participating departments/divisions shall ensure that personnel responsible for implementing portions of
this Annex are familiar with the plan and with their duties.
2. City Emergency Management Office and responsible agencies shall conduct regular training and drills to
maintain and improve capabilities that support execution of this plan.
3. Document Review and Revision.
a. Maintenance of this Annex is the responsibility of City Emergency Management Office.
b. Departments/divisions will develop and maintain procedures for performance in accordance with the
responsibilities assigned.
c. Based on the findings of annual reviews, City Emergency Management Office shall coordinate plan
revisions as necessary.
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 17
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Attachment 1
DAMAGE ASSESSMENT CHECKLIST FOR LEAD AGENCY
PRIMARY DEPARTMENT DAMAGE ASSESSMENT RESPONSIBILITIES
Yakima Emergency Management Office
Pre -Emergency
Emergency
Operations Center (EOC)
1. Maintain this Annex.
2. Develop and coordinate damage assessment procedures with the State EOC.
3. Develop system and forms for tabulating damage assessment.
4. Develop damage assessment teams: RNA and DA.
5. Conduct damage assessment training.
6. Maintain pre—emergency maps, photos, and other documents.
7. Participate in drills, exercises.
8. Develop emergency action checklists.
1. Staff the Damage Assessment position in the EOC.
• Coordinate rapid needs (life safety) assessment and damage assessment
of public and private property to determine the extent of damage.
2. Collect and analyze initial life safety assessment information from field units to
include:
a. Locations of injuries, deaths, damages.
b. Types and extent of damages.
c. Impact on people.
d. Identify immediate victim needs (need for shelters, water availability,
etc.).
e. Identify resource requirements (assistance needed) in the affected areas.
f. Identify local resources available.
3. As appropriate compile the information gathered by damage assessment
teams, complete the state's report for the City and submit it within 24 hours to
Yakima Valley OEM.
4. Provide initial life safety assessment data and information to the EOC Planning
Section Situation Unit.
5. Prepare an initial situation map illustrating the footprint (location, size, etc.) of
the affected area to aid in deploying response and recovery resources.
• The footprint may be revised several times during emergency response
until the full extent of the impacted area is clearly identified.
6. Make recommendations as to actions to be taken based on the assessment
information.
7. Provide a consolidated, overall situation report for responding agencies/
departments.
8. Provide information necessary for the EOC Public Information Officer.
9. Activate, deploy damage assessment teams.
• Assign City personnel and volunteer professionals to damage assessment
teams based on levels of certification and expertise.
10. Prepare Initial Damage Assessment reports for the Situation Unit Leader.
11. Request and coordinate structural engineers to assist in the evaluation of
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 18
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
PRIMARY DEPARTMENT DAMAGE ASSESSMENT RESPONSIBILITIES
Yakima Emergency Management Office
Recovery Actions
building safety, especially during search and rescue (SAR) operations.
12. Receive, record and consolidate all damage reports.
a. Assemble damage assessment information and create visual displays and
computerized GIS maps of the affected areas.
b. Determine the extent of damages. This information will provide a basis
for determination of actions necessary, establishment of priorities among
essential actions and allocation of City resources in the emergency area
during the early stages of the recovery effort.
13. Provide data to support the City's local declarations of emergency and formal
requests for assistance. Information to include:
a. The extent of emergency impact on the City (description of the
emergency, where the emergency struck, approximate number of people
affected, demographics of the affected area).
b. The estimated dollar amount of damages.
c. Any conditions that could affect the ability to carry out relief
coordination.
14. Determine unsafe facilities.
• Assess and post damaged buildings, structures, and facilities for structural
integrity and occupant safety.
15. Provide damage assessment data and information to the Planning Section.
16. Compile damage assessment reports and provide information on damages to
the Yakima Valley EOC.
17. Provide appraisers to assist with damage assessment.
• Arrange for appraisers to arrive at affected sites.
18. Coordinate damage assessments with county, state and federal agencies as
appropriate.
Because federal funding may be involved, and as part of the public
assistance application process, state and federal damage assessment
teams may want to identify and validate damaged property, define scope
of repairs, and determine repair or replacement costs.
Escort state and federal damage survey officials on inspection of
damaged areas.
Develop map(s) for affected areas:
a.
b.
c.
(1)
(2)
Sites are numbered on City map.
Damages are described on separate sheets of paper by numbers
corresponding to numbers on maps.
d. Prioritize sequence of site visitations to ensure most heavily damaged
areas are visited; it may not be necessary to visit isolated damage sites.
Based on the damages and community development plans, provide guidance
for post emergency mitigation and redevelopment opportunities.
Prepare Hazard Mitigation Reports.
Coordinate emergency permitting procedures.
Annex E: Rapid Needs (Life Safety) and Damage Assessments Page 19
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
PRIMARY DEPARTMENT DAMAGE ASSESSMENT RESPONSIBILITIES
Yakima Emergency Management Office
4. Serve as liaison to insurance industry in event of build—back issues and
FEMA/NFIP requirements.
6. Coordinate and monitor the movement and activity of contractors entering
the City working on restoration projects.
7. Assist Real Estate Assessments with reappraisal of properties following an
emergency for tax adjustments.
8. Activate the City's Emergency Permitting Process.
9. Prepare or coordinate local Project Worksheets and other public assistance
paperwork.
• A FEMA Project Worksheet identifies a specific damaged property or
structure, defines the scope of work, and establishes the cost of repair or
replacement. A separate Project Worksheet is assigned to each site or
project. The compendium of Project Worksheets comprise in total the
City's Public Assistance Application (federal monies granted to repair,
replace damaged or destroyed public facilities).
10. Train and deploy personnel for damage assessment.
11. Provide administrative advice and support relative to preparation of damage
assessment forms and reports.
12. Analyze the damage assessment information to determine if the damages
meet the criteria to request Federal Disaster Assistance (SBA or Presidential
Declaration).
13. Coordinate Damage Assessment reports for submission to state.
14. Request assistance from emergency relief organizations as indicated from the
damage assessment.
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Attachment 2
PUBLIC ASSISTANCE DAMAGE ASSESSMENT CHECKLIST
(To Prepare for State and/or Federal Inspectors)
In order to expedite the damage assessment process, applicants should take the following steps before the
arrival of the State and Federal assessment team:
1. Mark the location of each damage site on a suitable map and develop a route of travel to each site.
Segregate damage/work activities into the categories of work below. All damage sites should be identified
by the applicant before the inspectors arrive.
a. Roads.
b. Water control facilities.
c. Public buildings and related equipment.
d. Public utilities.
e. Facilities under construction.
f. Recreational and park facilities.
g. Educational institutions.
h. Certain private non—profit facilities.
2. Ensure that the person designated to accompany the survey team is knowledgeable of the repairs already
made and the location of all other damage sites which need to be repaired/surveyed.
3. Have photographs, site sketches or drawings of each damage site available for the inspectors (especially
where work has already been performed).
4. Compile a detailed breakdown of labor (including fringe benefits), equipment, and material costs for each
location where work has been completed or is in progress. While a variety of forms can be used to
summarize these items, the format chosen must document the type and location of work performed on a
daily basis.
5. Record force account equipment use in a manner compatible with the FEMA Schedule of Equipment Rates.
Keep damaged equipment and parts for review and inspection by the survey team.
6. List equipment, materials or inventory lost as a result of the disaster. Provide copies of estimates, bids,
purchase orders, invoices, inventory records or other substantiating evidence to verify loss values or
replacement cost.
7. Be prepared to describe to the inspectors which sites will be repaired by contract and those which will be
repaired by force account. If a contractor's estimate/bid has been received, have it available for the
inspectors.
8. Provide inspectors with policy information on insurance coverage and any proceeds received or
anticipated.
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Building a Disaster Resilient Community
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City of Yakima
Comprehensive Emergency Management Plan
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Annex F
High Risk Populations—Specific Needs
I. General Information
A. Purpose
To provide a framework for local emergency personnel to work with members of the
community who have special considerations. Members of the community who may have
specific needs are generally those who are deaf and hard of hearing, totally and legally
blind, with cognitive, developmental, or physical disabilities, and those with limited
English proficiency.
B. Scope
This annex is developed with the purpose of access to emergency preparedness,
response, and recovery services for the vulnerable and hardest to reach populations
with traditional disaster preparations.
The City of Yakima will utilize the U.S. Department of Justice, An ADA Guide for Local
Governments. Making Community Emergency Preparedness and Response Programs
Accessible to People with Disabilities to enhance its planning for special, high risk
populations.
II. Situation
A. Situation
1. Emergency responders and other personnel utilized in initial response may
experience communication barriers while assisting community members who
have specific needs.
2. Community members who have specific needs may live independently, in
community based/assisted living settings, in long term care facilities, or may be
homeless.
3. Primary needs of community members with specific needs may include
assistance with relocation/evacuation, transportation, sheltering and receiving
warnings and public information.
4. Disabilities can be temporary, chronic, episodic, visible or invisible.
5. Some members of the community with specific needs may identify the need for
assistance during emergency situations, others may not.
6. Some people may utilize service animals, therefore accommodations for service
animals have been included in the City's relocation/evacuation planning and
sheltering planning.
Annex F: High Risk Populations—Specific Needs Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
7. Members of the community with specific needs are generally more vulnerable
during a disaster and have a responsibility to prepare for disaster.
B. Planning Assumptions
1. Community resources such as interpreters, health care personnel, and housing
managers will provide assistance to members of the community and emergency
response personnel who require their assistance.
2. Many community members with specific needs have support networks that may
provide needed assistance for the individuals in the event of an emergency or
disaster.
3. Some residents, including those with specific needs, may have created personal
emergency plans and disaster supply kits, to care for themselves in the event of
an emergency or disaster.
4. Some members of the community, especially those who are homeless, may not
have access to emergency warning and notification or to public information
disseminated by the media.
5. Emergency response personnel may need guidance from the community and
supporting social service agencies, when working with individuals with specific
needs who require special assistance.
6. Many community members requiring specialized services may have access to
family member support or direct care from service providers; others may not
have access to their normal resources.
7. Some members of the community may have relocated or evacuated without or
have been separated from durable medical supplies and specialized equipment
they need (e.g., wheelchairs, walkers, service animals, listening devices, etc.).
III. Concept of Operations
A. General
1. To provide for an effective response to a disaster situation, the Emergency
Operations Center, when activated, should coordinate the efforts of various
agencies to meet individual human needs.
2. Disaster victims with specific needs may require assistance to meet their
necessary expenses and serious needs (food, clothing, housing, medical, and
financial). Social service agencies who normally provide these services may
continue to do so. When the social service system is unable to support the
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
needs of those with specific needs, the Emergency Operations Center, when
activated, should coordinate and may provide emergency support.
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Annex F: High Risk Populations—Specific Needs Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex G
Mass Care and Sheltering
The impact of a major emergency or disaster could result in hundreds of victims forced from their
homes, depending on such factors as time of occurrence, area demographics, building construction, and
existing weather conditions. There would be large numbers of dead and injured. Hundreds of family
members may be separated immediately following a sudden -impact event, such as children in school
and parents at work. Large numbers of transients, such as tourists, students, and foreign visitors, may
be involved.
Planning Assumptions
1. Mass care requirements during an emergency or disaster may overwhelm social service agencies.
2. Depending on the hazard and the severity of its effects, the City of Yakima may have limited
numbers of shelters or resources to manage them.
3. The ARC Chapter is responsible for mass care and shelter during an emergency or disaster. If the
Chapter cannot provide the services needed, victims will be referred to community, church, or
other social service shelters that may be opened.
4. The opening of an ARC shelter for the city should be coordinated through the EOC.
Mass Care includes:
1. Housing (Sheltering)
The provision of emergency shelter for victims includes the use of designated shelter sites in
existing structures, creation of temporary facilities such as tent cities, or the temporary
construction of shelters, and use of similar facilities outside the affected area, should evacuation
be necessary.
2. Feeding
The provision for feeding victims and emergency workers through a combination of fixed sites,
mobile feeding units, and bulk food distribution. Such operations should be based on sound
nutritional standards and include provisions for meeting dietary requirements of victims with
special dietary needs.
3. Emergency First Aid
Emergency first aid services should be provided to victims and workers at mass care facilities and
at designated sites within the affected area. This emergency first aid service should be
supplementary to emergency health and medical services established to meet the needs of the
victim.
Annex G: Mass Care Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
4. Disaster Welfare Information
Disaster Welfare Information (DWI) regarding individuals residing within the affected area should
be collected and provided to immediate family members outside the area through a DWI System.
DWI will also be provided to aid in reunification of family members within the area who were
separated at the time of the event.
5. Bulk Distribution of Emergency Relief Items
Sites should be established within the affected area for distribution of emergency relief items.
The bulk distribution of these relief items may be determined by the requirement to meet
urgent needs of victims for essential items.
Annex G: Mass Care Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Attachment One
Non -Traditional Shelter Concept of Operations
Purpose
This Concept of Operations (ConOps) establishes procedures for providing services in City of Yakima
Non -Traditional Shelter(s) (NTS) to persons affected by a large-scale or catastrophic incident/event or
precautionary evacuation.
When an incident/event displaces a significant number of people, often for extended periods, the
capacity of traditional shelters and their support services may be exceeded. In these instances, the City
of Yakima may open an NTS with the support of non-governmental organizations (NGOs) and other
resources. An NTS is a location, generally in large structures or open space shelters, where a significantly
large number of evacuees can take refuge and be sheltered for short periods of time. These locations
require an expanded amount and diversity of internal infrastructure and support services which may
include infrastructure operations such as logistics, utilities, security, and traffic control.
This NTS ConOps expands upon the base concept designed by the American Red Cross for venues and
facilities. This ConOps provides a broader set of options for the City of Yakima. The City may need to
shelter a significant displaced population in a large-scale or catastrophic event but may not have
physical facilities, infrastructure, or resources to accommodate that population.
For the purposes of this ConOps, the focus will be on the large-scale facility and open space models.
This ConOps may be activated by Incident Command or the City of Yakima Emergency Management in
the City Emergency Operation Center (EOC) in response to emergencies that require the care and
shelter of large numbers of impacted and displaced individuals.
Assumptions
1. This Non -Traditional Shelter ConOps is activated by the Yakima Fire Department if an incident/event is
large enough that traditional congregate shelters will not be able to adequately provide sheltering.
2. Activation of an NTS ConOps and an NTS is a significant and complex operation and will require multi -
agency cooperation and coordination. In an event which has received a State or a Federal Presidential
disaster declaration, this will include State and Federal partners and resources in addition to local.
Annex G: Mass Care Page 3
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
3. An NTS will require expansion of existing site infrastructure that will already be strained due to the
size or complexity of the incident/event.
4. At the onset of a large-scale disaster or emergency, NTS operations will be heavily reliant on local
resources—human and material—or mutual aid. State or Federal support will take at least several days
to arrive at an NTS.
5. The Yakima Fire Department will serve as the primary agency responsible for NTS operations.
6. To supplement the Yakima Fire Department, the city will have trained staff and volunteers to manage
and operate an NTS.
7. NGOs, Private Non -Profit Organizations (PNPs), Faith -Based Organizations (FBOs) and Community -
Based Organizations (CBOs) that normally respond to disaster situations will continue to do so.
8. The private sector will seek ways to participate in the provision of NTS support services.
9. CBOs and faith -based organizations that provide social services and serve vulnerable populations will
initially be overwhelmed with requests for service.
10. Neighborhood organizations and local groups, some without training, will emerge to provide mass
care and assistance independent of local government.
11. Spontaneous sheltering will arise outside the response system by persons in the displaced
population or persons in the community seeking to help.
12. The percentage of the displaced population that seeks congregate care is dependent on the size,
scope, and nature of the incident/event.
13. A percentage of the population seeking shelter will be those with disabilities and others with access
and functional needs including those:
➢ Who have mobility impairments.
➢ Who are elderly.
➢ Who have limited English proficiency or are non-English speaking.
➢ Who do not have transportation.
➢ Who have physical, behavioral, or cognitive disabilities.
14. The Yakima EOC will be activated for an incident/event severe enough to create a mass care need.
Consistent with the city's CEMP, the EOC will manage and coordinate both public and private agencies
to support response.
15. Should multiple Non -Traditional Shelters be opened in the City, this will add complexity to NTS
operations and will impact the availability of resources.
16. In a major disaster, mass care operations will require an influx of resources from outside the area to
be fully operational. A full complement of resources will be contingent on the severity of the
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
incident/event, impact to transportation infrastructure, and the ability to move resources and supplies
into and within the affected area.
17. Mutual aid assistance from unaffected jurisdictions and from State and Federal emergency agencies
will be available, but not immediately.
18. Some displaced residents will spontaneously converge on public parks and open spaces as an
alternative to using indoor congregate shelters after incidents/events that have potentially affected the
structural integrity of buildings.
19. When multiple and concurrent Non -Traditional Shelters are activated, resources
(e.g., medical, transportation) will be exponentially impacted by competing demands, needs, and
priorities, therefore coordinated resource management for NTS operations will be necessary.
Annex G: Mass Care Page 5
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Annex G: Mass Care Page 6
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex H
Recovery
A. INTRODUCTION, PURPOSE, GOALS
1. The City has the primary role in planning for and managing all aspects of its recovery. State and
federal officials will look to the City to clearly articulate its recovery priorities and develop recovery
plans. Post -disaster recovery activities begin in the early stages of the response operations and may
last for years.
2. The purpose of recovery planning is to anticipate what will be needed to restore the community to
full functioning as rapidly as possible. This is accomplished through pre -event planning and
cooperation between citizens, businesses, and government. Successful community recovery from
disaster will only occur if everyone in the community understands the process, and how they fit in.
Individuals, agencies, organizations, and businesses must understand their responsibilities and
must coordinate their work efforts with the City's recovery leadership.
3. This Recovery Annex provides a framework to guide the City's recovery efforts.
4. The City's recovery goals are to:
a. Maintain leadership.
b. Utilize local initiative and resources.
c. Maximize State/Federal programs and benefits.
d. Establish and maintain communications to and from citizens.
e. Provide a point of contact for disaster victims.
f. Make maximum use of damage and impact assessment for recovery planning.
g. Promote economic recovery.
1. To establish overall direction, control, and/or coordination through a City Recovery Management
Organization to support disaster recovery.
2. To utilize the National Incident Management System (NIMS) as the organizational basis for recovery
from any emergency.
3. To use "Recovery Support Functions (RSFs)" to organize the City's recovery efforts.
C. RECOVERY ROLES AND RESPONSIBILITIES
1. Individuals and Households.
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
a. Individuals and families need to plan and be prepared to sustain themselves in the immediate
aftermath of a disaster. Those who prepare reduce personal stress, and they enhance their
ability to undertake their own recovery and shape the future of the City's recovery.
b. Individuals and households should carry adequate insurance and maintain essential levels of
supplies, medication, food, and water. Resources to help individuals and families prepare are
available through websites and publications of various organizations that are active in
disasters, including local, state, and federal agencies.
2. Private Sector - Business Community and Critical Infrastructure Owners and Operators.
a. The private sector has a critical role in recovery. When the private sector is operational, the
community recovers more quickly by retaining and providing jobs and a stable tax base.
Additionally, the private sector owns and operates the vast majority of the critical
infrastructure, such as electric power, financial, and telecommunications systems.
b. The private sector should: develop, test, and implement business continuity and restoration
plans; implement mitigation measures and preparedness; and, carry adequate insurance.
3. Nonprofit Sector.
• Nonprofit -sector support is provided by a range of organizations from small locally -based
nonprofits to national organizations with extensive experience in disaster recovery. Nonprofits
directly supplement and fill gaps where government authority and resources cannot be
applied.
4. City.
a. The Yakima Emergency Management Director is the lead for the City's preparedness, pre -
disaster recovery, and mitigation planning.
b. Based on the disaster impacts, a recovery support function driven Recovery Action Plan (RAP)
will be developed. Recovery planning efforts will focus on activities that will restore the
community and reduce future disaster potential.
c. Certain City Divisions/Departments, Agencies, and Non -Government Organizations (NGOs) will
be assigned to lead specific recovery support functions.
d. During recovery the City should appoint a Disaster Recovery Manager to organize and manage
the City's recovery activities.
5. City Disaster Recovery Manager (DRM).
a. When needed, the City Manager will appoint a DRM for the city to manage its recovery
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
activities and work closely with the county, state and federal disaster recovery coordinators.
b. Key responsibilities for the DRM may include, but are not limited to:
(1) Leading and coordinating the establishment and activities of local recovery -dedicated
organizations and initiatives.
(2) Working with recovery coordinators/leads at the state and federal levels to facilitate the
development of a unified communication strategy.
(3) Determining and communicating recovery priorities to state, federal, and other recovery
stakeholders and supporters.
(4) Organizing recovery planning processes to fully engage constituents' input and leading the
development of the City's recovery visions, priorities, resources, capability, and capacity.
(5) Leading the development of the City's recovery plans and ensuring that they are publicly
supported, actionable, and feasible based on available funding and capacity.
(6) Incorporating critical mitigation, resilience, and accessibility building measures into the
City's recovery plans and efforts.
(7) Ensuring inclusiveness in the community recovery process, including protected classes
(e.g., persons with disabilities, limited English proficiency, etc.).
(8) Collaborating with federal and other stakeholders and supporters, such as the business
and non-profit communities, to raise financial support (including long term capital
investment in local businesses) for the City's recovery and to resolve potential duplication
of assistance.
(9) Coordinating federal and other funding streams for recovery efforts and communicating
issues and solutions to recovery assistance gaps and overlaps.
(10)Developing and implementing relevant recovery progress measures, and communicating
needed adjustments and improvements to applicable stakeholders and authorities.
(11) Working closely with recovery leadership at all levels to ensure a well -coordinated and
well -executed recovery.
6. State.
a. The state provides a conduit to local government for federal recovery assistance programs.
b. During recovery the state may: assess local government recovery needs; assist local
governments with identifying recovery resources; and, appoint a State Disaster Recovery
Coordinator (SDRC) to lead and coordinate state recovery planning and assistance to impacted
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
communities.
7. Federal.
a. FEMA promotes recovery preparedness by providing guidance to local and state governments
and nongovernmental organizations on pre -disaster recovery planning.
b. When a disaster occurs that exceeds the capacity of state resources, the federal government
may use the National Disaster Recovery Framework (NDRF) to task available department and
agency capabilities to support local recovery efforts.
c. During recovery the federal government may: deploy a Federal Disaster Recovery Coordinator
(FDRC); activate and deploy Recovery Support Functions (RSFs) when determined necessary;
and, establish a recovery coordination structure in close collaboration with affected local,
state and tribal governments.
d. The FDRC works as a deputy to the Federal Coordinating Officer (FCO) for all matters
concerning disaster recovery. The FDRC partners with and supports the City's Disaster
Recovery Manager (DRM) and the State Disaster Recovery Coordinator (SDRC) to facilitate
disaster recovery in the impacted area.
D. RECOVERY PHASES
1. Recovery begins before a disaster strikes. It begins with preparedness activities such as planning,
capability building, exercising, and establishing tools and metrics to evaluate progress and success.
It also begins with mitigation planning and actions; economic development planning, and vital
partnership building. All of these things contribute to the City's resilience. Post -disaster recovery
activities begin in the early stages of the response operations and may last for years.
2. The City's response to disaster impacts follows a "phased approach" that includes three general
phases: short—term, intermediate, and long—term.
• The recovery process is best described as a sequence of interdependent and often concurrent
activities that progressively advance a community toward a successful recovery.
3. As response actions wind down, short-term stabilization and recovery activities (days -weeks) are
primary. Stabilization is the process in which the immediate impacts of an event on community
systems are managed and contained, thereby creating an environment where recovery activities
can begin. The various elements of a community system will stabilize on different time frames,
leading to a situation in which response, stabilization, and restoration activities can occur
concurrently.
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
4. Intermediate (weeks -months) recovery activities involve returning individuals and families, critical
infrastructure and essential government or commercial services back to a functional, if not pre -
disaster state. Such activities are often characterized by temporary actions that provide a bridge to
permanent measures.
Stabilization
Intermediate
Long Term
DAYS — WEEKS WEEKS — MONTHS MONTHS — YEARS
5. Long-term (months -years) recovery is the phase of recovery that follows the intermediate stage
and may continue for months to years. Examples include the complete redevelopment and
revitalization of the damaged area. It is the process of rebuilding or relocating damaged or
destroyed social, economic, natural, and built environments in a community to conditions set in a
long-term recovery plan. The goal underlying long-term redevelopment is the impacted community
moving toward self-sufficiency, sustainability, and resilience. Activities may continue for years
depending on the severity and extent of the disaster damages, as well as the availability of
resources.
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
RECOVERY PHASES/TASKS
Stabilization Intermediate
(days -weeks) 1 (weeks -months)
Long-term
(months -years)
1.
Providing essential health
and safety services
2. Providing congregate
sheltering or other
temporary sheltering
solutions
3. Providing food, water and
other essential
commodities for those
displaced by the incident.
4. Providing disability related
assistance/functional needs
support services.
5. Developing impact
assessments on critical
infrastructure, essential
services, and key resources.
6. Conducting initial damage
assessments.
7. Conducting community
wide debris removal,
including clearing of
primary transportation
routes of debris and
obstructions.
8. Restarting major
transportation systems and
restoring interrupted
utilities, communication
systems, and other
essential services such as
education and medical
care.
9. Establishing temporary or
interim infrastructure
systems. Supporting family
reunification.
1. Continuing to provide
individual, family -
centered, and culturally
appropriate case
management.
2. Providing accessible
interim housing (in or
outside the affected area
depending on suitability)
and planning for long-term
housing solutions.
3. Returning of displaced
populations and
businesses if appropriate.
4. Reconnecting displaced
persons with essential
health and social services.
5. Providing supportive
behavioral health
education, intervention,
including continuing to
provide crisis, grief, and
group counseling and
support.
6. Providing access and
functional needs
assistance to preserve
independence and health.
7. Updating hazard and risk
analyses to inform
recovery activities.
8. Establishing a post -
disaster recovery
prioritization and planning
process.
9. Developing an initial
hazard mitigation strategy
1.
Identifying of risks that
affect long-term
community sustainment
and vitality.
2. Developing and
implementing disaster
recovery processes and
plans, such as a long term
recovery plan and/or
reflecting recovery
planning and mitigation
measures in the
community's land use
planning and
management,
comprehensive plans,
master plans, and zoning
regulations.
3. Rebuilding to appropriate
resilience standards in
recognition of hazards and
threats.
4. Addressing recovery needs
across all sectors of the
economy and community,
and addressing individual
and family recovery
activities and unmet
needs.
5. Rebuilding educational,
social, and other human
services and facilities
according to standards for
accessible design.
6. Reestablishing medical,
public health, behavioral
health, and human
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Stabilization
(days -weeks)
Intermediate
(weeks -months)
Long-term
(months -years)
1
10. Supporting return of
medical patients to
appropriate facilities in the
area.
11. Providing basic
psychological support and
emergency crisis
counseling.
12. Providing initial individual
case management
assessments.
13. Providing security and
reestablishing law
enforcement functions.
14. Building an awareness of
the potential for fraud,
waste and abuse, and ways
to deter such activity, such
as developing Public
Service Announcements
and publicizing ways to
report allegations of waste,
fraud and abuse.
15. Begin assessment of
natural and cultural
resources.
responsive to needs
created by the disaster.
10. Ensuring that national and
local critical infrastructure
priorities are identified
and incorporated into
recovery planning.
11. Developing culturally and
linguistically appropriate
public education
campaigns to promote
rebuilding to increase
resilience and reduce
disaster losses.
12. Complete assessments of
natural and cultural
resources and develop
plans for long-term
environmental and
cultural resource recovery.
7.
8.
9.
10.
11.
12.
13.
14.
15.
services systems.
Reconfiguring elements of
the community in light of
changed needs and
opportunities for "smart
planning" to increase
energy efficiency, enhance
business and job diversity,
and promote the
preservation of natural
resources.
Implementing mitigation
strategies, plans, and
projects.
Implementing permanent
housing strategies.
Reconstructing and/or
relocating, consolidating
permanent facilities.
Implementing economic
and business revitalization
strategies.
Implementing recovery
strategies that integrate
holistic community needs.
Implementing plans to
address long-term
environmental and cultural
resource recovery.
Ensuring there is an
ongoing and coordinated
effort among local, state,
tribal, and federal entities
to deter and detect waste,
fraud and abuse.
Identifying milestones for
the conclusion of recovery
for some or all non -local
entities.
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
E. DAMAGE ASSESSMENT PHASES
1. The recovery process begins with an initial damage assessment conducted by City personnel using
aircraft, ground vehicles, and observer call -ins. The size and type of incident and its overall impact
on the community will determine who should participate in the damage assessment process. Minor
emergencies or incidents may only require participation of local City agencies and organizations.
2. Rapid Impact Assessment Reports: First Phase.
• The impact survey data provides a City-wide general overview of the most significantly
impacted areas and, therefore, establishes a prioritization mechanism for damage assessment
team deployment, resource allocation, and disaster assistance.
3. Initial Damage Assessment: Second Phase.
a. The Initial Damage Assessment is performed by City Staff. Damage Assessment data is
reported to the EOC for City-wide compilation by the Damage Assessment Teams.
b. The goal of this assessment is to determine the magnitude and severity of damages and to
strategize the City's response and recovery efforts.
c. The initial damage assessment determines if an emergency declaration is warranted.
4. Preliminary Damage Assessment (PDA): Third Phase.
a. The PDA is a joint local/state/federal assessment used to determine the magnitude and
impact of damage due to an incident. The State uses the results of the PDA to determine if the
situation is beyond the combined capabilities of the State and City resources and to verify the
need for supplemental Federal assistance. The PDA also identifies any unmet needs that may
require immediate attention.
b. The PDA teams conduct a more in-depth evaluation in order to rate the level of damage to
each structure.
c. Each municipal jurisdiction is responsible for the implementation of the federal compliant
damage assessment of homes and businesses within their jurisdiction.
5. Mitigation Assessment: Possible Fourth Phase.
• Should the City be impacted by a natural disaster deemed to be of national significance, FEMA
in conjunction with state and local officials may mobilize a Mitigation Assessment Team
(MAT). This team's mission is to conduct on-site qualitative engineering analyses to assess
damage to government offices, homes, hospitals, schools businesses, critical facilities, and
other structures and infrastructure. The intent of the assessment would be to determine the
causes of structural failures (or successes) and to evaluate the adequacy of local building
codes, practices, and construction materials for the purpose of improving future performance.
They may use the opportunity to review the effectiveness of previous mitigation projects.
Annex H: Recovery
Page 8
F. CONCEPT OF RECOVERY
Community Planning & Capacity
Coordinating assistance
1. Recovery planning begins
of the disaster impacts
meet the City's recovery
2. Recovery Support Functions
the City and its citizens
each RSF will be responsible
programs. The primary
(support departments and
activities. The primary agency/department
delivery.
3. The City's anticipated schedule
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
SUPPORT FUNCTIONS
BuildingIRMIII6 A.', ;.41• Recovery Support Function
tgrik ..,.„ , i
for community planning, organization, and management of disaster recovery
when the City EOC is activated. Recovery planners begin an assessment
and determine which Recovery Support Functions (RSFs) will be activated to
needs.
represent groupings of types of recovery activities and programs that
are likely to need following disaster. A "primary" agency/department for
for coordinating the implementation of the recovery activity or
agency/department will be responsible for identifying the resources
organizations) within the RSF that will accomplish the post disaster
is also responsible for coordinating the resource
of RSFs is in the Table "Schedule of RSFs."
zili..
axam
RECOVERY SUPPORT
FUNCTION (RSF)
PURPOSE
RSF # 1
Impact Analysis
1. To determine the disaster's impact on the City, determine recovery
priorities, identify resource needs for disaster recovery, justify
necessary state and federal assistance, identify structures unsafe for
occupation, and determine structures that have to comply with the
City's build—back policy.
2. To determine nature/extent of impact to infrastructure damage for
proper prioritization.
3. To provide information after an emergency or disaster and detailing
the situation, location, and extent and nature of damage.
4. To provide information to determine priorities and requirements for
restoration and reconstruction.
RSF # 2
Continuation of
Government
To ensure the continuing critical functions and services of government
while responding to and recovering from disaster.
RSF # 3
Debris Management
To effectively manage debris generated by the disaster.
RSF # 4
Individual Assistance
To inform disaster victims about the federal individual assistance
programs that are available and how to make application.
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
SCHEDULE OF RSFs
RECOVERY SUPPORT
FUNCTION (RSF)
PURPOSE
RSF # 5
Unmet Needs
1. To provide an Ombudsman to provide information, investigate
complaints, and to assist with disputes by directing citizens to the
appropriate agency or agencies) for resolution.
2. To provide a means of identifying and resolving disaster recovery
needs in cases when government or voluntary agency assistance
programs are not available; or, government or voluntary agency
assistance is provided but falls short of meeting all the needs of
disaster victims.
RSF # 6
Human Services (Short
Term)
To identify individuals who need various human services following a
disaster and to meet those needs through coordination with public and
private organizations.
RSF # 7
Safety
To establish a safety program to identify and implement ways and means
to reduce or eliminate unsafe conditions or practices for which losses may
occur. The safety program may include such rewards, disciplines or
penalties as may tend to reduce losses and promote safety.
RSF # 8
Public Health (Long Term)
To identify threats to public health during the recovery period and to
provide remedies. Coordinate with Yakima Health District.
RSF # 9
Repair & Restoration of
Public Infrastructure &
Services (Public
Assistance)
Repair and restoration of public infrastructure and services to return the
public infrastructure and government's services to pre—event levels or
better.
RSF # 10
Permitting & Inspections
To provide an emergency permitting plan to streamline the permitting
process in the event of a disaster. These activities will consist of
determining whether repair or reconstruction of damaged structures will
be allowed and under what conditions, coordinating and streamlining the
City's (and Municipality's) permitting processes, and implementing a
system to verify that repairs/redevelopment comply with all applicable
codes and laws.
RSF # 11
Rebuilding, Construction,
Repairs, Restoration
To provide for the physical rebuilding of the community, which necessarily
includes the viability of commercial operations to support the residents.
RSF # 12
Housing
(Temporary/Replacement)
To assist displaced people, emergency workers, businesses and the
temporary workforce in locating temporary housing, and to allow and/or
coordinate the placement of temporary housing (housing that people
occupy between the time they leave the emergency shelter and the time
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
SCHEDULE OF RSFs
RECOVERY SUPPORT
FUNCTION (RSF)
PURPOSE
they are able to move back into their homes).
RSF # 13
Redevelopment (Planning
& Community
Development)
To articulate the vision for recovery and redevelopment in both
anticipation and in the wake of a catastrophic natural disaster.
RSF # 14
Public Information
To provide information to citizens, government employees, businesses,
and organizations concerning disaster recovery operations and progress,
and to identify necessary messages and appropriate methods of delivery.
RSF # 15
Volunteers & Donations
To continue to coordinate during recovery offers of assistance by
volunteer organizations, and work with federal and state organized efforts
to collect and distribute donated goods and volunteer services.
RSF # 16
Reentry, Security
To promote and facilitate the timely reentry of essential response and
recovery personnel, government officials, property owners, business
owners, media, etc. to speed the recovery of the City and its economy;
and, to provide uniform guidance following a large—scale disaster to law
enforcement personnel who direct access into the impacted area. Includes
procedures to ensure safe and orderly reentry and clarifies the roles and
responsibilities of local and state agencies that may be involved in reentry.
RSF # 17
Economic Restoration &
Development
To establish a partnership 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.
RSF # 18
Environmental Concerns
To identify and implement projects or programs that restore, enhance, or
protect natural resources and open space (flood plains, wetlands, and
wildlife) from degradation to reduce impacts from natural disasters.
RSF # 19
Mitigation
To prepare a post—disaster hazard mitigation plan that will define actions
during the recovery period that help prevent repeated future losses and
reduce the City's vulnerability to natural hazards.
RSF # 20
Recovery Administration
& Finance
To provide a framework for implementing administrative and financial
services necessary for disaster recovery.
RSF # 21
Mutual Aid
To manage requests for mutual aid assistance for the City, or to assist
another local government.
RSF # 22
Historic Concerns
To identify and implement projects or programs that restore, enhance, or
protect historic resources from degradation, and to reduce impacts from
disasters.
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
G. RECOVERY INCIDENT MANAGEMENT SYSTEM
1. The City's recovery organization follows the concepts of the National Incident Management System
(NIMS).
2. Depending upon the severity and magnitude of the disaster, full activation of the City's Recovery
Management System may not be necessary, may only be partially required, or may require full
activation. Partial activation would be dictated by the characteristics of the disaster and would
involve only those departments and organizations needing to interact in providing the necessary
recovery activities and programs.
3. The City's Recovery Management System is partially or fully activated by decision of the City
Manager. The organization structure is intended to be flexible and should be tailored by the
"Disaster Recovery Manager" and the city departments/divisions to meet the City's recovery needs.
H. RECOVERY ACTION TEAM (OR TASK FORCE)
1. The Recovery Action Team should be established by City ordinance with the goals and scope of
authority clearly stated.
2. As the emergency response phase stabilizes, the City EOC begins the coordination of disaster
recovery activities and may recommend the activation of the Recovery Action Team to:
a. Establish uniform policies for effective coordination to accomplish City recovery tasks.
b. Recommend efforts to restore normalcy to areas adversely impacted by the disaster.
c. Identify mitigation opportunities and resources.
d. Ensure control of the recovery process.
3. "Recovery Task Force" responsibilities may include, but not limited to:
a. Preparing a redevelopment plan.
b. Developing procedures to carry out build back policies.
c. Developing policies for redeveloping areas that have sustained repeated disaster damage.
d. Develop policies that promote mitigation from future damage.
e. Develop priorities for relocating and acquiring damaged property.
4. The composition of the Recovery Action Team will vary depending upon the nature of the disaster,
size of the staff and available resources.
Annex H: Recovery
Page 12
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
I. REQUESTING FEDERAL ASSISTANCE AND TYPES
1. Based on a damage assessment (PDA) that the ability to recover is beyond local and state
capability, the Governor will normally send a request letter for federal assistance to the President,
directed through the Regional Director of FEMA Region VI. Request packages are prepared by
GOHSEP from the provided damage assessment data.
2. The request made to the President for assistance under the authority of Public Law (PL) 93-288, as
amended by PL 100-707, the Robert T. Stafford Disaster Relief and Emergency Assistance Act of
1988, as amended, will be for an "emergency" or "major disaster" declaration. The President then
makes the decision whether or not to declare a major disaster or emergency.
3. After a presidential declaration has been made, FEMA will designate the area eligible for assistance
and announce the types of assistance available. FEMA provides supplemental assistance for state
and local government recovery expenses.
4. Types of federal assistance.
a. Assistance under a declaration of "EMERGENCY" is specialized to meet a specific need and is
generally limited to those actions that may be required to save lives and protect property,
public health, safety, or to lessen the threat of a more severe disaster. Examples of emergency
assistance are:
(1) Emergency mass care, such as emergency shelter, emergency provision of food, water,
medicine, and emergency medical care.
(2) Clearance of debris to save lives and protect property and public health and safety.
(3) Emergency protective measures, including: search and rescue; demolition of unsafe
structures; warning of further risks and hazards; public information on health and safety
measures; other actions necessary to remove or to reduce immediate threats to public
health and safety, to public property, or to private property in the public interest.
(4) Emergency communications.
(5) Emergency transportation.
(6) Emergency repairs to essential utilities and facilities.
b. Assistance under a declaration of "MAJOR DISASTER" provides a wide range of assistance to
individuals (individual assistance), and/or to local and state governments (public assistance)
and certain non-profit organizations.
c. The FEMA individual disaster assistance program is money or direct assistance to individuals,
families and businesses whose property has been damaged or destroyed and whose losses are
not covered by insurance. It is meant to help with critical expenses that cannot be covered in
other ways. This assistance is not intended to restore an individual's damaged property to its
condition before the disaster. Most disaster assistance from the Federal government is in the
form of loans administered by the Small Business Administration.
• Information on individual assistance programs can be found at:
http://www.fema.gov/assistance/process/assistance.shtm
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
d. The FEMA Public Assistance (PA) program provides assistance for debris removal,
implementation of emergency protective measures, and permanent restoration of
infrastructure. The program also encourages protection from future damage by providing
assistance for hazard mitigation measures during the recovery process. The federal share of
these expenses cannot be less than 75 percent of eligible costs.
• Information on the public assistance program can be found at:
http://www.fema.gov/government/grant/pa/index.shtm
J. FEDERAL COORDINATING OFFICER (FCO) AND FEDERAL DISASTER RECOVERY
COORDINATOR (FDRC)
Recovery Coordinating Structure
RE F. • SUPPORT
FUNCTI I S (Mrs)
• Community Planning
and Capacity Building
• Economia
• Health and Soda!
Smvl oaa
• Housing
• Infrastructure Systema
• Natural and Cultural
Resources
FODEPAL
Cif FICER
(PCO)
FEDE RAL
DISASTER
RECOVERY
COORDINATOR
(FDRC)
4101IIRNOW
STATECOORDIMATINCII
71571
STATE
DISASTER
RECOVERY
COORDINATOR
(SDRC)
LOCAL
MUNITY
Annex H: Recovery
Page 14
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
1. The president appoints a Federal Coordinating Officer (FCO) to manage the federal response,
recovery, and mitigation operations for each presidentially declared disaster or emergency. The
FCO is responsible for the following activities:
a. Establish a federal presence as the president's representative at the disaster site.
b. Coordinate the relationships among federal, state, and local personnel in concert with the
State Coordinating Officer (SCO).
c. Advise the governor on the status of the federal response.
d. Establish response and recovery operations with the SCO.
e. Alert, coordinate, and direct other federal agencies to support the state in identifying and
meeting disaster needs.
f. Establish an effective communications network with state and local agencies.
g. Assess damage and identify and prioritize needs in collaboration with the SCO.
h. Identify the full range of programs and resources required to carry out the immediate
response and long-term recovery.
2. A Federal Disaster Recovery Coordinator (FDRC) is appointed and is responsible for the following
activities:
a. Coordinating with the federal coordinating officer (FCO).
b. Managing Stafford Act recovery programs.
c. Determining funding requirements.
d. Executing the FEMA State Agreement.
e. Issuing mission assignments.
f. Obligating and monitoring funds.
K. GOVERNOR'S AUTHORIZED REPRESENTATIVE (GAR) AND STATE COORDINATING OFFICER (SCO)
1. A Governor's Authorized Representative (GAR) is designated in the FEMA/State Agreement after
the President declares a major disaster under the provisions of the Stafford Act. The GAR provides
executive oversight and direction of the disaster or emergency response and recovery on behalf of
the governor. The GAR executes all the necessary documents on behalf of the state and responds
to the requests of the governor. The GAR is responsible for the following activities:
a. Interfacing with the federal disaster recovery coordinator (FDRC).
b. Implementing the state's emergency plan.
c. Activating state departments and agencies.
d. Executing the governor's emergency decisions.
e. Directing the activities of the state coordinating officer (SCO).
f. Establishing strategic response and recovery strategies.
g. Ensuring that the state maintains control.
2. A State Coordinating Officer (SCO) is identified in the governor's request for an emergency or a
major disaster declaration. The SCO provides operational oversight and direction of the disaster or
emergency on behalf of the GAR for joint field office (JFO) operations. The SCO converts the GAR's
Annex H: Recovery
Page 15
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
strategic guidance into tactical plans, executes them on behalf of the state, and responds to the
requests of the governor. The SCO is responsible for the following activities:
a. Interfacing with the federal coordinating officer (FCO).
b. Directing activities for state departments and agencies.
c. Integrating state, federal, local, and voluntary agencies' actions.
d. Coordinating response and recovery operations.
e. Establishing priorities.
3. The GAR and the SCO may be the same person or different people. The designation may be
permanent or may occur at the time of the emergency.
L. FEDERAL -STATE -LOCAL RECOVERY FACILITIES
1. A Joint Field Office (JFO) is established to facilitate federal -state -local coordination of private and
public disaster assistance. Federal, state, and local representatives work together to develop a
common set of objectives and a coordinated action plan.
• The JFO is a temporary federal multi -agency coordination center established locally to
facilitate field -level incident management activities related to prevention, preparedness,
response, and recovery when activated by FEMA. The JFO provides a central location for
coordination of federal, state, local, tribal, nongovernmental, and private -sector
organizations --all with primary responsibility for activities associated with threat response and
incident support.
2. Disaster Recovery Centers (DRC's) may be established to manage the cooperative effort between
the local, state, and federal government for the benefit of disaster victims (individuals, families,
and small businesses). Agencies and organizations offering assistance provide representatives to
the DRC where disaster victims, through an "entrance/exit interview" process, may receive
information and referral to the specific agencies/organizations that can best meet their needs.
FEMA, state, and local emergency management will jointly determine the locations, dates, and
times for the operation of DRC's.
a. Application for assistance should initially be made through the national tele -registration
hot-line (1-800-621-3362 or TDD 1-800-462-7585) or on-line at:
http://www.fema.gov/assistance/index.shtm
b. Information on Disaster Recovery Centers can be found at:
http://www.fema.gov/assistance/opendrcs.shtm
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
M. HAZARD MITIGATION PLAN/PROGRAM
1. Should the City receive public disaster assistance, a Hazard Mitigation Plan will be required to
pursue mitigation measures to help insure against similar damage in the future.
2. Hazard mitigation under sections 404 and 406 of the Stafford Act is any action taken to reduce or
eliminate the long-term risk to human life and property from natural or man-made hazards. While
the City is performing repair or restorative work, it should consider mitigation methods that will
prevent similar damage in a future event, thereby reducing future damage costs.
3. Hazard Mitigation is pursued on a project -by -project basis. A positive benefit/cost ratio must exist
to ensure that the additional work will be cost effective. Mitigation is accomplished by completing
additional work that is beyond the scope of normal repairs and beyond code requirements in order
to reduce the vulnerability to future disaster -related damages.
4. Mitigation planning is provided through the City of Yakima Hazard Mitigation Plan that contains
mitigation activities and recommended mitigation projects
Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Annex H: Recovery
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex
Public Information Dissemination
JOINT INFORMATION SYSTEM (JIS)
The JIS provides the mechanism to organize, integrate, and coordinate information to ensure timely, accurate,
accessible, and consistent messaging across multiple jurisdictions and/or disciplines, including the private
sector and NGOs. It includes the plans, protocols, procedures, and structures used to provide information to:
➢ general public
➢ disaster victims
➢ affected jurisdictions
➢ elected officials
➢ community leaders
➢ private sector
➢ media
➢ NGOs (e.g., American Red Cross)
➢ response and recovery organizations (e.g., urban search and rescue, utilities)
➢ volunteer groups (e.g., CERT, VOAD)
JICs are critical supporting elements of the JIS. Key elements include the following:
➢ gathering, verifying, coordinating, and disseminating consistent messages;
➢ interagency coordination and integration;
➢ support for decision -makers; and
➢ flexibility, modularity, and adaptability.
Agencies issue their own releases related to their policies, procedures, programs, and capabilities; however,
messages need to be coordinated utilizing the JIS to ensure message consistency.
JOINT INFORMATION CENTER (JIC)
To ensure coordination of public information during incidents that involve multiple agencies and/or
jurisdictions. The JIC is a central location that facilitates operation of the JIS. JICs are established:
➢ at the direction of the IC/UC at various levels of government;
➢ at pre -determined or incident -specific sites; and
➢ as components of the City Emergency Operations Center (EOC).
The JIC may be staffed:
➢ by representatives from agencies and jurisdictions involved in the response
Annex I: Public Information Dissemination Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
The JIC should be located close to the best sources of information, such as the EOC, without compromising
safety or security of the personnel staffing the facility. A single JIC location is preferable, but the system is
flexible and adaptable enough to accommodate virtual or multiple JIC locations, as required.
COMMON ROLES AND FUNCTIONS
The following roles and functions are common components of a JIC.
Lead PIO:
➢ responsible for managing the JIC;
➢ serves as advisor to the Emergency Operations Center staff;
➢ provides overall communication policy direction;
➢ recommends and develops strategy for messages, briefings, and news releases;
➢ obtains approval from those in authority before releases are made; and
➢ conducts JIS/JIC briefings (live or virtual) to update staff regarding Incident Command activities.
Information Gathering
➢ Response Partners — Coordination with supporting response agencies, incident command posts, and
other locations to gather information on the incident.
➢ Media Monitoring Analysis/Rapid Response — Entails reviewing media reports for accuracy, content, and
possible response.
➢ Research and Writing:
✓ Products — Writing materials such as media releases, fact sheets, flyers, etc.
✓ Graphics Support — Entails designing layouts, developing PowerPoint presentations, and creating
graphics for a range of materials (e.g. newsletters, flyers, etc.).
➢ Audio -Visual:
✓ Broadcast Operations — Entails developing video documentation, special productions, remote
live interview feeds, and logistical support of public meetings and presentations.
✓ Photo Video — Entails providing still photography documentation to support print and internet
media needs, and video documentation to support broadcast media needs. Also includes
collecting materials for agency archives.
Information Dissemination:
➢ Briefing/Special Events — Entails handling events such as news conferences, media briefings, VIP visits,
and tours for senior officials of affected areas.
➢ Media Relations:
✓ News Desk — Serves as the primary point of contact for the media.
✓ Spokesperson — Prepares and conducts regular news briefings and conferences.
➢ Web Support — Entails creating and maintaining web pages and blogs containing information about the
incident for use by the public and the media.
➢ Public Inquiries — Entails responding to questions from citizens, making referrals, and developing a log of
telephone calls, e-mails, etc., containing names, addresses, the type of calls, and any necessary follow
up actions.
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Operations Support:
➢ Special Needs/Multilingual — Entails providing language translation and other services to ensure that
appropriate and timely information is released to those in the affected areas with special needs.
➢ Facility Support — Coordinates with the JIC Facility Liaison to maintain and support the JIC operations
concerning the facility and resources.
Liaison:
➢ Provides a coordinated two-way communication link with key program areas and other entities involved
in the response and recovery operation (e.g., elected officials, community leaders, VIPs, and other
governmental and NGO support agencies).
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City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Annex I: Public Information Dissemination Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex J
Defense Support to Civil Authorities
Concept of Operations
General
1. The commander of a military installation has the authority to respond to immediate life threatening
emergencies. Such requests may be made directly to that installation. Other requests for military assistance are
made through the State Emergency Management Division duty officer.
2. The Washington National Guard (WNG) is primarily available after activation by the Governor
Organizational
Local jurisdictions must demonstrate that the need is indeed beyond local capability or that a special capability
only provided by the military is immediately required.
The WNG provides support, as requested by the state EOC, to include but not limited to:
✓ Air and land transportation
✓ Armories, tentage, and available land
✓ Security forces and traffic control
✓ Light urban search and rescue operations
✓ Supplementary communications
✓ Air support for reconnaissance
✓ Limited emergency medical assistance
✓ Limited mass feeding
✓ Damage assessment of state military facilities, and other state and local jurisdiction facilities
✓ Limited water purification
✓ Limited power generation
✓ Coordination with other military services
✓ Representation for discussion of emergency highway traffic regulations
✓ Conduct of wildland firefighting operations
Annex J: Defense Support to Civil Authorities Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Annex J: Defense Support to Civil Authorities Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Annex K
Americans with Disabilities Act (ADA) Compliance
I. General Information
A. Purpose
The City of Yakima will utilize the U.S. Department of Justice, An ADA Guide for Local
Governments. Making Community Emergency Preparedness and Response Programs Accessible
to People with Disabilities to enhance its planning for special, high risk populations.
When shelter facilities are activated, local officials and shelter operators must ensure they
accommodate the provisions of the ADA.
B. Scope
ADA populations are defined as: populations whose members may have additional needs
before, during, and after an incident in one or more of the following (CMIST) functional areas:
— Communication.
— Medical care.
— Independence --Maintaining.
— Supervision.
— Transportation.
The following function -based definitions further amplify the definitions of each element:
Communication
Individuals who have limitations that interfere with the receipt of and response to
information will need that information provided in methods they can understand and
use.
Some may not be able to hear verbal announcements, see directional signs, or
understand how to get assistance due to hearing, vision, speech, cognitive, or
intellectual limitations, and/or have limited English proficiency.
Medical Care
Individuals who are not self-sufficient or who do not have adequate support from
caregivers, family, or friends may need assistance with: managing unstable, terminal or
contagious conditions that require observation and ongoing treatment; managing
intravenous therapy, tube feeding, and vital signs; receiving dialysis, oxygen, and
suction administration; managing wounds; and operating power -dependent equipment
to sustain life. These individuals require support of trained medical professionals.
Maintaining
Independence
Individuals requiring support to be independent in daily activities may lose this support
during an emergency or disaster. Such support may include consumable medical
supplies (diapers, formula, bandages, ostomy supplies, etc.), durable medical
equipment (wheelchairs, walkers, scooters, etc.), service animals, and/or attendants or
caregivers. Providing the necessary support to these individuals will enable them to
maintain their pre -disaster level of independence.
Annex K: ADA Compliance Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Supervision
Before, during, and after an emergency individuals may lose the support of caregivers,
family, or friends or may be unable to cope in a new environment (particularly if they
have dementia, Alzheimer's or psychiatric conditions such as schizophrenia or intense
anxiety). If separated from their caregivers, young children may be unable to identify
themselves; and when in danger, they may lack the cognitive ability to assess the
situation and react appropriately.
Transportation
Individuals who cannot drive or who do not have a vehicle may require transportation
support for successful evacuation. This support may include accessible vehicles (e.g.,
lift -equipped or vehicles suitable for transporting individuals who use oxygen) or
information about how and where to access mass transportation during an evacuation.
11. Action Steps
A. Evacuation of People with Disabilities
Adopt policies to ensure that your community evacuation plans enable people with disabilities,
including those who have mobility, vision, hearing, or cognitive disabilities, mental illness, or other
disabilities, to safely self -evacuate or to be evacuated by others. Some communities are instituting
voluntary, confidential registries of persons with disabilities who may need individualized
evacuation assistance or notification. If you adopt or maintain such a registry, have procedures in
place to ensure its voluntariness, guarantee confidentiality controls, and develop a process to
update the registry. Also consider how best to publicize its availability. Whether or not a registry is
used, your plan should address accessible transportation needs for people who use wheelchairs,
scooters, or other mobility aids as well as people who are blind or who have low vision.
Both public and private transportation may be disrupted due to overcrowding, because of blocked
streets and sidewalks, or because the system is not functioning at all. The movement of people
during an evacuation is critical, but many people with disabilities cannot use traditional, inaccessible
transportation.
B. Evacuation with Accessible Vehicles
Identify accessible modes of transportation that may be available to help evacuate people with
disabilities during an emergency. For instance, some communities have used lift -equipped school or
transit buses to evacuate people who use wheelchairs during floods.
C. Accessible Shelters
Survey your community's shelters for barriers to access for persons with disabilities. For instance, if
you are considering incorporating a particular high school gymnasium into your sheltering plan,
early in the process you should examine its parking, the path to the gymnasium, and the toilets
serving the gymnasium to make sure they are accessible to people with disabilities. If you find
barriers to access, work with the facility's owner to try to get the barriers removed. If you are unable
to do so, consider another nearby facility for your community sheltering needs.
Annex K: ADA Compliance Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
D. Service animals
Adopt procedures to ensure that people with disabilities who use service animals are not separated from
their service animals when sheltering during an emergency, even if pets are normally prohibited in shelters.
While you cannot unnecessarily segregate persons who use service animals from others, you may consider
the potential presence of persons who, for safety or health reasons, should not be with certain types of
animals.
E. Medications, Refrigeration, and Back-up Power
Ensure that a reasonable number of emergency shelters have back-up generators and a way to keep
medications refrigerated (such as a refrigerator or a cooler with ice). These shelters should be made
available on a priority basis to people whose disabilities require access to electricity and refrigeration, for
example, for using life-sustaining medical devices, providing power to motorized wheelchairs, and
preserving certain medications, such as insulin, that require refrigeration. The public should be routinely
notified about the location of these shelters. In addition, if you choose to maintain a confidential registry of
individuals needing transportation assistance, this registry could also record those who would be in need of
particular medications. This will facilitate your planning priorities.
F. Communications
Adopt procedures to provide accessible communication for people who are deaf or hard of hearing and for
people with severe speech disabilities. Train staff on the basic procedures for providing accessible
communication, including exchanging notes or posting written announcements to go with spoken
announcements. Train staff to read printed information, upon request, to persons who are blind or who
have low vision.
G. Accessible Housing
Identify temporary accessible housing (such as accessible hotel rooms within the community or in nearby
communities) that could be used if people with disabilities cannot immediately return home after a disaster
if, for instance, necessary accessible features such as ramps or electrical systems have been damaged.
Annex K: ADA Compliance Page 3
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Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Annex K: ADA Compliance Page 4
Annex L
Mass Transportation
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Catastrophic Mass Transportation
Rationale: In general, the populations to which
this Annex is applicable consist of individuals
who must evacuate but are unable to provide
their own transportation, including:
➢ Residents who must leave their homes
because of life -safety concerns
generated by the disaster event, such as
release of hazardous materials;
➢ Residents who must leave their homes
because the homes are damaged or lack
potable water, wastewater and/or
power service, or because the residents
are fearful of remaining in their homes;
➢ Residents who have access and
functional needs that prohibit them
from self -evacuating;
➢ Commuters who cannot return home
because of damage to transportation
infrastructure;
➢ Visitors to the region who are stranded
by the incident and require evacuation.
Local
Government
Federal
Government
State, Tribal,
?e-ritar•."al, and
Insular Area
Governmenr
Private
Sector
Ccrrimunities
Nongovernmental
Ordanixations
Indlvoduals,
Famil iPs, and
Housel,o'ds
Whole
lmunitV
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Priorities for mass transportation/ evacuation operations:
1. Developing situational awareness and determining mass transportation requirements and capabilities for real-time
communication and information exchanges
2. Establishing a priority for movement of affected populations based on life -safety concerns
3. Developing a service plan of operations to support movement of emergency service workers into the affected area
4. Identifying appropriate message systems and provide guidance to the evacuating public
5. Acquiring and deploying appropriate transportation resources to move outbound evacuees and inbound emergency
service workers
6. Managing mass transportation networks and resources to conduct initial movement of evacuees and emergency
service workers.
7. Providing mass transportation resources and management to support follow-on movement of evacuees from shelters
to interim housing and other locations
8. Supporting re-entry of evacuated populations
9. Supporting ongoing transportation of response workers into and within the region
10. Supporting restoration of basic transportation services
Annex L: Mass Transportation Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Key Emphasis: People with Disabilities/Assess & Functional Needs (PWD/AFN)
No.
Task
1
Identify and analyze evacuation scenarios considering PWD/AFN.
2
Ensure PWD/AFN are incorporated into the transportation and evacuation planning process.
3
Include evacuation procedures for PWD/AFN in the transportation annex of the EOP and/or other applicable
planning documents.
4
Conduct outreach programs to educate people with access and functional needs about personal evacuation
planning
5
Identify and inventory disability transportation resources.
6
Identify and map community locations with concentrations of PWD/AFN.
7
Identify and maintain current contact information for Agencies serving PWD/AFN.
8
Identify communication protocols established between EOC, first responders and transportation providers.
9
Develop and maintain communications operability between EOC, first responders and transportation providers.
10
Establish a database for evacuation alert notifications.
11
Define clear thresholds and procedures for evacuation orders.
12
Identify time estimates for executing moderate- and large-scale evacuations of PWD/AFN.
13
Establish a system to mission task evacuation (transportation) resources.
14
Identify protocol for activation of transportation providers.
15
Develop a timeline mobilization of transportation resources once tasked.
16
Establish criteria for a prioritizing resources when demand exceeds availability.
17
Define clear roles and responsibilities for highest elected official (s) regarding transportation and evacuation.
18
Define clear roles and responsibilities for the City Manager regarding transportation and evacuation.
19
Define clear roles and responsibilities for emergency services/management regarding transportation and
evacuation.
Annex L: Mass Transportation Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Key Emphasis: People with Disabilities/Assess & Functional Needs (PWD/AFN)
20
Define clear roles and responsibilities for stakeholders regarding transportation and evacuation of PWD/AFN.
21
Ensure transportation and evacuation roles and responsibilities for transportation agency (s) are clearly defined
in the Transportation Annex to the CEM P.
22
Ensure transportation and evacuation plans for schools include PWD/AFN.
23
Ensure transportation and evacuation plans for medical facilities include PWD/AFN.
24
Ensure transportation and evacuation plans for elderly from congregate housing include PWD/AFN.
25
Ensure transportation and evacuation plans for incarceration facilities include PWD/AFN.
26
Compare EOPs for various city care facilities for vendor overlap with regard to services.
27
Ensure transportation evacuation plans include service animals and comfort animals.
28
Ensure transportation evacuation plans include mobility devices and durable medical devices on transit
equipment.
Evacuation
29
Identify a system for persons needing transport assistance.
30
Identify a system for documenting and tracking evacuees.
31
Exercise tracking and recording procedures at least annually.
Transportation Staging Areas
32
Designate personnel to manage transportation staging areas.
33
Ensure a Traffic Plan for PWD/AFN is included in transportation annex.
34
Identify transportation staging areas.
35
Provide transportation stakeholders with the location of staging areas and reception centers.
36
Provide accessible transportation information to PWD/AFN at transportation staging areas.
Annex L: Mass Transportation Page 3
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Key Emphasis: People with Disabilities/Assess & Functional Needs (PWD/AFN)
1
37
Identify and plan for individuals who may be unable to reach transportation staging areas.
Evacuation Routes
38
Clearly define evacuation and alternate evacuation routes.
39
Train transportation providers and first responders on evacuation routes/ alternate routes.
40
Ensure Traffic Control Points (TCPs) provide communication accessibility.
41
Ensure TCP system gives priority to evacuation (transit) resources.
42
Exercise evacuation protocols including PWD/AFN at least annually.
Evacuation Logistics
43
Identify alternate transit/paratransit operational facilities.
45
Identify alternate power supply for transit/paratransit.
46
Identify alternate fuel supply for transit resources.
47
Identify and train alternate driving and maintenance staff.
Training
48
Coordinate EOP evacuation training with transportation providers
49
Coordinate EOP evacuation exercises with transportation providers.
50
Coordinate evacuation EOPs with Public Information Officers, Joint Information Center and 211.
Annex L: Mass Transportation
Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Annex L: Mass Transportation Page 5
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Appendix 1
Authorities and Guides
I. AUTHORITIES
The City of Yakima Comprehensive Emergency Management Plan has been developed and is
maintained under the following authorities:
A. FEDERAL
The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 100-
707), signed into law on November 23, 1988; amended the Disaster Relief Act of 1974
(Public Law 93-288). The Stafford Act constitutes the statutory authority for most
Federal disaster response activities especially as they pertain to the Federal Emergency
Management Agency (FEMA) and FEMA programs.
Post -Katrina Emergency Management Reform Act of 2006, Public Law 109-225.
The Post -Katrina Emergency Management Reform Act, passed by Congress and signed
by the President in October 2006, sets forth a new expanded mission for FEMA. Our
mandate is to reduce the loss of life and property and protect the Nation from all
hazards, including natural disasters, acts of terrorism, and other man-made disasters, by
leading and supporting the Nation in a risk-based, comprehensive emergency
management system of preparedness, protection, response, recovery, and mitigation.
Our challenge—and commitment—is to achieve our vision and fully execute this mission
to create a safer and more secure America.
Pet Evacuation and Transportation Standards Act of 2006, Public Law 109-308.
Pet Evacuation & Transportation Standards (PETS) Act 2006, which included the
requirement for local and state emergency management agencies to have companion
animal emergency management measures in place.
B. STATE
RCW 35.33.081 Emergency expenditures — Nondebatable emergencies.
Upon the happening of any emergency caused by violence of nature, casualty, riot,
insurrection, war, or other unanticipated occurrence requiring the immediate
preservation of order or public health, or for the restoration to a condition of usefulness
of any public property which has been damaged or destroyed by accident, or for public
relief from calamity, or in settlement of approved claims for personal injuries or
property damages, or to meet mandatory expenditures required by laws enacted
since the last annual budget was adopted, or to cover expenses incident to preparing for
or establishing a new form of government authorized or assumed after adoption of the
current budget, including any expenses incident to selection of additional or new
officials required thereby, or incident to employee recruitment at any time, the city or
town legislative body, upon the adoption of an ordinance, by the vote of one more than
the majority of all members of the legislative body, stating the facts constituting the
emergency and the estimated amount required to meet it, may make the expenditures
therefore without notice or hearing.
Appendix 1: Authorities and Guides Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
RCW 35.33.091 Emergency expenditures — Other emergencies —Hearing.
If a public emergency which could not reasonably have been foreseen at the time of
filing the preliminary budget requires the expenditure of money not provided for in the
annual budget, and if it is not one of the emergencies specifically enumerated in RCW
35.33.081, the city or town legislative body before allowing any expenditure therefore
shall adopt an ordinance stating the facts constituting the emergency and the estimated
amount required to meet it and declaring that an emergency exists. Such ordinance
shall not be voted on until five days have elapsed after its introduction, and for passage
shall require the vote of one more than the majority of all members of the legislative
body of the city or town. Any taxpayer may appear at the meeting at which the
emergency ordinance is to be voted on and be heard for or against the adoption
thereof.
RCW 35.33.101 Emergency warrants.
All expenditures for emergency purposes as provided in this chapter shall be paid by
warrants from any available money in the fund properly chargeable with such
expenditures. If, at any time, there is insufficient money on hand in a fund with which to
pay such warrants as presented, the warrants shall be registered, bear interest and be
called in the same manner as other registered warrants as prescribed in RCW 35.33.111.
RCW 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 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 multi-agency/multi-jurisdiction 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
Appendix 1: Authorities and Guides Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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.
Chapter 118-30 WAC
LOCAL EMERGENCY MANAGEMENT/SERVICES ORGANIZATIONS, PLANS AND
PROGRAMS
WAC 118-30-010
Authority.
WAC 118-30-020
Purpose.
WAC 118-30-030
Definitions.
WAC 118-30-040
Responsibilities of political subdivisions.
WAC 118-30-050
Emergency management ordinance/resolution.
WAC 118-30-060
Emergency plan.
WAC 118-30-070
Program elements.
Appendix 1: Authorities and Guides Page 3
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
WAC 118-30-080
Review periods and procedures for emergency management programs, plans, and
program elements.
C. LOCAL
Yakima Municipal Code Chapter 6.06 Proclamation of civil emergency.
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 section 6.06.020 in this chapter on the line of succession.
II. GUIDES
National Response Framework — March, 2008
This National Response Framework (NRF) is a guide to how the Nation conducts all -hazards
response. It is built upon scalable, flexible, and adaptable coordinating structures to align key
roles and responsibilities across the Nation, linking all levels of government, nongovernmental
organizations, and the private sector. It is intended to capture specific authorities and best
practices for managing incidents that range from the serious but purely local, to large-scale
terrorist attacks or catastrophic natural disasters.
FEMA, Comprehensive Preparedness Guide (CPG) 101 March, 2009.
Developing & Maintaining State, Territorial, Tribal, & Local Government Emergency Plans
WA State Supplement to CPG -101
This supplement to CPG -101 focuses on the Washington State -specific information emergency
planners will need to assure consistency with the state CEMP and state law.
FEMA and DHS, Comprehensive Preparedness Guide (CPG) 301 August 15, 2008.
Interim Emergency Management Planning Guide for Special Needs Populations, Version 1.0
Appendix 1: Authorities and Guides Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Appendix 2
Glossary/Acronyms
COMPREHENSIVE EMERGENCY MANAGEMENT PROGRAM
GLOSSARY OF KEY TERMS AND ACRONYMS
EMERGENCY MANAGEMENT TERMS/ACRONYMS DIRECTORY
Terms Page
Access
Access and Functional Needs
American Red Cross (ARC)
Assumptions
Attack
Capabilities -based Planning
Checklist
Citizen Corps
Community
Consequence
Contamination
Dam
Damage Assessment
Decontamination
Disability
Disaster
Disaster Recovery Center (DRC)
Earthquake
Emergency
Emergency Assistance
Emergency Medical Services (EMS)
Emergency Operations Center (EOC)
Emergency Operations Plan (EOP)
Emergency Support Function (ESF)
Evacuation
Evacuees
Federal Coordinating Officer (FCO)
Field Assessment Team
Flash Flood
Flood
Governor's Authorized Representative (GAR)
Hazard
Hazard Mitigation
Hazardous Material (HAZMAT)
Appendix 2: Glossary/Acronyms Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
High -Hazard Areas
Household Pet
Incident
Incident Command System (ICS)
Incident Management Assistance Teams (IMAT)
Individual with a Disability
Joint Field Office (JFO)
Joint Information Center (JIC)
Joint Information System (JIS)
Jurisdiction
Likelihood
Mass Care
Mitigation
Multi -Agency Coordination Systems (MAC)
National Incident Management System (NIMS)
National Response Framework (NRF)
Non-governmental Organization
Recovery
Regional Response Coordination Center (RRCC)
Resource Management
Risk
Risk Analysis
Risk Assessment
Risk Communication
Risk Identification
Risk Management
Risk Management Strategy
Scenario
Scenario -based Planning
Senior Official
Service Animal
Standard Operating Procedure (SOP)
State Coordinating Officer (SCO)
State Liaison
Terrorism
Tornado
Uncertainty
Vulnerability
Warning
Watch
8
8
8
9
9
9
9
9
9
10
10
10
10
10
10
10
10
11
11
11
11
11
11
11
11
11
12
12
12
12
12
12
12
12
12
13
13
13
13
13
Appendix 2: Glossary/Acronyms Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Access
The ability to fully use and integrate into any programs, services, activities, goods, facilities, privileges,
advantages, or accommodations provided by a public or private (for-profit or not-for-profit) entity, or to
any entity to which it contracts, that provides emergency services, including, but not limited to:
• Preparation
• Notification
• Evacuation and transportation
• Sheltering
• First aid and medical services
• Temporary lodging and housing
• Transitioning back to the community
• Cleanup.
These services are provided for individuals with disabilities as defined by the Americans with Disabilities
Act (ADA) Amendments Act of 2008, P.L. 110-325, and those associated with them. Access may include
modifications to programs, policies, procedures, architecture, equipment, services, supplies, and
communication methods.
Access and Functional Needs
Those actions, services, accommodations, and programmatic, architectural, and communication
modifications that a covered entity must undertake or provide to afford individuals with disabilities a full
and equal opportunity to use and enjoy programs, services, activities, goods, facilities, privileges,
advantages, and accommodations in the most integrated setting. These actions are in light of the
exigent circumstances of the emergency and the legal obligation to undertake advance planning and
prepare to meet the disability -related needs of individuals who have disabilities as defined by the ADA
Amendments Act of 2008, P.L. 110-325, and those associated with them.
Access and functional needs may include modifications to programs, policies, procedures, architecture,
equipment, services, supplies, and communication methods. Examples of "access and functional needs"
services may include a reasonable modification of a policy, practice, or procedure or the provision of
auxiliary aids and services to achieve effective communication, including but not limited to:
• An exception for service animals in an emergency shelter where there is a no -pets policy
• The provision of way -finding assistance to someone who is blind to orient to new surroundings
• The transferring and provision of toileting assistance to an individual with a mobility disability
• The provision of an interpreter to someone who is deaf and seeks to fill out paperwork for
public benefits.
American Red Cross (ARC)
A nongovernmental humanitarian organization led by volunteers that provides relief to victims of
disasters and helps people prevent, prepare for, respond to, and recover from emergencies. The
American Red Cross accomplishes this through services that are consistent with its Congressional
Charter and the Principles of the International Red Cross Movement.
Appendix 2: Glossary/Acronyms Page 3
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Assumptions
Assumptions has multiple definitions. Each use depends on the context:
• Management assumptions are conditions accepted as true that have influence over the
development of a system. In emergency management, assumptions provide context,
requirements, and situational realities that must be addressed in system planning and
development and/or system operations. When these assumptions are extended to specific
operations, they may require revalidation for the specific incident.
• Preparedness assumptions are operationally relevant parameters that are expected and used as
a context, basis, or requirement for the development of response and recovery plans, processes,
and procedures. For example, the unannounced arrival of patients to a health care facility
occurs in many mass casualty incidents. This may be listed as a preparedness assumption in
designing initial response procedures. Similarly, listing the assumption that funds will be
available to train personnel on a new procedure may be important to note.
• Response assumptions are operationally relevant parameters for which, if not valid for a specific
incident's circumstances, the Emergency Operations Plan -provided guidance may not be
adequate to ensure response success. Alternative methods may be needed. For example, if a
decontamination capability is based on the response assumption that the facility is not within
the zone of release, this assumption must be verified at the beginning of the response.
Attack
A hostile action taken against the United States by foreign forces or terrorists, resulting in the
destruction of or damage to military targets, injury or death to the civilian population, or damage to or
destruction of public and private property.
Capabilities -based Planning
Planning, under uncertainty, to provide capabilities suitable for a wide range of threats and hazards
while working within an economic framework that necessitates prioritization and choice.
Capabilities -based planning addresses uncertainty by analyzing a wide range of scenarios to identify
required capabilities.
Checklist
Written (or computerized) enumeration of actions to be taken by an individual or organization meant to
aid memory rather than provide detailed instruction.
Citizen Corps
A community-based program, administered by FEMA, that brings government and nongovernmental
entities together to conduct all -hazards emergency preparedness, planning, and response. Through its
network of state, territorial, tribal and local councils, Citizen Corps increases community preparedness
and response capabilities through public education, outreach, training, and volunteer service.
Community
Community has more than one definition. Each use depends on the context:
• A political or geographical entity that has the authority to adopt and enforce laws and
ordinances for the area under its jurisdiction. In most cases, the community is an incorporated
town, city, township, village, or unincorporated area of a county. However, each state defines its
own political subdivisions and forms of government.
Appendix 2: Glossary/Acronyms Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
• A group of individuals (community of interest) who have a religion, a lifestyle, activity interests,
an interest in volunteer organizations, or other characteristics in common. These communities
may belong to more than one geographic community. Examples include: religious and social
organizations; nongovernmental and volunteer organizations; private service providers; critical
infrastructure operators; and local and regional corporations.
Consequence
An effect of an event, incident, or occurrence.
Contamination
The undesirable deposition of a chemical, biological, or radiological material on the surface of
structures, areas, objects, or people.
Dam
A barrier built across a watercourse for the purpose of impounding, controlling, or diverting the flow of
water.
Damage Assessment
The process used to appraise or determine the number of injuries and deaths, damage to public and
private property, and status of key facilities and services (e.g., hospitals and other health care
facilities, fire and police stations, communications networks, water and sanitation systems, utilities,
transportation networks) resulting from a man-made or natural disaster.
Decontamination
The reduction or removal of a chemical, biological, or radiological material from the surface of a
structure, area, object, or person.
Disability
According to the ADA, the term "individual with a disability" refers to "a person who has a physical or
mental impairment that substantially limits one or more major life activities, a person who has a history
or record of such an impairment, or a person who is regarded by others as having such an impairment."
The term "disability" has the same meaning as that used in the ADA Amendments Act of 2008, P.L. 110-
325, as incorporated into the ADA. See http://www.ada.gov/pubs/ada.htm for the definition and
specific changes to the text of the ADA. State laws and local ordinances may also include individuals
outside the Federal definition.
Disaster
An occurrence of a natural catastrophe, technological accident, or human -caused event that has
resulted in severe property damage, deaths, and/or multiple injuries. As used in this guide, a "large-scale
disaster" is one that exceeds the response capability of the local jurisdiction and requires state, and
potentially Federal, involvement. As used in the Robert T. Stafford Disaster Relief and Emergency
Assistance Act (Stafford Act), a "major disaster" is "any natural catastrophe [...] or, regardless of cause,
any fire, flood, or explosion, in any part of the United States, which in the determination of the
President causes damage of sufficient severity and magnitude to warrant major disaster assistance
under [the] Act to supplement the efforts and available resources of states, local governments, and
disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby"
(Stafford Act, Sec. 102(2), 42 U.S.C. 5122(2)).
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Disaster Recovery Center (DRC)
A facility established in a centralized location within or near the disaster area at which disaster victims
(i.e., individuals, families, or businesses) apply for disaster aid.
Earthquake
The sudden motion or trembling of the ground produced by abrupt displacement of rock masses, usually
within the upper 10 to 20 miles of the earth's surface.
Emergency
Any incident, whether natural or man-made, that requires responsive action to protect life or property.
Under the Stafford Act, an emergency "means any occasion or instance for which, in the determination
of the President, Federal assistance is needed to supplement state and local efforts and capabilities to
save lives and to protect property and public health and safety, or to lessen or avert the threat of a
catastrophe in any part of the United States" (Stafford Act, Sec. 102(1), 42 U.S.C. 5122(1)).
Emergency Assistance
According to the National Response Framework, emergency assistance is "[a]ssistance required by
individuals, families, and their communities to ensure that immediate needs beyond the scope
of the traditional 'mass care' services provided at the local level are addressed. These services include:
support to evacuations (including registration and tracking of evacuees); reunification of families;
provision of aid and services to special needs populations; evacuation, sheltering, and other emergency
services for household pets and services animals; support to specialized shelters; support to medical
shelters; nonconventional shelter management; coordination of donated goods and services; and
coordination of voluntary agency assistance."
Emergency Medical Services (EMS)
Services, including personnel, facilities, and equipment, required to ensure proper medical care for the
sick and injured from the time of injury to the time of final disposition (which includes medical
disposition within a hospital, temporary medical facility, or special care facility; release from the site; or
being declared dead). Further, Emergency Medical Services specifically includes those services
immediately required to ensure proper medical care and specialized treatment for patients in a hospital
and coordination of related hospital services.
Emergency Operations Center (EOC)
The physical location at which the coordination of information and resources to support incident
management (on -scene operations) activities normally takes place. An Emergency Operations Center
may be a temporary facility or may be located in a more central or permanently established facility,
perhaps at a higher level of organization within a jurisdiction. Emergency Operations Centers may be
organized by major functional disciplines (e.g., fire, law enforcement, medical services), by jurisdiction
(e.g., Federal, state, regional, tribal, city, county), or by some combination thereof.
Emergency Operations Plan (EOP)
The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential
hazards. It describes how people and property will be protected; details who is responsible for carrying
out specific actions; identifies the personnel, equipment, facilities, supplies, and other resources
available; and outlines how all actions will be coordinated.
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Emergency Support Function (ESF)
Used by the Federal Government and many state governments as the primary mechanism at the
operational level to organize and provide assistance. Emergency Support Functions align categories of
resources and provide strategic objectives for their use. Emergency Support Functions use standardized
resource management concepts such as typing, inventorying, and tracking to facilitate the dispatch,
deployment, and recovery of resources before, during, and after an incident.
Evacuation
The organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or
potentially dangerous areas, and their reception and care in safe areas.
• A spontaneous evacuation occurs when residents or citizens in the threatened areas observe an
emergency event or receive unofficial word of an actual or perceived threat and, without
receiving instructions to do so, elect to evacuate the area. Their movement, means, and
direction of travel are unorganized and unsupervised.
• A voluntary evacuation is a warning to persons within a designated area that a threat to life and
property exists or is likely to exist in the immediate future. Individuals issued this type of
warning or order are NOT required to evacuate; however, it would be to their advantage to do
so.
• A mandatory or directed evacuation is a warning to persons within the designated area that an
imminent threat to life and property exists and individuals MUST evacuate in accordance with
the instructions of local officials.
Evacuees
Persons removed or moving from areas threatened or struck by a disaster.
Federal Coordinating Officer (FCO)
The official appointed by the President to execute Stafford Act authorities, including the commitment of
FEMA resources and mission assignments of other Federal departments or agencies. In all cases, the
Federal Coordinating Officer represents the FEMA Administrator in the field to discharge all FEMA
responsibilities for the response and recovery efforts underway. For Stafford Act events, the Federal
Coordinating Officer is the primary Federal representative with whom the State Coordinating Officer and
other response officials interface to determine the most urgent needs and to set objectives for an
effective response in collaboration with the Unified Coordination Group.
Field Assessment Team
A small team of pre -identified technical experts who conduct an assessment of response needs (not a
Preliminary Damage Assessment [PDA]) immediately following a disaster. The experts are drawn from
FEMA, other agencies and organizations (e.g., U.S. Public Health Service, U.S. Army Corps of Engineers,
U.S. Environmental Protection Agency, American Red Cross), and the affected state(s). All Field
Assessment Team operations are joint Federal/state efforts.
Flash Flood
Follows a situation in which rainfall is so intense and severe and runoff is so rapid that recording the
amount of rainfall and relating it to stream stages and other information cannot be done in time to
forecast a flood condition.
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Flood
A general and temporary condition of partial or complete inundation of normally dry land areas from
overflow of inland or tidal waters, unusual or rapid accumulation or runoff of surface waters, or
mudslides/mudflows caused by accumulation of water.
Governor's Authorized Representative (GAR)
An individual empowered by a Governor to: (1) execute all necessary documents for disaster assistance
on behalf of the state, including certification of applications for public assistance; (2) represent the
Governor of the impacted state in the Unified Coordination Group, when required; (3) coordinate and
supervise the state disaster assistance program to include serving as its grant administrator; and (4)
identify, in coordination with the State Coordinating Officer, the state's critical information needs for
incorporation into a list of Essential Elements of Information.
Hazard
A natural or man-made source or cause of harm or difficulty.
Hazard Mitigation
Any action taken to reduce or eliminate the long-term risk to human life and property from hazards. The
term is sometimes used in a stricter sense to mean cost-effective measures to reduce the potential for
damage to a facility or facilities from a disaster event.
Hazardous Material (HAZMAT)
Any substance or material that, when involved in an accident and released in sufficient quantities, poses
a risk to people's health, safety, and/or property. These substances and materials include explosives,
radioactive materials, flammable liquids or solids, combustible liquids or solids, poisons, oxidizers,
toxins, and corrosive materials.
High -Hazard Areas
Geographic locations that, for planning purposes, have been determined through historical experience
and vulnerability analysis to be likely to experience the effects of a specific hazard (e.g., hurricane,
earthquake, HAZMAT accident) that would result in a vast amount of property damage and loss of life.
Household Pet
According to FEMA Disaster Assistance Program Policy 9253.19, "[a] domesticated animal, such as a dog,
cat, bird, rabbit, rodent, or turtle, that is traditionally kept in the home for pleasure rather than for
commercial purposes, can travel in commercial carriers, and be housed in temporary facilities.
Household pets do not include reptiles (except turtles), amphibians, fish, insects/arachnids, farm
animals (including horses), and animals kept for racing purposes." This definition is used by FEMA to
determine assistance that FEMA will reimburse and is the definition used in the production of this CPG.
Individual jurisdictions may have different definitions based on other criteria.
Incident
An occurrence, caused by either human action or natural phenomena, that may cause harm and that
may require action.
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Incident Command System (ICS)
A standardized on -scene emergency management construct specifically designed to provide an
integrated organizational structure that reflects the complexity and demands of single or multiple
incidents, without being hindered by jurisdictional boundaries. The Incident Command System is the
combination of facilities, equipment, personnel, procedures, and communications operating within a
common organizational structure and designed to aid in the management of resources during incidents.
It is used for all kinds of emergencies and is applicable to small, as well as large and complex, incidents.
The Incident Command System is used by various jurisdictions and functional agencies, both public and
private, to organize field -level incident management operations.
Incident Management Assistance Teams (IMAT)
A national -based or regional -based team composed of SMEs and incident management professionals,
usually composed of personnel from multiple Federal departments and agencies, which provide incident
management support during a major incident or event.
Individual with a Disability
A person who has a physical or mental impairment that substantially limits one or more major life
activities, a person who has a history or record of such an impairment, or a person who is regarded by
others as having such an impairment.
Joint Field Office (JFO)
The primary Federal incident management field structure. The Joint Field Office is a temporary Federal
facility that provides a central location for the coordination of Federal, state, territorial, tribal, and local
governments and private sector and nongovernmental organizations with primary responsibility for
response and recovery. The Joint Field Office structure is organized, staffed, and managed in a manner
consistent with National Incident Management System principles and is led by the Unified Coordination
Group. Although the Joint Field Office uses an Incident Command System structure, the Joint Field Office
does not manage on -scene operations. Instead, the Joint Field Office focuses on providing support to
on -scene efforts and conducting broader support operations that may extend beyond the incident site.
Joint Information Center (JIC)
A facility established to coordinate all incident -related public information activities. It is the central point
of contact for all news media. Public information officials from all participating agencies should co -locate
at the Joint Information Center.
Joint Information System (JIS)
A structure that integrates incident information and public affairs into a cohesive organization designed
to provide consistent, coordinated, accurate, accessible, timely, and complete information during crisis
or incident operations. The mission of the Joint Information System is to provide a structure and system
for developing and delivering coordinated interagency messages; developing, recommending, and
executing public information plans and strategies on behalf of the Incident Commander; advising the
Incident Commander concerning public affairs issues that could affect a response effort; and controlling
rumor and inaccurate information that could undermine public confidence in the emergency response
effort.
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Building a Disaster Resilient Community
Jurisdiction
Jurisdiction has multiple definitions. Each use depends on the context:
• A range or sphere of authority. Public agencies have jurisdiction at an incident related to their
legal responsibilities and authority. Jurisdictional authority at an incident can be political or
geographical (e.g., city, county, tribal, state, or Federal boundary lines) or functional (e.g., law
enforcement, public health).
• A political subdivision (e.g., Federal, state, county, parish, municipality) with the responsibility
for ensuring public safety, health, and welfare within its legal authorities and geographic
boundaries.
Likelihood
Estimate of the potential of an incident's or event's occurrence.
Mass Care
The actions that are taken to protect evacuees and other disaster victims from the effects of the
disaster. Activities include providing temporary shelter, food, medical care, clothing, and other essential
life support needs to the people who have been displaced from their homes because of a disaster or
threatened disaster.
Mitigation
Activities providing a critical foundation in the effort to reduce the loss of life and property from natural
and/or man-made disasters by avoiding or lessening the impact of a disaster and providing value to the
public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage,
reconstruction, and repeated damage. These activities or actions, in most cases, will have a long-term
sustained effect.
Multi -Agency Coordination Systems (MAC)
A system that provides the architecture to support coordination for incident prioritization, critical
resource allocation, communications systems integration, and information coordination. Multiagency
Coordination Systems assist agencies and organizations responding to an incident. The elements of
Multiagency Coordination Systems include facilities, equipment, personnel, procedures, and
communications. Two of the most commonly used elements are Emergency Operations Centers and
Multi -Agency Coordination Systems Groups.
National Incident Management System (NIMS)
A set of principles that provides a systematic, proactive approach guiding government agencies at all
levels, nongovernmental organizations, and the private sector to work seamlessly to prevent, protect
against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size,
location, or complexity, in order to reduce the loss of life or property and harm to the environment.
National Response Framework (NRF)
A guide to how the Nation conducts all -hazards response.
Non-governmental Organization (NGO)
An entity with an association that is based on the interests of its members, individuals, or institutions. It
is not created by a government, but it may work cooperatively with government. Such organizations
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Building a Disaster Resilient Community
serve a public purpose and are not for private benefit. Examples of nongovernmental organizations
include faith based charity organizations and the American Red Cross.
Recovery
The development, coordination, and execution of service and site restoration plans; the reconstitution
of government operations and services; individual, private sector, nongovernmental, and public
assistance programs to provide housing and to promote restoration; long-term care and treatment of
affected persons; additional measures for social, political, environmental, and economic restoration;
evaluation of the incident to identify lessons learned; post -incident reporting; and development of
initiatives to mitigate the effects of future incidents.
Regional Response Coordination Center (RRCC)
Located in each FEMA region, multiagency coordination centers that are staffed by Emergency Support
Functions in anticipation of a serious incident in the region or immediately following an incident.
Operating under the direction of the FEMA Regional Administrator, the Regional Response Coordination
Centers (RRCCs) coordinate Federal regional response efforts and maintain connectivity with state EOCs,
state fusion centers, Federal Executive Boards, and other Federal and state operations and coordination
centers that have the potential to contribute to the development of situational awareness.
Resource Management
A system for identifying available resources at all jurisdictional levels to enable timely, efficient, and
unimpeded access to resources needed to prepare for, respond to, or recover from an incident.
Resource management under the National Incident Management System includes mutual aid and
assistance agreements; the use of special Federal, state, local, tribal, and territorial teams; and resource
mobilization protocols.
Risk
The potential for an unwanted outcome resulting from an incident, event, or occurrence, as determined
by its likelihood and the associated consequences.
Risk Analysis
A systematic examination of the components and characteristics of risk.
Risk Assessment
A product or process that collects information and assigns values to risks for the purpose of informing
priorities, developing or comparing courses of action, and informing decision making.
Risk Communication
The exchange of information with the goal of improving risk understanding, affecting risk perception,
and/or equipping people or groups to act appropriately in response to an identified risk.
Risk Identification
The process of finding, recognizing, and describing potential risks.
Risk Management
The process of identifying, analyzing, assessing, and communicating risk and accepting, avoiding,
transferring, or controlling it to an acceptable level at an acceptable cost.
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Building a Disaster Resilient Community
Risk Management Strategy
The course of action or actions to be taken in order to manage risks.
Scenario
Hypothetical situation composed of a hazard, an entity impacted by that hazard, and associated
conditions including consequences when appropriate.
Scenario -based Planning
A planning approach that uses a Hazard Vulnerability Assessment to assess the hazard's impact on an
organization on the basis of various threats that the organization could encounter. These threats (e.g.,
hurricane, terrorist attack) become the basis of the scenario.
Senior Official
The elected or appointed official who, by statute, is charged with implementing and administering laws,
ordinances, and regulations for a jurisdiction. He or she may be a mayor, city manager, etc.
Service Animal
Any guide dog, signal dog, or other animal individually trained to assist an individual with a disability.
Service animals' jobs include, but are not limited to:
• Guiding individuals with impaired vision
• Alerting individuals with impaired hearing (to intruders or sounds such as a baby's cry, the
doorbell, and fire alarms)
• Pulling a wheelchair
• Retrieving dropped items
• Alerting people of impending seizures
• Assisting people who have mobility disabilities with balance or stability.
Standard Operating Procedure (SOP)
A complete reference document or an operations manual that provides the purpose, authorities,
duration, and details for the preferred method of performing a single function or a number of
interrelated functions in a uniform manner.
State Coordinating Officer
The individual appointed by the Governor to coordinate state disaster assistance efforts with those of
the Federal Government. The State Coordinating Officer plays a critical role in managing the state
response and recovery operations following Stafford Act declarations. The Governor of the affected
state appoints the State Coordinating Officer, and lines of authority flow from the Governor to the State
Coordinating Officer, following the state's policies and laws.
State Liaison
A FEMA official assigned to a particular state who handles initial coordination with the state in the early
stages of an emergency.
Terrorism
As defined in the Homeland Security Act of 2002, activity that involves an act that is dangerous to
human life or potentially destructive of critical infrastructure or key resources; is a violation of the
criminal laws of the United States or of any state or other subdivision of the United States; and appears
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Building a Disaster Resilient Community
to be intended to intimidate or coerce a civilian population, to influence the policy of a government by
intimidation or coercion, or to affect the conduct of a government by mass destruction, assassination, or
kidnapping.
Tornado
A local atmospheric storm, generally of short duration, formed by winds rotating at very high speeds,
usually in a counter -clockwise direction. The vortex, up to several hundred yards wide, is visible to the
observer as a whirlpool -like column of winds rotating about a hollow cavity or funnel. Winds may reach
300 miles per hour or higher.
Uncertainty
The degree to which a calculated, estimated, or observed value may deviate from the true value.
Vulnerability
A physical feature or operational attribute that renders an entity open to exploitation or susceptible to a
given hazard.
Warning
The alerting of emergency response personnel and the public to the threat of extraordinary danger and
the related effects that specific hazards may cause. A warning issued by the National Weather Service
(e.g., severe storm warning, tornado warning, tropical storm warning), for example, for a defined area
indicates that a particular type of severe weather is imminent in that area.
Watch
As defined by the National Weather Service, the indication that conditions are favorable in a defined
area for the specified type of severe weather (e.g., flash flood, severe thunderstorm, tornado, tropical
storm).
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Appendix 3
Training, Drills and Exercises
Overview
The City of Yakima will use current Homeland Security Exercise and Evaluation Program (HSEPP)
methodology to conduct and evaluate exercises.
1. Reasons for Conducting Training and Exercising
Exercise: (n) Something performed or practiced in order to develop, improve, or display a specific power
or skill. (v) To practice in order to train, strengthen, or develop. -Merriam-Webster's Dictionary
Exercises improve readiness by:
• Providing a way to evaluate operations and plans.
• Reinforcing teamwork.
• Demonstrating a community's resolve to prepare for disastrous and catastrophic events.
Different people define "exercise" in different ways. To some, it means training and drills. To others, it's
a way to evaluate and confirm the soundness of policies and procedures, through in-depth discussion.
An exercise can be all of these -and more.
Exercises also help:
• Clarifying roles and
responsibilities.
• Improve interagency
coordination.
• Find resource gaps.
• Develop individual
performance.
• Identify opportunities
for improvement.
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2. Discussion -Based Exercises
These types of exercises:
• Provide a forum for discussing or developing plans, agreements, training and procedures.
• Are generally less complicated that operations -based types.
• Typically focus on strategic, policy -oriented issues.
• Do not involve deployment of resources.
Discussion -Based Exercises: Tabletop Exercises
A tabletop exercise (TTX) involves senior staff, elected or appointed officials, or other key personnel in
an informal group discussion centered on a hypothetical scenario.
In a TTX, participants:
• Identify strengths and shortfalls.
• Enhance understanding of new concepts.
• Seek to change existing attitudes and perspectives.
3. Operations -Based Exercises
These types of exercises:
• Involve deployment of resources and personnel.
• Are more complex than discussion -based types.
• Require execution of plans, policies, agreements, and procedures.
• Clarify roles and responsibilities.
• Improve individual and team performances.
• Include drills and both functional and full-scale exercises.
Operations -Based Exercises: Drills
A drill is a supervised activity that tests a specific operation or function of a single agency.
In a drill, participants:
• Gain training on new equipment.
• Test new procedures.
• Practice and maintain skills.
• Prepare for more complex exercises.
Operations -Based Exercises: Full -Scale Exercises
A full-scale exercise (FSE) is a high -stress multi -agency, multi -jurisdictional activity involving actual
deployment of resources in a coordinated response, as if a real incident had occurred.
In an FSE, participants:
• Assess plans and procedures under crisis conditions.
• Evaluate coordinated responses under crisis conditions.
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Evaluation /Shortfall Assessment
Shortfalls might include: information flow; staff instructions; use of forms; checklists and procedures;
communications with other staff; management/leadership; others?
Shortfall:
Areas for Improvement --For each checked item, provide Recommendation(s)
❑ Equipment
❑ Organization
❑ Personnel
❑ Planning
❑ Process
❑ Training
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Appendix 4
RCW 38.52.070(2) Local Proclamation or Declaration of Emergency
Local jurisdictions should consult with their attorneys to learn about local procedural and substantive
requirements that are applicable to an emergency or disaster that occurs within the locality. Certain
emergency powers are available to a local jurisdiction under state law without the necessity of a local
emergency declaration or proclamation; however, local codes, ordinances or resolutions may impose
additional requirements. For example, if an emergency or disaster occurs in a locality, RCW
38.52.070(2) gives political subdivisions the following powers without the necessity of proclaiming or
declaring a local emergency:
...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 expenditure of public funds.
Local codes, ordinances, resolutions, etc., may impose additional procedural or substantive
requirements on the ability of a local jurisdiction to authorize emergency use of local resources,
emergency expenditures or other emergency response activities, and those local provisions may require
issuance of a local declaration or proclamation of an emergency. Additionally, when a disaster or
emergency exceeds the capability of the local jurisdiction to respond adequately to protect lives or
property, it may be necessary for the local jurisdiction to proclaim or declare a state of emergency to
obtain additional resources from other units of local government through mutual aid agreements, or
state or federal assistance.
Local requirements for issuance of a local proclamation or declaration of emergency may differ, and
should always be considered in advance and complied with during an emergency or disaster. Generally,
however, a proclamation or declaration of emergency is usually prepared by the local DEM and
executed by the executive head of the political subdivision.1 It is highly recommended to have a draft
proclamation/declaration template prepared consistent with local requirements that can be quickly
finalized with the details of the incident at hand. A sample Local Proclamation (or Declaration) of
Emergency is included at the end of this chapter for informational purposes, but it should not be used
without checking and verifying compliance with local requirements.
A local proclamation or declaration of emergency usually includes information like the following:
1 Note that RCW 38 52 010(8) defines "executive head" as " 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 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 "
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A description of the incident (what has happened);
When the incident happened;
Expected impact of the incident to persons, property, infrastructure, and geographical area;
Authorization of the use of local resources to combat disaster effects;
Authorization to expend local funds;
Authorization to waive normal bid procedures, if needed;
Any further directions or authorizations necessary for local incident response and recovery,
including implementation of local emergency management plans and activation of local
emergency response center; and
Any further directions or authorizations necessary to seek outside assistance in response and
recovery efforts, if applicable.
The Revised Code of Washington (RCW) has specific sections that deal with certain emergency powers
for local governments. Some statutes affecting the powers of political subdivisions during an emergency
are listed below (and they generally address budgetary matters). Although several of the statutes
require a local finding that an emergency exists, they do not require that this finding be made in the
form of a local emergency proclamation or declaration.
(1) RCW 35.32A.060 — Budgets in cities over 300,000, emergency fund
(2) RCW 35.33.081 — Budgets in second and third-class cities, towns, and first-class cities under 300,000,
emergency expenditures, non -debatable emergencies
(3) RCW 35.33.082 — Budgets in second and third-class cities, towns, and first-class cities under 300,000,
emergency expenditures, other emergencies, hearing
(4) RCW 35.34.140 — Cities and towns, biennial budgets, emergency expenditures, nondebatable
emergencies
(5) RCW 35.34.140 — Cities and towns, biennial budgets, emergency expenditures, other emergencies,
hearing
(6) RCW 35A.33.080 — Optional municipal code, budgets in code cities, emergency expenditures,
nondebatable emergencies
(7) RCW 35A.33.090 - Optional municipal code, budgets in code cities, emergency expenditures, other
emergencies, hearing
(8) RCW 35A.34.140 — Optional municipal code, biennial budgets, emergency expenditures,
nondebatable emergencies
(9) RCW 35A.34.150 - Optional municipal code, biennial budgets, emergency expenditures, other
emergencies, hearings
(10) RCW 36.40.140 —.180 - Counties, budgets, emergencies subject to hearing
(11) RCW 38.52.070(2) — Emergency management, political subdivisions, emergency powers, procedures
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Appendix 5
Proclamation of a Civil Emergency
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
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:
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(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,
(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;
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(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 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,
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(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 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;
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(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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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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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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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
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than Five Hundred Dollars or by imprisonment in jail for not more than ninety days, or by both
such fine and imprisonment
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
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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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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,
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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,
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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,
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.
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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
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.
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DATED this day of , 20_
, Mayor
The City of Yakima
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Appendix 6
Pre -Incident and Incident Support Tasks
PRE -INCIDENT ACTIONS
MITIGATION AND PREPAREDNESS ACTIONS
(ON NOTICE OF A PENDING EVENT)
1. Obtain and maintain situational awareness: monitor weather and disaster agent.
➢ Ongoing: re-evaluate threat and situation.
1. Review Continuity of Government (COG) and Continuity of Operations (COOP) Plans to ensure
readiness of:
➢ Emergency Chain of Authority;
➢ City Government Succession;
➢ Line of Succession Department Heads;
➢ Vital records are secured and backed up; and
➢ Government offices and facilities are prepared and secured.
2. Support emergency management officials with jurisdiction time and circumstance
preparedness issues, actions and/or tasks. Ensure disaster preparations and activities to
include:
➢ Test alert, notification, warning and communications systems/equipment.
➢ Test backup generators. Ensure fuel and spare parts.
➢ Prepare press releases and media briefings.
➢ Convene Policy Group (key departments) to develop strategies to respond to anticipated
problems.
➢ Ensure support for Emergency Operations Center readiness and staffing.
➢ Approve equipment and supplies pre -ordering.
➢ Encourage employees to maintain individual/family preparedness plans.
3. Conduct daily meetings with department heads, NGOs representatives of the private sector to
determine if there are any unmet needs.
4. Emergency Public Information, ensure dissemination of:
➢ Watch/warning alerts to citizens.
➢ Watch/warning alerts to special needs citizens.
➢ Preparedness information via broadcast and print media.
Determine need for precautionary evacuations: critical facilities, hospitals, nursing homes,
people with special needs, people without transportation, people living in potential impact
areas, homeless populations, tourists.
6. Consideration of ongoing community and social events (cancel?) Determine closure or limit:
➢ General government services
➢ Businesses
Appendix 6: Pre -Incident and Incident Support Tasks Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
➢ Schools
7. Procurement Issues.
➢ Notify vendors: food, water, ice, equipment, supplies.
➢ Notify debris management contractor.
8. Financial Issues.
➢ Review Finance Record Keeping Rules
9. Establish and stage "rapid impact assessment teams" (initial damage assessment).
Instruct Departments to:
➢ Review their critical personnel, services, policies, and procedures;
➢ Pre -stage supplies or resources;
➢ Take immediate mitigation and preparedness measures;
➢ Develop shift rotations to ensure adequate staffing; and
➢ Report any items of concern that require immediate attention by the Emergency
Operations Center.
10. Instruct departments with critical deficiencies to immediately develop a contingency
framework for the pending disaster.
11. Ensure as appropriate redeployment of critical response personnel, equipment and supplies to
protected locations outside of vulnerable area.
➢ Vehicles and equipment are serviced and ready.
➢ Store extra fuel and spare parts.
➢ Issue protective gear to emergency personnel.
12. Employee Issues.
➢ Recall off-duty personnel.
➢ Place personnel on stand-by.
➢ As appropriate, cancel all days off and pending leaves; prepare duty rosters.
➢ Allow employees to prepare home/family.
➢ Essential employees: pack a "ready/response kit" (sleeping bag, change of clothes,
nonperishable foods/snacks, drinks/bottled water, toiletries, prescription medicines,
extra eyeglasses, flashlight, portable radio/batteries, etc.)
13. Develop and deliver a unified public information message prior to disaster. Details should
include:
➢ Possible evacuation instructions and shelter locations;
➢ Instructions to public for power and phone outage;
➢ Items to stock for 72 -hour survival (water, flashlights, radio, batteries, etc.);
➢ Actions to take to ensure food and water safety;
➢ What NOT to do (utilize generators or kerosene heaters indoors); and
Appendix 6: Pre -Incident and Incident Support Tasks Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
➢ Other details relevant to pending emergency situation.
14. Emergency mass care facilities and shelters staffed and ready.
➢ Animal shelters and services ready.
Declare an emergency or disaster in anticipation of the incident to free resources and
implement emergency purchasing procedures to acquire necessary preparedness and
response equipment.
16. EOC Activated.
➢ Activation level; EOC staffing.
➢ EOC linked to and monitoring department field activities.
➢ Continued watch/warning alerts to citizens.
➢ Continued watch/warning alerts to special needs citizens.
17. Issue other state of emergency directives to public safety department heads as needed:
➢ Curfews.
➢ Access control to vulnerable locations.
➢ Mandatory evacuation of tourist populations.
➢ Prohibition on price -gouging.
➢ Unfair/deceptive trade acts/practices.
Appendix 6: Pre -Incident and Incident Support Tasks Page 3
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
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Appendix 6: Pre -Incident and Incident Support Tasks Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
INCIDENT (Response)
1. Monitor and Enact Policy
➢ Recognize accountability.
➢ Establish and evaluate policy decisions.
➢ Confer with other elected officials.
2. Report to the Emergency Operations Center
➢ Obtain current situation status and a briefing on priority actions taken and outstanding.
➢ Examine need for new or temporary policies required to support response operations.
➢ Determine appropriate expenditure limits.
➢ Be available for policy meetings.
➢ Ensure adequate public information materials are being issued from the EOC.
➢ Consult with emergency management director to determine need for extraordinary
resources and/or outside assistance.
➢ Keep appraised as to the status of the emergency incident by reviewing EOC Situation
Reports.
3. Receive Assessment Information
➢ What is the nature of the incident—what happened?
➢ What hazards are present?
➢ How large an area is affected?
➢ What is being done—response actions?
➢ What are the impacts to the first responder community, essential services, critical
facilities and infrastructure.
➢ Are critical communication systems functioning?
4. Determine Extent of Incident
➢ Public protection actions in progress or needed?
➢ Notifications and alerts done or needed?
➢ Numbers of dead, injured and missing?
Determine Need to update or issue Emergency Declaration
➢ When to issue and for what conditions?
➢ Clarify any issues regarding your authority with Legal Counsel.
➢ Modify curfew, evacuation, or access control orders.
6. Issue Emergency Authorities, Directives, Orders (Emergency Powers)
➢ Protect life.
➢ Protect public property.
➢ Maintain essential services.
Appendix 6: Pre -Incident and Incident Support Tasks Page 5
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
7. Ensure Public Information and Instructions is provided
➢ Maintain a public information and media protocol.
➢ Establish who speaks about what and when.
➢ Serve as spokesperson for the jurisdiction when appropriate.
8. Ensure that the functions of civil government are being preserved and essential services are
provided (COOP).
9. Establish contact and a liaison with appropriate officials outside home jurisdiction.
Appendix 6: Pre -Incident and Incident Support Tasks Page 6
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
POST -INCIDENT (Recovery)
1. General "Must Do's"
➢ Obtain current FEMA public disaster assistance program information and requirements.
Ensure your jurisdiction's participation and compliance.
➢ Determine recovery needs and functions based on impacts;
➢ Develop and maintain a recovery incident action plan;
➢ Appoint a local recovery manager to chair and maintain a local recovery task force. Task
force membership should local stakeholders to include department heads (or designees)
from local community planning, economic development, health, legal, finance,
environment, historic and cultural, public safety, public works, business community,
NGOs, etc. to:
✓ Prepare a redevelopment plan;
✓ Develop procedures to carry out build back policies;
✓ Develop policies for redeveloping areas that have sustained repeated disaster
damage;
✓ Develop policies that promote mitigation from future damage; and
✓ Develop priorities for relocating and acquiring damaged property.
2. Other considerations:
➢ Maintain leadership;
➢ Utilize local initiative and resources;
➢ Maximize state/federal programs and benefits;
➢ Establish and maintain communications to and from citizens;
➢ Provide a point of contact for disaster victims;
➢ Make maximum use of damage assessment for recovery planning; and
➢ Promote economic recovery.
3. Ensure that your jurisdiction is providing and updating damage impacts and cost estimates to
state and federal in order to maximize state and federal individual and public disaster
assistance.
4. Short Term "life safety" recovery activities could include:
➢ Search and Rescue;
➢ Emergency Medical Care;
➢ Safety -Security -Traffic Control;
➢ Food and Water;
➢ Initial Impact Assessment;
➢ Implementing Legal and Financial Procedures;
➢ Emergency Debris Clearance;
➢ Transportation;
➢ Sheltering and Mass Care;
➢ Public Information/Education;
➢ Response Coordination with Municipalities;
➢ Mutual Aid Response;
Appendix 6: Pre -Incident and Incident Support Tasks Page 7
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
➢ Volunteer Resource Response;
➢ Emergency Communications;
➢ Temporary Building and Rebuilding Moratoriums; and
➢ Enactment of Special Ordinances.
5. Intermediate Recovery (Restoration) activities could include:
➢ Re-entry;
➢ Detailed Community Damage Assessment;
➢ Debris Clearance and Removal;
➢ Federal Assistance Programs (Individual/Public);
➢ Resource Distribution;
➢ Restoration of Essential Services;
➢ Relief Services (including mental health);
➢ Temporary Housing and Long Term Housing Strategy;
➢ Temporary Repairs to Damaged Facilities; and
➢ Restoration of Public Health Services.
6. Long -Term Recovery activities could include:
➢ Environmental Management;
➢ Evaluation of Development Regulations;
➢ Evaluation of Construction Designs;
➢ Evaluation of Infrastructure Designs and Standards;
➢ Permanent Repair and Reconstruction of Damaged Facilities;
➢ Complete Restoration of Services;
➢ Debris Disposal;
➢ Economic and Community Redevelopment;
➢ Housing Strategy;
➢ Hazard Mitigation;
➢ Risk Assessment/Review;
➢ Acquisition/Relocation of Damaged Property;
➢ Coordinated delivery of long-term social and health services;
➢ Improved land use planning;
➢ Re-establishing the local economy to pre -disaster levels;
➢ Recovery of disaster response costs; and
➢ The effective integration of mitigation strategies into recovery planning and operations.
Appendix 6: Pre -Incident and Incident Support Tasks Page 8
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Appendix 7
Intrastate Mutual Aid
REVISED CODE OF WASHINGTON 38.56 INTRASTATE MUTUAL AID SYSTEM
JANUARY, 2014
INTRODUCTION
It is recognized that emergencies often overwhelm local government capability, go beyond jurisdictional
boundaries, and that intergovernmental coordination is essential for the protection of lives and
property. This cooperation is also essential for the maximum use of available resources. Under the
Revised Code of Washington 38.56 Intrastate Mutual Aid System hereafter known as the Washington
Mutual Aid Compact (WAMAC) member jurisdictions may request assistance from other member
jurisdictions to prevent, mitigate, respond to, or recover from an emergency or disaster, or in concert
with drills or exercises. Any resource of a member jurisdiction may be made available to another
member jurisdiction.
Pursuant to the Washington Mutual Aid Compact, every town, city and county of the state is
automatically part of the Washington Mutual Aid Compact. Participation in the compact does not
preclude member jurisdictions from entering into other agreements with other political subdivisions or
Indian tribes to the extent provided by law. Participation does not supersede nor affect any other
agreement to which a political subdivision is a party or may become a party.
BASIC PROVISIONS
Limitation on Aid
A responding member jurisdiction may withhold or withdraw requested assistance at any time and for
any reason, in its sole discretion.
Request for Assistance
Jurisdiction to Jurisdiction
Requests for assistance from member jurisdictions can be made through the requesting jurisdiction's
normal operating procedures.
Through and to State
A jurisdiction needing resources or assistance from another jurisdiction has the right to do so according
to the Washington Emergency Mutual Aid System and can initiate the call for such. If a jurisdiction
needs help making the request for assistance because they are overwhelmed, or they are unsure what
to ask for, or they need help with technical specifications, or they do not have an updated Tel list
maintained by the State, etc., that jurisdiction can call the Washington State EMD Staff Duty Officer and
ask them to make the request of other jurisdictions on their behalf.
DEPLOYMENT COORDINATION
Consideration of requests and deployment coordination shall be done by or through:
• The chief executive officer of a member jurisdiction, or
Appendix 7: Intrastate Mutual Aid Page 1
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
• The officer's designee(s).
Upon receiving a request for assistance, member jurisdiction officers, or their designees, consider the
request, determine availability, and quickly respond directly to the requesting party concerning whether
or not they are able to fulfill the request. If a member jurisdiction is able to fulfill the request it provides
the following minimum information, in the form of an offer of assistance:
• Variations from the original request, if any.
• Estimated cost of fulfilling the requestl, if any.
• Logistical requirements for the resource, if any.
• Estimated travel time from home base to designated reporting location.
A request does not constitute a binding agreement. Only after an authorized offer of assistance has
been accepted by an officer or designee of the requesting jurisdiction is there an agreement, allowing
deployment to begin.
Requests and deployment coordination may be done verbally or in writing. If verbal requests lead to
deployments under WAMAC, the agreement is committed to writing within thirty days of the date on
which the agreement was made. However, it is recommended that the written agreement be done
concurrent with the verbal request and deployment coordination or at the earliest possible time
immediately following.
CONTROL OF RESOURCES
Member jurisdictions' resources (personnel, assets and equipment) are subject to the following
conditions when deployed under WAMAC:
• Responding resources remain under the command and administrative control of the responding
member jurisdiction for purposes that include standard operating procedures, medical
insurance and other protocols;
• The responding member jurisdiction is responsible for tracking the resource's progress from the
point of departure through arrival at the designated reporting location;
• Upon check-in at the designated reporting location resources deployed under WAMAC are
under the operational control of the appropriate officials of the requesting member jurisdiction;
• The requesting member jurisdiction is responsible for directing, maintaining accountability for,
and ensuring the well-being of resources deployed under WAMAC throughout the duration of
the deployment;
• Excess resources must be released in a timely manner to reduce incident -related costs and to
free up resources for other assignments;
• When the resource is no longer needed it will be promptly and safely demobilized;
• The requesting member jurisdiction is responsible for providing demobilization instructions even
if a written demobilization plan has not been developed; and,
• Upon notification that a resource is to be demobilized, the responding member jurisdiction
should track the resource's progress from the time it is released through arrival at home base.
BENEFITS
Appendix 7: Intrastate Mutual Aid Page 2
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
If a person is an employee of a member jurisdiction that responds to a request for assistance under
WAMAC and the person sustains injury in the course of providing the assistance, the person is entitled
to all applicable benefits, including workers' compensation benefits, that are normally available to the
person as an employee of the member jurisdiction that employs the person. If a person sustains injury
that results in death, the person's estate shall receive additional state and federal benefits that may be
available for death in the line of duty.
Liability
Except as provided in Section 5 of the Intrastate Mutual Aid System, a person responding to a request
for assistance by a member jurisdiction and who is under the operational control of that member
jurisdiction is considered for the purposes of liability to be an employee of the requesting member
jurisdiction.
REIMBURSEMENT
Responding member jurisdictions may decide not to request reimbursement, and may decide to donate
all or a portion of the cost of the assistance to the requesting member jurisdiction. For example, a
jurisdiction may only seek to recoup extra -budgetary or replacement costs associated with providing
assistance.
The Intrastate Mutual Aid System states that a requesting member jurisdiction reimburse, to the extent
permitted by law, each member jurisdiction that responds to a request for assistance and renders aid
under WAMAC. As a general guideline, reimbursable costs are those that would normally be submitted
for reimbursement and considered eligible as emergency costs under state and federal disaster
assistance programs.
Requests for reimbursement shall be in accordance with procedures developed by the Washington
Intrastate Mutual Aid Committee. Reimbursement should be for actual expenses incurred in rendering
assistance pursuant to the actual agreement to provide assistance. Expenses that are typically
considered reimbursable include:
• Personnel and contract costs
• Travel and lodging costs (at the federal General Services Administration rate)*
• Costs for meals (at the federal General Services Administration rate)*
• Equipment rental, maintenance and operating costs
• Costs to repair or replace equipment damaged during the assignment
• Costs to replace consumable materials and supplies used during the assignment
To avoid duplication of payments, a responding member jurisdiction should not request reimbursement
for costs that will be recouped through normal insurance mechanisms or where emergency costs are
eligible for reimbursement through direct participation in state or federal assistance programs.
DISPUTE RESOLUTION
If a dispute regarding reimbursement arises between a member jurisdiction that requested assistance
and a member jurisdiction that provided assistance under WAMAC, they agree to make every effort to
resolve the dispute within thirty days (30) of written notice of the dispute provided by either party. If
the dispute is not resolved within ninety days (90) from the date of the written notice, either member
jurisdiction should:
Appendix 7: Intrastate Mutual Aid Page 3
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
• Request the Intrastate Mutual Aid Committee of the State's Emergency Management Council to
resolve the dispute; or
• If one of the disputing member jurisdictions is an Indian nation or tribe, request arbitration
pursuant to the commercial arbitration rules and mediation procedures of the American
Arbitration Association.
RECOMMENDED AFTER ACTION REPORT AND IMPROVEMENT PLAN
After Action Report
After an exercise or an incident, all WAMAC member jurisdictions involved with mutual aid/assistance
response are encouraged to meet and complete an After Action Report and consider creating an
Improvement Plan. After action reviews and reports are typically carried out by WAMAC member
jurisdictions that assisted in the WAMAC response.
It is recommended that all key players and groups involved in the response and recovery provide input.
Therefore, if the incident is small and only involves a small number of WAMAC member jurisdictions, the
affected agency may complete the After Action Report. If the incident is large and involves many
agencies and jurisdictions, the Intrastate Mutual Aid Committee may coordinate the after action review
and report process among all the participants.
The After Action Report can include a brief description of the incident, the actions taken, what went well
and what needs to improve in the future.
Improvement Plan
The After Action Report, with its assessments and recommendations, serves as the basis for the
Improvement Plan, which is sometimes referred to as a Corrective Action Plan. An Improvement Plan
includes the broad recommendations for improvements, the agreed-upon corrective actions, a timeline
for making the changes, and an assignment of responsibilities to individuals or organizations. Below are
elements for an Improvement Plan:
• Measurable corrective actions
• Designated projected start date and completion date
• Corrective actions assigned to an organization and a point of contact within that organization
• Corrective actions continually monitored and reviewed as part of an organizational Corrective
Action Program
Corrective actions developed to improve the efficacy of WAMAC will be assigned to the Intrastate
Mutual Aid Committee. A record of corrective actions will be shared with the Director of the Emergency
Management Division and the President of the Washington State Emergency Management Association.
Appendix 7: Intrastate Mutual Aid Page 4
City of Yakima
Comprehensive Emergency Management Plan
Building a Disaster Resilient Community
Appendix 8
Threats and Hazards
Reference: Threat/Hazard Identification Risk Assessment and Capabilities (THIRA-C)
Natural
Technological
Human -Caused
Resulting from acts of nature
Involves accidents or the failure of systems and structures caused by the
intentional actions of an adversary
Drought
Epidemic, human
Dam/levee failure
Earthquake
Fire, rural/urban
Flood, flash
Flood, riverine/stream
Flood, urban
Heat, extreme
Landslide
Thunderstorm
Tornado
Volcano
Water shortage
Wildfire, forest
Wildfire, range
Wind
Winter storms
Air pollution
Business interruption
Critical infrastructure (building/structure) collapse
Critical infrastructure (building/structure) fire/explosion
Cyber attack
Ecological terrorism
Economic emergency
Energy emergency
Fuel shortage
HM accident, fixed facility (EPA -regulated chemicals)
HM accident, transportation routes (Roadways, Railroads, Pipelines)
Power outage
Riot/demonstrations/violent protest/illegal assembly
Transportation accident, aircraft
Weapons of Mass Destruction: CBRNE/aircraft
Workplace violence: business/industry and schools
Impacts
• Street/road disruptions, e.g. debris, power lines, water.
• Utility—line disruptions, e.g., in 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
• Communication disruptions, e.g. landlines, cell phones, radio linkage
Appendix 8: Threats and Hazards Page 1
City of Yakima
Comprehensive Emergency Management Program
Building a Disaster Resilient Community
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Appendix 8: Threats and Hazards Page 2
City of Yakima
Comprehensive Emergency Management Program
Building a Disaster Resilient Community
Appendix 9
Specific Responsibilities—State and Federal
Specific Responsibilities—Washington State
Washington State
1. Washington State Department of Agriculture (WSDA)
a) Assist in coordination, through the state EOC Executive Section and the federal Food
and Drug Administration (FDA), interstate and international food safety activities, as
appropriate.
b) Checks foods, including milk products, feeds, and other commodities for injurious
contamination in processing and distribution areas.
c) Provides inspection services following a disaster to ensure wholesomeness of farm
products in accordance with statutory requirements during the recovery period.
d) Provides current information on the disposal of contaminated crops and dead livestock.
e) Protects the public from consuming adulterated food through the implementation of
food control measures in coordination with other agencies and local jurisdictions.
f) Coordinates with other government agencies and private organizations in combating
farm animal disease in the recovery period.
g) Provides current information for potentially affected areas n farms, food crops, food
processors and distributors, and other agricultural data under the department's
authority. Provides pesticide disposal services as part of disaster recovery.
h) Provides support by sending staff to affected jurisdiction(s) ECC, the affected facility,
and at the scene to implement appropriate protective actions, if needed.
2. Washington State Department of Ecology (Wa ECY)
a) Serves as the lead agency for emergency
environmental pollution response and cause
investigation.
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Appendix 9: Specific Responsibilities—State and Federal
Page 1
City of Yakima
Comprehensive Emergency Management Program
Building a Disaster Resilient Community
b) Serves as the state lead agency for offsite cleanup of hazardous materials or
wastes, including mixed wastes and suspect substances.
c) Coordinates and manages the overall state effort to detect, identify contain, clean up,
and dispose of or minimize releases of oil or hazardous materials.
d) Serves as a member of the Preliminary Damage Assessment (PDA) Team to provide
damage assessments on the following:
- -Dikes, levees, dams, drainage channels, and irrigation works.
- -Public and private non-profit utilities, such as sanitary sewage systems,
storm drainage systems, and dam systems.
e) Debris removal from river channels and lakes.
f) Participates on PW Teams to conduct inspections of other state and local jurisdiction
facilities damaged by an emergency or disaster.
g) Monitors state waters suspected of contamination due to an emergency or disaster.
h) Coordinates with, and assists the DOH and WSDA in developing and implementing
procedures for sampling food crops, waterways, and other environmental media that
may be contaminated.
i) Provides staff support to local jurisdictions or facilities, as necessary.
3. Washington State Department of Fish and Wildlife
a) Supplies water tank trucks and potable water at selected sites, as available
b) Provides aerial reconnaissance of impacted areas.
c) Provides air transportation, upon request.
d) Assists local jurisdictions in the evacuation of individuals or property from an emergency
or disaster area.
e) Makes recommendations for preventing and/or modifying of the public consumption of
contaminated food from fisheries or wildlife habitats.
Appendix 9: Specific Responsibilities—State and Federal Page 2
City of Yakima
Comprehensive Emergency Management Program
Building a Disaster Resilient Community
4. Washington State Department of Health (Wa DOH)
a) Provides and coordinates comprehensive
assessments of the public health impact
of emergencies and disasters to include
describing the distribution levels and (1* ealt
types of health impacts and effects on
the continued ability to provide essential public health services.
b) Assesses the threat of vector borne diseases.
c) Assists in determining requirements for recovery into affected area(s).
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d) Mobilizes and deploys an assessment team to the affected area to assist in determining
specific health and medical needs and priorities.
e) Assists in establishing surveillance systems to monitor the general population and
special high-risk groups, conducts field studies and investigations, and provides
technical assistance on disease and injury control measures and precautions.
f) Provides liaison with the federal Centers for Disease Control and Prevention, and other
states and provincial health agencies, as potential sources of consultation and/or direct
assistance.
g)
Provides coordination and assistance to local health jurisdictions to determine the need
for additional health care providers, medical equipment, and medical supplies during an
emergency or disaster.
h) Provides assistance to local health departments, public and private health care
institutions, and other local government agencies with identification, treatment, and
control of communicable diseases and non -communicable disease risk, which threaten
public health.
i) Provides state laboratory services to support the detection, identification, and analysis
of hazardous substances which may present a threat to public health.
j) Provides consultation to local health agencies in the regulation and inspection of
consumable foods and food production at their point of consumption in areas affected
by the emergency or disaster.
k) Provides consultation to support local health agencies in the maintenance of required
potability and quality of domestic water supplies affected by the emergency or disaster.
I) Provides technical assistance and advice to local health agencies in dealing with public
health issues concerning the sanitary control, handling, and disposal of solid waste and
other refuse during an emergency or disaster.
Appendix 9: Specific Responsibilities—State and Federal Page 3
City of Yakima
Comprehensive Emergency Management Program
Building a Disaster Resilient Community
m) Provides consultation to support local health agencies to assist in the identification,
disease testing, and control of small animal, insect, and rodent populations that present
potential and actual hazards to public health.
n) Provides technical basis for establishing and reducing food control and relocation areas.
o) Maintains food control measures in coordination with other participant agencies and
local jurisdictions.
p) Certifies food as "safe for human consumption" for subsequent release by WSDA.
q) Provides consultation to local health agencies on the public health aspects of the
identification, processing, storage, movement, and disposition of the deceased.
r) Serves as lead agency in the state EOC for coordinating medical and public health
services during emergency or disaster activities.
s) In support of local authorities, provides technological assessment, toxicological analysis,
and radiological support services in emergencies or disasters.
t) Assists in assessing potable water, wastewater, and solid waste disposal issues.
u) Provides victim identification and mortuary services.
v) Provides supplemental assistance to local jurisdictions to identify and meet the health
and medical needs of disaster victims.
w) Provides for the movement of seriously ill and injured patients from the impacted areas.
5. Washington State Department of Social and Health Services
Social and Health Services
a) Lead state agency coordinating assistance to special needs
populations statewide.
b) Provides relevant information to emergency management decision -
makers.
Location and special needs of clients, including foster
children, frail elderly, persons with disabilities and chronic
diseases, and non-English speaking persons.
Licensed resident facilities and offices.
Appendix 9: Specific Responsibilities—State and Federal Page 4
City of Yakima
Comprehensive Emergency Management Program
Building a Disaster Resilient Community
6. Washington State Department of Labor and Industries
a) Examines electrical installations, boilers, pressure vessels, manufactured housing, and
work establishments to assure work place safety compliance for all workers, including
those involved in response and recovery activities.
b) Determines when a facility/industry is safe for occupancy and resumption of activity.
c) Provides state laboratory services and/or equipment to support the detection,
identification, and analysis of hazardous substances that may present a threat to public
health.
7. Washington State Military Department
Emergency Management Division (Wa EMD)
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a) Coordinates the acquisition and deployment of additional telecommunications
equipment, personnel and resources necessary to establish temporary communications
capabilities within the affected area(s).
b) Receives and processes requests from local jurisdictions for specific state and federal
emergency and disaster related assets and services.
c) Coordinates state assets to support local jurisdictions in need of supplemental
emergency or disaster assistance.
d) Coordinates the provision of statewide search, rescue, and recovery assets to
supplement the efforts of local jurisdictions.
e) State EMD coordinates operation of the State Emergency Operations Center.
National Guard (Wa NG)
Coordinates military support to civil authorities. Provides:
Appendix 9: Specific Responsibilities—State and Federal Page 5
City of Yakima
Comprehensive Emergency Management Program
Building a Disaster Resilient Community
a) Limited air and land transportation of personnel and equipment
b) Assists local governments and the WSP by providing supplementary security forces to
patrol damaged areas, establishes roadblocks, and directs traffic for the preservation of
law and order
c) Coordinates with WSDOT to provide aerial reconnaissance and photographic missions,
as requested and within capabilities.
d) Provides limited emergency medical assistance
e) Provides limited mass feeding.
f) Provides assistance for emergency traffic regulation, movement control.
8. Washington State Patrol (WSP)
a) Assists local authorities with local law enforcement
operations and the evacuation of persons and property.
b)
Coordinates and maintains liaison with the
Departments of Corrections, Fish and Wildlife, Natural Resources, Military Department,
Transportation, Liquor Control Board, Parks and Recreation Commission, and Utilities
and Transportation Commission for use of their available personnel and equipment for
augmentation and special assignments.
c) Assists the state EOC in receipt and dissemination of warning information to state/local
government.
d) Coordinates law enforcement and traffic control throughout the state. Enforces
highway traffic regulations.
e) Provides aerial reconnaissance photographic missions.
f) WSP coordinates State Fire Mobilization.
9. Washington State Department of Transportation (WSDOT)
a) Coordinates with WSP for
traffic control on appropriate
state routes.IFIT,
Washington State
Department el! Trawsp rt tion
b) In coordination with WSP, provides available resources to
supplement local jurisdiction requirements for traffic control on local roads, provided the
WSDOT's resources are not put at risk.
Appendix 9: Specific Responsibilities—State and Federal Page 6
City of Yakima
Comprehensive Emergency Management Program
Building a Disaster Resilient Community
c) Coordinates with WSP and local jurisdictions:
- -Traffic control on the Washington State Transportation System to
prevent entrance of unauthorized persons into controlled areas.
- -Assists in promptly identifying and removing impediments to
movement.
- -Provides barricades, road signs, and highway rerouting information
necessary to redirect traffic from relocation and food
control areas, provided resources are available.
- -Conducts aerial reconnaissance and photographic missions, as
requested, provided resources are available.
- -Manages overall effort for aerial search and rescue.
10. Region 8 Public Health
Provides relevant information to emergency management decision -
makers:
a) Managing evacuation of hospitals, nursing homes, assisted
living facilities, etc. and the off-site care for displaced
residents.
b) Managing medical shelters.
Region 8
Appendix 9: Specific Responsibilities—State and Federal Page 7
City of Yakima
Comprehensive Emergency Management Program
Building a Disaster Resilient Community
Specific Responsibilities—Federal
1. Bureau of Reclamation (BOR)
a) Coordinates activities of BOR dam response in Yakima County to include:
- -classifying emergency events into response levels
- -developing expected actions for each response level
b) Providing emergency analysis to the EOC.
2. Federal Emergency Management Agency (FEMA)
Helping Communities nationwide prepare for, respond
to and recover from natural and manmade disasters
Provides rapid, ready, clear and consistent access to
disaster assistance to eligible individuals and
communities.
3. Department of Homeland Security (DHS)
Communicate information about terrorist threats by
providing timely, detailed information to the public,
government agencies, first responders, airports and
other transportation hubs, and the private sector.
FEMA
_, Homeland
Security
15:: .4
Appendix 9: Specific Responsibilities—State and Federal Page 8