HomeMy WebLinkAboutFinal Agenda Packet
CITY OF RENTON
AGENDA - City Council Regular Meeting
7:00 PM - Monday, March 3, 2025
Council Chambers, 7th Floor, City Hall – 1055 S. Grady Way
Please note that this regular meeting of the Renton City Council is being offered as a hybrid
meeting and can be attended in person at the Council Chambers, 7th floor of City Hall, 1055 S
Grady Way, Renton, 98057 or remotely through Zoom.
For those wishing to attend by Zoom: Please (1) click this link
https://us02web.zoom.us/j/84938072917?pwd=TUNCcnppbjNjbjNRMWpZaXk2bjJnZz09 (or
copy/paste the URL into a web browser) or (2) call-in to the Zoom meeting by dialing 253-215-
8782 and entering 849 3807 2917 Passcode 156708, or (3) call 425-430-6501 by 5 p.m. on the
day of the meeting to request an invite with a link to the meeting.
Registration for Audience Comment: Registration will be open at all times, but speakers must
register by 5 p.m. on the day of a Council meeting in order to be called upon. Anyone who
registers after 5 p.m. on the day of the Council meeting will not be called upon to speak and
will be required to re-register for the next Council meeting if they wish to speak at that next
meeting.
Request to Speak Registration Form:
o Click the link or copy/paste the following URL into your browser:
https://forms.office.com/g/bTJUj6NrEE
You may also call 425-430-6501 or email jsubia@rentonwa.gov or
cityclerk@rentonwa.gov to register. Please provide your full name, city of residence,
email address and/or phone number, and topic in your message.
A sign-in sheet is also available for those who attend in person.
Video on Demand: Please click the following link to stream Council meetings live as they
occur, or to select previously recorded meetings:
Renton Channel 21 Video on Demand
1. CALL TO ORDER AND PLEDGE OF ALLEGIANCE
2. ROLL CALL
3. PROCLAMATION
a) Employee Appreciation Week - March 3 - 7, 2025
4. SPECIAL PRESENTATION
a) State of the County Presentation: King County Councilmember Reagan Dunn
b) Renton Promise at Renton Technical College
5. ADMINISTRATIVE REPORT
a) Administrative Report
6. AUDIENCE COMMENTS
All remarks must be addressed to the Council as a whole, if a response is requested
please provide your name and address, including email address, to the City Clerk to
allow for follow-up.
Speakers must sign-up prior to the Council meeting.
Each speaker is allowed three minutes.
When recognized, please state your name & city of residence for the record.
NOTICE to all participants: Pursuant to state law, RCW 42.17A.555, campaigning for or
against any ballot measure or candidate in City Hall and/or during any portion of the council
meeting, including the audience comment portion of the meeting, is PROHIBITED.
7. CONSENT AGENDA
The following items are distributed to Councilmembers in advance for study and review, and
the recommended actions will be accepted in a single motion. Any item may be removed for
further discussion if requested by a Councilmember.
a) Approval of Council Meeting minutes of February 24, 2025.
Council Concur
b) AB - 3768 Community & Economic Development Department recommends execution of
an agreement with Fresh Family, in the amount of $150,000, for cleaning services
supporting the Downtown Clean Initiative. This area includes S 2nd St and S 3rd St
between Rainier Ave S and Mill Ave S, as well as S 4th St between Burnett Ave S and Main
Ave S.
Refer to Finance Committee
c) AB - 3765 Executive Services Department recommends adoption of a resolution adopting
the Disaster Recovery Framework plan.
Refer to Committee of the Whole
8. UNFINISHED BUSINESS
Topics listed below were discussed in Council committees during the past week. Those topics
marked with an asterisk (*) may include legislation. Committee reports on any topics may be
held by the Chair if further review is necessary.
a) Transportation Committee: 1) Supplemental Agreement #2 to CAG-24-268 Professional
Services Agreement with Transpo Group USA, Inc. for Engineering Design Services for the
Oakesdale Avenue SW Pavement Preservation Project; 2) Professional Services
Agreement with Perteet, Inc, for Preliminary and Final Design Services for the City of
Renton Sunset Trail Project; 3) 2025-2026 ORCA Business Cards and Business Passport
Products Agreement; 4) Addendum 8-25 to LAG-93-004 with BHC Inc; 5) Amendment 7-
25 to LAG-12-004 with Bosair, LLC
9. LEGISLATION
10. NEW BUSINESS
(Includes Council Committee agenda topics; visit rentonwa.gov/cityclerk for more
information.)
11. ADJOURNMENT
COMMITTEE OF THE WHOLE MEETING AGENDA
(Preceding Council Meeting)
6:00 p.m. - 7th Floor Conferencing Center
Hearing assistance devices for use in the Council Chambers are available upon request to the City Clerk
CITY COUNCIL MEETINGS ARE TELEVISED LIVE ON GOVERNMENT ACCESS CHANNEL 21
To view Council Meetings online, please visit rentonwa.gov/councilmeetings
Armondo Pavone Mayor
WHEREAS,this week is an opportunity to shine a well-deserved light onto the dedicated work of
Renton’s 700 city emptoyees;and
WHEREAS,the City of Renton takes pride in fostering and retaining a skitted worktorce;and
WHEREAS,the City of Renton praises the work of its emptoyees in all they do from their routine duties
to their integral roles in cross-departmental projects;and
WHEREAS,we thank our City of Renton employees for their ongoing services to our city and its
residents,from the front-line staff to our internal service teams.Our city would not be the same without
their talents;and
WHEREAS,we recognize the immeasurable contributions and impacts that Renton employees have in
making Renton a safe,healthy,and desirable place for every person to live and work;and
NOW THEREFORE,I,Armondo Pavone,Mayor of the City of Renton,do hereby proclaim March 3 to
March 7,2025 to be
Employee Appreciation Week
in the City of Renton,and I encourage all residents to join me in this special observance.
IN WITNESS THEREOF,I have hereunto set my hand and caused the seal of the City of Renton to be
affixe his 3rd day of March 2025.
Mayor mondoPavone
City of Renton,Washington
PROCLAMATION
Renton City Ha II,7th Floor 1055 South Grady Way,Renton,WA 98057.rentonwa.gov
AGENDA ITEM #3. a)
State of the County
City of Renton
2025
Reagan DunnKing County Councilmember
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
King County Councilmember Reagan Dunn
2025 Council Assignments
•Vice Chair of the Metropolitan King County Council
•Committee assignments:
•Local Services and Land Use
•Vice Chair of Health and Human Services
•Vice Chair of Government Accountability and Oversight
•Regional Water Quality
•Committee of the Whole
•King County Flood Control District
•Chair of the Board of Supervisors
•Chair of the Executive Committee
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
King County Council District 9Reagan Dunn
Cities
•Bellevue
•Newcastle
•Renton
•Maple Valley
•Covington
•Black Diamond
•Enumclaw
Unincorporated
•Fairwood
•Mirrormont
•Hobart
•Ravensdale
•Morton-Berrydale
•Lake Holmes
•Neuwakum-Wabash
•Cumberland
King County District 8 spans 9 cities and unincorporated communities, from south
of I-90 to the Enumclaw Plateau and west to the Cascade Mountains. District 9 has
nearly 300,000 residents, 100,000 of whom live in unincorporated King County.
Muckleshoot Tribe
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
PUBLIC SAFETY
•In the past year, have you felt more or less safe in your community
-More Safe (3.5%)
-Less Safe (53.3%)
-The Same (42.6%)
•Do you support the Executive's plan to close the juvenile jail by
2028?
-No (93.3%)
-Yes (6.7%)
District 9 Voices
Constituent Issues
TOP THREE ISSUES
1.Reducing Crime & Improving Public Safety (71%)
2.Reducing Property Taxes (48%)
3.Solving Homelessness (30%)
Do you want to see more or less law enforcement in your
community?
-More (69.3%)
-Less (1.4%)
-Maintain the Same Amount (27.4%)
TAXES
•68.3% do not support new taxes or levees, including Parks
and Open Space, Roads, Harborview, MIDD.
HOMELESSNESS
•90.4% of District 9 constituents do not think King County
is doing an adequate job addressing homelessness.
•92.1% would support a law requiring the removal of
homeless encampments (provided there is nearby shelter).
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
•Harborview Hospital Tax
•In November, the Council voted to impose a property tax to fund maintenance, operations, and capital projects at
Harborview Medical Center.
•The new tax, intended to aid Harborview, was targeted by county leaders to the tune of $30 million to fund the
county’s public health clinics.
•King County needs to make the necessary choices to improve operations, reduce waste, and balance its budget
before raising taxes to use funds intended for Harborview to fund its own unsustainable operations.
•Creating a minimum wage that would only affect unincorporated businesses
•The King County Council passed a minimum wage of over $20.29, affecting only unincorporated businesses.
•This gave unincorporated King County one of the highest minimum wages in King County.
•Battery Energy Storage System (BESS); Comprehensive Plan; Winery, Beverage, and Distillery Ordinance
•BESS – Zoning legislation allowed BESS facilities in all zones except agriculture, where the Council was able to
keep BESS as a prohibited use.
•As the voice for 90,000 unincorporated King County residents, I voted no in opposition of land use policy that our
communities in District 9 expressly opposed.
Year in Review
Top Issues of 2025 for District 9
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
•2024 fatal and non-fatal overdoses
•1,048 Overdose deaths
•6,994 Nonfatal overdoses treated by
King County EMS
•Fatal overdoses in King County – largely
driven by fentanyl, a synthetic opioid that is
100 times stronger than morphine.
•880% increase in fentanyl deaths, from
2019 to 2023 (111 to 1,085 deaths).
•Overdose trends in 2024 – Due to the
lethality of fentanyl, the death rate has
outpaced the rate of new users, which is
why we have seen fewer overdoses in 2024
Substance Use & Recovery
A Continuing Public Health Crisis
32
6
32
4
34
2
37
0
40
4
42
6
51
0
70
9
10
0
8
13
3
9
10
4
8
Annual Trends in Fatal
Overdoses in King County
Data source: King County Medical Examiner's
Office
36
9
0
58
2
1
82
4
0
69
9
4
Non-Fatal
overdoses treated
by KC EMS
•Overdoses Rapidly Rising – In King County, overdose deaths
increased 209% between 2019 and 2023.
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
Substance Use & Recovery
Initiatives
Fentanyl as a Public Health Crisis
•King County Council declared fentanyl a public health
crisis and asked Public Health to develop strategies to
combat overdose deaths (2022)
Public Awareness Campaigns
•Don’t Count Us Out – Anti-stigmatization
•Laced & Lethal – Fentanyl Awareness for Youth
•Talk Even If – Fentanyl Awareness for Parents
Crisis Cares Centers
•5 Crisis Care Centers: North, East, Central, South, Youth
•Mobile Crisis Unit – King County Behavioral Health
launched 10 new mobile crisis teams in December
5th Annual King County Conference on Substance
Use Disorders
•2025 Conference will take place at Green River College
on June 25, 2025
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
Homelessness Crisis
Homelessness Rises Despite Investments
2019 2020 2022 2024
Count 11,199 11,751 13,368 16,285
Unsheltered 47%47% 57%60%
* 2021 Counties were not required to do a Point-in-Time Count due to the pandemic
* In 2023 King County sought exemption from the Point-in-Time Count
Washington has the third-largest homeless population
in the nation, after California and New York.
Compare here with New York, a state with nearly 2 ½
times more people.
•Washington had 16,222 rough sleepers on a given
night in 2024; New York had just 5,638.
•Chronic cases: Washington had 9,185 unsheltered
compared with New York’s 1,337.
Point-in-Time Count Changes in the Number of Individuals Experiencing Chronic Patterns of
Homelessness by State, 2023-2024
Since the creation of the King County Regional Homelessness Authority, there has been a rapid rise in the number of
people who are homeless and the percentage of those living unsheltered, despite a $250,000,000 budget in 2024.
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
Court Backlog
Unlawful Detainers King County Superior Court is experiencing an
unprecedented backlog of unlawful detainer cases.
•Worked with the Courts
•Created an expedited hearing process for
individuals who are a danger to the community
•Implemented emergency rules to minimize
unnecessary delays and continuances
•Budget and Legislation
•Adding judicial officers and support staff dedicated
to addressing unlawful detainer cases to the tune
of $846,646
•Adding support staff for judicial officers in Superior
Court dedicated to addressing unlawful detainer
cases to the tune of $679,231.
•Legislation adding two new Superior Court Judges
•Legislative Agenda
•The County’s 2025 state legislative agenda requests
authority for authority for additional court
commissioners to unlawful detainer cases
2019 2020 2021 2022 2023 2024
Filings Total 4625 1356 682 2317 4542 7098
Filings
Monthly Average 385 113 57 193 379 645
Dispositions
Total 4617 1219 653 1932 3476 6353
Dispositions
Monthly Average 385 102 54 161 290 578
Pending
Monthly Average 481 461 493 714 1082 2276
King County Superior Court
Unlawful Detainer Case Backlog
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
King County experienced a dramatic increase
in violent crimes in recent years, including a
spike in gun violence and a record number of
homicides.
Homicides spiked 73% between 2019 and
2023
Shootings doubled since 2019 and 2023
•Firearm homicide victims has more than
doubled from 49 in 2019 to 107 in 2023.
•Of the 394 shooting victims, 82% were
male; 26% were aged between 18-24;
and 76% were people of color.
While shootings and homicides are down
from the peak in 2024, they are still far
above the 2019 levels
Our Criminal Justice System:
Violent Crime in King County
858
1025
1405
1654 1701
1591
2019 2020 2021 2022 2023 2024
Total Shots fired
91
125
131
146
158
134
2019 2020 2021 2022 2023 2024
Medical Examiner Homicides
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
Between 2021 and 2024, Juvenile crime referrals
increased by 104%
•Crimes against a person or involving a firearm
increased by 138%
•Property, drugs and other felonies increased by 314%
•Sex offenses increased by 77%
Our Criminal Justice System:
Juvenile Crime Continues to Rise
249 385 514 592102
163
387 422
197
259
272 260
595
855
1010
1054
2021 2022 2023 2024
JUVENILE CRIMINAL REFERRALS
Misdemeanors
Sex Offenses
Property, Drug
and Other
Felonies
Crimes Against
Persons
Involving
Weapons
Filings , 867,
37%
Court Diversion,
208, 9%
FIRS, 243, 10%
Other, 136, 6%
RCP, 207, 9%
No Charges
Filed, 693, 29%
Diversion, 794,
34%
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
Our Criminal Justice System:
Many Violent Crimes Left Unresolved
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
In July of 2020, the King County Executive committed to “Zero Youth
Detention”, a plan to close King County’s only youth detention center by
2025. The plan has been delayed, with a new report due in 2028.
•Violent juvenile crime is increasing:Juvenile violent felony filings are
up 57% in 2023 from 2022, and up 146% from 2021
•We need a location to hold juveniles that pose a danger to others.
•In 2023, 60 percent of youth were held on felony crimes against
persons, including assault or sexual violence
•Recently, King County’s youth detention center was holding 5 youth
for murder, 10 for assault, 6 for gun crimes, and 13 for robbery
•Half of the juveniles currently in the facility are repeat offenders
•I introduced legislation to keep the juvenile detention facility open –
On August 27, 2024, it passed the King County Council by a vote of 8-0
Our Criminal Justice System:
Juvenile Detention Center
“Council members should approve the
motion and focus their attention on
improving current conditions in the
troubled facility.”
– Seattle Times Editorial Board
4/26/2024
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
•Shortage in KCSO Deputies – Over the past three years, the King County Sheriff's Office has experienced a
dramatic rise in vacancies.
•Peak Vacancies: At the peak (June 2022), there were 114 vacancies of commissioned deputies, 14.6% of
the 781 authorized FTE’s (Does not include non-deployable deputies due to training, injured, leave, etc.)
•Additionally, there were 62 non-commissioned vacancies
Our Criminal Justice System:
KCSO Hiring and Retention Challenges
•Budget Allocation for Hiring and Retention – Advocated for $4
million for retention & hiring bonuses for deputies & a
dedicated recruiter.
•Latest Statistics:
•Commissioned Budget 796
•Vacancies 75 (NOTE: metro has requested an
additional 10 deputies)
•Training 52;
•Deployed 648
•Non-Commissioned Budget 424.5 – Vacancies 38.5
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
2025 Issues
Taxes, Budget Deficit, and Leadership
LEADERSHIP:
•In the 5th Council District, Councilmember De'Sean Quinn was recently appointed to fill the vacancy
left by Commissioner Dave Upthegrove
•The Council also recently elected Councilmember Girmay Zahilay to serve as Council Chair
•The Vice Chairs for the new term are Councilmembers Reagan Dunn and Sarah Perry
Legislative Calendar:
•Jan-Feb: AFIS Renewal (for April Ballot)
•Feb-Apr: Parks Levy (for possible August ballot)
•May-Jul: Supplemental Budget
•Jun-Jul: EMS Levy (For November Ballot)
•Sep-Nov: 2026-27 Biennial Budget
•Nov-Dec: Independent Agency Reappointments
•Tentative Legislation: Metro Transit plans and new routes, additional onsite sewage regulations,
winery/brewery/distillery legislation
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
•Overall, King County’s budget is healthy
•King County has $10.2 billion budget for FY2025
•General Fund budget is $1.27 billion for FY2025
•The General Fund – is facing a $150 million gap in 2026-2027
•Some departments are more reliant on the General Fund than
others.
•Mandatory: courts, property assessments, public defense,
and corrections.
•In late January, most General Fund agencies received budget
goals to meet
•Property Tax – The King County Executive is focusing on
modifying state law’s limiting annual property tax increases to
1% plus new construction
•King County Executive is advocating to raise the property tax
cap to 3% and remove a non-supplant restrictions for levies.
King County Budget
Addressing the General Fund Budget Deficit
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
King County Budget
Spending and Population Growth
Population Budgeted Expended
2017/2018 2,200,000 $9.3B $9.33B
2019/2020 2,250,000 $10.12B $10.54B
2021/2022 2,252,980 $12.11B $12.43B
2023/2024 2,271,380 $13.05B $13.72B
2025
(one year)2,283,518 $10.2B $10.2B
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
Recent Community Investments
2024/25 COMMUNITY GRANTS
•$2,500 Renton School Foundation
•$10,000 City of Renton (2024)
•$2,000 Rainier Youth Choir
•$5,000 Hazen High School
•$5,000 Lindbergh High School
•Family First Community Center
4Culture Open Doors
Doors Open Facilities
•Renton Civic Theatre -$270,000 Energy
and Sustainability Upgrades
Sustain and Support
•Renton Historical Society $ 47,250
•Allied Arts of Renton $15,300
•Baile Dior Studios $22,480
•City of Renton $44,000
To connect with grant opportunities, contact my office at reagan.dunn@kingcounty.gov
•Key to Change $53,700
•Carco Theatre $24,800
•Rainier Choral Arts $16,500
•STEM Paths Innovation Network $77,000
•Evergreen City Ballet $59,000
•Rainier Youth Choirs $28,800
•Speak With Purpose $61,200
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
•District 9 Councilmanic Grant Programs
•Youth and Amateur Sports Grant
•VSHSL Community Grants
•Veteran Service Organization
•Waterworks Grant
•Food Security Grants
•Parks Levy Grant Programs
•Parks Capital and Open Space
•Aquatic Facilities Grant
•Health Communities and Parks Fund
•Youth and Amateur Sports
•WaterWorks Grants – Water Quality
Community Investments
Grant Opportunities
To connect with grant opportunities, contact my office at reagan.dunn@kingcounty.gov
•Veteran, Senior, and Human Services Levy
(VSHSL) Grants
•Conservation Futures Grants – Parks and open
spaces such as natural lands, urban greenspaces,
forests, community gardens, farms, and trails.
•Best Starts for Kids Grants
•4Culture Grants
•Arts, Culture, Historic Preservation, Science
•King County Flood Control District
•Steve Bleifuhs Memorial Flood Reduction
Grant Program
•Subregional Opportunity Funds
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
District 9 Voices
Rating Elected Officials
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
Thank you!
Contact me anytime:
Reagan.Dunn@kingcounty.gov
AG
E
N
D
A
I
T
E
M
#
4
.
a
)
STUDENTS SUCCEED AT RTC
Renton Promise atRenton Technical College
City of RentonCity CouncilMarch 3, 2025
AG
E
N
D
A
I
T
E
M
#
4
.
b
)
RE
N
T
O
N
T
E
C
H
N
I
C
A
L
C
O
L
L
E
G
E
Agenda
Opening remarks, Dr. Yoshiko Harden, RTC President
Origin of Renton Promise, Representative Steve Bergquist
Highlights of the program, Jessica Gilmore English, RTC Vice
President of Student Services
2
AG
E
N
D
A
I
T
E
M
#
4
.
b
)
RE
N
T
O
N
T
E
C
H
N
I
C
A
L
C
O
L
L
E
G
E
Renton Promise At a Glance
A pilot program funded for the 2023-2025 biennium
Provides for tuition and fees for Renton School District graduates attending Renton Technical College – students must complete the FAFSA/WASFA to be eligible
Students may begin the summer, fall, winter, or spring quarters following their high school graduation
Students may attend part time
3
AG
E
N
D
A
I
T
E
M
#
4
.
b
)
RE
N
T
O
N
T
E
C
H
N
I
C
A
L
C
O
L
L
E
G
E
4
Highlights
In the fall of 2023, RTC enrolled more students directly from the RSD than had enrolled in the entire previous academic year
In fall of 2024,137 students enrolled, compared to 86 students in Fall of 2023
Majority of enrollees are from Hazen High School then Lindbergh HS, Renton HS, followed by Talley HS
The students continue to represent a racially diverse cohort, with over 80% students of color, mirroring or exceeding Renton School District’s enrollment
AG
E
N
D
A
I
T
E
M
#
4
.
b
)
RE
N
T
O
N
T
E
C
H
N
I
C
A
L
C
O
L
L
E
G
E
Highlights, continued
The top enrolled programs include Pre-Nursing transfer, Business transfer, Computer Science transfer, Automotive, Welding, and Medical Assistant
Students are in enrolled in over 20 career and technical education programs across all areas of study (allied health, manufacturing, IT, culinary arts, transportation, business management)
We’ve already had 11 completers in certificate and degree programs
Our Renton Promise Program Specialist provides hands on support to students and is a graduate of Lindbergh HS, with deep roots in the community
5
AG
E
N
D
A
I
T
E
M
#
4
.
b
)
RE
N
T
O
N
T
E
C
H
N
I
C
A
L
C
O
L
L
E
G
E
6
Sustainability – we are spending every dollar
We thank the Council members and the City of Renton for investing in our high school graduates in their educational attainment
Funding is currently available for this year and next, including the support from the City of Renton
In addition to the partnership with the City of Renton, the college is collaborating with the RTC Foundation, Renton School District, and additional partners towards the commitment to sustain the program beyond the pilot
Staff are continuously evaluating the balance of low barrier access and fund disbursement to promote a sustainable future
AG
E
N
D
A
I
T
E
M
#
4
.
b
)
STUDENTS SUCCEED AT RTC
www.rtc.edu
Questions
AG
E
N
D
A
I
T
E
M
#
4
.
b
)
Mayor’s Office
Memorandum
DATE: February 26, 2025
TO: James Alberson, Jr., Council President
Members of the Renton City Council
FROM: Armondo Pavone, Mayor
Ed VanValey, Chief Administrative Officer
SUBJECT: Administrative Report
•Join Mayor Armondo Pavone for the City of Renton’s 2025 State of the City address
Wednesday, March 26, at 6:30 p.m. The event will take place at the Hyatt Regency Lake
Washington at Seattle's Southport, located at 1053 Lake Washington Boulevard North.
Doors will open at 5:30 p.m., and light refreshments will be served.
•This is a chance to hear firsthand about the city's progress and future plans. Don't miss
this opportunity to engage with local officials and fellow community members and learn
about what's in store for Renton in the coming year.
•The City of Renton is excited to announce the launch of the new series, “What’s Brewing
with Ed.” The public is invited to meet me and different city guests for casual conversations
and receive updates on the latest information about Renton. On the first Wednesday of
each month “What’s Brewing” I will be at Luther’s Table from 10:00-11:00 a.m. Every third
Wednesday of the month “What’s Brewing” will be hosted at the Berliner from 5:30-6:30
p.m. All ages are welcome. Check out the Facebook Event for more details.
•Information about preventative street maintenance, traffic impact projects, and
road closures happening this week can be found at http://rentonwa.gov/traffic.
All projects are weather permitting and unless otherwise noted, streets will
always remain open.
Monday, March 3 through Friday, March 7, 8:00am-3:00pm. Burnett Ave S will be
closed to thru traffic from S 2nd St to Tobin Ave S. Approved traffic control plans were
issued and will be followed, including a detour with flaggers on onsite to assist local
traffic. Questions may be directed to Rob Blackburn, 206-379-1489.
Monday, March 3 through Friday, March 7, 8:00am-3:00pm. Intermittent lane
closure on Rainier Ave N between Airport Way and S 3rd St for construction work.
Approved traffic control plans were issued for all work and will be followed.
Questions may be directed to Joe Nerlfi, 425-757-9657.
Monday, March 3 through Friday, March 7, 8:00am-3:00pm. Intermittent lane
closure on NE Sunset Blvd between Edmonds Ave NE and Kirkland Ave NE for
construction work. Approved traffic control plans were issued for all work and will be
followed. Questions may be directed to Brad Stocco, 425-282-2373.
AGENDA ITEM #5. a)
James Alberson, Jr., Council President
Members of the Renton City Council
Page 2 of 2
February 26, 2025
Monday, March 3 through Friday, March 7, 8:00am-3:00pm. Shifting lane closures
both east and west on NE Sunset Blvd between Redmond Pl NE to Union Ave NE for
utility installation and frontage improvements. Approved traffic control plans were
issued for all work and will be followed. Questions may be directed to Brad Stocco,
425-282-2373.
Monday, March 3 through Friday, March 7, 8:00am-3:00pm. Intermittent lane
closure on Wells Ave S north of S 2nd St for construction work. Approved traffic control
plans were issued for all work and will be followed. Questions may be directed to
Casey Grant, 206-532-4380.
On-going Street Closure January 21 through May 22, 2025 (City of Renton
Resolution No. 4545). FULL STREET CLOSURE on Houser Way N between Lake
Washington Blvd N and Lowe’s Business Access Road in support of WSDOT I-405
Renton to Bellevue Widening and Express Toll Lane project. Approved traffic control
plans were issued for all work and will be followed. Questions may be directed to
Justin Johnson, 425-902-7102.
AGENDA ITEM #5. a)
2025 RENTON
WITH MAYOR ARMONDO PAVONE
WEDNESDAY
MARCH 26
RECEPTION 5:30PM
PRESENTATION 6:30PM
Hyatt Regency Lake Washington
at Seattle’s Southport
RENTONWA.GOV/SOTC
Reserve Your Seat
AGENDA ITEM #5. a)
February 24, 2025 REGULAR COUNCIL MEETING MINUTES
CITY OF RENTON
MINUTES - City Council Regular Meeting
7:00 PM - Monday, February 24, 2025
Council Chambers, 7th Floor, City Hall – 1055 S. Grady Way
CALL TO ORDER AND PLEDGE OF ALLEGIANCE
Mayor Pavone called the meeting of the Renton City Council to order at 7:00 PM and led the
Pledge of Allegiance.
ROLL CALL
Councilmembers Present:
James Alberson, Jr., Council President
Carmen Rivera, Council Position No. 2
Valerie O'Halloran, Council Position No. 3
Ryan McIrvin, Council Position No. 4
Ed Prince, Council Position No. 5
Kim-Khánh Vǎn, Council Position No. 7
Councilmembers Absent:
Ruth Pérez, Council Position No. 6
MOVED BY ALBERSON, SECONDED BY PRINCE, COUNCIL EXCUSE ABSENT
COUNCILMEMBER PÉREZ. CARRIED.
ADMINISTRATIVE STAFF PRESENT
Armondo Pavone, Mayor
Ed VanValey, Chief Administrative Officer
Patrice Kent, Senior Assistant City Attorney
Jason Seth, City Clerk
Kim Gilman, Interim Human Resources / Risk Management Administrator
Deb Needham, Emergency Management Director
Amanda Free, Economic Development Assistant Director
Ryan Spencer, Organizational Development Manager
Commander Dan Figaro, Police Department
Attended Remotely:
Judith Subia, Chief of Staff
Kari Roller, Finance Administrator
Martin Pastucha, Public Works Administrator
AGENDA ITEM #7. a)
February 24, 2025 REGULAR COUNCIL MEETING MINUTES
Ron Straka, Public Works Utility Systems Director
SPECIAL PRESENTATION
King County Emergency Medical Services (KCEMS) Levy: King County Emergency Medical
Services Division Director Michele Plorde presented on the proposed 2026-2031 Medic
One/EMS Levy planning process. She provided an overview of the current levy, explained
what Medic One/EMS does, and explained who is served by the levy.
Continuing, Ms. Plorde, reported on the planning process for the 2026-2031 levy, explained
the key recommendations of the planning sub-committees, and summarized by indicating the
levy is proposed to be an assessment of twenty-five cents ($0.25) per one thousand dollars
($1,000) of assessed property value. She noted this is estimated to be $212 annually per
household based on an average home price in the area being $850,000.
Concluding, Ms. Plorde noted the proposal is slated for the November 2025 General Election
and urged Council to pass a resolution in support of the levy at a future meeting.
ADMINISTRATIVE REPORT
CAO Ed VanValey reviewed a written administrative report summarizing the City’s recent
progress towards goals and work programs adopted as part of its business plan for 2025 and
beyond. Items noted were:
• The City of Renton, Renton Police Department, and the Renton School District are
partnering to sponsor the Steered Straight Program on February 27-28 at Renton,
Hazen, Lindbergh, and Talley high schools as a regular assembly for students. There
will also be a no-cost, no-registration required Parent/Community Academy
presentation by Steered Straight on Friday evening February 28 from 6-7:30 p.m. at
the Lindbergh High School auditorium. We hope to see a large turnout at this no-
cost event!
The Steered Straight training is presented by speaker, Michael DeLeon who has
presented to 11,500 schools in all 50 states. The program provides a “message
to youth on the extreme dangers of drugs, gang involvement, and associated
criminal activity.” DeLeon’s message connects with youth and young adults with
a message of reality about life-choices and the importance of consequential
thinking, so they understand that there are consequences to their actions. During
the parent/community academy, the presentation will provide education and
awareness about the potential exposures to young people (such as vaping,
alcohol, marijuana, fentanyl) and how parents, guardians, family, or friends can
help support good life choices for their loved ones. More information can be
found at www.steeredstraight.org.
• The Renton Police Department is now accepting applications for the Spring
Community Police Academy. The Academy is hosted Wednesday evenings at
City Hall between April 16-June 4 from 6-8:30 p.m. Deadline to submit your
application is Monday, March 3. Visit www.Rentonwa.gov/CPA for more
information and to submit your application.
• Join Mayor Armondo Pavone for the City of Renton’s 2025 State of the City
Address, Wednesday, March 26, at 6:30 p.m. The event will take place at the
AGENDA ITEM #7. a)
February 24, 2025 REGULAR COUNCIL MEETING MINUTES
Hyatt Regency Lake Washington at Seattle's Southport, located at 1053 Lake
Washington Boulevard North. Doors will open at 5:30 p.m., and light
refreshments will be served.
This is a chance to hear firsthand about the city's progress and get a look ahead
to our exciting future. Don't miss this opportunity to engage with local officials
and fellow community members and learn about what's in store for Renton in the
coming year. Please RSVP at rentonwa.gov/sotc.
• Preventative street maintenance will continue to impact traffic and result in
occasional street closures.
AUDIENCE COMMENTS
• Annissa Gusti, Renton, spoke about open drug use issues in and around the Sartori
school in downtown Renton. She urged Council to increase police patrols in the area,
especially during the school week.
• Angela Laulainen, Renton, spoke about the historical significance of S Tillicum St and
Logan Ave S, and expressed opposition to the Renton School District's plan to use
eminent domain for the Renton High School expansion project.
• JoLynn Aumoevalogo, Renton, expressed opposition to the proposed Logan 6 project.
She noted that parking, traffic and an 84-year-old water easement owned by The
Boeing Company are issues that need to be resolved prior to development.
• Matt Hanbey, Renton, noted that he had submitted a petition urging Council to place
a moratorium on development at the proposed Logan 6 site. He also stated that he
believed a recent ordinance, which removed Council from the appeal process for land
use hearings, may have been done in violation of the Open Public Meetings Act.
• Sheryl Friez, Renton, spoke about potential parking and traffic issues related to the
proposed Logan 6 development. She also noted that Boeing was concerned about
their water easement. She urged Council to pass a moratorium halting development
at that location.
• John Giuliani, Renton, urged Council to pass laws to protect the character of the
North Renton Neighborhood. He also proposed turning some of the homes slated for
eminent domain by the Renton School District into Barry Houses, which he explained
are shelters for at-risk teens.
• Meagan Powell, Renton, expressed opposition to the proposed Logan 6 development
due to traffic and parking issues.
• Sarah Becker, Renton, expressed opposition to the Renton School District's use of
eminent domain for the proposed Renton High School expansion project.
• Tracy Gaudio, Renton, thanked Ms. Plorde for the presentation on the upcoming
Medic One/EMS levy. She also expressed opposition to the proposed Logan 6
development and urged Council to be more communicative about the project.
• Mark DeVos, Renton, stated concerns about the proposed Logan 6 development. He
noted his concerns are mostly related to parking issues.
AGENDA ITEM #7. a)
February 24, 2025 REGULAR COUNCIL MEETING MINUTES
CONSENT AGENDA
The following items are distributed to Councilmembers in advance for study and review, and the
recommended actions will be accepted in a single motion. Any item may be removed for further
discussion if requested by a Councilmember.
a) Approval of Council Meeting minutes of February 10, 2025. Council Concur.
AB - 3756 Executive Services Department requested authorization to convert a Limited Term
Secretary 2 position to a full-time equivalent (FTE) Secretary 2 position. Refer to Finance
Committee.
b) AB - 3766 Human Resources / Risk Management Department recommends confirmation of
Mayor Pavone's appointment of David Topaz as Administrator of the Human Resources and
Risk Management Department, effective March 24, 2025, at salary grade m49, Step E. Council
Concur.
c) AB - 3758 Municipal Court recommended execution of an agreement with the Administrative
Office of the Courts to accept an additional $11,000 in grant funds to support the Therapeutic
Courts/Community Court services. Refer to Finance Committee.
d) AB - 3755 Municipal Court recommends execution of an agreement with the Administrative
Office of the Courts to accept $5,000 in grant funds for the facilitation of the Third Annual
Regional Community Court Retreat. Refer to Finance Committee.
e) AB - 3754 Police Department recommended execution of an interlocal agreement with the
City of Black Diamond, in the amount of $36.00 per day or $252.00 minimum charge per
offender, for their utilization of Renton's electronic home monitoring program for eligible
offenders sentenced by Black Diamond's municipal court. Refer to Finance Committee.
f) AB - 3761 Public Works Administration recommended execution of the 2025 Waste Reduction
& Recycling Grant Program (GRA-25-005) agreement, with King County, to accept $90,594 in
non-matching grant funds to implement waste reduction and recycling programs. Refer to
Finance Committee.
g) AB - 3762 Public Works Administration requested execution of an agreement with King
County to accept $25,103.51 of non-matching grant funds to implement hazardous waste
education programs. Refer to Finance Committee.
h) AB - 3763 Public Works Administration requested authorization to purchase a new Kenworth
T480 GAPVAX MC511-3S3X Combination Jet/VAC truck in the amount of $749,882.75. The
vehicle will be used to repair surface water systems by suctioning storm drainpipes, catch
basins, and excavating dirt at repair sites. The funding for the purchase was included in the
2025-2026 Biennium Budget. Council Concur.
i) AB - 3752 Public Works Airport requested execution of Addendum 8-25 to LAG-93-004, lease
with BHC Inc., to correct an error in Addendum 7-24 regarding insurance requirements. Refer
to Transportation (Aviation) Committee.
k) AB - 3753 Public Works Airport requested execution of Amendment 7-25 to LAG-12-004, lease
with Bosair, LLC, to adjust the lease rate and make clerical updates. This adjustment increases
the annual revenue to $111,520.39 plus leasehold excise tax. Refer to Transportation
(Aviation) Committee.
AGENDA ITEM #7. a)
February 24, 2025 REGULAR COUNCIL MEETING MINUTES
l) AB - 3750 Public Works Transportation Systems Division recommended execution of a
professional services agreement with Perteet, Inc., in the amount of $1,243,483 for
preliminary and final design plus right-of-way services for the Sunset Trail project. Refer to
Transportation (Aviation) Committee.
m) AB - 3751 Public Works Transportation Systems Division recommended execution of the
2025-2026 ORCA Business Cards and Business Passports Agreement with King County Metro,
in the amount of $117,949.20, for the purchase of public transit passes for 355 eligible
employees in compliance with the state's Commute Trip Reduction law. Refer to
Transportation (Aviation) Committee.
n) AB - 3759 Public Works Transportation Systems Division recommended execution of
Supplemental Agreement No. 2 to CAG-24-268, contractor Transpo Group, USA, Inc., in the
amount of $285,889.66, for additional engineering services for the Oakesdale Ave SW
Pavement Preservation project. Refer to Transportation (Aviation) Committee.
o) AB - 3760 Public Works Transportation Systems Division submitted CAG-21-004, Highlands to
Landing Pedestrian Lighting Phase II project, contractor Colvico, Inc., and requests acceptance
of the project and release of retainage bond after 60 days after all state releases are obtained
and all liens have been legally cleared. Council Concur.
p) AB - 3764 Public Works Utility Systems Division requested execution of the Flood Reduction
Grant Agreement 4.24.08 with King County Flood Control District, to accept $225,000 in grant
funding for the Lind Ave SW Storm System Improvement project. Refer to Finance
Committee.
MOVED BY ALBERSON, SECONDED BY PRINCE, COUNCIL CONCUR TO ADOPT THE
CONSENT AGENDA AS PUBLISHED. CARRIED.
UNFINISHED BUSINESS
Topics listed below were discussed in Council committees during the past week. Those topics marked
with an asterisk (*) may include legislation. Committee reports on any topics may be held by the Chair if
further review is necessary.
a) Finance Committee: Vice Chair O'Halloran presented a report recommending approval of the
following payments:
1. Accounts Payable – total payment of $9,377,309.46 for vouchers 10943-10945, 10948-
10955, 422687-422690, 422699-422982; payroll benefit withholding vouchers 7616-
7626, 422691-422698 and 0 wire transfers.
2. Payroll – total payment of $2,021,400.06 for payroll vouchers that include 674 direct
deposits and 3 checks. (1/16/25-1/31/25 pay period).
3. Municipal Court vouchers 18678-18696 totaling $33,444.34.
MOVED BY O'HALLORAN, SECONDED BY MCIRVIN, COUNCIL CONCUR IN THE
COMMITTEE RECOMMENDATION. CARRIED.
b) Finance Committee: Vice Chair O'Halloran presented a report recommending concurrence in the
staff recommendation to approve the grant agreement with Transportation Improvement Board
(TIB) totaling $303,890 for the 116th Ave SE Sidewalk Project TIP #24-05.1.
MOVED BY O'HALLORAN, SECONDED BY MCIRVIN, COUNCIL CONCUR IN THE
COMMITTEE RECOMMENDATION. CARRIED.
AGENDA ITEM #7. a)
February 24, 2025 REGULAR COUNCIL MEETING MINUTES
NEW BUSINESS
(Includes Council Committee agenda topics; visit rentonwa.gov/cityclerk for more information.)
MOVED BY VǍN, COUNCIL CONCUR WITH A MORATORIUM ON DEVELOPMENT
FOR ALL PROJECTS LOCATED ON LOGAN AVE N TO N 6TH ST UNTIL ADDITIONAL
INFORMATION CAN BE SUBMITTED TO COUNCIL.
MOTION DIED FOR LACK OF SECOND.
MOVED BY VǍN, SECONDED BY RIVERA, COUNCIL CONCUR TO HAVE A
MORATORIUM ON DEVELOPMENT IN THE CITY FOR SIX MONTHS. MOTION
FAILED.
AYES: Vǎn
NAYS: Alberson, Prince, McIrvin, O’Halloran, Rivera
ADJOURNMENT
MOVED BY RIVERA, SECONDED BY MCIRVIN, COUNCIL ADJOURN. CARRIED. TIME: 8:30 PM
Jason A. Seth, MMC, City Clerk
Jason Seth, Recorder
24 Feb 2025
AGENDA ITEM #7. a)
Council Committee Meeting Calendar
February 24, 2025
February 27, 2025
Thursday
8:30 a.m. Council Retreat
Location: Maplewood Greens, Renton
February 28, 2025
Friday
8:30 a.m. Council Retreat
Location: Maplewood Greens, Renton
March 3, 2025
Monday
CANCELED Utilities Committee, Chair Văn
5:00 p.m. Transportation Committee, Chair McIrvin
Location: Council Conference Room/Videoconference
1. Supplemental Agreement #2 to CAG-24-268 Professional Services
Agreement with Transpo Group USA, Inc. for Engineering Design
Services for the Oakesdale Avenue SW Pavement Preservation Project
2. Professional Services Agreement with Perteet, Inc, for Preliminary and
Final Design Services for the City of Renton Sunset Trail Project
3. 2025-2026 ORCA Business Cards and Business Passport Products
Agreement
4. Addendum 8-25 to LAG-93-004 with BHC Inc
5. Amendment 7-25 to LAG-12-004 with Bosair, LLC
6. Emerging Issues in Transportation
6:00 p.m. Committee of the Whole, Chair Alberson
Location: Conferencing Center
1. Legislative Update
7:00 p.m. Council Meeting
Location: Council Chambers/Videoconference
AGENDA ITEM #7. a)
AB - 3768
City Council Regular Meeting - 03 Mar 2025
SUBJECT/TITLE: Contract for Downtown Business District Clean Initiative
RECOMMENDED ACTION: Refer to Finance Committee
DEPARTMENT: Community & Economic Development Department
STAFF CONTACT: Amanda Free, Economic Development Director
EXT.: x7369
FISCAL IMPACT SUMMARY:
The proposed contract sets a maximum compensation of $150,000, which will be allocated to Fresh Family.
These funds will be sourced from available resources within the General Fund and were approved during the
budget requests for 2025.
SUMMARY OF ACTION:
The Department of Community and Economic Development issued a Request for Proposals (RFP) for
Downtown Renton Core Cleaning Services within the Renton Downtown Business District (DBD). This area
includes South 2nd and South 3rd Streets between Rainier Ave. South and Mill Ave. South, as well as South 4th
Street between Burnett Ave. South and Main Ave. South. The RFP sought competitive bids from vendors and
independent contractors to provide cleaning services that complement city efforts within the DBD for a one-
year term.
Fresh Family was selected as the contractor. They will provide sidewalk cleaning, pressure washing, and minor
landscaping services throughout the designated DBD areas. The contract is set to begin in March 2025 and will
run for 12 months.
Services will include sidewalk and gutter sweeping, pressure washing, trash removal and container cleaning,
graffiti and bio-waste removal, and painting/touch-ups as needed. Service frequency will follow a regular
schedule with additional on-call services as requested by the City. The contract will comply with prevailing
wage requirements set by the State of Washington.
EXHIBITS:
A. Contract
STAFF RECOMMENDATION:
Authorize the Mayor to sign the contract with Fresh Family for the Downtown Clean Initiative.
AGENDA ITEM #7. b)
SMALL PUBLIC WORKS CONTRACT AGREEMENT
2025 DOWNTOWN CLEAN INITIATIVE
THIS AGREEMENT (“Agreement”) is made as of the 19th day of February, 2025, (the “Effective
Date”) by and between the City of Renton, a non-charter code city under RCW 35A, and a
Washington municipal corporation (“City”), Community and Economic Development Department
and Fresh Family LLC Trucking dba Fresh Family (“Contractor”), a Washington State limited
liability company who are collectively referred to as the “Parties”, to provide cleaning services
for the Renton Downtown Business District (DBD). City and Contractor agree as set forth below.
1. Scope of Work: Contractor will provide all material and labor necessary to perform all
work described in the Scope of Work which is attached and fully incorporated into this
Agreement by reference as Attachment “A.”
2. Changes in Scope of Work: City, without invalidating this Agreement, may order changes
to the Scope of Work consisting of additions, deletions or modifications, the Agreement
Sum being adjusted accordingly by Parties mutual agreement. Such changes in the work
shall be authorized by written Change Order or Amendment signed by the Parties.
3. Time of Performance: Contractor shall commence performance of the Agreement no later
than 30 calendar days after the Agreement’s Effective Date.
4. Term of Agreement: The Term of this Agreement shall end at completion of the Scope of
Work, no later than February 28, 2026. This Agreement may be extended to accomplish
change orders, if required, upon mutual written agreement of City and Contractor.
5. Agreement Sum: The total amount of this Agreement is the sum of one hundred fifty
thousand dollars ($150,000.00) which includes Washington State Sales Tax. This amount
may be adjusted to a mutually agreed amount based on changes to the Scope of Work.
6. Consideration: In exchange for Contractor’s performance of the items and responsibilities
identified in the Scope of Work, City agrees to make payment of the amount identified as
the Agreement Sum.
7. Prevailing Wage/ Method of Payment/ Retainage/ Bonding: Payment by the City for the
Work will only be made after the Work has been performed and a voucher or invoice is
submitted in a form acceptable to the City.
AGENDA ITEM #7. b)
PAGE 2 OF 12
A. Prevailing Wage Rates:
Contractor must comply with the State of Washington prevailing wage
requirements. Contractor must file an Intent To Pay Prevailing Wage at the
beginning of the project and an Affidavit of Wages Paid at the end of the project
with the Washington State Department of Labor and Industries.
The State of Washington prevailing wage rates applicable for this project, which is
located in King County, may be found at the following website address of the
Department of Labor and Industries:
http://www.lni.wa.gov/TradesLicensing/PrevWage/default.asp
http://www.lni.wa.gov/TradesLicensing/PrevWage/WageRates/default.asp
Pursuant to WAC 296-127-011, the applicable effective date for prevailing wage
rates paid for the duration of this contract shall be the date the contract is
executed as reflected in the “Effective Date” identified at the top of the first page
of this Agreement.
Upon request, the City will provide a copy of the applicable prevailing wages for
this project. Alternatively, the rates may be viewed at the City of Renton City Hall
by making an appointment with the contact person identified herein or prior to
contract award with the contact person identified as the City of Renton contact in
Paragraph 15 Notices of this agreement.
B. Retainage held by the City or in Escrow Account:
Pursuant to RCW Chapter 60.28, a sum equal to five percent (5%) of the monies
earned by the Contractor will be retained from payments made by the City to the
Contractor under this Contract. This retainage shall be used as a trust fund for the
protection and payment (1) to the State with respect to taxes imposed pursuant
to RCW Title 82 and (2) the claims of any person arising under the Contract.
Monies retained under the provisions of RCW Chapter 60.28 shall be:
Contractor must pick one – if contractor does not pick one then the first option
(retainage held in a fund by the City) applies.
_______ Retained in a fund by the City.
or
________ Deposited by the City in an escrow (interest-bearing) account in a bank,
mutual saving bank, or savings and loan association (interest on monies so
retained shall be paid to the Contractor). Deposits are to be in the name of the
City and are not to be allowed to be withdrawn without the City’s written
authorization. The City will issue a check representing the sum of the monies
AGENDA ITEM #7. b)
PAGE 3 OF 12
reserved, payable to the bank or trust company. Such check shall be converted
into bonds and securities chosen by the Contractor as the interest accrues.
At or before the time the Contract is executed, the Contractor shall designate the
option desired. The Contractor in choosing option (2) agrees to assume full
responsibility to pay all costs that may accrue from escrow services, brokerage
charges or both, and further agrees to assume all risks in connection with the
investment of the retained percentages in securities.
The City may also, at its option, accept a bond in lieu of retainage.
C. For Agreements over $150,000:
Pursuant to RCW 60.28 and 39.08 The City requires a 5 % Retainage be withheld
and that the Contractor will provide a Performance and Payment (Contract) Bond
on the City approved form upon execution of the Agreement. Payment of the initial
95% will be made in the next pay cycle of the Renton Finance Department after
receipt of such voucher or invoice (pay cycles are bi-weekly). The remaining 5%
will be retained for the purpose of completion of the project and fulfillment of
claims and liens.
D. For Agreements under $150,000
Pursuant to RCW 60.28 and 39.08 the City requires a 5 % Retainage be withheld
and that the Contractor will provide either a Performance and Payment (Contract)
Bond on the City approved form upon execution of the Agreement or waive the
payment and performance bond and instead the City will retain 10%. Payment of
the initial 95% will be made in the next pay cycle of the Renton Finance Department
after receipt of such voucher or invoice (pay cycles are bi-weekly). The remaining
5% will be retained for the purpose of completion of the project and fulfillment of
claims and liens. (Unless the Contractor waives the payment and performance
bond below and opts for a 10% retainage below.)
Contractor must pick one – if contractor does not pick one then the first option
(5% retainage with contract bond) applies:
_______ To provide a payment and performance bond (contract bond) in the
amount of 100% of the estimate including taxes with a 5% retainage.
or
_______ To waive a payment and performance bond (contract bond) and instead
the city will retain the remaining 10% will be retained for the purpose of
completion of the project and fulfillment of claims and liens.
AGENDA ITEM #7. b)
PAGE 4 OF 12
E. City shall have the right to withhold payment to Contractor for any work not
completed in a satisfactory manner until such time as Contractor modifies such
work so that the same is satisfactory.
F. Final Acceptance. Final Acceptance of the Project occurs when the Public Works
Director has determined that the Project is one hundred percent (100%) complete
and has been constructed in accordance with the Plans and Specifications.
G. Payment in the Event of Termination. In the event this Contract is terminated by
the either party, the Contractor shall not be entitled to receive any further amounts
due under this Contract until the work specified in the Scope of Work is
satisfactorily completed, as scheduled, up to the date of termination. At such time,
if the unpaid balance of the amount to be paid under the Contract exceeds the
expense incurred by the City in finishing the work, and all damages sustained by
the City or which may be sustained by the City or which may be sustained by the
reason of such refusal, neglect, failure or discontinuance of Contractor performing
the work, such excess shall be paid by the City to the Contractor. If the City’s
expense and damages exceed the unpaid balance, Contractor and his surety shall
be jointly and severally liable therefore to the City and shall pay such difference to
the City. Such expense and damages shall include all reasonable legal expenses
and costs incurred by the City to protect the rights and interests of the City under
the Contract.
8. Hold Harmless: Contractor shall indemnify, defend and hold harmless City, its elected
officials, officers, agents, employees and volunteers, from and against any and all claims,
losses or liability, or any portion of the same, including but not limited to reasonable
attorneys’ fees, legal expenses and litigation costs, arising from injury or death to persons,
including injuries, sickness, disease or death of Contractor’s own employees, agents and
volunteers, or damage to property caused by Contractor’s negligent act or omission,
except for those acts caused by or resulting from a negligent act or omission by City and
its officers, agents, employees and volunteers.
Should a court of competent jurisdiction determine that this agreement is subject to RCW
4.24.115, (Validity of agreement to indemnify against liability for negligence relative to
construction, alteration, improvement, etc., of structure or improvement attached to real
estate…) then, in the event of liability for damages arising out of bodily injury to persons
or damages to property caused by or resulting from the concurrent negligence of the
contractor and City, its officers, officials, employees and volunteers, Contractor’s liability
shall be only to the extent of Contractor’s negligence.
It is further specifically and expressly understood that the indemnification provided in this
Agreement constitute Contractor’s waiver of immunity under the Industrial Insurance Act,
AGENDA ITEM #7. b)
PAGE 5 OF 12
RCW Title 51, solely for the purposes of this indemnification. The Parties have mutually
negotiated and agreed to this waiver. The provisions of this section shall survive the
expiration or termination of this Agreement.
9. Insurance: Contractor shall secure and maintain:
A. Commercial general liability insurance in the minimum amounts of $1,000,000 for
each occurrence/$2,000,000 aggregate for the Term of this Agreement.
B. Professional liability insurance, in the minimum amount of $1,000,000 for each
occurrence, shall also be secured for any professional services being provided to
City that are excluded in the commercial general liability insurance.
C. Workers’ compensation coverage, as required by the Industrial Insurance laws of
the State of Washington, shall also be secured.
D. Commercial Automobile Liability for owned, leased, hired or non-owned, leased,
hired or non-owned, with minimum limits of $1,000,000 per occurrence combined
single limit, if there will be any use of Contractor’s vehicles on the City’s Premises
by or on behalf of the City, beyond normal commutes.
E. It is agreed that on Contractor’s commercial general liability policy, the City of
Renton will be named as an Additional Insured on a non-contributory primary
basis. City’s insurance policies shall not be a source for payment of any Contractor
liability.
F. Subject to City’s review and acceptance, a certificate of insurance showing the
proper endorsements, shall be delivered to City before executing the work of this
Agreement.
G. Contractor shall provide City with written notice of any policy cancellation, within
two (2) business days of their receipt of such notice.
H. Additional Insurance if marked as “Required” by City:
1. ☐ Required. Builders Risk insurance covering interests of the City, the
Contractor, Subcontractors, and Sub-contractors in the work. Builders Risk
insurance shall be on a special perils policy form and shall insure against
the perils of fire and extended coverage and physical loss or damage
including flood, earthquake, theft, vandalism, malicious mischief, and
collapse. The Builders Risk insurance shall include coverage for temporary
buildings, debris removal and damage to materials in transit or stored off-
site. This Builders Risk insurance covering the work will have a deductible
of $5,000 for each occurrence, which will be the responsibility of the
Contractor. Higher deductibles for flood and earthquake perils may be
AGENDA ITEM #7. b)
PAGE 6 OF 12
accepted by the City upon written request by the Contractor and written
acceptance by the City. Any increased deductibles accepted by the City will
remain the responsibility of the Contractor. The Builders Risk insurance
shall be maintained until final acceptance of the work by the City.
2. ☐ Required. Contractors Pollution Liability insurance covering losses
caused by pollution conditions that arise from the operations of the
Contractor. Contractors Pollution Liability insurance shall be written in an
amount of at least $1,000,000 per loss, with an annual aggregate of at least
$1,000,000. Contractors Pollution Liability shall cover bodily injury,
property damage, cleanup costs and defense including costs and expenses
incurred in the investigation, defense, or settlement of claims.
If the Contractors Pollution Liability insurance is written on a claims-made
basis, the Contractor warrants that any retroactive date applicable to
coverage under the policy precedes the effective date of this contract; and
that continuous coverage will be maintained or an extended discovery
period will be exercised for a period of three (3) years beginning from the
time that work under the contract is completed.
The City shall be named by endorsement as an additional insured on the
Contractors Pollution Liability insurance policy.
If the scope of services as defined in this contract includes the disposal of
any hazardous materials from the job site, the Contractor must furnish to
the City evidence of Pollution Liability insurance maintained by the disposal
site operator for losses arising from the insured facility accepting waste
under this contract. Coverage certified to the Public Entity under this
paragraph must be maintained in minimum amounts of $1,000,000 per loss,
with an annual aggregate of at least $1,000,000.
Pollution Liability coverage at least as broad as that provided under ISO
Pollution Liability-Broadened Coverage for Covered Autos Endorsement CA
99 48 shall be provided and the Motor Carrier Act Endorsement (MCS 90)
shall be attached.
10. Discrimination Prohibited: Except to the extent permitted by a bona fide occupational
qualification, the Contractor agrees as follows:
A. Contractor, and Contractor’s agents, employees, representatives, and volunteers
with regard to the Work performed or to be performed under this Agreement,
shall not discriminate on the basis of race, color, sex, religion, nationality, creed,
AGENDA ITEM #7. b)
PAGE 7 OF 12
marital status, sexual orientation or preference, age (except minimum age and
retirement provisions), honorably discharged veteran or military status, or the
presence of any sensory, mental or physical handicap, unless based upon a bona
fide occupational qualification in relationship to hiring and employment, in
employment or application for employment, the administration of the delivery of
Work or any other benefits under this Agreement, or procurement of materials or
supplies.
B. The Contractor will take affirmative action to insure that applicants are employed
and that employees are treated during employment without regard to their race,
creed, color, national origin, sex, age, sexual orientation, physical, sensory or
mental handicaps, or marital status. Such action shall include, but not be limited
to the following employment, upgrading, demotion or transfer, recruitment or
recruitment advertising, layoff or termination, rates of pay or other forms of
compensation and selection for training.
C. If Contractor fails to comply with any of this Agreement’s non-discrimination
provisions, City shall have the right, at its option, to cancel the Agreement in whole
or in part.
D. Contractor is responsible to be aware of and in compliance with all federal, state
and local laws and regulations that may affect the satisfactory completion of the
project, which includes but is not limited to fair labor laws and worker's
compensation.
11. Independent Contractor: Contractor’s employees, while engaged in the performance of
any of Contractor’s Work under this Agreement, shall be considered employees of the
Contractor and not employees, agents, representatives of City and as a result, shall not be
entitled to any coverage or benefits from the City of Renton. Contractor’s relation to City
shall be at all times as an independent contractor. Any and all Workman’s Compensation
Act claims on behalf of Contractor employees, and any and all claims made by a third-party
as a consequence of any negligent act or omission on the part of Contractor’s employees,
while engaged in Work provided to be rendered under this Agreement, shall be the solely
Contractor’s obligation and responsibility.
12. City of Renton Business License: The Consultant shall obtain a City of Renton Business
License prior to performing any Work and maintain the business license in good standing
throughout the term of this agreement with the City.
Information regarding acquiring a city business license can be found at:
http://www.rentonwa.gov/cms/One.aspx?portalId=7922741&pageId=9824882
AGENDA ITEM #7. b)
PAGE 8 OF 12
Information regarding State business licensing requirements can be found at:
http://dor.wa.gov/doing-business/register-my-business
13. Record Keeping and Reporting: Contractor shall maintain accounts and records, which
properly reflect all direct and indirect costs expended and Work provided in the
performance of this Agreement. The Contractor agrees to provide access to and copies of
any records related to this Agreement as required by the City to audit expenditures and
charges and/or to comply with the Washington State Public Records Act (Chapter 42.56
RCW).
14. Public Records Compliance. To the full extent the City determines necessary to comply
with the Washington State Public Records Act, Contractor shall make a due diligent search
of all records in its possession, including, but not limited to, e-mail, correspondence,
notes, saved telephone messages, recordings, photos, or drawings and provide them to
the City for production. In the event Contractor believes said records need to be protected
from disclosure, it shall, at Contractor’s own expense, seek judicial protection. Contractor
shall indemnify, defend, and hold harmless the City for all costs, including attorneys’ fees,
attendant to any claim or litigation related to a Public Records Act request for which
Contractor has responsive records and for which Contractor has withheld records or
information contained therein, or not provided them to the City in a timely manner.
Contractor shall produce for distribution any and all records responsive to the Public
Records Act request in a timely manner, unless those records are protected by court order.
15. Other Provisions:
A. Administration and Notices. Each individual executing this Agreement on behalf
of City and Contractor represents and warrants that such individuals are duly
authorized to execute and deliver this Agreement on behalf of City or Contractor.
Notice: Except for Service of Process in a legal proceeding, any notices required to be
given by the Parties shall be delivered at the addresses set forth below. Any notices
may be delivered personally to the addressee of the notice or may be deposited in the
United States mail, postage prepaid, to the address set forth below. Any notice so
posted in the United States mail shall be deemed received three (3) calendar days after
the date of mailing. Email notice will be deemed received the date of the email so long
as sent before 12:00 noon on a business day, if after 12:00 Noon it will be deemed
received the next business day – a copy of email notice must be mailed as set forth
above. This Agreement shall be administered by and any notices should be sent to the
undersigned individuals or their designees.
AGENDA ITEM #7. b)
PAGE 9 OF 12
CITY OF RENTON
Jessie Kotarski
1055 South Grady Way
Renton, WA 98057
Phone: (425) 430-7271
jkotarski@rentonwa.gov
CONTRACTOR
Ron Jones
8605 S 218th St
Kent, WA 98031
Phone: (253) 277-2180
Info@freshfamilyco.com
And to:
City Clerk
cityclerk@rentonwa.gov
B. Amendment and Modification. This Agreement may be amended only by an
instrument in writing, duly executed by both Parties.
C. Assignment and Subcontract. Contractor shall not assign or subcontract any
portion of this Agreement without the City of Renton’s prior express written
consent.
D. Compliance with Laws. Contractor and all of the Contractor’s employees shall
perform the Work in accordance with all applicable federal, state, county and city
laws, codes and ordinances. A copy of this language must be made a part of any
contractor or subcontractor agreement.
E. Conflicts. In the event of any inconsistencies between contractor proposals and
this contract, the terms of this contract shall prevail.
F. Governing Law. This Agreement shall be made in and shall be governed by and
interpreted in accordance with the laws of the State of Washington.
G. Joint Drafting Effort. This Agreement shall be considered for all purposes as
prepared by the joint efforts of the Parties and shall not be construed against one
party or the other as a result of the preparation, substitution, submission or other
event of negotiation, drafting or execution.
H. Jurisdiction and Venue. Any lawsuit or legal action brought by any party to enforce
or interpret this Agreement or any of its terms or covenants shall be brought in the
King County Superior Court for the State of Washington at the Maleng Regional
Justice Center in Kent, King County, Washington, or its replacement or successor.
Contractor hereby expressly consents to the personal and exclusive jurisdiction
AGENDA ITEM #7. b)
PAGE 10 OF 12
and venue of such court even if Contractor is a foreign corporation not registered
with the State of Washington.
I. Severability. A court of competent jurisdiction’s determination that any provision
or part of this Agreement is illegal or unenforceable shall not cancel or invalidate
the remainder of this Agreement, which shall remain in full force and effect.
J. Sole and Entire Agreement. This Agreement contains the entire agreement of the
Parties and any representations or understandings, whether oral or written, not
incorporated are excluded.
K. Third-Party Beneficiaries. Nothing in this Agreement is intended to, nor shall be
construed to give any rights or benefits in the Agreement to anyone other than the
Parties, and all duties and responsibilities undertaken pursuant to this Agreement
will be for the sole and exclusive benefit of the Parties and no one else.
L. Waivers. All waivers shall be in writing and signed by the waiving party. Either
party’s failure to enforce any provision of this Agreement shall not be a waiver and
shall not prevent either City or Contractor from enforcing that provision or any
other provision of this Agreement in the future. Waiver of breach of any provision
of this Agreement shall not be deemed to be a waiver of any prior or subsequent
breach unless it is expressly waived in writing.
IN WITNESS WHEREOF, the Parties have voluntarily entered into this Agreement as of
Effective Date.
**SIGNATURE PAGE FOLLOWS **
AGENDA ITEM #7. b)
PAGE 11 OF 12
CITY OF RENTON
_____________________________
CONTRACTOR
____________________________
Armondo Pavone, Mayor
1055 South Grady Way
Renton, WA 98057
Ron Jones
8605 S 218th St
Kent, WA 98031
_____________________________
Date
Attest
_____________________________
Jason A. Seth
City Clerk
____________________________
Date
Approved as to Legal Form
_______________________________
M. Patrice Kent
Renton Sr. Asst. City Attorney
Small works Contract 8-1-24 (h/contract/2025/3269)
AGENDA ITEM #7. b)
PAGE 12 OF 12
Attachment A
AGENDA ITEM #7. b)
BID – RFP CITY OF RENTON – 2025 DOWNTOWN BUSINESS DISTRICT
Page 1 of 5
Main Office
8605 S 218th St
Kent, WA 98031
Phone: 206-277-2180
Email: Info@FreshFamilyco.com
www.FreshFamilyCo.com
A Washington State Certified
WMBE and DBE company.
Licensed Bonded Insured
.
Owner Information Contractor Information - BIDDER
Name City of Renton Company FRESH FAMILY LLC
Address 1055 S Grady Way Name Ron Jones
City, State ZIP Renton, WA 98057 Address 8605 S 218th St
Phone City, State ZIP Kent, WA 98031
Email afree@rentonwa.gov Phone 253-277-2180
Owner Contact Amanda Free Email info@freshfamilyco.com
Project name 2025 Downtown
Clean City Initiative
Contracting
Contact
Ron J. 206-747-6890
Debbie W. 206-954-0651
INTRODUCTION
Fresh Family LLC will provide cleaning services within the Renton Downtown Business District (DBD),
including sidewalk cleaning, pressure washing, trash removal, graffiti removal, bio-waste cleanup, and
other maintenance services to uphold cleanliness in the area. All work will be performed in accordance
with the outlined scope of work and in compliance with all environmental and safety regulations.
SCOPE OF WORK
The below section breaks down the scope of each task and the procedures, materials and staff Fresh
Family would recommend we utilize to service the entire DBD district as shown in Exhibit A.
Frequency of Services: Services will be provided three days per week (Monday, Wednesday,
Friday) and respond to City requests within forty-eight (48) hours for service calls. This will
adjust to four days a week for summer services, starting August 1 through October 15,
(Monday, Wednesday, Friday, Saturday). We will also be available for on call services on
additional days at the City of Renton’s request.
Budget Allocation: We will continue to split the time allocations to provide the services most needed at that given time. We have found that there is a systematic way of completing this work that ensures a consistent and aesthetically pleasing curb appeal while maximizing time usage.
Sidewalk/Gutter Sweeping
Rate: $120 per hour per worker
Crews will conduct routine sweeping of sidewalks, gutters, and driveways to remove trash, gum,
stickers, and biological waste using push-behind sweepers, blowers, hand tools and other task specific
equipment.
-Increased Frequency: Bus stops and high-traffic areas will receive multiple sweeps daily.
-Event Support: Crews will be available for pre- and post-event cleaning.
-Procedure: Crews will collect debris, bag waste for disposal, and ensure walkways remain safe
and clear.
-Equipment: Hand tools, power sweepers, litter collection bins, service vehicle.
ATTACHMENT A - SCOPE OF WORK
Page 1 of 5
AGENDA ITEM #7. b)
BID – RFP CITY OF RENTON – 2025 DOWNTOWN BUSINESS DISTRICT
Page 2 of 5
Main Office
8605 S 218th St
Kent, WA 98031
Phone: 206-277-2180
Email: Info@FreshFamilyco.com
www.FreshFamilyCo.com
A Washington State Certified
WMBE and DBE company.
Licensed Bonded Insured
-Procedure: Professional grade surface cleaners will be used to deep clean surfaces, with
storm drain filtration in place.
-Equipment: Pressure washers, surface cleaners, eco-friendly cleaning agents.
-Procedure: Surfaces will be treated with approved cleaning solutions or pressure washing. If
graffiti is unremovable, the area will be painted.
-Reporting: Graffiti on private property will be documented and reported.
-Equipment: Graffiti removal chemicals, scrapers, pressure washers, paint for cover-ups.
Biological Waste Cleanup
Rate: $120 per hour per worker
Crews will remove sharps and biohazards such as feces and urine safely and efficiently.
-Procedure: Absorbents will be applied before disinfecting the area with hazmat-approved
cleaning solutions.
-Response Time: Immediate cleanup upon discovery.
-Equipment: PPE, absorbents, hazmat disposal containers, disinfectants.
Painting/Touch-Up/Washing
Rate: $120 per hour per worker
Surfaces such as trash cans, planters, and benches will receive periodic touch-ups to maintain a
clean appearance.
-Procedure: Areas will be cleaned, prepped, and painted with durable
coatings.
-Equipment: Paint, brushes, rollers, protective coverings.
Sidewalk Pressure Washing
Rate: $300 per hour
Sidewalks and storefront areas will be pressure washed six (6) times per year, plus spot cleaning
as needed.
-Pre-wash Prep: Crews will inspect storefronts and remove loose debris.
Graffiti Removal
Rate: $120 per hour per worker
Graffiti, stickers, and unauthorized signs will be removed promptly to maintain a clean and
professional environment.
-Daily Maintenance: Receptacles will be emptied, wiped down, and sanitized.
-Monthly Deep Cleaning: Pressure washing and disinfecting will be conducted.
-Procedure: Trash bags will be replaced, receptacle exteriors cleaned, and litter around
bins removed.
-Equipment: Eco-friendly cleaners, trash bags, gloves, disposal bins.
Sidewalk Pressure Washing
Rate: $300 per hour
Sidewalks and storefront areas will be pressure washed six (6) times per year, plus spot cleaning as
needed.
- Pre-wash Prep: Crews will inspect storefronts and remove loose debris.
Trash Collection/Removal
Rate: $120 per hour per worker
Trash receptacles and surrounding areas will be maintained to ensure cleanliness and odor control.
ATTACHMENT A - SCOPE OF WORK
Page 2 of 5
AGENDA ITEM #7. b)
BID – RFP CITY OF RENTON – 2025 DOWNTOWN BUSINESS DISTRICT
Page 3 of 5
Main Office
8605 S 218th St
Kent, WA 98031
Phone: 206-277-2180
Email: Info@FreshFamilyco.com
www.FreshFamilyCo.com
A Washington State Certified
WMBE and DBE company.
Licensed Bonded Insured
TIME AND BUDGET
We would recommend service 3 to 4 days per week with crew sizes of 1-2 workers for 4-8 hours per day
(depending on the number of workers on site and the activities we are performing on the given day.
We look forward to working withing the approved budget to ensure that optimal service is provided
under the available budget.
COMPANY BACKGROUND
Since 2021, Fresh Family LLC has provided waste mitigation services to the public. We work 5+ crews, 5
days a week to service the excessive need for support services for the managing and disposing of waste
from the unhoused and encampment populations.
Debbie Wilson – Owner – Over 12 years of experience with public maintenance, parks and rec, and
horticulture. 20 years in Human relations and team management (leadership).
Ron Jones – CFO – 17 years of experience with Business operations and management. Background in
Real Estate property management, development, and sales.
- Opened: May 2021 (nearly 4 years in business)
- OSHA 30 and Hazardous Waste and Encampment clean-up certifications.
- Homeless Outreach Service – Helping get the unhoused housed.
- Environmental and EPA certifications
- Licensed General Contractor
CURRENT AND PRIOR RELATED EXPERIENCE
Contracts and work performance history (2 years)
Sound Transit Sound Transit – E-Bike Locker Maintenance | Annual Estimate: $176,000
Scope: Fresh Family LLC was awarded the contract for the maintenance of Sound Transit's E-Bike lockers
across all light-rail and sounder transit locations. Our team performed routine cleaning, pressure
washing, graffiti removal, structural checks, and sanitation services for bike locker facilities, ensuring
cleanliness and functionality for transit riders.
- Equipment and Procedures Brief:
Maintenance included pressure washing, degreasing, and environmental cleaning products to
remove dirt and grime. Our team also monitored for vandalism, graffiti, and general wear,
reporting damages and coordinating with Sound Transit for repairs.
- Reference:
Gary Clark - Sr. Program Manager: Passenger Access Services
City of Renton – 2023 Downtown Cleaning Contract | Annual Estimate: $207,000
Fresh Family LLC provided comprehensive cleaning services for the Downtown Business District,
ATTACHMENT A - SCOPE OF WORK
Page 3 of 5
AGENDA ITEM #7. b)
BID – RFP CITY OF RENTON – 2025 DOWNTOWN BUSINESS DISTRICT
Page 4 of 5
Main Office
8605 S 218th St
Kent, WA 98031
Phone: 206-277-2180
Email: Info@FreshFamilyco.com
www.FreshFamilyCo.com
A Washington State Certified
WMBE and DBE company.
Licensed Bonded Insured
including sidewalk sweeping, trash collection, graffiti removal, encampment and bio-waste, painting, and
pressure washing.
- Equipment and Procedures Brief:
Using a combination of manual and mechanical cleaning methods, our crews worked 4 days a
week, ensuring a consistent and reliable maintenance schedule. Services were adjusted based on
seasonal needs and city requests.
- Reference:
Jessie Kotarski - Economic Development Manager
Clean City Initiative – City of Seattle | Contact annual estimate $300,000 - $2,059,200
We are a prime contractor on a blanket 5-year contract for waste mitigation and encampment services,
biowaste and hazmat contamination and obstructions removal and disposal.
- Equipment and Procedures Brief:
We send our 5 crews in Super Duty F250 or 350 trucks pulling 7 x 14 hydraulic dump trailers. We
maintain a given daily assignment for the route locations that need to be serviced that day. All
crew members are trained in Hazmat – HAZPOWER and other focused training programs that
ensure our crews are well equipped to deal with most contamination situations. On each site our
team will mitigate trash, biowaste, flammables, corrosives, and various other types of hazardous
materials.
- References:
Presley Plamer – City of Seattle Financial Administration Services: Deputy Director
University of Washington on-call Service | Annual Estimate $75,000.00
We have an on-call service agreement to remove any waste, encampment, and/or other debris or
materials.
- Equipment and Procedures Brief:
Similar to the Clean City assignments, we will send out a crew to service any left behind debris
and hazardous materials. We follow strict hazmat and PPE protocols to ensure we are
completing work in a safe and professional manner.
- References:
Braina Davis – University of Washington
Flatiron I-405 HOV Expansion | Annual Estimate $78,000.00
We have been awarded (pending signatures) the contract for janitorial services for the 2 Renton area
staging sites for WADOT and Flatiron. We are responsible for general janitorial services for cleaning of
the 2 site location work offices.
ATTACHMENT A - SCOPE OF WORK
Page 4 of 5
AGENDA ITEM #7. b)
BID – RFP CITY OF RENTON – 2025 DOWNTOWN BUSINESS DISTRICT
Page 5 of 5
Main Office
8605 S 218th St
Kent, WA 98031
Phone: 206-277-2180
Email: Info@FreshFamilyco.com
www.FreshFamilyCo.com
A Washington State Certified
WMBE and DBE company.
Licensed Bonded Insured
- Equipment and procedures Brief:
This job requires general commercial cleaning supplies. Brooms, mops, disinfectants, cleaners,
trash disposal, and other standard activities building janitorial services intel’s.
- References:
Brain McNeil – Project Manager
CHART OF SERVICES Prevailing Wage Requirement
Below summary outlines the rates/details for services requested in the proposal.
Service Rate (Per
Worker) Frequency Crew
Size Procedure Summary
Sidewalk/Gutter
Sweeping $120/hr Daily, multiple times in
key areas
1-2
workers
Remove litter, gum, debris, and
bio-waste using hand tools and
power sweepers.
Sidewalk Pressure
Washing
$300/hr Total
Not per
worker
6x per year, spot
cleaning as needed
1-2
workers
High-powered pressure washing
with surface cleaners, runoff
managed with filtration.
Trash
Collection/Removal $120/hr Daily, monthly deep
cleaning
1-2
workers
Empty bins overflow, replace
bags, wipe down, and sanitize
with eco-friendly cleaners.
Graffiti Removal $120/hr
Daily, plus private
property
documentation
1-2
workers
Clean graffiti with chemicals or
pressure washing; report private
property incidents.
Biological Waste
Cleanup $120/hr Immediate response 1-2
workers
Absorb waste, disinfect area, and
dispose of biohazards per
regulations.
Painting/Touch-Up $120/hr As requested 1-2
workers
Clean, prep, and repaint surfaces
as needed.
BID ACKNOWLEDGEMENT
This bid has been drafted and reviewed by Fresh Family LLC.
_________________________________ ______________
Company Officer Date
2-15-2025
ATTACHMENT A - SCOPE OF WORK
Page 5 of 5
AGENDA ITEM #7. b)
AB - 3765
City Council Regular Meeting - 03 Mar 2025
SUBJECT/TITLE: Disaster Recovery Framework
RECOMMENDED ACTION: Refer to Committee of the Whole
DEPARTMENT: Executive Services Department
STAFF CONTACT: Deborah Needham, Emergency Management Director
EXT.: 7725
FISCAL IMPACT SUMMARY:
None
SUMMARY OF ACTION:
TheCityofRentonDisaster Recovery Frameworkdefinesrolesandresponsibilitiesforcertain key Recovery Support Functions
that must be carried out within the city in a disaster. The plan must be reviewed and revised every five years. The plan
needs to be reviewed and adopted by Council.
EXHIBITS:
A. Disaster Recovery Framework
B. Resolution
STAFF RECOMMENDATION:
Staff recommends that Council adopttheresolutiontoadopt the Disaster Recovery Framework plan.
AGENDA ITEM #7. c)
Disaster Recovery Framework
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 2
TABLE OF CONTENTS
1. Introduction................................................................................................................................3
How the Framework Is Organized..............................................................................................3
Purpose.......................................................................................................................................3
Scope..........................................................................................................................................4
Recovery Context........................................................................................................................4
Overarching Guidance................................................................................................................8
2. Governance and Coordination..................................................................................................10
Organizational Structure ..........................................................................................................10
Recovery Responsibilities.........................................................................................................11
Emergency Management Division............................................................................................11
Damage Assessment.................................................................................................................13
Administration, Finance, and Logistics.....................................................................................17
Communications for Public Information and Outreach............................................................18
Ongoing Maintenance of the Recovery Framework.................................................................18
3. Recovery Support Functions.....................................................................................................21
RSF 1. Housing..........................................................................................................................25
RSF 2. Economic Recovery........................................................................................................31
RSF 3. Natural, Cultural, and Historic Resources......................................................................35
RSF 4. Infrastructure Systems...................................................................................................40
RSF 5. Social Services................................................................................................................46
RSF 6. Health Services...............................................................................................................50
RSF 7. Community Planning and Capacity Building ..................................................................54
4. Appendix...................................................................................................................................59
Definitions and Acronyms.........................................................................................................59
Resources .................................................................................................................................60
Recovery Responsibility Tables.................................................................................................61
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 3
1. INTRODUCTION
How the Framework Is Organized
The plan is organized into four sections.
This section, Section 1. Introduction, provides the purpose, scope, and overarching guidance
that should lead recovery efforts. This section also provides a reference guide to link the Renton
Recovery Framework with relevant legal authorities and city, county, state, and federal plans.
Section 2. Governance and Coordination describes the basic organizational structure, public
responsibilities, and central activities of disaster recovery. This section demonstrates how
everyone in the City of Renton has a role to play.
Section 3. Recovery Support Functions details post-disaster goals and strategies in seven
separate recovery support functions (RSFs) incorporated from the National Disaster Recovery
Framework (NDRF). In adopting this framework, Renton’s recovery effort can better interface
with county, state, and federal entities if necessary.
Section 4. Appendices provides definitions and acronyms; a list of relevant federal, state, and
local resources for disaster planning; and a detailed list of recovery responsibilities, organized
by city division and linked to the appropriate section of the recovery framework. Information
on stakeholder interviews held in drafting the framework is also included in this section.
Appendices provide greater detail about roles and responsibilities of city departments and
identify regional public, nonprofit, and private sector partners that offer programs or services
relevant to that function. Several city departments will have responsibilities that intersect with
multiple functions, while some recovery functions will apply to most or all departments.
By participating in the planning process that produced this disaster recovery framework, each
department with responsibility for one or more recovery functions will be able to develop
and/or update its programs and procedures for disaster recovery and provide the appropriate
level of training to city staff.
Purpose
The City of Renton Disaster Recovery Framework is intended to define the actions to be taken
and the roles and responsibilities of local government, nongovernmental and voluntary
organizations, and other agencies in Renton to recover from an emergency or disaster. To
accelerate the pace and improve the effectiveness of coordinated post-disaster recovery, the
city has outlined efforts each department will make, often partnering with other regional
jurisdictions and agencies.
Recovery encompasses both short-term and long-term efforts for the rebuilding and
revitalization of affected communities. Planning for recovery facilitates a near-seamless
transition from response activities to short-term recovery operations. This can include
restoration of interrupted utility services, reestablishment of transportation routes, and the
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 4
provision of food and shelter to displaced persons. It provides for a coordinated approach to
long-term economic recovery and community rebuilding, increasing the likelihood of a more
sustainable and disaster resilient community post-recovery.
Primary Core Capabilities
Operational
Coordination
Establish and maintain a unified and coordinated operational structure and
process that appropriately integrates all critical stakeholders and supports the
execution of core capabilities.
Situational
Assessment
Provide all decision makers with decision-relevant information regarding the
nature and extent of the hazard, any cascading effects, and the status of the
response.
Scope
This disaster recovery framework addresses incidents of local, regional, state, and national
significance, including, but not limited to, presidentially declared disasters in King County and
Washington State.
The recovery framework applies to all City of Renton departments and provides an operational
framework to guide coordinated recovery efforts. It recognizes that an effective disaster
recovery strategy engages other public, private, and nonprofit partners; stakeholders; and the
public at large. The framework supports and integrates state and federal plans that aid in
recovery operations.
Recovery Context
The following section describes the recovery process and its relationship with other emergency
management phases.
General Planning Assumptions
The following points describe the underlying assumptions that guide this recovery framework.
Catastrophic Disaster Realities
•The Puget Sound region is vulnerable to natural and man-made hazards, which can
result in significant injury and loss of life and cause widespread catastrophic damage
to the built environment.
•Large-scale and widespread emergencies are likely to deplete local and regional
recovery resources. Assistance from other cities and regions, the State of
Washington, and the federal government will be requested as needed.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 5
•Critical infrastructure and transportation lifelines are likely to incur significant
damage in a large-scale disaster event. Repair, restoration, and/or reconstruction
may take days, weeks, or even years to complete.
•The private sector will often bear the brunt of a major disaster event and will be a
key partner in recovery efforts.
•Small businesses are particularly vulnerable after a disaster; major disasters often
result in the closure of half of all impacted small businesses.
Recovery Challenges and Opportunities
•Non-governmental organizations will provide direct services and programs that are
crucial to recovery efforts.
•Survivors with functional or access needs (such as those in wheelchairs, dependent
on routine medical services in the home or at specialized clinics, in need of
medication, deaf or hard-of-hearing, etc.), children and elderly, and lower income
disaster survivors present specialized challenges in recovery efforts.
•The local public and, in major events, people from all over the nation and world will
seek opportunities to donate or volunteer to assist with recovery efforts.
Recovery Sequencing
•Recovery begins as soon as a disaster event occurs, often concurrently with
emergency response. For the purposes of this disaster recovery framework, it is
assumed that immediate threats to life and property have been addressed and that
the operational focus has shifted to short-term recovery activities such as meeting
basic human needs and restoring essential services and critical infrastructure.
Response actions outlined in the Renton Comprehensive Emergency Management
Plan (CEMP) take precedence as long as threats remain to life and property.
•Initial short-term recovery activities are organized and directed at the Renton
Emergency Operations Center (EOC), but longer-term recovery programs will
transition to normal, non-emergency lines of authority. The transition will occur over
a period of time as various elements of the community recover in phases.
•City departments will develop procedures and provide appropriate training to staff
with designated roles and responsibilities in this disaster recovery framework.
•Events of regional, statewide, or national significance may require cross-
jurisdictional cooperation in recovery efforts such as sheltering and temporary
housing, resource acquisition, equipment, personnel, debris management, and
infrastructure restoration.
•Repair, restoration, and/or reconstruction of public infrastructure and the
resumption of essential services may take days, weeks, or even years to complete.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 6
Recovery Continuum
Recovery begins immediately after a disaster event occurs. Often, recovery activities happen
concurrently with response activities, and there may be no clear delineation between the two.
The period in which immediate life safety situations have been addressed but during which the
priorities are to meet basic human and societal needs and to restore critical infrastructure and
essential services is called short-term recovery.
Once basic needs are satisfied and critical systems are stabilized and/or functional, the period
of long-term recovery begins and can last months or even years. It is during this period that
government, nonprofit organizations, the private sector, and residents work together to rebuild
the community, make permanent repairs to housing and infrastructure, and promote economic
recovery. The goal of long-term recovery is to bring about a sense of normalcy and, where
possible, to rebuild the community better than its pre-event condition. See Exhibit 1.
Exhibit 1. Disaster Recovery Continuum
The transition from short-term to long-term recovery is accompanied by a hand-off of
responsibility for central coordination from the EOC to either another coordinating entity, such
as a recovery management team, or to city departments with purview over various recovery-
related programs. As the transition continues, command and control will revert back to
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 7
standard lines of authority for city departments. The transition may be staggered, as some
elements of short-term recovery may happen more quickly than others.
This document is intended as a framework to support long-term recovery only. Please see the
CEMP for guidance on short-term recovery.
Foundations of Recovery in the Response Phase
Major events may stretch disaster response resources and capabilities to the point that
decision makers are forced to prioritize certain operational actions over others. Often these
decisions and priorities impact more than just immediate life safety and property protection
issues because response actions set the tone for the pace and effectiveness of the entire
disaster recovery process. The long-term effects of disaster response decisions require a
consideration of recovery in the earliest hours or days following an event.
Short-Term Recovery
In most disasters short-term recovery is initially coordinated at the EOC, under the direction of
the Emergency Management Director and in accordance with policies set forth by the mayor
and the Policy Advisory Group. Various emergency support functions in the EOC delineate
actions designed to stabilize basic human needs and to restore critical services and
infrastructure to minimal functionality.
Such actions include:
•Damage assessment.
•Restoration of critical infrastructure and essential services.
•Health and social services.
•Short-term environmental management and stabilization.
Many of these actions are implemented by or in coordination with agencies external to city
government. The city works closely with other public, private, and nonprofit partners to ensure
an orderly and effective short-term recovery process. In large, catastrophic disasters that
exceed the city’s capability to implement recovery actions, the King County Emergency
Operations Center and the Washington State Emergency Operations Center may take a lead
role in coordinating regional or statewide recovery efforts.
Long-Term Recovery
As disaster recovery continues, short-term recovery activity transitions to a focus on longer-
term recovery needs. Responsibility for coordinating recovery actions and programs shifts from
the EOC to city departments and to normal lines of authority. The transition may occur in
phases as infrastructure and various sectors of the community stabilize and rebuild. Citywide
coordination may be enhanced at any point in the recovery by the formation of a recovery
management team.
Long-term recovery activities include:
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 8
•Restoration of critical infrastructure and essential services.
•Housing, health, and social services.
•Economic recovery.
•Long-term environmental management and restoration.
Department administrators continue to work collaboratively as a part of a recovery
management team for a united effort. State and federal assistance teams may also be deployed
to assist in local recovery efforts.
Overarching Guidance
1. The best way to ensure a successful recovery is to organize and prepare before a disaster
and to leverage community resources, including Renton’s community-based organizations
and businesses.
•Regularly discuss city roles in a recovery.
Agreements should be in place, documented,
and understood for response and recovery
phases.
•Recovery will require more than just the city and
other public agencies. Recruitment and
development of community resources should be
leveraged, and the Greater Renton Community
Organizations Active in Disaster (COAD) should
be prioritized.
•Maintain ongoing contact with businesses. With
this, relationships are in place to move through
recovery and the city knows where the
challenges exist in rebuilding the economy at a
neighborhood and a city level.
•Continue to address the availability of quality, affordable housing, as outlined in the
2014 Community Needs Assessment for Human Services and Housing, with a focus on
implementable, sustainable, and resilient solutions (e.g., seismic retrofits).
2. Public involvement is critical to ensure a speedy but sustainable recovery from a disaster
event.
•Community consultation is important to long-term recovery. Full recovery will require
the combined and coordinated resources of Renton’s entire community.
•All residents should have a voice and a role in recovery of their community.
WHOLE COMMUNITY APPROACH
According to FEMA, the Whole
Community concept is “a means by
which residents, emergency
management practitioners,
organizational and community leaders,
and government officials can collectively
understand and assess the needs of their
respective communities and determine
the best ways to organize and
strengthen their assets, capacities, and
interests.”
This framework embraces this concept
with its aspiration that the entire Renton
community should be involved with and
have a voice in the disaster recovery
process.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 9
3.Take guidance from the goals and strategies outlined in Renton’s Comprehensive Plan and
community plans.
•Renton’s economic development policies encourage collaboration between public,
private, and nonprofit partners; stakeholders; and the public at large to ensure the long-
term economic health of Renton and its residents. A healthy economy provides jobs and
opportunities and helps pay for vital public services such as education, parks,
transportation, police and fire protection, and human services. The policies encourage a
mix of high-tech and creative jobs, as well as retail, service, and office land use that will
result in a diversified employment base. They also encourage high quality development
necessary to sustain a high standard of living in Renton.
•Renton’s housing policies align with the Growth Management Act’s housing goal to
“Encourage the availability of affordable housing to all economic segments of the
population of this state, promote a variety of residential densities and housing types,
and encourage preservation of existing housing stock.” The city states that housing
availability, location, and affordability directly impact a household’s ability to access
jobs, schools, and services, and their housing policies aim to bolster the social and
economic wellbeing of all Renton’s residents.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 10
2. GOVERNANCE AND COORDINATION
Organizational Structure
The City of Renton manages disaster recovery operations in accordance with the National
Incident Management System (NIMS) as outlined in the Renton CEMP. Widespread catastrophic
damage may require regional collaboration with King County, the State of Washington, and the
federal government. City leadership will allocate staff and other resources to regional efforts as
able.
The city’s roles in disaster recovery efforts are described in Exhibit 2.
Exhibit 2. Disaster Recovery Effort Organizational Structure
If a key official is unable to perform their duties as assigned, a designee may be appointed
consistent with the delegations of authority as defined in each department’s continuity
planning.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 11
City departments retain programmatic responsibility for recovery efforts under their purview.
Each department will ensure that its personnel are aware of their disaster recovery roles and
responsibilities, develop procedures for implementing disaster recovery programs and
activities, and provide training to staff to maintain optimal capabilities for disaster recovery.
Recovery Responsibilities
The Renton Recovery Responsibility Tables outline the basic responsibilities of Renton city
departments for disaster recovery. Standard Operating Procedures (SOPs) may be developed to
provide further detail on how individual departments and divisions shall perform their
responsibilities.
Recovery activities may initially be coordinated in the Renton EOC or in the field in accordance
with principles of NIMS as outlined in the CEMP.
Long-term recovery operations will transition to normal departmental organization and
functions over time. However, supplemental surge staffing may be required for much of the
recovery process.
Recovery Responsibility Tables by Department/Division
To navigate to a specific department or division’s table, click on the name below:
City Council Recovery Responsibility Table
City Attorney Recovery Responsibility Table
Community and Economic Development Recovery Responsibility Table
Executive Services Recovery Responsibility Table
Finance Recovery Responsibility Table
Human Resources and Risk Management Recovery Responsibility Table
Parks and Recreation Recovery Responsibility Table
Police Recovery Responsibility Table
Public Works Recovery Responsibility Table
Renton Municipal Court Recovery Responsibility Table
Emergency Management Division
Emergency Management facilitates an orderly transition from response and short-term
recovery activities coordinated in the EOC to long-term recovery program delivery by city
departments and/or by a recovery management team.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 12
Unless taken on directly by a recovery management team, Emergency Management is
responsible for collecting and analyzing recovery information and for distributing a weekly
Recovery Status Report to city leadership, staff, and external partners. This report replaces the
EOC Situation Report once the EOC is demobilized, or as determined by the Emergency
Management Director should the EOC remain activated for an extended period of time into
long-term recovery.
Recovery Status Report
It is critical for planners and decision makers to have access to timely and accurate information
to guide the recovery process. While the pace of events and information inputs may decrease
as the response transitions into recovery, it is no less important to maintain situational
awareness.
The Recovery Status Report is the primary source of
information and data for all planning, operations, and
external communications. If errors are found in the
Recovery Status Report, these should be submitted to
Emergency Management immediately.
Information collection and dissemination is
administered in the following manner (refer to Exhibit
3):
•Recovery information is collected and analyzed
by Emergency Management throughout the
period of recovery or until the information
collection function is delegated by the mayor
to another department or to a recovery
management team.
•All city departments will supply a standard
information package for the Recovery Status
Report, along with any other information
requests, by the submission deadline specified
by Emergency Management.
•All city departments should use the information and data in the Recovery Status Report
for planning and operational purposes.
•The Recovery Status Report is the authoritative source of up-to-date recovery data and
information for all internal departmental reports and communications. Time-sensitive
information is submitted to Emergency Management, which determines the most
effective manner of distribution in consultation with impacted departments and the
Mayor’s Office.
RECOVERY IMPACT
The quality of information and data, and
the timeliness of its distribution to
stakeholders and/or the public, impacts
recovery in the following ways:
•Accurate data is needed to prioritize
recovery actions.
•Awareness of damages and
associated repair efforts facilitates
the effective identification of
mitigation opportunities.
•Timely and accurate information
helps build trust and credibility with
the public and reduces the
prevalence of rumors.
•Information collected in the early
stages of recovery becomes a
baseline for the development of
recovery program metrics.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 13
•The Recovery Status Report is the factual basis for all other information outputs,
including staff reports to the mayor and council, media releases, talking points for
interviews, public education and outreach, and social media outputs.
Damage Assessment
Damage assessment, as a primary element of
short-term recovery, will be coordinated by
Community and Economic Development in
accordance with principles of NIMS, as outlined in
the CEMP, with input from every city department.
•Damage information will be generated
from a multitude of sources, including
community groups. Every city department
will have a role to play in the damage
assessment process, even if only to report
damages to its own facilities or
operations, or personnel impacts.
•Damage assessment for the City of Renton
will be coordinated by Community and Economic Development. King County OEM
(Office of Emergency Management) will be the central coordination point for regional
Exhibit 3. EOC Situation Report and Recovery Status Report as Central
Information Source
RECOVERY IMPACT
Field intelligence about the damages and
impacts of a disaster inform response and
recovery decisions, and should include data
about the following event characteristics:
•Deaths and injuries
•Geographic location of damage
•Extent of damage
•Critical infrastructure and lifeline damage
•Human needs
•Residential and business impacts
•Continuity of government operations
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 14
preliminary damage assessments and for aggregating countywide information to
support a presidential disaster declaration.
Damage Assessment in the Response Phase
A complete and accurate damage assessment is needed to begin the recovery process and is a
key component of situational awareness for responders, emergency managers, policy makers,
and community leaders.
There are two primary processes for city departments to begin early damage assessment and
develop situational awareness: the Response Capability Assessment and the Initial Damage
Assessment.
Response Capability Assessment
Following an event, all city departments will assess the condition of their personnel, structures,
and equipment. From this assessment, a determination is made about the capability of that
department to operationally respond to the needs of the event and provide vital services. The
goal is to complete the Response Capability Assessment and report findings to Community and
Economic Development to be relayed to the EOC within two hours.
Initial Damage Assessment
The Initial Damage Assessment is conducted immediately following the Response Capability
Assessment. The initial assessment is used to further determine response capabilities by
assessing response routes such as roadways and bridges. In addition to roadway assessment,
the initial assessment is used for drive-by triage of high hazard, high population areas and to
provide a quick overview to effectively dispatch response units and city staff to the areas in
greatest need. The goal is to complete the initial assessment and report findings to the Renton
EOC within six hours.
This information is used to provide an initial overview of damages and impacts in Renton to the
King County EOC. All city departments with a field presence will conduct an Initial Assessment.
Preliminary Damage Assessment
In the event an incident goes beyond the normal response capabilities of the City of Renton,
and it becomes apparent that the city may be eligible for federal disaster assistance, a
Preliminary Damage Assessment (PDA) may be requested by the county or state. If requested, it
must be completed and forwarded to the King County EOC, often five days once notified.
The PDA serves to further identify the impacts to Renton by providing more in-depth
assessment of the population, structures, utilities, and other infrastructure. This assessment
begins to determine monetary loss values and identifies hazardous areas and structures unable
to be documented by the Initial Damage Assessment.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 15
The PDA is conducted in two parts, one for each of the two principal declaration types: public
assistance and individual assistance.
Damage Reporting to EOC
A barrage of early information about the extent and location of damages and associated
secondary impacts is likely to come from a variety of sources. These may include:
•Renton Regional Fire Authority and other first responders.
•City staff.
•Renton Responds app.
•Eyewitness reports from the public.
•Local media (TV, radio, newspaper, electronic, etc.).
•Social media.
•Volunteers.
The Renton EOC/EOC Duty Officer is the destination for information gathered through the
Response Capability Assessment, Initial Damage Assessment, and Preliminary Damage
PUBLIC ASSISTANCE VS INDIVIDUAL ASSISTANCE
Public Assistance Individual Assistance
•Focuses on damages to public facilities and
infrastructure.
•PDA information is reported by city
departments and compiled by the EOC if
activated, or by Community and Economic
Development for Emergency Management.
•King County EOC compiles PDA data for all
jurisdictions within county boundaries to the
WA State EOC.
•WA State compiles data into a consolidated
disaster declaration request package that
forms the basis for FEMA’s analysis to
recommend that the president make a disaster
declaration for the impacted area.
•Disaster declarations apply to the geographic
county, as a whole, and they are inclusive of
all jurisdictions within the county’s
boundaries. King County, as a whole, must be
declared eligible for public assistance in order
for the City of Renton to be eligible.
•Coordinated at the King County EOC but does
require input from city departments.
•King County solicits information about
individual losses from people who report
damages via the Damage Assessment Hotline.
•The county may also utilize online forms or
social media reports, or joint state/county/city
teams may tour damaged areas to ascertain
additional impacts to private property to
compile additional data to support an
individual assistance declaration by the
president.
•WA State then compiles data from all
impacted counties into a consolidated disaster
declaration request package for an individual
assistance declaration.
•Renton is automatically included if FEMA
recommends and the president signs an
individual assistance declaration for the
county as a whole.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 16
Assessment. It is vital that the information collected through those assessments is rapidly and
continuously relayed to the EOC. This way, analysis and sharing of damage assessment data can
occur within the EOC and be appropriately relayed to external partners. Most damage
assessment activity will occur as a part of short-term recovery during the first days and weeks
following a disaster event. Information about damages is collected immediately upon the
activation of the EOC and will include Response Capability Assessment and Initial Damage
Assessment reports from city staff as well as verifiable information as it comes in from the
other sources listed above. Damage assessment data is mapped, when possible, to maintain a
common operating picture for decision makers.
The Renton EOC disseminates initial damage assessment information from the EOC Situation
Report, which is produced each operational period while the EOC is activated. The Situation
Report is distributed to all EOC staff, city leadership, departments, and other jurisdictions and
emergency management agencies. The EOC also reports Renton’s damage information to the
King County EOC as required for justifying a presidential disaster declaration.
Engineered assessments of damages may continue into long-term recovery and will be reported
to the Office of Emergency Management for inclusion in the weekly Recovery Status Report to
city leadership, staff, and external partners. This report will replace the EOC Situation Report
once the EOC is demobilized or as determined by the Emergency Management Director, should
the EOC remain open for an extended period into long-term recovery.
Structural Assessments
Closely related to damage assessment, structural assessment is the engineered inspection of
damaged buildings, facilities, or infrastructure to determine functionality and whether they can
be safely occupied. Trained building inspectors and structural engineers assess structural
integrity and safety concerns before making a determination about occupancy and viability.
The Applied Technology Council – 20 (ATC-20) protocols are designed for post-earthquake
structural assessments, but the city also applies the green/yellow/red system of tagging safe or
unsafe buildings in other types of disasters. Some city
staff have been trained in ATC-45 protocols for post-
windstorm or post-flood assessments as well.
Regardless of the disaster, a green tag signifies that a
building has been inspected and is safe for
occupancy. A yellow tag indicates that a building is
safe only for limited entry but not for permanent
occupancy. A red tag will be posted when a building is
unsafe for entry except as noted for emergency
personnel or city staff.
These determinations may trigger additional
requirements for property owners to comply with
SUPPLEMENTAL SUPPORT
EOC staff will seek supplemental resource
support from the following sources:
•Other city departments.
•Local/regional vendors (where
possible).
•National vendors.
The EOC may also make resource requests
via existing mutual aid agreements or
through the King County Regional
Coordination Framework.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 17
applicable codes and may also influence decisions to implement cost-effective mitigation
measures.
The following are resources on ATC protocols:
•Applied Technology Council, ATC-20 Procedures for Post-earthquake Safety Evaluation
of Buildings.
•Applied Technology Council, ATC-45 Procedures for Safety Evaluation of Buildings after
Windstorms and Floods.
Administration, Finance, and Logistics
Administration and Finance
Finance is the repository for information on recovery
finance and administration, however all departments
will keep accurate records. It is very important to
document actions taken, recovery expenditures,
overtime costs, and equipment use to facilitate the
reimbursement of eligible expenses under the Federal
Emergency Management Agency (FEMA) public
assistance programs.
Finance personnel collect recovery expenditure data
submitted by each department, including transactions
made under emergency procurement rules, for weekly reporting into the Recovery Status
Report.
Appropriate recordkeeping in compliance with the State Public Records Act is still required
during the recovery phase of a disaster. The city clerk serves as the city's Public Records Officer,
and the Clerk's Office is responsible for serving as the City Information Center regarding public
information requests.
Logistics and Resource Support
When possible, departments will utilize their own resources or will rely on pre-existing
agreements with partner agencies or vendors to obtain needed supplies and services. When
resource needs in support of disaster recovery exceed existing departmental resource
capabilities, the department will request, with as much advance notice as possible, resource
support through the Renton EOC. While the EOC is activated, the logistics section and the
finance section, in consultation with Finance, are responsible for locating, ordering, and
procuring resources. Emergency management staff will continue to coordinate resource
support if requested when the EOC is not activated.
When necessary, the EOC may request emergency resource support from the Zone 3
Coordinator, the King County EOC, and/or the Washington State EOC. Washington State may, in
FINANCE RESPONSIBILITIES
Finance is responsible for managing all
aspects of recovery finance and
procurement, including:
•Tracking and reporting
expenditures.
•Administering and tracking of
emergency procurement waivers
•Managing special accounts for
recovery.
•Assisting in administering federal
and state recovery grants.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 18
turn, request emergency assistance from other state governments via the Emergency
Management Assistance Compact (EMAC) or from the federal government.
Requesting departments are responsible for tracking the use of supplemental resources
provided to them.
Communications for Public
Information and Outreach
It is vital to maintain constant outreach to the
public to ensure dissemination of accurate
information regarding the progress of disaster
recovery as well as to manage rumors and
speculation about recovery programs.
The Communications and Director in executive
services has lead responsibility for the city’s
public information activities throughout the
recovery process. The Communications Director
may be located in the mayor’s office, or another
location from which they may effectively
coordinate the public information function of the
city. When the EOC is activated, a lead public
information officer (PIO) within the EOC will
coordinate with the Communications Director for
key messages.
In a regional event, multiple agencies and entities
issue public information messages, increasing the
possibility of conflicting information. To reduce
inaccuracies and misinformation, the city utilizes a Joint Information System (JIS) to coordinate
information with participating local, tribal, state, and federal agencies. City of Renton
communications staff may also deploy to a Joint Information Center (JIC) with other regional
jurisdictions, including the King County EOC JIC.
Ongoing Maintenance of the Recovery Framework
Plan Development
The City of Renton Disaster Recovery Framework was originally created as a disaster recovery
plan. It was developed with participation by a broad range of stakeholders and partners,
including city departmental staff, neighboring cities, King County, the State of Washington, the
Renton Regional Fire Authority, non-governmental organizations, and private sector partners.
FEMA provided technical assistance in the development of this framework.
PUBLIC COMMUNICATION
Methods of communicating with the public to
convey recovery information include:
•City of Renton emergency
information web page at
rentonwa.gov.
•ALERT Renton emergency notification
system.
•Posting information at Neighborhood
Information Centers.
•Posting information at city facilities.
•Social media outlets.
•Government Access Channel (Channel
21).
•Broadcast media (television and
radio).
•Newspapers and other print media.
•Electronic media.
•Community meetings and other
outreach activities.
All major announcements and information
releases, regardless of the means of
communication, are vetted through the
Communications Director prior to release.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 19
Planning Process
The planning process involved several key steps to ensure an effective structure and approach
to restoring the community and infrastructure following a disaster. A planning team consisting
of representatives from emergency management and community and economic development
led to the revision updates and garnered key stakeholder input through interviews from public
works and parks and recreation representatives. The recovery framework was presented at two
Emergency Management Group meetings, where representatives from all city departments had
the opportunity to review the plan and provide comments and feedback while it was still in
draft form. The planning process also works to align the plan with county, state, and federal
regulations. The update process commenced in July 2022 in alignment with the Renton CEMP
review schedule. The Renton Recovery Framework will continue to be updated on a five-year
schedule to incorporate lessons learned, best practices, and community evolution.
Public Input
The City of Renton Disaster Recovery Framework was presented for public input at the Renton
Comprehensive Emergency Management Plan (CEMP) Public Input Fair on Friday, June 23,
2023, at Cascade Elementary School. At the same time, the public was invited to comment on
the disaster recovery framework via the city’s online platform In the Loop. Social media
platforms were utilized to enhance the reach of community members input online.
Recovery Framework Transition
The City of Renton completed a disaster recovery plan in 2012, and in 2016 restructured the
content of the plan to align with the National Disaster Recovery Framework (NDRF) and its
Recovery Support Functions (RSFs) changing the name to 2016 Disaster Recovery Framework.
This 2024 Disaster Recovery Framework is an update of the 2016 Plan and a restructure of the
content to align with the National Disaster Recovery Framework (NDRF) and its RSFs. This
update is also guided by Comprehensive Preparedness Guidance (CPG) 101 and 201 published
by FEMA.
The new framework now includes seven RSFs, while the previous version contained six RSFs.
The RSFs have been updated to align with the current seven RSF structure, using input from
stakeholder interviews, and experience of disaster recovery planning, and targeted research. In
previous version where Health and Social Services were combined as one RSF, they are now
separated into individual RSFs. Eleven stakeholder interviews were conducted with city staff
and key partners, representing a range of viewpoints in housing, human services, and
community and economic development.
This plan was presented to the City of Renton Emergency Management Group on August 4,
2022, and June 6, 2024, where comments and feedback were collected and incorporated into
the final framework.
Recovery Framework Maintenance
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 20
Departments will develop implementation procedures for roles and responsibilities outlined in
this disaster recovery framework. Links to procedures should be submitted to Emergency
Management for inclusion in the appendix.
Designated departments with responsibilities outlined in the framework will provide adequate
training to departmental staff to ensure a continual readiness to complete their responsibilities.
In addition, programs and activities outlined in this framework may be exercised on a periodic
basis as directed by the mayor and/or executive services. After any exercise designed to test
recovery processes, or after an actual disaster event, any successes and shortfalls shall be noted
in an after-action report.
Recommended improvements to the framework will be included in the next update. At a
minimum, the City of Renton Disaster Recovery Framework, including its RSFs, will be reviewed
and updated once every five years as part of the Comprehensive Emergency Management Plan
review.
Emergency Management retains responsibility for keeping a master copy of this plan up to date
and for distributing updates to city departments.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 21
3. RECOVERY SUPPORT FUNCTIONS
Recovery support functions (RSFs) aim to expedite recovery of disaster-impacted residents,
families, businesses, and communities. The seven RSFs within this section organize core
recovery capabilities to facilitate problem-solving, improve access to resources, and foster
communication between the city, residents, businesses, local and neighborhood organizations,
and other stakeholders.
The seven RSF sections parallel the NDRF and include:
1.Housing: Coordinates city agency program delivery and technical assistance to local
stakeholders in support of the Housing Core Capability.
2.Economic Recovery: Integrates expertise to help local stakeholders and the private sector
sustain and/or rebuild businesses and employment and develop economic opportunities
that result in a sustainable and economically resilient community after an incident.
3.Natural, Cultural, and Historic Resources: Coordinates and facilitates programs, resources,
and technical assistance that mitigates, protects, preserves, conserves, rehabilitates, and
restores identified natural resources and protects and determines long-term recovery
treatment for artistic, cultural, and historic resources in the city, in compliance with
applicable environmental laws and executive orders following a disaster.
4.Infrastructure Systems: Facilitates the restoration of infrastructure systems and services to
support a viable, sustainable community and improves resilience to and protection from
future hazards.
5.Social Services: Outlines the roles, responsibilities, and programs of social services
organizations, including nongovernmental partners, to leverage resources in support of
restoring and enhancing social services in the city following a major disaster.
6.Health Services: Facilitates collaboration among health care, behavioral health education,
nonprofit, and social services partners to leverage resources in support of restoring health
care and medical services in the city.
7.Community Planning and Capacity Building: Supports stakeholder capacities of disaster-
impacted communities and helps them plan for, manage, and implement disaster recovery
activities.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 22
Exhibit 4 summarizes the information contained in each RSF, and the table following outlines
their goals.
Exhibit 4. Recovery Support Function Outline
RSF #. TITLE
Brief introduction and description of the RSF scope.
Decision-Making Framework
Describes how information will be shared and decisions made. Notes organizations and
partner agencies that may be involved in supporting the work of the RSF.
Recovery Goals and Strategies
Identifies major goals, strategies, and potential actions to advance recovery.
Planning Assumptions
Identifies points of general understanding for disaster recovery.
Key Considerations
Identifies key questions and challenges to be considered over the course of recovery.
Guiding Principles
Describes the values that underpin recovery goals, strategies, and actions.
RSF Specific References
Presents current plans, partners, and resources specific to the RSF.
AGENDA ITEM #7. c)
Recovery Support Function Goals
RSF 1.
Housing
1. Assess housing needs and available resources to establish a housing recovery
strategy.
2. Identify strategies to further streamline city processes to expedite housing
recovery.
3. Identify interim housing solutions based on needs and priorities of
neighborhoods.
4. Connect homeowners and renters with existing housing resources and create
educational materials to help rebuild smarter and safer.
5. Facilitate the provision of affordable, safe, and sustainable housing for all
impacted residents.
RSF 2.
Economic
Recovery
1. Prioritize permit processes that are essential to life and safety; suspend or
reduce non-essential permitting processes to expedite recovery.
2. Encourage property owners to investigate contractors and provide tools to
ensure compliance with licensing requirements and prevent fraud.
3. Connect small businesses to loan assistance, employees, goods, and markets
through early and ongoing outreach.
4. Coordinate with partners or directly provide time-limited, quality childcare.
5. Seek out opportunities to diversify Renton’s industry portfolio.
RSF 3.
Natural,
Cultural, and
Historic
Resources
1. Support the rapid and accurate damage assessment of properties, cultural
facilities, and other sites of significance to tribal cultural tradition.
2. Ensure the collection, storage, and safe keeping of records, artifacts, artworks,
and other natural, cultural, and historic items of significance.
3. Ensure compliance with federal environmental and historic grant programs.
4. Ensure environmental impacts are considered in city projects and/or activities.
RSF 4.
Infrastructure
Systems
1. Restore infrastructure (e.g., transportation, power, sewer, communications)
and essential services that civil society cannot operate without. Every aspect of
recovery is dependent on at least one infrastructure system.
2. Provide continuity of governmental services through functional government
facilities.
3. Coordinate debris management.
RSF 5. Social
Services
1. Restore and bolster basic social services functions by identifying critical areas of
need and opportunities to improve social services capabilities.
2. Complete an assessment of community social service needs and develop a
comprehensive recovery timeline.
3. Coordinate information sharing, priorities, and recovery efforts between
related entities and activated RSFs.
4. Identify specific agency, jurisdiction, and non-government roles and
responsibilities that support restoration of social services.
5. Incorporate behavioral health considerations and mitigation strategies into the
restoration and recovery of social services.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 24
RSF 6. Health
Services
1. Assess public health and medical needs to develop a comprehensive restoration
of basic health service functions.
2. Assess healthcare infrastructure and service disruptions to patient care.
3. Assess behavioral health needs in the impacted community.
4. Assess environmental health and safety risks and impacts to public health.
RSF 7.
Community
Planning and
Capacity
Building
1. Mobilize local organizations, faith-based and neighborhood groups, and major
employers to be active players in recovery.
2. Ensure an effective procurement and processing system during recovery by
setting up memorandums of understanding (MOUs) with local service providers
as part of recovery planning.
3. Use a variety of materials, methods, and access sites to communicate recovery
efforts to the entire community.
4. Coordinate city approach to reach out to large foundations and philanthropists.
5. Support the orderly management of donations and volunteer resources.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 25
RSF 1. Housing
The Housing RSF provides guidance and support for the rehabilitation and reconstruction of
destroyed or damaged housing post-disaster and the development of new, accessible housing
solutions. Housing is only one critical piece of the larger recovery process that must be
coordinated across city, local, state, and federal agencies.
Decision-Making Framework
The Housing Repair Program within the Community
and Economic Development department will lead
response and partner agencies for permitting,
redevelopment planning, plan reviews, environmental
compliance, housing recovery solutions, coordination
of housing recovery financing, and the facilitation of
the rehabilitation and reconstruction of Renton’s
housing stock. Events of regional, statewide, or
national significance may require cross-jurisdictional
cooperation in recovery efforts with King County, the
State of Washington, and/or the federal government.
To expand recovery abilities, the city should leverage
partner agencies and other community housing
resources (found in the Renton Guide to Social
Services).
Community and Economic Development, as well as
other collaborating departments, should anticipate
supplemental surge staffing during the recovery
process as well as the allocation of staff and other
resources to regional efforts as able.
For specific recovery responsibilities for each city
department, see the Recovery Responsibility Tables in
the appendix.
COMMUNITY RESOURCES
(These organizations may prove valuable
but are not necessarily formal partners.)
•American Red Cross
•Apartment Manager Association
•Association of Washington Housing
Authorities
•Building Owners and Managers
Association
•Catholic Community Services (CCS)
•Habitat for Humanity
•Housing Search NW
•King County Housing Authority
•Neighborhood House
•Puget Sound Energy
•Puget Sound Regional Council
•Rebuilding Together
•Renton Housing Authority
•Washington Association of Building
Officials
•Washington State Department of
Labor and Industries
SUPPORT CORE CAPABILITIES FOR RSF 1
Implement housing solutions that effectively support the needs of the whole community and
contribute to its sustainability and resilience.
Commented [MC1]: The role of Human Services (HS) is
captured in the Social Services section, but you could add
the Housing Repair Program to this section and would be a
better fit. I think this was applicable when HS was in EHHS,
but that is not the case now that affordable housing and all
other related housing issues are back in CED.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 26
Recovery Goals and Strategies
4. Assess housing needs and available resources to establish a housing recovery strategy.
•Ensure the damage and structural assessments of residential housing are robust enough
to establish a baseline inventory and housing needs assessment that will be used
throughout the recovery process and help justify finding requests.
•Maintain and manage assessment data throughout the recovery process to
accurately respond to local, regional, and federal requests for information.
•Establish both short- and long-term housing recovery strategies based on the housing
needs assessment that outline steps needed to reestablish housing stock in the city.
•Typical housing recovery programs include temporary housing, rental/loan
assistance, repair assistance, replacement, identification and provision of accessible
housing, and disaster loans.
•Communicate strategies to the public, making use of established community groups
and physical posting boards to get the word out.
2. Identify strategies to further streamline city processes to expedite housing recovery.
•Strike a responsible balance between an expedited recovery process and requirements
to rebuild sustainably in accordance with all applicable codes and regulations.
•Encourage rapid and appropriate decisions regarding land use and housing location in
the community.
•Prepare for surge operations and/or request outside assistance to meet customer
demand for permitting, inspections, and code enforcement.
•Expand city hours of operation for permitting services and deploy inspection teams
to areas in need to conduct initial damage assessments and post permit issuance
inspections.
•Offer expedited application intake and plan review services for property owners
undertaking reconstruction activities.
•Provide customer-friendly experience for residents while ensuring their homes are
rebuilt to code, with minimal environmental impact and greater resiliency.
Commented [RS2]: I'm not sure how this works. We do
not have the ability to send the permitting team to the field
to issue permits. Nor do we able to offer one-stop review
and permitting services.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 27
3. HIdentify interim housing solutions based on needs and priorities of neighborhoods.
•Leverage existing housing agencies, partners, and community groups to identify and
implement interim housing solutions.
•Preserve or rehabilitate existing affordable housing where it is decent, safe, and sanitary
in order to protect neighborhood stability and character.
•Take advantage of undamaged rental stock for both temporary and long-term housing.
•Facilitate transition from shelters to interim and permanent housing, making use of
existing housing match resources such as Housing Search NW and Renton Housing
Authority’s Risk Retention Pool.
4. Connect homeowners and renters with existing housing resources and create educational
materials to help rebuild smarter and safer.
•Communicate applicable codes and permits, so that residents can ensure compliance
with all applicable codes and obtain all necessary permits when rebuilding and repairing
damaged property.
•Help residents guard against fraud and unsafe housing conditions.
•Assign a city lead on federal, state, and local assistance programs that can create
materials to share with residents who are navigating different housing repair and
reconstruction loans.
•Leverage existing human services assistance and discount programs.
•Facilitate applications for utility payment relief for residents, especially when
utility services aren’t available, or housing units are vacant but still incurring
minimum payments.
•Connect homeowners with legal resources for navigating complex relationships with
banks related to mortgages, pre-foreclosure, and foreclosure.
•Partner with the existing community networks to help provide services, resources, and
communications so that all residents have information available to identify housing
solutions for themselves.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 28
5. Facilitate the provision of affordable, safe,
and sustainable housing for all impacted
residents.
•Address available funding and
affordability in repair and reconstruction
of residential properties.
•Coordinate housing recovery across
region with King County EOC for
federal monies, and with local, state,
and federal groups for gap-filling
measures.
•Be proactive in exploring negotiations
with banks for temporary mortgage
relief for city residents.
•Explore ways to increase the city’s
affordable housing incentives post-
disaster to maintain affordability
through new development.
•Stimulate repair, reconstruction, and
redevelopment that creates safe housing
for residents.
•Expand capacity and resources of
existing housing repair program to
leverage existing expertise in small repairs like roofs, furnaces, foundations, and
water heaters.
•Promote hazard mitigation measures where practicable and cost-effective and/or
where required by law.
•Build toward a more sustainable and resilient Renton.
•Encourage development in safe zones with code compliance to barrier against future
disasters.
•Maintain standards that contribute to thoughtful rebuilding in a resilient manner but
explore where certain rules can be relaxed in an effort to get residents back in their
homes.
•Make use of Renton’s existing Comprehensive Plan to guide decisions around best
land use and city vision.
KEY CONSIDERATIONS
▪Pre-disaster housing needs should be
addressed now to position Renton for a
faster recovery post-disaster.
▪Renton should be prepared to expect a
delay in necessary funds for recovery.
▪Take into account design, construction,
labor, materials, logistics, inspection, and
financing issues.
▪Consider partnering with neighboring
jurisdictions and coordinating exemptions
with the appropriate government agencies
within reason.
▪An influx of construction contractors from
out-of-state areas to meet local demand
for rebuilding can be hard to regulate and
lead to contractor fraud.
▪Use technical assistance, policy, and other
available means to prevent extreme
increases in housing prices and maintaining
housing affordability within the city.
▪Redevelopment of large portions of
housing stock could provide opportunities
for smarter redevelopment—greener,
more vibrant neighborhoods and higher
quality housing stock.
•Minimize loss of historic buildings where
possible.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 29
Planning Assumptions
•Without access to adequate and affordable housing, residents will leave Renton to find
affordable housing elsewhere.
•Large-scale emergencies are likely to deplete local and regional recovery resources. Assistance
from other jurisdictions will be requested as needed, and the city should be prepared to
coordinate across these levels of government.
•The City of Renton has limited capabilities to address human needs in a large-scale disaster. The
EOC can request additional resources and program support through the King County EOC, the
State of Washington Emergency Management division, and the federal government.
•Impact to public services and infrastructure serving residential buildings will affect housing
recovery.
•The city can anticipate an influx of businesses related to repairing and rebuilding housing, and
there may be challenges around regulating them and protecting homeowners from price gouging
or false laborers.
•Long-term housing recovery is a slow process and, depending on the scale of the disaster, it
could be many years before Renton’s housing stock is replenished.
Guiding Principles
•The city should plan to support the needs of the whole community and prioritize vulnerable
populations with the greatest need.
•A complete and accurate assessment of physical damage to residential property is a key
determinant of occupancy and viability. The data collected may support the creation and
implementation of both interim and permanent housing strategies.
•Housing recovery should be guided by the goals and values outlined in the Renton CEMP,
specifically to adopt best available housing practices and implement innovative techniques to
advance the provision of affordable, fair, healthy, and safe housing for renters, homeowners,
and the homeless.
•Recovery efforts should contribute to the city’s sustainability and resilience against future
disasters.
•Renton has strong neighborhoods, and the city should maintain a robust communication process
with its partners and established community groups throughout the recovery process. (See RSF
7. Community Planning and Capacity Building.)
•Coordinate housing repair and reconstruction with development of infrastructure and public
services, such as water, sewer, utilities, and transit.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 30
References
•Housing and Human Services Element of the City of Renton Comprehensive Plan, June
2015 and subsequent updates
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 31
RSF 2. Economic Recovery
The Economic Recovery RSF presents goals and strategies designed to restore Renton’s
economy following a disaster. It focuses on the coordinated efforts that would be necessary to
maintain Renton’s major employers, small businesses, and workforce—all key components of a
successful recovery.
To expand its recovery abilities, the city should leverage partner agencies and local business
partners.
Decision-Making Framework
Community and Economic Development and Public Works are the co-lead agencies for
inspections and permitting of structures, dwellings,
and City of Renton infrastructure. Widespread
catastrophic damage may require regional
collaboration with King County, the State of
Washington, and the federal government. City
leadership will allocate staff and other resources to
regional efforts as they are able.
Renton has many public, nonprofit, and private
organizations that will play an important role in
economic recovery. To be successful, the city must
leverage the existing ecosystem of partners, which
includes neighborhoods, schools, businesses,
government, faith communities, and nonprofit
organizations. Community economic development and
public works can access some of this network through
Greater Renton COAD contact lists.
For specific recovery responsibilities for each city
department, see the Recovery Responsibility Tables in
the appendix.
COMMUNITY RESOURCES
(These organizations may prove valuable
but are not necessarily formal partners.)
•Archdiocese of Seattle
•Federal Reserve System
•Public Health Seattle-King County
•Puget Sound Energy
•Renton Chamber of Commerce
•Renton Downtown Partnership
•Renton, Issaquah, and Kent school
districts
•Renton Small Business
Empowerment Think Tank
•Small Business Administration (SBA)
•Washington Association of Building
Officials
•Washington State Department of
Labor and Industries
SUPPORT CORE CAPABILITIES FOR RSF 2
Return economic and business activities (including food and agriculture) to a healthy state and
develop new business and employment opportunities that result in an economically viable
community.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 32
Recovery Goals and Strategies
1. Prioritize permit processes that are essential to life and safety and suspend non-
essential permitting processes to expedite recovery.
•Strike a responsible balance between an expedited recovery process and
requirements to rebuild sustainably in accordance with all applicable codes and
regulations.
•Provide customer-friendly experience for residents while ensuring their homes and
businesses are rebuilt to code, with minimal environmental impact and greater
resiliency.
•Expand city hours of operation and send field permitting and inspection teams to
damaged areas.
•Offer one-stop review and permitting services for property owners undertaking
reconstruction activities.
2. Encourage property owners to investigate contractors and provide tools to ensure
compliance with licensing requirements and prevent fraud.
•Any contractors working on a reconstruction project with federal cost-share funding
must undergo debarment certification prior to being hired. Any contractor (or
subcontractor) that has been excluded from receiving federal contracts or pass-
through funding may not be utilized if any federal funds (e.g., FEMA public
assistance funding) are obligated to the project.
•City staff and project managers may search for debarred and excluded
companies at www.sam.gov.
•Through ongoing community outreach, encourage property and business owners to
undertake due diligence in hiring contractors.
3. Connect both big and small businesses to loan assistance, employees, goods, and
markets through early and ongoing outreach.
•Reach out to large employers to understand what is necessary to keep them in
business.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 33
•Use Downtown Business Group,
Chamber of Commerce, Small
Business Development Center, and
Small Business Administration (SBA)
to reach out to small businesses in
Renton. Through these connections,
tell the story of businesses to federal
funders.
•After a disaster, SBA can make
recovery loan tools available to
small businesses and to
homeowners under the
appropriate disaster declaration.
•Reach out to management
companies at large retail centers, e.g.
The Landing, to be in contact with
national retailers.
4. Coordinate with partners or directly
provide time-limited, quality childcare.
•Set up or coordinate childcare in
recreation areas, schools, and community centers.
•Partner with the YMCA and other nonprofits in advance and develop MOUs to
provide childcare services in recovery.
•Encourage major employers and school districts to provide term-limited, in-
house childcare to facilitate economic recovery.
5. Seek out opportunities to diversify Renton’s industry portfolio.
•Expand the industry portfolio to ensure economic resiliency into the future.
KEY CONSIDERATIONS
▪It is unlikely that the city will be able to
access an infusion of capital to jumpstart
the economy without state or federal
assistance.
▪Renton is largely dependent on the
aerospace industry, which in the case of a
large disaster and disrupted production,
may not stay in Renton during or after
recovery.
▪Residents in Renton are served by a mix of
municipal and non-municipal water and
sewer districts.
▪Any major damage to State Routes 167 or
169 and/or Interstates 5 or 405 would
significantly impair the ability for residents
moving in and out of the city.
▪Disasters often result in an influx of
construction contractors from out-of-state
areas to meet local demand for rebuilding.
▪Renton has three school districts: Renton,
Issaquah, and Kent. School districts are
major land and property owners within the
city limits.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 34
Planning Assumptions
•Physical damage to public facilities and infrastructure may impact other critical systems, essential
functions, and commercial interests.
•Interdependencies between various elements of public infrastructure may lead to interruptions
in essential services in undamaged areas. Similar interdependencies between commercial
entities are likely to impact businesses that did not incur direct damage.
•Long-term impacts of business damage, including the ability of firms to re-open, may be difficult
to assess.
•Temporary recovery-related businesses such as inspections and construction will be important
for rebuilding. However, it will be challenging to verify and regulate them.
•Without jobs, many residents will leave Renton and seek work elsewhere.
Guiding Principles
•In early recovery the city should prioritize restoring businesses that provide critical services for
the community, such as grocery stores, gas stations, and health care. Once the community is
stable the city can move forward to stabilize major employers to get residents back into jobs.
•Restoring utilities—including internet and cellular phones—is necessary to keep major
employers, especially businesses in aerospace, technology, food processing, and manufacturing.
Bringing working water, wastewater, and electricity systems to major employers should be a
priority during recovery.
•Restoring childcare and schools is essential to economic recovery so that workers with children
can return to work.
•Restoring opportunities for education is essential for people to be able to know that their
children are in a safe, stable, and supportive learning environment.
•The City of Renton requires any contractor or business to obtain a business license prior to doing
work within the city limits. Building inspectors may request to view contractor licenses and
credentials to ensure compliance with all licensing requirements and qualifications to complete
permitted work.
•The city will provide outreach to small businesses to let them know of available assistance during
recovery.
•Economic recovery should be guided by the sustainability and resiliency goals described in the
Renton CEMP, specifically the desire to build a diverse economic industry base in areas of
aerospace, health care, and creative industries (high-tech, design, software, local artesian,
gaming, architecture, etc.).
References
•Renton Business Plan, 2024
•City of Renton Comprehensive Plan, 2024
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 35
RSF 3. Natural, Cultural, and Historic Resources
The purpose of the Natural, Cultural, and Historic Resources RSF to the City of Renton Disaster
Recovery Framework is to guide actions to address post-disaster environmental issues that may
impact recovery and to bring together resources to address the preservation of natural,
cultural, and historic resources. Adverse environmental impacts are likely to result from any
disaster, and their implications for public health and community recovery are such that early
containment and remediation will be a high priority for the city and its jurisdictional partners.
Cultural and historic resources may be comprised of buildings, sites, structures, objects,
landscapes, and traditional cultural places that are eligible for the National Register of Historic
Places and/or have attained a local designation as historically significant. Natural resources
may be comprised of waterways, wetlands, floodplains, reservoirs, habitat, forests, and other
environmental resources.
This RSF establishes a framework for identifying and evaluating post-disaster environmental
impacts and for developing strategies to work cooperatively to resolve those impacts. It
recognizes that natural, cultural, and historic resources are essential to high quality of life,
strong community identity, and preserving culture and history to pass along to future
generations. Preservation planning and preparation may ensure community character is
preserved by preventing unnecessary demolition or loss of resources.
In addition, the Natural, Cultural, and Historic Resources RSF identifies departmental
responsibilities for ensuring that community recovery and rebuilding are implemented in
compliance with all applicable environmental rules and regulations.
This RSF, like the disaster recovery framework as a whole, applies to all city departments and
provides an operational framework to guide coordinated environmental management efforts.
The RSF supports and integrates state and federal plans and programs that aid in recovery
operations.
Decision-Making Framework
In most cases, more than one department will have a role in environmental cleanup and
historic preservation and remediation.
With support from the Renton EOC, other city departments, and private sector resources, the
Parks and Recreation department will lead the coordination of natural, cultural, and historic
SUPPORT CORE CAPABILITIES FOR RSF 3
Protect natural, cultural, and historic resources through appropriate planning, mitigation,
response, and recovery actions to preserve, conserve, rehabilitate, and restore them consistent
with post-disaster community priorities and best practices and in compliance with applicable
environmental and historic preservation laws and executive orders.
Commented [MC3]: I would add Parks and Recreation or
something related to our department. Cailin is working with
FEMA on several projects. I can explain more, but PW isn't
handling those for us and they relate to the cedar river and
another project where we collaborate. Also we have the
Urban Forestry Program in our department. That would
then cover Liz with the Museum as well.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 36
preservation actions as described under Emergency Support Function (ESF 11): Agriculture and
Natural Resources. Long-term natural, cultural, and historic recovery may implement technical
resources for restoration and protection, mitigation actions, and financial resources for repairs
or rehabilitation.
Renton Regional Fire Authority, with support from the Renton EOC, regional fire departments,
and private sector resources, is responsible for addressing hazardous materials spills and
releases that pose an immediate threat to life safety.
While these actions are covered in the Renton CEMP
ESF 10: Oil and Hazardous Materials and are generally
addressed during the disaster response phase, it is
possible that latent environmental damages may
require additional response actions well into long-
term recovery.
Public Works manages environmental consequences
to critical infrastructure (transportation, water, etc.),
often with support from the Renton Regional Fire
Authority and the EOC. Public Works also tests for
safety of drinking water and manages the permitting
processes for capital improvements and infrastructure
restoration projects.
Community and Economic Development is responsible
for conducting environmental reviews and ensuring compliance of citywide reconstruction
efforts with state and federal environmental regulations. These regulations usually apply to
both public and private reconstruction efforts.
These departments work closely with environmental and resource agencies from all levels of
government, including Public Health – Seattle and King County, the Washington State
Department of Ecology, the U.S. Army Corps of Engineers, and others.
For specific recovery responsibilities for each city department, see the Recovery Responsibility
Tables in the appendix.
Recovery Goals and Strategies
The City of Renton addresses natural, cultural, and historic recovery through support of the
following coordinated activities:
1. Support the rapid and accurate assessment of properties, cultural facilities, and other
sites of natural, cultural, tribal, or historic significance.
•Compile findings into a natural, cultural, and historical significance report.
COMMUNITY RESOURCES
(These organizations may prove valuable
but are not necessarily formal partners.)
•Muckleshoot Indian Tribe
•Public Health – Seattle and King
County
•Renton History Museum
•Washington State Department of
Ecology
•Washington State Department of
Fish and Wildlife
•Washington State Department of
Archaeology and Historic
Preservation
•Washington State Department of
Natural Resources
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 37
2. Ensure the collection, storage, and safe keeping of records, artifacts, artworks, and
natural, cultural, and history items of significance.
•Convene necessary resources and technical assistance to mitigate, preserve,
stabilize, and protect natural, cultural, and historic resources of significance.
•Environmental consequences or damages are addressed as they are identified as
part of the damage assessment process or as reported by the public. Environmental
consequences from disasters may include:
•Hazardous materials release or spills.
•Drinking water contamination.
•Airborne contamination.
•Agricultural runoff.
•Damage to wetlands or riparian habitats.
•Impacts to threatened and endangered species.
3. Ensure environmental impacts are considered in city projects and/or activities. These
activities may include:
•Debris management.
•Repairs and reconstruction.
•New construction and redevelopment.
•Project work in waterways, wetlands, floodplains, or other environmentally
sensitive areas.
Environmental considerations may include:
•Hazardous materials.
•Air quality.
•Water quality.
•Endangered species.
4. Ensure compliance with federal environmental and historic grant programs.
•Projects that are funded on a cost-share basis with the federal government will
require an Environmental and Historic Preservation (EHP) review.
•Depending on the type of project and its environmental impacts, the EHP process
may take days or sometimes years.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 38
•FEMA or Washington State Emergency Management Division personnel conduct
most reviews for public assistance and hazard mitigation projects, but city
departments retain responsibility for ensuring compliance and obtaining all required
environmental permits.
•Long-term environmental compliance will transition to normal departmental
organization and functions over time. However, supplemental surge staffing may be
required for much of the recovery process.
Planning Assumptions
•The Puget Sound region is vulnerable to natural and man-made hazards, including acts of
terrorism, which can result in significant damage to the city’s natural environment, artistic,
cultural, and historic resources and create the potential for large volumes of debris over a
widespread area.
•Environmental damage may take the form of localized spills and releases or may have
widespread impacts to natural resources such as waterways, wetlands, floodplains, reservoirs,
and habitats. The damage may adversely impact the quality of air and drinking water.
•Availability and access to technical and financial resources to repair or rehabilitate damaged
natural, cultural, and historic resources may be challenging.
•Large-scale emergencies are likely to deplete local and regional recovery resources. Assistance
from other cities, regions, the State of Washington, and the federal government will be
requested as needed.
•Staging and storage areas for cultural and historic inventory may need to be identified.
•Preservation supplies for cultural and historic inventory may be difficult to procure in an
emergency.
•Trained staff and/or volunteers that handle cultural and historic inventory may be needed to
lead repairs and conduct damage assessments
•Environmental contamination may create dangers to the health and safety of the public as well
as to emergency responders and other city staff and may impede the progress of community
recovery.
•Documented local collections of cultural and historic inventory and records may be inaccurate or
out of date at the time of a disaster.
Guiding Principles
•Long-term coordination between natural, cultural, and historic resource agencies from all levels
of government, tribes and other entities will occur to ensure that reconstruction and
redevelopment comply with local, state, tribal, and federal environmental regulations.
•City departments will develop procedures and provide appropriate training to staff with
designated roles and responsibilities in this RSF.
•The City of Renton values cultural heritage and historic and natural resources. Prioritize their
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 39
References
•Arts and Culture Master Plan
preservation once human life, health, and safety issues have been addressed.
•Preservation of natural, historic, and cultural resources are part of an overall community
recovery that is achieved through the coordinated efforts of the recovery team, resource
experts, and community input.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 40
RSF 4. Infrastructure Systems
The purpose of the Public Infrastructure Restoration RSF to the City of Renton Disaster
Recovery Framework is to establish uniform policies and procedures and identify roles and
responsibilities for coordinating the restoration of public infrastructure and essential services
during the post-event recovery process.
This RSF, like the Disaster Recovery Framework as a whole, applies to all city departments and
provides an operational framework to guide coordinated infrastructure restoration efforts. The
RSF supports and integrates state, federal, and private utility plans and programs that aid in
recovery operations.
Decision-Making Framework
Public Works is the lead agency in Renton for
coordinating the restoration of infrastructure for
water, sewer, storm water drainage, and
transportation, as well as for working with private
utility companies to facilitate service restoration.
Executive services is the lead department for restoring
city government communication and information
technology services, as well as for coordinating the
restoration of citywide internet, broadband, and
wireless services.
Widespread catastrophic damage may require regional
collaboration with King County, the State of
Washington, and the federal government. City
leadership will allocate staff and other resources to
regional efforts as able.
The mayor may appoint community leaders and
stakeholders to a recovery management team after a
disaster with widespread damage and economic
impacts to help guide recovery programs.
City departments retain programmatic responsibility
for recovery efforts under their purview.
COMMUNITY RESOURCES
(These organizations may prove valuable
but are not necessarily formal partners.)
•Army National Guard
•Burlington Northern/Santa Fe
Railway
•Federal Aviation Administration
•King County Library System
•King County Metro
•National Response Center
•Public Health – Seattle and King
County
•Puget Sound Energy
•Renton, Issaquah, and Kent School
Districts
•Renton Regional Fire Authority
•Republic Services (waste
management)
•Seattle City Light
•Seattle Public Utilities
•United States Department of
Transportation
•University of Washington (UW)
Medicine/Valley Medical Center
•Washington State Department of
Ecology
SUPPORT CORE CAPABILITIES FOR RSF 4
Stabilize critical infrastructure functions, minimize health and safety threats, and efficiently
restore and revitalize systems and services to support a viable, resilient community.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 41
Infrastructure System Responsibilities
The following are basic responsibilities of Renton city departments for restoring infrastructure
and essential services. SOPs may be developed to provide further detail on how individual
departments and divisions shall perform their responsibilities.
Recovery and restoration activities may initially be coordinated in the Renton EOC or in the field
in accordance with principles of NIMS as outlined in the CEMP.
Long-term restoration and rebuilding operations will transition to normal departmental
organization and functions over time. However, supplemental surge staffing may be required
for much of the recovery process.
For specific recovery responsibilities for each city department, see the Recovery Responsibility
Tables in the appendix.
Recovery Goals and Strategies
1. Restore infrastructure (e.g., transportation, energy, sewer, communications) and
essential services that civil society cannot operate without.
Almost every aspect of recovery is dependent on at least one of the infrastructure
systems below:
•Transportation systems (roadways, rail, mass transit, airport)
•Energy systems (electric transmission lines, natural gas lines, fuel pipelines, fuel
storage facilities)
•Water system (water treatment facilities, water storage facilities, wellheads,
water mains, distribution lines)
•Wastewater/sewer system (sewer lines, pump stations, wastewater treatment
plants)
•Storm water system (drainage conveyance systems, culverts, stormwater flow
control/water quality treatment facilities, levees, floodwalls, stormwater pump
stations)
•Communications system (telephone landlines, cell towers)
•Internet/broadband (fiber optic cable, Wi-Fi)
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 42
In addition, the continuity of
government and other essential
services is dependent upon the
functionality of facilities such as:
•Hospitals.
•Schools.
•Government buildings, including
service yards (fleet, materials,
equipment).
•Community centers.
The City of Renton is responsible for
many of the infrastructure elements
listed above. Some systems are
privately owned or operated, requiring
close public/private coordination to
ensure that public priorities inform the
order and pace of restoration.
2. Provide continuity of governmental services through functional government facilities.
•City departments and private sector partners with responsibility for
infrastructure systems and essential services implement the following
restoration actions:
•Damage assessment.
•Estimation of service interruption or downtime.
•Determination of timeline for restoration.
•Determination of resource needs for restoration.
•Establishment of restoration priorities.
•Temporary repairs or service continuity.
•Permanent repairs or replacement.
•Other restoration priorities may include providing emergency aid to isolated
communities or allowing the flow of emergency goods and services.
KEY CONSIDERATIONS
▪Many aspects of disaster recovery are
dependent on the restoration of
infrastructure and essential services.
▪Transportation systems, water and sewer
systems, utility transmission systems, and
information infrastructure will be assessed
early in recovery to determine what can be
quickly repaired and restored. Permanent
repairs may follow at a later phase of long-
term recovery.
▪Some critical infrastructure is privately owned
and may require close public/private
coordination.
▪Public facilities such as schools, community
centers, and parks may have dual uses during
disaster recovery and therefore may be
deemed a priority for restoration.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 43
3. Coordinate debris management.
•The Debris Management Coordinator identified in the Renton Annex to the King
County Regional Debris Management Plan will lead Renton’s debris management
efforts.
•Republic Services is a key partner in waste processing and disposal. High-impact
disasters will require additional vendor support and/or increased coordination
through the King County EOC and the King County Solid Waste division. Local
debris management efforts are managed through the Renton Annex to the King
County Regional Debris Management Plan.
DEBRIS MANAGEMENT PHASES
There are four principal phases of post-disaster debris management operations.
1. Debris Clearance and Removal: Debris management begins as soon as Public Works personnel and
responders undertake debris clearance actions to allow emergency access for life safety and to protect
property, infrastructure, and the environment.
2. Temporary Debris Storage: Large volumes of disaster debris or problem waste may need to be stored
prior to processing and disposal. Locations of temporary storage sites may depend on the type of
debris generated.
3. Debris Processing: Processing debris is the separation of various waste and debris types and their
preparation for disposal. Different types of disaster debris may be governed by different rules and
authorities. Construction and demolition debris is handled differently than hazardous waste or
recyclable material.
4. Permanent Debris Disposal: Permanent disposal of debris and waste may make use of local and
regional landfills or, depending on available capacity, may warrant the development of additional
disposal sites. Another option is to haul disaster debris that cannot be recycled or otherwise reused to
areas outside the Puget Sound region. Property owners, businesses, and residents will also generate
significant disaster waste from cleanup, demolition, and reconstruction. Higher than normal customer
volumes should be expected at transfer stations and drop box facilities.
All four phases are conducted in compliance with local, state, and federal environmental regulations
(except as waived for emergency) and in consultation with resource agencies such as King County Solid
Waste division.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 44
Planning Assumptions
•Events of regional, statewide, or national significance will require cross-jurisdictional cooperation
in recovery and restoration efforts, including debris management.
•A complete and accurate assessment of physical damages to public infrastructure and facilities
and of interruptions to essential services will inform an effective prioritization of recovery
actions.
•Private owners of infrastructure and service providers will work closely with local governments
to develop restoration priorities. Private entities and public agencies may hesitate to share
information if deemed proprietary.
•Disaster debris may impede the efforts of emergency responders, create dangers to the health
and safety of the public as well as that of emergency responders and other city staff, or block
transportation routes, potentially delaying the restoration of critical services or impeding the
flow of goods and services for disaster recovery.
•Large volumes of debris from a disaster event and from the demolition of damaged structures
may require temporary storage, and permanent processing and disposal of large volumes of
disaster debris may take months or even years to complete.
•Contaminated debris from a disaster event can have long-term negative environmental impacts
and therefore trigger additional disposal considerations.
•Residents and business owners will want to have keepsake possessions identified and returned
versus being disposed of.
Guiding Principles
•Restoration of communication and transportation infrastructure is vital to recovery
operations.
•Disaster debris management is a high priority.
•A navigable and functioning airport is essential to recovery operations.
•The King County EOC is the central coordination point for regional debris management
efforts. The Renton EOC provides support for coordination between city and regional
activities.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 45
•A complete and accurate assessment of physical damages to public infrastructure and
facilities and of interruptions to essential services is critical to informing an effective
prioritization of recovery actions.
•City departments will develop procedures and provide appropriate training to staff with
designated roles and responsibilities in this RSF.
References
•Renton Annex to the King County Regional Debris Management Plan
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 46
RSF 5. Social Services
The purpose of the Social Services RSF to the City of Renton Disaster Recovery Framework is to
establish a coordinated approach to addressing post-disaster humanitarian needs through mass
care efforts, shelter and temporary housing assistance, and the delivery of other emergency
human services programs.
This RSF, like the disaster recovery framework as a whole, applies to all city departments and
provides an operational framework to guide coordinated human service delivery efforts among
a network of Community Based Organizations (CBO) and other jurisdictions at the local, state,
and federal levels. The RSF supports and integrates other plans and programs that aid in
recovery operations.
Decision-Making Framework
The Parks and Recreation Administrator provides oversight of human service delivery efforts in
accordance with the mayor’s policy direction. The Emergency Management Director oversees
coordination support for citywide human service delivery efforts from the Renton EOC, when
activated, in accordance with the mayor’s policy
direction. The Emergency Management Director
also coordinates with the King County EOC on
regional human service delivery efforts.
A large-scale event that overwhelms the city’s
capability to meet basic human needs will require
regional collaboration through the King County EOC
or through other regionalized humanitarian and
mass care efforts. City leadership will provide staff
and resource support to these efforts as able.
For specific recovery responsibilities for each city
department, see the Recovery Responsibility
Tables in the appendix.
COMMUNITY RESOURCES
(These organizations may prove valuable
but are not necessarily formal partners.)
•American Red Cross
•Family First Community Center
•Greater Renton COAD
•Public Health – Seattle and King
County
•Renton Housing Authority
•Renton Regional Community
Foundation
•Salvation Army
SUPPORT CORE CAPABILITIES FOR RSF 5
Restore and improve health and social services capabilities and networks to promote the
resilience, independence, health (including behavioral health), and well-being of the whole
community.
Commented [MC4]: My only comment to this section is
that many CBO organizations are regional service providers
and most are not located in the city. Also this portion of the
division consist of two people so depth of capacity would be
a real issue, but your wording captures this as well "city
leadership will provide staff and resource support to these
efforts as able"
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 47
Recovery Goals and Strategies
Disasters may result in the loss of housing, lack
of food and clean water, injuries and other
health issues, and interruption of community
services. A key element of disaster recovery for
the City of Renton and the surrounding region is
the delivery of assistance, services, and
programs designed to alleviate these impacts
and to meet basic human needs.
1. Restore and bolster immediate and
longer-term recovery needs to the
community in three major categories:
mass care, emergency assistance, and
human services.
Mass care considerations:
•Feeding operations
•Build distribution of emergency
items
•Collecting and providing
information related to victims
and/or family members.
Emergency assistance considerations:
•Evacuation support (registration
and tracking of evacuees)
•Family reunification
•Access and functional needs
planning and assistance
•Pet evacuation and sheltering
•Medical needs sheltering and
other specialized sheltering
•Donations management
•Coordination of unaffiliated
volunteers and/or volunteer
organization/agency coordination support
Health and social services considerations:
•Personal property reunification
KEY CONSIDERATIONS
•The city currently has no data on residents
requiring oxygen and/or dialysis.
•People in Renton are likely to be impacted
by lack of food and water and disruption of
community support services.
•Longer-term basic needs will continue to be
identified and addressed throughout
recovery, sometimes for months or years
after an event.
•Damage to human service facilities or to the
infrastructure that supports their
operations may inhibit effective service
delivery for human needs.
•Many community-based organizations that
provide most of the direct human service
programs crucial to recovery efforts
participate in the Greater Renton COAD
which helps provide goods and services in a
disaster.
•Survivors with access or functional needs
and lower-income disaster survivors
present specialized challenges in recovery
efforts.
•The public will seek opportunities to donate
or volunteer to assist with recovery
efforts.
•The Renton EOC will request support and
assistance to meet basic human needs from
other cities/regions, King County, the State
of Washington, and the federal government
as needed.
•Mobility barriers, such as lack of safe
pedestrian pathways or accommodation for
those living with disabilities, may prevent
individuals and families from accessing
services during recovery.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 48
•Disaster loans
•Food stamps
•Crisis and grief counseling
•Disaster unemployment
•Disaster legal services
•Support for survivors with access and functional needs
•Education opportunities
•Childcare
2. Complete an assessment of community social service needs and coordinate needed
capabilities.
•The City of Renton has limited capabilities to address human needs in a large-
scale disaster.
•The EOC may be utilized to request additional resource and program support
through the King County EOC and Washington State EOC.
•Medical services beyond emergency first aid may need to be coordinated for
administration by Northwest Healthcare Response Network.
3. Match agencies and non-governmental organizations to needed capabilities that
support the restoration of community services.
•Utilize the Community Resources section to provide disaster services and other
community resources to impacted populations.
Planning Assumptions
•Events of regional, statewide, or national significance may require cross-jurisdictional
cooperation in recovery efforts such as sheltering, mass care and feeding, and temporary
housing.
•Non-governmental CBOs, which often provide a significant proportion of post-disaster human
services delivery, may be impacted by the disaster and unable to operate at full capacity.
•City departments may develop procedures and provide appropriate training to staff with
designated roles and responsibilities in this RSF.
•Environmental damage to the natural or built environment may have far-reaching impacts on
public health.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 49
Guiding Principles
•Case managers and counseling will be necessary. Most people will get housing and food if they
can, but they will need help to manage medications and counseling.
•Residents rely on an effective and equitable human services delivery system to meet their basic
physical, economic, and social needs.
•A comprehensive range of services will be needed in recovery. Invest in building the capacity and
partnerships with local, state, and federal agencies, non-profit organizations, and community-
based organizations will be essential.
•Multiple communication channels should be used to reach diverse populations to inform of
available resources and assistance programs.
•Proactively identify and eliminate barriers to access for marginalized or underserved
populations. Ensure recovery resources are distributed equitably, considering the
disproportionate impacts of disasters.
•Ensure that recovery programs and services are culturally sensitive by working with community
leaders to tailor support that aligns with cultural values and practices.
References
•City of Renton Baseline Community Conditions, 2023 Update
•City of Renton Older Adult Business Plan, April 2015
•Community Resource Guide
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 50
RSF 6. Health Services
The purpose of the Health Services RSF to the City of Renton Disaster Recovery Framework is to
establish a coordinated approach among health care, behavioral health care, education,
nonprofit, and social services partners to leverage resources in support of restoring public
health care and medical services.
This RSF defines the roles and responsibilities of entities involved in the delivery of the health
services component of the Health and Social Services recovery core capability in the recovery
mission area. The Health Services RSF focuses on the restoration of public health and health
care services and works in conjunction with the Social Services RSF to address the Health and
Social Services recovery core capability.
This RSF, like the disaster recovery framework as a whole, applies to all city departments and
provides an operational framework to guide coordinated human service delivery efforts among
a network of CBOs and jurisdictions at the local, state, and federal levels. The RSF supports and
integrates other plans and programs that aid in recovery operations.
Decision-Making Framework
A large-scale event that overwhelms the city’s capability to meet basic human needs will
require regional collaboration through the King County EOC or through other regionalized
humanitarian and mass care efforts. City leadership will provide staff and resource support to
these efforts as able.
The Renton Regional Fire Authority leads the delivery
of emergency medical support efforts for the City of
Renton. The City of Renton emergency management
division provides coordination of information and
resources through the Renton EOC in accordance with
the mayor’s policy direction. The Renton EOC may
coordinate with Valley Medical Center and the King
County EOC on regional delivery of public health and
medical services.
For specific recovery responsibilities for each city department, see the Recovery Responsibility
Tables in the appendix.
COMMUNITY RESOURCES
(These organizations may prove valuable
but are not necessarily formal partners.)
•American Red Cross
•Public Health – Seattle and King
County
•Renton Public Health Center
•Valley Cities Behavioral Health Care
•Valley Medical Center
SUPPORT CORE CAPABILITIES FOR RSF 6
Restore and improve health and social services capabilities and networks to promote the
resilience, independence, health (including behavioral health), and wellbeing of the whole
community.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 51
Recovery Goals and Strategies
Public health and medical impacts in a disaster
may include physical trauma or injuries,
hygiene and spread of disease, contaminated
water for drinking or sewer systems, and
emotional trauma. A key element of disaster
recovery for the City of Renton is the delivery
of robust public health and medical services or
programs designed to alleviate these impacts
and promote a healthy community.
Short-term recovery begins concurrently with
response activities; this RSF addresses
immediate needs as well as long-term
recovery needs as described below.
1. Assess public health and medical
needs to develop a comprehensive
restoration of basic health service
functions.
•Develop a timeline by identifying
critical health care needs for both short-term and long-term care.
2. Assess healthcare infrastructure and service disruptions to patient care.
•Identify stakeholder roles and responsibilities to support the restoration of health
care services.
•Develop interim and/or alternative health care solutions.
•Consider the following services: Public Health (infectious disease control, sanitation
and hygiene), special needs populations (children, elderly, those with disabilities),
and those with medical dependencies (chronic illnesses, blood transfusions, insulin,
etc.).
3. Assess behavioral health needs in the impacted community.
•Determine impacts to behavioral health systems capacity.
•Engage with behavioral health partners to support impacted communities.
•Consider services such as crisis and grief counseling.
4. Assess environmental health and safety risks and impacts to public health.
KEY CONSIDERATIONS
▪People in Renton are likely to be impacted by
lack of food and water and disruption of
medical and health care services.
▪Long-term public health and medical needs
will continue to be identified and addressed
throughout recovery, sometimes for months
or years after an event.
▪Secondary impacts of damaged infrastructure
may include power outages, the loss of
potable water, interrupted food and
medicine distribution, and exposure to
hazardous materials.
▪Damage to facilities infrastructure may
inhibit effective service delivery for critical
medical needs.
▪Survivors with access or functional needs and
lower- income disaster survivors present
specialized challenges in recovery efforts.
▪Mobility barriers, such as lack of safe
pedestrian pathways or accommodation for
those living with disabilities, may prevent
individuals and families from accessing
services during recovery.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 52
•Ensure proper Personal Protective Equipment appropriate to the incident is
procured and distributed to responding personnel.
•Mitigate environmental impacts to public health and communities.
The City of Renton has limited capabilities to address community health needs in a large-scale
disaster. The EOC requests additional resources and program support through the King County
EOC from the State of Washington and the federal government, which administer many of the
programs listed above.
Related efforts to provide medical services beyond emergency first aid are administered by
Public Health – Seattle and King County in accordance with its plans and operational protocols.
To the extent they are operational, CBOs and voluntary agencies, including the American Red
Cross, the Salvation Army, Renton Housing Authority, local service clubs/organizations and
religious organizations, and other disaster relief and human services organizations, may provide
valuable direct services and case management experience in support of this RSF.
Planning Assumptions
•Events of regional, statewide, or national significance may require cross-jurisdictional
cooperation in recovery efforts such as providing medical and behavioral health services,
ensuring food and drinking water safety, and restoring medical infrastructure such as
hospitals and clinics.
•Environmental damage to the natural or built environment may have far-reaching impacts on
public health and health care systems.
•The public will need post-disaster assistance and may require counseling, medications, and/or
prescriptions. Case managers and medical professionals will be needed to address this need.
•Residents rely on an effective and equitable human services delivery system to meet their
basic physical, economic, and social needs.
•Residents require a robust public health system to support everyday livelihoods and a thriving
community.
Guiding Principles
•Ensure health services are accessible to all individuals, regardless of income, age, disability,
language, or geographic location.
•City departments will develop procedures and provide appropriate training to staff with
designated roles and responsibilities in this RSF.
•Foster strong partnerships with public health agencies, private healthcare providers, emergency
medical services, and community health organizations to meet the needs of the community after
a disaster.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 53
References
•City of Renton Baseline Community Conditions, 2023 Update
•Community Resource Guide
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 54
RSF 7. Community Planning and Capacity Building
The Community Planning and Capacity Building RSF provides guidance and support for
community engagement during disaster recovery. Included in this RSF are recommendations for
development of citywide and community-focused recovery priorities. Community engagement
is a cross-cutting recovery activity and will inform the activities within each RSF.
Goals and strategies are outlined here alongside suggested ways to leverage current
community resources and build capacity.
Decision-Making Framework
Community planning and capacity building will be coordinated by the Executive Services
Department, with input from the Mayor’s Inclusion Task Force, the Equity Commission,
Community and Economic Development Department, and all other city departments.
Community engagement is a cross-cutting recovery activity and will inform the activities within
each RSF.
Renton has many public, nonprofit, and private
organizations that will play an important role in
disaster recovery. To be successful, the city must
leverage the existing ecosystem of partners, which
includes neighborhoods, schools, businesses,
government, faith communities, and nonprofit
organizations.
For specific recovery responsibilities for each city
department, see the Recovery Responsibility Tables in
the appendix.
Recovery Goals and Strategies
1. Mobilize local organizations, faith-based and
neighborhood groups, and major employers to
be active players in recovery.
•Identify and inventory groups and resources needed for coordination in a recovery
effort.
COMMUNITY RESOURCES
(These organizations may prove valuable
but are not necessarily formal partners.)
•American Red Cross
•Communities in Schools of Greater
King County
•Family First Community Center
•Greater Renton COAD
•Habitat for Humanity Seattle and
King County
•Renton Chamber of Commerce
•Renton, Issaquah, and Kent School
Districts
•Valley Medical Center
SUPPORT CORE CAPABILITIES FOR RSF 7
Conduct a systematic process engaging the whole community as appropriate in the development
of executable strategic, operational, and/or tactical-level approaches to meet defined objectives.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 55
•Engagement of significant segments of the population with members who speak
English less than very well may be a challenge. Although there are over 90
languages spoken in Renton, the Renton Annex to the King County Inclusive
Emergency Communications Plan defines significant limited English proficiency
communities in Renton as Spanish, Vietnamese, Chinese (Mandarin and
Cantonese), Russian, Ukrainian, and other Slavic languages. Other language
communities, even if they speak English well, may require special outreach to
engage them.
•Faith-based facilities may serve as locations to coordinate with community
leaders and neighborhood groups.
•Leverage community leaders in the Mayor’s Inclusion Task Force and local groups for
communications and on-the-ground neighborhood assessments and status updates.
•Equip community groups with quick and low-cost tools to complete assessments.
Examples include online and print surveys, kiosks, and guides for small group
discussion.
•Reach out and provide support to Renton community-based organizations (CBOs).
CBOs are critical to productive community engagement before, during, and after a
disaster.
2. Ensure an effective procurement and processing system during recovery by setting up
MOUs with local service providers as part of recovery planning.
•Identify and inventory the critical services that will require support and funding
throughout responses and recovery. Food banks such as Northwest Harvest will
require funds to maintain services, especially when there is greater demand.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 56
3. Use a variety of materials, methods, and
access sites to communicate recovery
efforts to the entire community.
•Renton is a diverse community with
geographic constraints. The city
should utilize existing points of
contact with residents to share
information and build capacity after a
disaster.
Possible access sites include:
•Religious facilities.
•Summer Meals Program sites.
•King County Library branches.
•Recreation centers.
•Day care facilities.
•Grocery and hardware stores.
4. Coordinate city approach to reach out to
large foundations and philanthropists.
•To be successful in receiving and
managing funds, the city should
coordinate and align requests.
•The city may choose to support
one or more local, non-
governmental groups to lead the
management of donated funds.
•Boeing, Walmart, and PACCAR all have a local presence in Renton and large
foundations. Past city experience of applying for funds from these organizations
has been a complex process, which may be necessary in recovery.
5. Support the orderly management of private donations and volunteer resources.
•Encourage cash donations over donated goods in a disaster because cash allows for
immediate and flexible use, enabling relief organizations to purchase exactly what is
needed, when and where it's needed. This approach reduces logistical challenges,
such as sorting, storing, and transporting physical goods, and helps support local
economies by purchasing supplies from local vendors. Cash donations ensure that
resources are allocated efficiently and can be adapted quickly to changing needs.
However, a mechanism will be necessary to determine priorities in disbursement.
KEY CONSIDERATIONS
▪Many people living in and around Renton
don’t have the resources and will not be
prepared for post-disaster, let alone long-
term recovery.
▪The city can encourage recovery functions
and capacity building for local nonprofit
organizations by engaging in partner
organizations’ strategic planning.
▪Many communities in Renton are not
defined by geography but rather race,
ethnicity, religion, or social experience.
▪The city will need a mechanism in place to
manage cash donations.
▪Mobility barriers, such as lack of safe
pedestrian pathways or accommodation
for those living with disabilities, may
prevent individuals and families from
accessing services during recovery.
▪Promotional materials will need to be
available in different languages, and
community leaders will need to be in
contact with the city to help non-English
speaking residents who are illiterate.
▪Churches are critical to outreach to elderly
and Limited English Proficiency (LEP)
communities in Renton.
▪Libraries can play crucial roles in helping
their communities prepare for and
respond to a disaster or emergency.
▪Renton could reach out to cities that have
experienced disasters to learn from their
successes and mistakes.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 57
•Encourage and facilitate creative fundraising, especially with social media and
crowdsourcing platforms.
•Service groups like Renton Rotary may have rapid resource funds to tap into
while waiting for federal and state assistance.
•Renton may be able to leverage its connections with the Seattle Seahawks and
Seattle Sounders and their large fan bases to bring volunteers and flexible funds
to the recovery process.
•The Renton Regional Community Foundation has expertise in receiving funds on
behalf of specific charitable projects. They may be considered as a resource to
manage the intake of funds to benefit disaster survivors or address other
community needs.
Planning Assumptions
•State and federal agencies offer grant assistance programs to offset the burden of disaster
recovery. However, the terms and funding amounts may change over time and not align with
community priorities.
•The level and method of community planning and engagement will depend on the impact and
location of the disaster event. City, community, and neighborhood resources may be available
at different times and at varying levels.
•Language diversity in Renton will present challenges for coordinated communications from the
city.
•Many local organizations will need city funding or quick, flexible funds to serve the community
during recovery. The Renton Community Foundation is a 501(c)(3) that hosts a fund that can
receive cash funds for disaster relief on behalf of the city. These funds can be leveraged by
COAD and community groups during recovery.
Guiding Principles
•Inclusion and coordination of community organizations during recovery will maximize the
efficiency of participating organizations, prevent duplication of services, and speed up recovery.
•The community is best positioned to know resident needs during recovery and has the most
effective means of communication. The city should be a listening partner to coordinate and
support activities for community-wide recovery.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 58
•City departments will develop internal procedures and provide appropriate training to staff with
roles and responsibilities designated in this RSF. City departments may also work with local
organizations and community groups to build capacity for disaster recovery efforts.
•Practicing recovery is crucial to planning for recovery. The city should make an effort to include
local organizations and community groups in disaster response and recovery training.
•Simplicity is key. Streamlining processes and procedures for help during recovery will build
community buy-in for city recovery activities.
References
•2016 Renton Community Resource Directory
•City of Renton Comprehensive Plan, 2024
•City of Renton Baseline Community Conditions, 2023 Update
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 59
4. APPENDIX
Definitions and Acronyms
ATC. Applied Technology Council
CBO. Community Based Organization
CEMP. Comprehensive Emergency Management Plan
COAD. Community Organizations Active in Disaster
CPG. Comprehensive Preparedness Guidance
EHP. Environmental and Historic Preservation
EMAC. Emergency Management Assistance Compact
EOC. Emergency Operations Center
ESF. Emergency Support Functions
FEMA. Federal Emergency Management Agency
GIS. Geographic Information System
HSEEP. Homeland Security Exercise and Evaluation Program
JIC. Joint Information Center
JIS. Joint Information System
LEP. Limited English Proficiency
MOU. Memorandum of Understanding
NDRF. National Disaster Recovery Framework
NIMS. National Incident Management System
OEM. Office of Emergency Management
PDA. Preliminary Damage Assessment
PIO. Public Information Officer
RCW. Revised Code of Washington
RSF. Recovery Support Functions
SBA. Small Business Association
SOP. Standard Operating Procedure
WAC. Washington Administrative Code
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 60
Resources
Below is a listing of relevant documents and legal authorities in disaster recovery planning.
Local References and Resources
•City of Renton Business Plan
•City of Renton Comprehensive Emergency Management Plan
•City of Renton Comprehensive Plan
•City of Renton Baseline Community Conditions
•City of Renton Annex to the King County Regional Hazard Mitigation Plan and King
County Hazard Identification and Vulnerability Analysis
•City of Renton Annex to the King County Regional Debris Management Plan
•City of Renton Annex to the King County Inclusive Emergency Communications Plan
•City of Renton Continuity Plan
•City of Renton Older Adult Business Plan
•City of Renton Arts and Culture Master Plan
•King County Comprehensive Emergency Management Plan
•King County Regional Hazard Mitigation Plan
•King County Hazard Identification and Vulnerability Analysis
•King County Regional Coordination Framework
Regional References and Resources
•Washington State Comprehensive Emergency Management Plan
•Washington State Emergency Management Disaster Assistance Guide for Local
Governments
Federal References and Resources
•Comprehensive Preparedness Guide (CPG) 101 and 201
•Homeland Security Exercise and Evaluation Program (HSEEP)
•National Incident Management System (NIMS), Department of Homeland Security
•National Response Framework, Federal Emergency Management Agency
Legal Authorities
Local Legal Authorities
•Renton Municipal Code, Title III, Chapter 1, Emergency Management Division
•King County Code, Chapter 2.56, Emergency Management
•King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
Revised Code of Washington (RCW):
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 61
•35.33.081, Emergency Expenditures
•35.33.101, Emergency Warrants
•38.52, Emergency Management
•39.34, Interlocal Cooperation Act
•40.10, Essential Records
•42.14, Continuity of Government Act
•43.43, (Subparts 960-975), State Fire Service Mobilization
•70.136, Hazardous Materials Incidents
Washington Administrative Code (WAC):
•118-04, Emergency Worker Program
•118-30, Local Emergency Management Services Organizations, Plans, and Programs
Federal Legal Authorities
•Federal Civil Defense Act of 1950, as amended
•Public Law 93-288, the Robert T. Stafford Disaster Relief and Emergency Assistance, as
amended
•Title 44, Code of Federal Regulations, parts 9, 10, 13, 59, 204, and 206
•Public Law 96-342, Improved Civil Defense
•Public Law 99-499, Superfund Amendments and Reauthorization Act of 1986
Recovery Responsibility Tables
The Renton Recovery Responsibility Tables outline the basic responsibilities of Renton City for
disaster recovery. SOPs may be developed to provide further detail on how individual
departments and divisions shall perform their responsibilities.
Recovery activities may initially be coordinated in the Renton EOC or in the field in accordance
with principles of NIMS as outlined in the CEMP.
Long-term recovery operations will transition to normal departmental organization and
functions over time. However, supplemental surge staffing may be required for much of the
recovery process.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 62
City Council Recovery Responsibility Table
This table outlines the basic responsibilities of Renton City Council for disaster recovery.
Primary Responsibilities
Responsibility Reference Section/RSFs
Law and policy making for recovery efforts 2.0
Continuity of government 2.0
Recovery Responsibility Tables by Department/Division
To navigate to a specific department or division’s table, click on the name below:
City Attorney Recovery Responsibility Table
Community and Economic Development Recovery Responsibility Table
Executive Services Recovery Responsibility Table
Finance Recovery Responsibility Table
Human Resources and Risk Management Recovery Responsibility Table
Parks and Recreation Recovery Responsibility Table
Police Recovery Responsibility Table
Public Works Recovery Responsibility Table
Renton Municipal Court Recovery Responsibility Table
City Attorney Recovery Responsibility Table
This table outlines the basic responsibilities of the Renton City Attorney for disaster recovery.
Primary Responsibilities
Responsibility Reference Section/RSFs
Legal analysis and advice 2.1, 2.5
Preparation of recovery proclamations, legislation, and contracts 2.1, 2.5
Recovery expenditure tracking 2.5
Situation Report and Recovery Status Report input 2.3, 2.4
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 63
Community and Economic Development Recovery Responsibility Table
This table outlines the basic responsibilities of Renton City Community and Economic
Development for disaster recovery.
Primary Responsibilities
Responsibility Reference Section/RSFs
Capital improvement permitting 1.5, RSFs 1–4
ATC building assessments (public and private)2.4, RSFs 1 & 4
Other building inspections 2.4, RSFs 1 & 4
Construction plan review 1.5, RSFs 1–4
Code compliance/enforcement 1.5, RSFs 1–4
(Engineered) Structural assessments 1.5, RSFs 1–4
Permit issuance for commercial and residential reconstruction 1.5, RSFs 1–4
Post-reconstruction building inspections 2.4, RSFs 1, 2 & 4
Coordination of field permit team operations 2.4, RSFs 1, 2 & 4
Public Works plan review 1.5, RSFs 1–4
Public information counter 1.5, RSFs 1–4
Engineering review 1.5, RSFs 1–4
Inspection and approval of reconstruction permits 2.4, RSFs 1, 2 & 4
Inspection of mass care facilities 2.4, RSFs 1, 2 & 4
Environmental compliance 1.5, RSFs 3 & 4
Land use permitting 1.5, RSFs 1–4
GIS mapping and analysis 1.5, RSFs 1–4
Critical/Sensitive areas review 1.5, RSFs 1–4
Business community outreach and information 2.0, RSFs 2 & 7
Public/private coordination 2.0, RSFs 2 & 7
Donations management 2.5, RSFs 3 & 7
Response Capability Assessment 2.4
Initial damage assessment 2.4
Commented [GE5]: What is the Donations Management
role, seems Human Services verses CED?
Commented [MT6R5]: @Gina Estep CED is the lead
department for recovery efforts so they support donations
management by activating the appropriate
department/divisions as necessary. Administrators may
want to determine which department takes on that task,
and then I'm happy to update the plan to reflect that
change.
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 64
Preliminary Damage assessment 2.4
Recovery expenditure tracking 2.5
Situation Report and Recovery Status Report input 2.3, 2.4
Executive Services Recovery Responsibility Table
This table outlines the basic responsibilities of Renton City Executive Services for disaster
recovery.
Primary Responsibilities
Responsibility Reference Section/RSFs
Policy Advisory Group policy & coordination 2.0
Intergovernmental coordination 2.0
Continuity of government 2.0
Public information 2.6
Communication of damage assessment, restoration, debris
management, and environmental information to the media and
public
2.4, 2.6
Policy direction for recovery efforts 1.4, 2.0
Response Capability Assessment 2.4
Recovery expenditure tracking 2.5
Data recovery 2.5
Information technology systems recovery 2.5
Communications systems recovery 2.5, 2.6
Communications support 2.6
Information technology support 2.5
EOC direction and coordination 2.3
Recovery Status Report development/distribution 2.3
Short-term recovery coordination 1.5, 2.0
Volunteer management 1.5
Situation Report 2.3, 2.4
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 65
Finance Recovery Responsibility Table
This table outlines the basic responsibilities of Renton City Finance for disaster recovery.
Primary Responsibilities
Responsibility Reference Section/RSFs
Recovery expenditure tracking 2.5
Vendor contract management (including Solid Waste)2.5
Recovery finance management 2.5
Emergency procurement 2.5
Administration of recovery procurement procedures 2.5
Procurement of emergency goods/supplies/services support 2.5
Response Capability Assessment 2.4
Damage assessment 2.4
Situation Report and Recovery Status Report input 2.3, 2.4
Human Resources and Risk Management Recovery Responsibility Table
This table outlines the basic responsibilities of Renton City Human Resources and Risk
Management for disaster recovery.
Primary Responsibilities
Responsibility Reference Section/RSFs
Employee care 2.5
Staff re-assignment 2.5
Disaster claims processing 2.5
Cross-jurisdictional coordination for debris management 1.5, RSFs 3 & 4
Resource support and logistics 2.5
Public information (JIC/JIS) coordination support 2.6
Mass care/shelter coordination support 1.5
Damage assessment and data analysis and validation 2.4
Shelter transportation coordination support 1.5
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 66
Insurance coordination 2.5
Citywide personnel accountability 2.5
Volunteer management 2.3
Response Capability Assessment 2.4
Initial damage assessment 2.4
Recovery expenditure tracking 2.5
Parks and Recreation Recovery Responsibility Table
This table outlines the basic responsibilities of Renton City Parks and Recreation for disaster
recovery.
Primary Responsibilities
Responsibility Reference Section/RSFs
Shelter, mass care, and feeding coordination 1.5
Natural resources management RSF 3
Open space restoration RSF 3
Debris management support RSF 3 & 4
Human service program delivery RSFs 5–7
Coordination with non-profit service providers RSFs 5–7
Emergency worker volunteers 1.5
Disaster welfare information and referrals RSFs 5 & 6
Coordination with human service CBOs RSFs 5–7
Recovery expenditure tracking 2.5
Response Capability Assessment 2.4
Damage Assessment 2.4
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 67
Police Recovery Responsibility Table
This table outlines the basic responsibilities of the Renton City Police Department for disaster
recovery.
Primary Responsibilities
Responsibility Reference Section/RSFs
Public safety RSF 4
Access control RSF 4
Traffic direction/control RSF 4
Pet sheltering RSF 4
Missing persons coordination RSF 4
Response Capability Assessment 2.4
Initial damage assessment 2.4
Damage assessment 2.4
Recovery expenditure tracking 2.5
Situation Report and Recovery Status Report input 2.3, 2.4
Public Works Recovery Responsibility Table
This table outlines the basic responsibilities of Renton City Public Works for disaster recovery.
Primary Responsibilities
Responsibility Reference Section/RSFs
GIS mapping 1.5, RSFs 1–4
Debris management/clearance (including water/sewer/storm
systems, Renton Municipal Airport & roadway)
2.4, RSFs 3 & 4
Demolition debris processing 2.4, RSFs 3 & 4
Structural assessments of critical infrastructure 1.5, RSFs 1–4
Restoration of transportation infrastructure 1.5, RSFs, 2 & 4
Traffic management RSF 4
Restoration of water/sewer/storm water infrastructure RSFs 1–4
Provision of potable water for shelters RSF 4
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 68
Solid waste service coordination for shelters RSF 4
Coordination with utility crews RSFs 3 & 4
Water quality monitoring/sampling/testing RSFs 3 & 4
Flood hazard monitoring RSFs 3 & 4
Structural assessments of utility and transportation infrastructure 2.4, RSF 4
Capital improvement permitting 1.5, RSFs 1–4
Permanent repairs/reconstruction 2.4, RSFs 3 & 4
Cross-jurisdictional coordination with transportation agencies RSF 4
Transportation system inspections RSF 4
Temporary roadway/bridge repairs RSF 4
Restoration of Renton Municipal Airport infrastructure 2.4, RSF 4
Hazardous materials coordination RSFs 3 & 4
Temporary debris storage and processing RSFs 3 & 4
Infrastructure/transportation restoration RSF 4
Facilities management RSFs 3, 4 & 7
Emergency vendor contracting 1.5, 2.5
Heavy equipment resource support RSFs 3 & 4
Signage RSFs 3 & 4
ATC building assessment (public and private)2.4
Equipment/vehicle repair 2.5, RSFs 3 & 4
Alternate facilities location 1.5, RSF 4
Response Capability Assessment 2.4
Initial damage assessment 2.4
Damage assessment 2.4
Recovery expenditure tracking 2.5
Situation Report and Recovery Status Report input 2.3, 2.4
AGENDA ITEM #7. c)
CITY OF RENTON – DISASTER RECOVERY FRAMEWORK 69
Renton Municipal Court Recovery Responsibility Table
This table outlines the basic responsibilities of the Renton Municipal Court for disaster
recovery.
Primary Responsibilities
Responsibility Reference Section/RSFs
Preside over criminal misdemeanors, gross misdemeanors, traffic
infractions, and other city code violations
2.1, 2.5
Restore continuity of court operations, and processing and
maintenance of court records
2.1, 2.5
Recovery expenditure tracking 2.5
Situation Report and Recovery Status Report input 2.3, 2.4
AGENDA ITEM #7. c)
1
CITY OF RENTON, WASHINGTON
RESOLUTION NO. 4512
A RESOLUTION OF THE CITY OF RENTON, WASHINGTON, ADOPTING THE CITY OF
RENTON DISASTER RECOVERY FRAMEWORK.
WHEREAS, pursuant to RCW 38.52.070, each political subdivision of the state is
authorized and directed to establish a local organization for emergency services in accordance
with the State Comprehensive Emergency Management Plan and Program; and
WHEREAS, each such political subdivision must adopt a plan for the operation of its
emergency services organization, and the state reviews such plan every five years in accordance
with the terms prescribed by RCW 38.52.040 and WAC 118-30-060; and
WHEREAS, in order to be eligible for Emergency Management Program Grant (EMPG)
funds, the City must have a current Emergency Management Plan approved by the Washington
State Military Department; and
WHEREAS, the City Council, by Resolution No. 3411, adopted an Emergency Management
Plan, and adopted updated and expanded Emergency Management Plans by Resolutions 3704,
3988, 4163, 4319, and 4326; and
WHEREAS, the City of Renton Emergency Management Division has prepared an addition to
the Emergency Management Plan called the City of Renton Disaster Recovery Framework; and
WHEREAS, the City of Renton Disaster Recovery Framework has since been updated and
expanded with the collaboration of all City Departments and Divisions;
AGENDA ITEM #7. c)
2
RESOLUTION NO. 4510
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DO
RESOLVE AS FOLLOWS:
SECTION I. The above recitals are found to be true and correct in all respects.
SECTION II. The attached Disaster Recovery Framework, as updated and expanded,
attached hereto as Exhibit A and incorporated herein, is hereby adopted as the City of Renton
Disaster Recovery Framework. Such plan may be regularly reviewed, updated, and amended.
Such updates and amendments are effective henceforth upon approval of the Emergency
Management Director of the City of Renton.
PASSED BY THE CITY COUNCIL the 10th day of March, 2025
AGENDA ITEM #7. c)