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HomeMy WebLinkAboutCommittee of the Whole - 10 Jul 2023 - Agenda - Pdf CITY OF RENTON AGENDA - Committee of the Whole Meeting 5:45 PM - Monday, July 10, 2023 7th Floor Council Chambers/Videoconference 1. IT STRATEGIC PLAN OVERVIEW a) Presentation 2. EMERGENCY MANAGEMENT UPDATE AND INFORMATION a) Presentation b) Executive Roles c) Summary EOC Fact Sheet d) FEMA Local Elected and Appointed Officials Quick Reference Guide If you would like to attend this week's meeting remotely, you can do so by going to https://us02web.zoom.us/j/86753290028?pwd=M2pOc09HWWNrY05uVnlIWnpGS1E4UT09 Zoom Meeting ID: 867 5329 0028, Passcode: 881839 You can call through Zoom at (253) 215-8782 and use the Meeting ID. Executive Services Information Technology Update and Strategic Plan Overview AGENDA ITEM #1. a) •21 FTE's and 1 Intern •Supporting over 600 city employees •Network Infrastructure Systems and Security •Applications Support •GIS Data and Mapping Services •Client Services and Support •Administrative Support AGENDA ITEM #1. a) Mission Statement Create a technology environment that upholds our commitments to the community and empowers City staff to provide exceptional public service.AGENDA ITEM #1. a) Recently Completed Projects AGENDA ITEM #1. a) Expansion of Wi -Fi at recreation centers Renton Community Center Don Persson Renton Senior Activity Center Henry Moses Aquatic Center Carco Theater Highlands Neighborhood Center North Highlands Neighborhood Center AGENDA ITEM #1. a) Assisted PD with Axon deployment AGENDA ITEM #1. a) Participated In Citywide Integrated Emergency Management Course (IEMC)AGENDA ITEM #1. a) Increased investment into IT staff and Citywide IT training Developed ongoing IT staff training plans Citywide training options added We are serious about investing in our staff!AGENDA ITEM #1. a) Lobby Hub Improvements Technology added to the lobby hub Self service kiosk Virtual meeting center New information display AGENDA ITEM #1. a) Current IT CIP Initiatives in Progress AGENDA ITEM #1. a) Phone System Upgrade AGENDA ITEM #1. a) SharePoint Online Modern and centralized location for information for employees AGENDA ITEM #1. a) City Website Replacement AGENDA ITEM #1. a) Security Improvements to IT Infrastructure AGENDA ITEM #1. a) Disaster Recovery Infrastructure AGENDA ITEM #1. a) Teamed up with Finance to start process of replacing the Enterprise Resource Planning (ERP – Eden) system AGENDA ITEM #1. a) Business Intelligence – Analytics and Reporting AGENDA ITEM #1. a) Strategic Plan Overview AGENDA ITEM #1. a) IT Strategic Plan assessment AGENDA ITEM #1. a) IT Maturity Assessment AGENDA ITEM #1. a) IT Strategic Goals AGENDA ITEM #1. a) Be a catalyst for innovation and continuous improvement Implement IT service management solution to enhance client services practices Establish an effective and efficient governance process AGENDA ITEM #1. a) Provide a secure and robust computing environment Implementing additional cybersecurity policy and technical controls Develop and support training for IT staff Develop and support training for city staff AGENDA ITEM #1. a) Optimize and modernize the technology environment Prioritize the ERP (Eden) system replacement & document management system expansion Cultivate and sustain meaningful partnerships between IT and other departments AGENDA ITEM #1. a) Leverage data to improve service and support decision-making Continuously monitor and measure the effectiveness of IT training provided to city staff. Enable data-driven decision making in all areas.AGENDA ITEM #1. a) Thank you!AGENDA ITEM #1. a) QUESTIONS?AGENDA ITEM #1. a) Emergency Management Deborah Needham, Emergency Management Director Fostering a culture of preparedness and community self-sufficiency; working inclusively with our diverse community to coordinate effective disaster response; preparing our whole community to be uniquely resilient through adversity and recovery. Mission:AGENDA ITEM #2. a) The Emergency Management Team Emergency Management Coordinator Emergency Management Director Emergency Management Coordinator EM Group Deputy Chief Administrative Officer AGENDA ITEM #2. a) Strategic Goal #1: A prepared and resilient community AGENDA ITEM #2. a) Serving Our Whole Community •Community Emergency Response Team •Renton Emergency Communication Service •Renton Emergency Preparedness Academy •Community Organizations Active in Disaster and other partners •Inclusive Emergency Communication Plan AGENDA ITEM #2. a) Strategic Goal #2: Prepared and responsive city teams AGENDA ITEM #2. a) Interdepartmental and Interagency Coordination and Support AGENDA ITEM #2. a) Behind the Scenes = 95+% •Relationships with regional/community partners •Education and outreach •Emergency planning, training, exercising •Grant administration •EOC Duty Officer response AGENDA ITEM #2. a) Unique Roles •EOC Duty Officer –low level coordination/support •Field Incident Commander -tactical decisions and direction •Emergency Operations Center supports IC through: •information coordination •resource support •anything else that is delegated •referring policy issues upward •Policy Advisory Group provide policy guidance to depts. •Council sets high-level policy, legislative remedies AGENDA ITEM #2. a) Unique Roles (cont.)Executive Leadership Team/ Policy Advisory Group Field Incident Commander EOC Lead PIO Elected Officials/ Policy Group AGENDA ITEM #2. a) Role of Senior and Elected Officials https://www.youtube.com/watch?v=ls0sEqtHLLw& AGENDA ITEM #2. a) Upcoming for Council Action •Multiple Public Assistance/FEMA funded projects entering into contracts for repairs from 2020 Flood, up to $8M •Emergency Management Performance Grant award letter acceptance –Sept 2023 •Continuity Plan revision ongoing, scheduled for completion Jan 2024, Adoption Feb/Mar 2024 •Comprehensive Emergency Management Plan Public Hearing and Council Adoption –Sept/Oct 2023 AGENDA ITEM #2. a) Comprehensive Emergency Management Plan (CEMP) •Describes roles, responsibilities, interactions •Based on Emergency Support Functions (ESFs) plus some functional annexes •ESFs are led by specific departments/agencies •EM coordinates overall integration of CEMP •Most recent 5-year revision in 2017: •Cyber Security Annex added •Limited English Proficiency (LEP) considerations added •2023 revision will be submitted by October AGENDA ITEM #2. a) EM Projects 2023-2024 24/7 EOC Duty Officer response, EOC activation as needed State Auditor's Office performance audit/Lean process for damage assessment and COOP status reporting Comprehensive Emergency Management Plan revision and adoption Initiate EOC Emergency Ops Plan and Position Task Books EOC Functional Exercise Contribute to Crisis Communications Plan Communications Drill Renton Emergency Preparedness Academy classes CERT class recruitment and delivery Public Information Officer training Community Points of Distribution regional planning AGENDA ITEM #2. a) EM Projects 2023-2024 (cont.) Continuity of Operations Plan revision and adoption Continuity of Operations Plan exercise Recovery Framework revision and adoption Hazard Mitigation Plan project review and annual report Initiate major Hazard Mitigation Plan revision Community Organizations Active in Disaster recruitment and relaunch MOU development with Community Organizations Active in Disaster members Annual public preparedness campaign Annual employee preparedness campaign AGENDA ITEM #2. a) EM Projects 2023-2024 (cont.) Contribute to Communications Social Media Strategy Plan Shelter manager and shelter worker training WebEOC platform integration, ongoing employee training EOC training redesign to virtual/video Public Works employee training Policy Group training Grant administration and application support Public Assistance Grant coordination (continued) Public records archiving Reclassification, EM organizational structure revision Documentation of Processes and Institutional Knowledge AGENDA ITEM #2. a) Training and Resource Recommendations for Councilmembers •IS-100 online course: https://training.fema.gov/is/courseoverview.aspx?code=IS-100.c&lang=en •IS-700 online course: https://training.fema.gov/is/courseoverview.aspx?code=IS-700.b&lang=en •FEMA Local Elected and Appointed Officials Guide: https://www.fema.gov/sites/default/files/documents/fema_local-elected-officials-guide_2022.pdf •G 0402 NIMS Overview for Senior Officials (Executives, Elected, & Appointed –in person course delivery AGENDA ITEM #2. a) Questions? Comments?AGENDA ITEM #2. a) City of Renton Executive Roles in Disaster Response and Recovery City Council serves in the same policy-making role during disasters as during normal operations. The Policy Advisory Group is a special group that convenes during a disaster to review incident information and provide recommendations or referrals to the City Council when policy-level decisions arise that require Council input or action. The group is primarily made up of department heads who are responsible for day-to-day operational decisions, and are connected with their personnel in the field or at the Emergency Operations Center. The Emergency Management Director or the EOC Director will refer potential policy issues as they arise to the Policy Advisory Group for further consideration. Although other members may be added at the Mayor’s discretion, core Policy Advisory Group membership includes: • Mayor • Chief Administrative Officer • Deputy Chief Administrative Officer • City Attorney • Communications Division Director • Community/Economic Development Administrator • Court Services Administrator • Equity, Housing and Human Services Administrator • Finance Administrator • Human Resources and Risk Management Administrator • Parks and Recreation Administrator • Police Administrator (Chief) • Public Works Administrator • Renton Regional Fire Authority Chief Activity Policy Advisory Group Council 1. Stay informed The Administrator from the lead Incident Command department will provide the most recent incident information. The Mayor will provide the most recent incident information to Council. 2. Ensure continuity of government In the event that an appointed position is vacant because of the impacts of a disaster, government leadership will make interim appointments to fill essential vacancies. In the event that an elected official is unable to continue in his/her position, a delegate should be appointed for that position in accordance with the City’s defined line of succession. RCW 42.14 provides guidance. 3. Convene as required The Policy Advisory Group is assembled when the event magnitude is such that the EOC would be fully activated or when any member of the Policy Advisory Group requests the group to convene. A meeting schedule will be established based on the needs of the emergency. Council members remain visible in their community. Council convenes upon the request of the Mayor when a policy decision is needed. A meeting schedule will be established based on the needs of the emergency. 4. Issue emergency proclamation The Mayor may issue an emergency proclamation. Emergency proclamations may serve a number of purposes, including: Announcing that the City recognizes a serious emergency situation; Authorizing emergency expenditures that forgo normal purchasing processes; Invoking a jurisdiction’s emergency plan to carry out emergency functions; Authorizing extreme measures to protect life and property; Formally requesting state assistance; Encouraging the governor to proclaim a state emergency and pursue a presidential declaration of disaster. The proclamation is made by the Mayor under emergency conditions. Council supports the proclamation. AGENDA ITEM #2. b) City of Renton Executive Roles in Disaster Response and Recovery Activity Policy Advisory Group Council 5. Establish administrative objectives The Incident Commander is responsible for operational aspects of the response. The Policy Advisory Group is involved when departmental or citywide priorities may significantly affect the response. The Policy Advisory Group discusses and decides these priorities and communicates with one voice to the Incident Commander. Under an emergency proclamation, urgent life-safety and property and environmental protection decisions are made by the Incident Commander and the Mayor, with input from the Policy Advisory Group. Council may be involved for traditional policy-level decision-making on issues such as: Legal/policy restraints and/or freedoms; Limitations on authority; Political and social concerns; Environmental issues; Cost considerations. 6. Provide public information The Mayor’s Office will work with Public Information Officers at the EOC to provide emergency public information to the media. The Policy Advisory Group will provide key messages from the Policy Advisory Group perspective. The official spokesperson will be designated from the Mayor’s Office. Council is provided with key messages for public information by the Mayor’s Office. Media interactions and/or public speaking opportunities are in turn coordinated with the Mayor’s Office. The goal is to have the city speak with a unified voice so that conflicting messaging does not occur. 7. Allocate money to meet disaster needs Each member of the Policy Advisory Group should be prepared to evaluate and prioritize other department and city response costs and balance them against future project needs to ensure adequate funding is provided to the disaster response. Although necessary expenditures are authorized by the Mayor under an emergency proclamation, Council should be prepared to evaluate and provide input on budgeting to support the disaster response, including recommendations on spending limits based on long-range needs of the City. 8. Issue emergency orders/ ordinances When an issue is beyond the authority of the Incident Commander to address, the Department Administrator may make changes to standard operating procedures in response to disaster conditions. Where multiple departments are affected the Policy Advisory Group will convene to make appropriate decisions. Council may be asked to formally enact emergency policies and ordinances to support the emergency response. 9. Adjust government operations It may be necessary to discontinue non-mission critical government services. This will free up personnel and other resources for use in disaster response activities. The Policy Advisory Group will convene to decide upon and communicate these adjustments. Council meetings may be suspended under emergency conditions, or may be held at an alternate location if appropriate. AGENDA ITEM #2. b) General Orientation to the City of Renton Emergency Operations Center (EOC) Purpose of the EOC The purpose of the Renton Emergency Operations Center (EOC) is to provide centralized coordination for the community in the event of a disaster, large-scale emergency, or regional event that could overwhelm emergency resources. Specifically, the EOC is primarily involved with: • Collection and documentation of event information (critical infrastructure surveys, information about major incidents, casualties, shelters, damage assessments, response readiness by city assets) • Processing and distribution of event information (situation reports to city officials, the King County ECC, neighboring jurisdictions, other emergency services, information releases to the media and public) • Coordination of resource support (locate and procure resources as requested by Incident Command, including requesting items or support from the county or state as needed, prioritize and allocate scarce resources according to policy direction) • Technical information gathering and support (forecast flood mapping, HAZUS models, incident mapping, etc.) • Operations representatives for field operations (collection of event information from various departments with field operations) The Incident Commander may choose to delegate extended functions to EOC staff, but staff in the EOC do not normally make operational decisions regarding management of the incident. Rather, they coordinate with and support Incident Command as requested. Organization of the EOC The EOC is organized into functional levels that coordinate with one another as well as with external agencies and resources. The EOC Director oversees all Section functions as well as Public Information activities. The Administrator from the lead Incident Command department coordinates with key officials at the Executive/Policy level. Executive/Policy Advisory Group Functions The Administrator from the lead Incident Command department coordinates the Policy Advisory Group, made up of the Mayor, Chief Administrative Officer (CAO), Deputy CAO, other department heads and the Communications Director. The Mayor may issue an emergency proclamation to assist in securing state and federal assistance. The Policy Advisory Group advises on and refers policy issues to Council for high-level policy decisions or special local legislation. The EOC Lead Public Information Officer handles all media inquiries and news releases with the assistance of other PIO staff. The EOC PIOs also coordinate with other agencies’ PIOs through a Joint Information System. The EOC Director oversees all EOC functions, including public information message review and approval related to the incident in coordination with the Communications Director, who is the Information Officer attached to the Policy Advisory Group for the incident. The EOC Safety Officer is responsible for safety in the EOC, and field response if that is delegated as well. AGENDA ITEM #2. c) Operations Section Functions This section is headed by the Operations Section Chief, who reports to the EOC Director. The Operations Section Chief is drawn from the lead incident response agency. Agency or Emergency Support Function (ESF) representa- tives coordinate resources and information with their own department personnel, working together to ensure the best possible coordination of effort for the overall response. Incident-specific agencies, like a pipeline company, can be added as needed. If necessary, the following branches may be created to maintain proper span of control: • Emergency Services Branch (Fire/EMS and Law Enforcement representatives) • Human Services Branch (Parks and Recreation, Hospital, Mental Health, Public Health, Schools, and Community Organizations Active in Disaster [COAD] representatives may be added) • Infrastructure Branch (Public Works representatives – all divisions – and other utility providers may be added) • Recovery Branch (led by Community and Economic Development, with other representatives added as needed) Planning Section Functions This section is headed by the Planning Section Chief, who reports to the EOC Director. Information collected by the Communications Unit (Logistics) and others is incorporated into organized Situation Reports, which are then distributed to recipients within and outside the EOC. The Message Controller monitors all information-sharing and sends key information to the Display Processors for posting on the whiteboards or web/videoconference platforms. Information within the EOC may also be shared through overhead projected display, web-based data displays, oral or video briefings. The Documentation Unit maintains incident documentation for the entire EOC. The Staffing/Check-in Recorder in the Resources Unit oversees the check-in/check-out and assignment of EOC staff. The Planning Section also engages technical specialists such as mapping, hydrology, weather, hazmat and other experts to provide specialized information to assist in incident planning. The Planning Section is always thinking ahead of the incident about what is coming next. They work with the Operations Section to advise on upcoming issues and plan for resolving them. When ready, the Demobilization Unit coordinates the de-escalation of the EOC response. Logistics Section Functions This section is headed by the Logistics Section Chief, who reports to the EOC Director. The Logistics Section handles food service, EOC security, technical assistance with phones and computers, and other general support functions for the facility. Within the Supply Unit, staff handle both internal and external resource requests. They identify needed resources and the Ordering Manager works with Finance/Administration to procure them. If local resources are exhausted, resource requests are forwarded to the King County ECC after EOC Director approval. The Logistics Section may also help with volunteer and donations management coordination. The Communications Unit within Logistics collects and distributes incident information within the EOC using call- takers, amateur radio operators, and message distributors. All messages pass through the Message Controller in the Planning Section so the information may be shared more broadly if appropriate. Finance/Administration Section Functions This section is co-located with the Logistics Section, but is headed by the Finance Section Chief, who reports to the EOC Director. Staffed by representatives from Finance and HR/Risk Management, the Finance/Administration Section issues purchase orders and expends public funds to secure emergency resources located by Logistics. They track impact of the disaster by documenting damage assessment and personnel costs, as well as injuries or damage to city personnel or equipment, or even claims against the city by outside agencies or individuals. AGENDA ITEM #2. c) September 2022 1 Local Elected and Appointed Officials Quick Reference Guide This resources highlights key concepts from FEMA’s Local Elected and Appointed Officials Guide: Roles and Resources in Emergency Management. For the full document, please visit: https://www.fema.gov/emergency-managers/national-preparedness/plan. Introduction Local elected and appointed officials—subsequently referred to as “senior officials”—balance many responsibilities and are expected to serve in numerous roles to support and lead their jurisdiction. During emergencies, the public may see senior officials as responsible for the success or failure of disaster response and recovery efforts. Leading Communities Before, During and After Disasters Senior officials make significant policy and resource decisions before, during and after disasters. In many ways, senior officials can make or break the success of disaster operations. Disaster response and recovery are more effective when senior officials are familiar with emergency management processes and have established relationships with their community’s emergency managers.  Senior officials typically make key policy decisions, collaborate with emergency managers and communicate key information to the public, including use of sign language, closed captioning and foreign language interpretation.  Emergency managers work with relevant agencies and organizations to assess and mitigate risks, respond to emergencies and carry out recovery activities. Understanding Potential Impacts on the Community Local senior officials should be familiar with the potential impacts of threats and hazards such as floods, storms, earthquakes and wildfires, as well as less predictable incidents like active shooters, technological hazards, extended power outages or cyber incidents. Emergency managers can help senior officials learn about the threats and hazards most likely to affect the jurisdiction and the potential incident’s impact on people, infrastructure and the economy.1 1 FEMA’s Resilience Analysis and Planning Tool (RAPT) is a source of information that can assist local senior officials in formulating questions and help provide insights about their jurisdiction’s threat and hazard profile. AGENDA ITEM #2. d) Local Elected and Appointed Officials Quick Reference Guide Learn more at fema.gov September 2022 2 Equity Considerations Understanding potential disaster consequences begins with knowing who in the area might be affected, especially those disproportionately impacted. It is vitally important for senior officials to understand the demographic composition within their communities such as historically underserved populations, individuals with disabilities and others with access and functional needs since they may require additional assistance during a disaster. See the last page of this quick reference guide for more information. Key Roles Senior officials have important roles during every stage of a disaster. Key elements are presented below. The Local Elected and Appointed Officials Checklists provide additional details to help senior officials prepare for, respond to and recover from disasters and emergencies. BUILD RESILIENCE BEFORE A DISASTER Work with the emergency manager to establish preparedness priorities and encourage all government agency heads, academic and nonprofit organizations and business leaders to coordinate and collaborate on the jurisdiction’s mitigation, response and recovery planning efforts. FEMA’s Developing and Maintaining Emergency Operations Plans (Comprehensive Preparedness Guide 101, Version 3.0) offers comprehensive information on how to develop effective plans. Champion community risk reduction by adopting and implementing mitigation and climate adaptation strategies. Examples include implementing hazard-resistant building codes and land use planning. Encourage individuals, families and businesses to develop emergency plans and be self-sufficient in the immediate aftermath of a disaster. Participate personally in emergency and disaster preparedness exercises to demonstrate support and practice executing legal and leadership responsibilities. Exercises also build familiarity with emergency management plans and staff. Prepare for possible media interviews by working with the Public Information Officer (PIO) to build relationships with traditional and social media outlets and develop coordinated messaging. Understand how continuity of essential private sector services and government operations will be maintained during disasters to minimize casualties and impacts, which may continue for long periods and require decentralized employee work locations. AGENDA ITEM #2. d) Local Elected and Appointed Officials Quick Reference Guide Learn more at fema.gov September 2022 3 RESPOND EFFECTIVELY DURING A DISASTER Get informed quickly and stay in close touch with the emergency manager. Develop a regular meeting cadence with the lead emergency manager and appropriate individuals. Trust and empower emergency management officials. This may include obtaining assistance from other agencies, the private sector or neighboring jurisdictions, declaring a state of emergency, issuing emergency orders and assuring compliance with proper fiscal procedures. Communicate quickly, clearly and effectively to the whole community, and work with the PIO and other partners to ensure coordinated and accessible communication. RECOVER EFFICIENTLY AFTER A DISASTER Identify opportunities to build more resilient communities through improved planning and smart infrastructure investments, including mitigation projects and climate adaptation strategies that reduce risk from future events. Understand use of the financial and in-kind assistance programs available that will help both community members and the government. Leverage the expertise and resources of various departments and partner organizations. Include personnel with planning, community outreach, housing, public works, education systems, economic development, natural resources and public health expertise. FEMA’s Pre-Disaster Recovery Planning Guide for Local Governments provides more potential partners. Clearly communicate with community members and set realistic expectations to help instill trust and confidence during the recovery process. The recovery process and programs can be complex. Ensure all codes and regulations are enforced during the recovery process. Develop disaster financial management processes and procedures before an incident. Mutual Aid Mutual aid agreements facilitate rapid, short-term deployment of emergency support from public or private sector partners before, during or after incidents, especially if local resources are inadequate or overwhelmed. They can be local, regional, statewide or interstate in scope. Additional information can be found in FEMA’s National Incident Management System Guideline for Mutual Aid. AGENDA ITEM #2. d) Local Elected and Appointed Officials Quick Reference Guide Learn more at fema.gov September 2022 4 Federal Disaster Financial Resources The federal government can support jurisdictional governments that respond to and recover from disasters. Additional information can be found in FEMA’s Local Elected and Appointed Officials Guide and Disaster Financial Management Guide. Key Stakeholder Considerations  Equity. As stated in Executive Order 13985, equity means “the consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino and Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality.” The most at-risk members of communities often experience the greatest losses from disasters.  Individuals with disabilities. Individuals with disabilities are protected by the Americans with Disabilities Act (ADA) against being denied participation in or receiving benefits from emergency plans. Senior officials can use their authority, contacts and influence to promote inclusion of people with disabilities living in the community in the planning process so that their needs are met effectively during disasters.  Individuals with access and functional needs. Examples include, but are not limited to, individuals with disabilities, elderly and populations having limited English proficiency, limited access to transportation, or limited access to financial resources to prepare for, respond to and recover from emergencies. A “One-Size-Fits-All” approach to emergency management planning, resourcing and information dissemination does not work for individuals with access and functional needs. Senior officials and civic leaders play important roles in developing plans and solutions that address the entire community.  Private sector organizations. Including private sector partners in planning activities can improve and accelerate preparedness, response and recovery efforts. Senior officials may be helpful in connecting private sector businesses and emergency managers.  Voluntary and Non-Governmental Organizations. These groups may respond to a disaster with available resources in accordance with the requirements of their internal policies and in cooperation with emergency management or senior officials. See FEMA’s Engaging Faith-Based and Community Organizations guide for more information.  Individual Preparedness. A community’s ability to respond to or recover from disasters depends on the level of preparedness of every member. Basic individual preparedness requires enough resources to survive without outside help for several days. Senior officials should work with emergency managers to identify groups in the community that can help educate individuals, families and households about preparedness. Visit ready.gov for resources. AGENDA ITEM #2. d)