HomeMy WebLinkAboutRenton Disaster Recovery Plan - draft FINAL DRAFT
�ity of Renton
Disaster Recovery Pla n
Basic Plan PDF pg 2
Annex A: Damage Assessment PDF pg 27
Annex B: Public Infrastructure Restoration PDF pg 44
Annex C: Human Services PDF pg 60
Annex D: Permits and Inspections ppF pg 76
Annex E: Economic Recovery FDF pg 91
Annex F: Debris Management PDF pg 106
Annex G: Environmental Considerations PDF pg 1Z2
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Table of Contents
Promulgation:Distributingand Promoting the Plan...........................................................2
Recordof Changes....................................................................................................................3
Recordof Distribution............................................................................................................4
Purpose........................................................................................................................................5
Scope.............................................................................................................................................6
SituationOverview...................................................................................................................6
PlanningAssumptions............................................................................................................7
Conceptof Operations.............................................................................................................8
Disaster Recovery Continuum.......................................................................................................8
Foundations of Recovery in the Response Phase....................................................................9
Short-Term Recovery........................................................................................................................9
Long-Term Recovery......................................................................................................................10
Directionand Control...........................................................................................................11
Organization and Assignment of Responsibilities.....................................................12
Information Collection and Dissemination..................................................................17
RecoveryStatus Report.................................................................................................................17
Communications for Public Information and Outreach....................................................19
Administration,Finance,and Logistics..........................................................................20
Administration and Finance........................................................................................................20
Logistics and Resource Support.................................................................................................20
Plan Development and Maintenance..............................................................................21
AnnexDevelopment.......................................................................................................................21
PlanningProcess..............................................................................................................................21
PublicInput.......................................................................................................................................22
RecoveryPlan Maintenance........................................................................................................22
LegalAuthorities....................................................................................................................23
LocalLegal Authorities.............................................................................................................................23
StateLegal Authorities..............................................................................................................................23
FederalLegal Authorities.........................................................................................................................23
Referencesand Resources..................................................................................................24
Local References and Resources...........................................................................................................24
State References and Resources...........................................................................................................24
Federal References and Resources......................................................................................................24
City of Renton Disaster Recovery Plan 7 Basic Pian
Promulgation
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Distributing and Promoting the P/an
It is the policy of the City of Renton to provide emergency organization and
resources to minimize the long-term effects of disasters, and to undertake disaster
recovery programs that will facilitate an orderly and fast return to normal
community life.
The City of Renton Disaster Recovery Plan has been developed to establish the
policies, guidelines, and procedures that will provide personnel with the
information and guidance required to quickly and effectively help residents and
businesses recover from the impacts of disasters.
The City of Renton believes that the advance planning for recovery,the
assignment of roles and responsibilities, the subsequent development of
procedures and the offering of training, and the testing or exercising of recovery
actions and strategies will result in an expedited, more effective disaster recovery
process.
All City departments are directed to take appropriate actions to implement this
plan and to maintain the necessary capabilities to fulfill their role in short-term
and long-term disaster recovery.All non-City entities involved in the plan are
requested to coordinate with the City in order to implement an effective disaster
recovery effort.
By bringing together regional stakeholders in this recovery planning effort, the
City of Renton will be better positioned not just to recover from disaster,but also
ultimately to emerge from it as a better city and community.
This Disaster Recovery Plan, adopted by the City Council of the City of Renton
through Resolution/Ordinance�XXX on November XX, 2411, is officially
promulgated as the document that will guide recovery efforts in future
emergencies and disasters.
The Honorable Denis Law, Mayor
City of Renton
City of Renton Disaster Recovery Plan 2 Basic Plan
Record of Changes
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City of Renton Disaster Recovery Plan $ Basic Plan
Record of Distribution
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City of Renton Disaster Recovery Pian 4 Basic Plan
Purpose
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It is the purpose of the City of Renton Disaster Recovery Plan 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. The City is undertaking advance planning
to accelerate the pace and improve the effectiveness of coordinated post-disaster
recovery by outlining the efforts each City department will be directed to
implement, often in partnership 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, including restoration of interrupted utility services, reestablishment of
transportation routes, and the 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.
The Plan is organized into sections. The main section, the Basic Plan, offers a
high-level overview of coordinated roles and responsibilities of City departments.
The Basic Plan is followed by Functional Annexes for the specific recovery
functions listed below:
• Annex A: Damage Assessment
• Annex B: Public Infrastructure Restoration
• Annex C: Human Services
• Annex D: Permits and Inspections
• Annex E: Economic Recovery
• Annex F: Debris Management
• Annex G: Environmental Considerations
The Functional Annexes 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 cross multiple functions,while some
recovery functions will apply to most or all departments.
By participating in the planning process that produced this Disaster Recovery
Plan, 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.
City of Renton Disaster Recovery Plan 5 Basic Plan
Scope
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This Disaster Recovery Plan addresses incidents of local, regional, state, and
national significance, including, but not limited to, Presidentially declared
disasters in King County, Washington State, in which the City of Renton is
located.
The Recovery Plan applies to all City 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 as
well as the public at large.The Plan supports and integrates State and Federal
plans that aid in recovery operations.
Situation Overview
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• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism, which can result in significant injury and loss of
life and cause widespread catastrophic damage to the built environment.
• Large-scale emergencies are likely to deplete local and regional recovery
resources.Assistance from other cities and regions, from the State of
Washington, and from the Federal Government will be requested as needed.
• 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 sectar 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.
• Non-governmental organizations will provide direct services and programs
that are crucial to recovery efforts.
• Survivors with access or functional needs(such as those in wheelchairs, deaf
or hard-of-hearing, etc.) and lower income disaster survivors present
specialized challenges in recovery efforts.
City of Renton Disaster Recovery Plan s Basic Plan
• 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.
• Public involvement is critical to ensure a speedy but sustainable recovery
from a disaster event.
Planning Assumptions
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• Recovery begins almost as soon as a disaster event occurs, often concurrent
with emergency response. For the purposes of this Disaster Recovery Plan 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.
• The Office of 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.
• City departments will develop procedures and provide appropriate training to
staffwith designated roles and responsibilities in this Disaster Recovery Plan.
• Events of regional, statewide, or national significance may require cross-
jurisdictional cooperation in recovery efforts such as sheltering and temporary
housing, debris management, infrastructure restoration, etc.
City of Renton Disaster Recovery Plan 7 Basic Pian
Concept of Operations
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Disaster Recovery Continuum
Recovery begins almost immediately after a disaster event occurs. Often recovery
activities are happening 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 Fig.l)
Figure 1: Disaster Recovery Continuum
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Foundations of Recovery in the Response Phase
Major events may stretch disaster response resources and capabilities to the point
that decision makers have to prioritize some operational actions over others. Often
these decisions and priorities impact more than just immediate life safety and
property protection issues. In fact, 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 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 Group. Various Emergency Support
Functions(ESFs) in the EOC coordinate actions designed to stabilize basic human
needs among survivors and to restore critical services and infrastructure to
minimal functionality.
Such actions may include:
• Damage assessment �
o Response Capability Assessments
o Windshield Surveys
o Preliminary Damage Assessments
• Restoration of critical infrastructure and essential services
o Transportation system restoration
o Restoration of water and sewer systems
o Power restoration
o Restoration of communications systems
o Restoration of broadband and information technology systems
o Re-establishment of government services
• Human services
o Mass care and feeding of survivors
o Shelter coordination
o Emergency first aid and medical care
o Missing persons coordination
o Pet sheltering
o Disaster Recovery Center set-up
o Volunteer management
• Debris management
o Debris clearance from critical lifelines
o Temporary debris storage
• Environmental considerations
City of Renton Disaster Recovery Plan g Basic Plan
o Protection of life safety
o Containment and clean-up of environmental hazards
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 Coordination 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 may include:
• Restaration of critical infrastructure and essential services
o Permanent repairs to critical infrastructure
o Reconstruction of lifeline systems
• Human services
o Temporary housing
o Disaster grants and loans
o Crisis counseling
o Community outreach
• Permitting and inspection
o Permitting and code enforcement for demolition and reconstruction
o Field permit operations
o Utility permitting and inspections
• Economic recovery
o Permanent repairs to residential and commercial buildings
o Business sector recovery and revitalization
o Public7private partnerships
• Debris management
o Temporary debris storage
o Debris processing
o Debris disposal
City of Renton Disaster Recovery Pian �Q Basic Plan
• Environmental
o Clean-up and remediation
o Water and air quality monitoring
o Environmental compliance
Department Administrators continue to work collaboratively as a part of a
Recovery Management Team to facilitate unity of effort. State and Federal
assistance teams may also be deployed to assist in local recovery efforts.
Direction and Control
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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, Washington State, and the Federal Government. City leadership will
allocate staff and other resources to regional efforts as able.
The City's disaster recovery efforts will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Emergency Management Director coordinates recovery activities while
the EOC remains activated and as directed by the Mayor throughout the
recovery process.
City of Renton Disaster Recovery Plan 11 Basic Plan
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the 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. Each department is expected to: 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.
Organization and Assignment of
Responsibilities
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The following are 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 the National Incident Management System
(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.
Disaster Recoverv Responsibilities
1. Executive
Primarv
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Public information
Support
o Recovery expenditure tracking
o Recovery Status Report input and review
City of Renton Disaster Recovery Plan �Z Basic Plan
2. City Council
Primarv
• Law and policy making for recovery efforts
• Continuity of government
3. Fire& Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Damage assessment
• Short-term recovery coordination
• Volunteer management
• Recovery Status Report development/distribution
Response Operations
• Damage assessment
• Hazardous materials response
• Radiological event response
• Casualty management
Communiry Risk Reduction
• Fire inspections
• Fire investigation and inspection
• Fire plan review
• Damage assessment
Su�port
Emergency Management
o Resource support and logistics
o Recovery expenditure tracking
o Public information(JIC/JIS)coordination
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
Safety and Support Services
o Resource support and logistics
City of Renton Disaster Recovery Plan 13 Basic Plan
4. Finance and Information Technology
Primary
• Damage assessment
• Recovery expenditure tracking
• Vendor contract management
• Recovery finance management
• Administration of emergency procurement procedures
• Restoration of communication and information technology
infrastructure
• Information technology support
• GIS mapping and analysis
Su�port
o Procurement of emergency goods/supplies/services
o Communications support
o Recovery Status Report input
5. Community and Economic Development
Primarv
• Damage assessment
• Engineered structural assessments
• Permit issuance for commercial and residential
reconstruction
• Coordination of field permit team operations
• Capital improvement permitting
• Construction plan review
• Code compliance
• Post-reconstruction building inspections
• Land use permitting
• Environmental compliance
• GIS mapping and analysis
• Business community outreach and information
Support
o Recovery expenditure tracking
o Recovery Status Report input
6. Public Works
Primarv
• Damage assessment
• Debris management
• Structural assessments of critical infrastructure
• Restoration of transportation infrastructure
City of Renton Disaster Recovery Plan �4 Basic Plan
• Traffic management
• Restoration of water/sewer/storm water infrastructure
• Flood hazard monitoring
• Water quality monitoring
• Coordination with utility crews
� • GIS mapping and analysis
Su ort
o Heavy equipment resource support
o Signage
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
7. Community Services
Primarv
• Damage assessment
• Human service program delivery
• Mass care and feeding
• Shelter coordination
• Facilities management
• Coordination with non-profit service providers
• Natural resources management
• Open space restoration
Su ort
o Recovery expenditure tracking
o Recovery Status Report input
o Debris management
8. Police
Primarv
• Damage assessment
• Public safety
• Traffic direction
• Pet sheltering
• Missing persons coordination
Su�port
o Access control
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan 15 Basic Plan
9. Human Resources and Risk Management
Primarv
• Damage assessment coordination
• Employee care
• Staff re-assignment
• Disaster claims processing
• Insurance coordination
SuQport
o Volunteer management
o Recovery expenditure tracking
o Recovery Status Report input
10. City Attorney
Primary
• Legal analysis and advice
• Preparation of recovery legislation and contracts
Sup�ort
o Recovery expenditure tracking
o Recovery Status Report input
11. Municipal Court
Primarv
• Preside over criminal misdemeanors, gross misdemeanors,
traffic infractions and other city code violations
• Restore continuity of court operations and processing and
maintenance of court records
Support
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan �g Basic Plan
Information Collection and Dissemination
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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 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 builds 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.
The Office of 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.
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 the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of Emergency
Management. (See Fig. 2.)
City of Renton Disaster Recovery Plan 17 Basic Plan
Figure 2: EOC Situation Report and Recovery
Status Report as Central Information Source
EOC Situation Report
o Used for response J �
' short-term recovery
o Distribution each ops
period
Recovery Status
~ � .�_.� �� � �. � .� ,.-,x Report
o Used for long-term
recovery
o After EOC closes
Recoverv Information Recoverv Information
Inputs Outputs
• Damage assessments • Reports to Mayor, City
Council
• Casualties and
emergency services • Preliminary Damage
Assessment
• Status of essential
services • Plans and proposals for
recovery
• Condition of critical
infrastructure • Project worksheets for
FEMA
• Status of government
operations • Media interviews
• Business interruption and • Community meetings and
recovery outreach
• Basic human needs • Social media posts
• Temporary shelter and
housing status
• News reports
• Social media
Ciry of Renton Disaster Recovery Plan 18 Basic Plan
• 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 the Office of
Emergency Management, which determines the most effective manner of
distribution in consultation with impacted departments and the Mayor's
Office.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council, press releases,
talking points for interviews, public education and outreach, and social
media outputs.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.�ov
• CodeRED 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)
City of Renton Disaster Recovery Plan 19 Basic Plan
• 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.
Administration , Finance, and Logistics
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources.Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
City of Renton Disaster Recovery Plan 20 Basic Plan
EOC staffwill 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 Disaster Plan.
When necessary, the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in 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.
Plan Development and Maintenance
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Plan Development .
The City of Renton Disaster Recovery Plan was developed with participation by a
broad range of stakeholders and partners, including City departmental staff,
neighboring cities, King County, the State of Washington,non-governmental
organizations, and private sector partners. The Federal Emergency Management
Agency of the U.S. Department of Homeland Security provided technical
assistance to the development of this Plan.
Planning Process
The planning process commenced on December 2, 2010, with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton,Auburn, Kent, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. Workshop participants divided into groups to discuss
recovery issues and to strategize solutions for optimizing a coordinated approach.
Information from workshop notes and from a supplemental informational survey
was collated to provide an overview of current disaster recovery capabilities. The
information was included in this Disaster Recovery Plan and supplemented by
City of Renton Disaster Recovery Plan 21 Basic Plan
follow-up communications with City leadership and staff to ensure consistency
with existing City policy and procedures.
Public Input �
The City of Renton Disaster Recovery Plan was posted to the City website on
', ,2011, to solicit public comment.Notice of publication was
published in and :In addition,the public was invited to comment
on the Disaster Recovery Plan at a regular City Council meeting on �,
201 L Comments from all venues and sources will continue to be accepted and
integrated in future update cycles as deemed appropriate.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Disaster Recovery Plan. Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in the Plan are expected to
provide adequate training to departmental staffto ensure a continual readiness to
complete their responsibilities. In addition, programs and activities outlined in this
Plan may be exercised on a periodic basis as directed by the Mayor.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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum, the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility far keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
City of Renton Disaster Recovery Plan 22 Basic Plan
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire& Emergency
Services Department
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52,Emergency Powers
State Legal Authorities
a. Revised Code of Washington (RCV�:
i. 35.33.081, Emergency Expenditures
ii. 3533.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 3934, Interlocal Cooperation Act
v. 40.10, Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136, Hazardous Materials Incidents
b. Washington Administrative Code (WAC):
i. 118-04, Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations, Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations, parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
City of Renton Disaste�Recovery Plan 23 Basic Plan
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide (CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS), Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan 24 Basic Plan
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T'able of C�ntents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
DamageAssessment Begins in Response Phase......................................................................3
ResponseCapability Assessment..................................................................................................4
WindshieldSurvey.............................................................................................................................4
PreliminaryDamage Assessment.................................................................................................4
StructuralAssessments....................................................................................................................5
Directionand Control..............................................................................................................6
Organization and Assignment of Responsibilities........................................................7
Information Collection and Dissemination..................................................................11
DamageReporting to EOC.............................................................................................................11
Communications for Public Information and Outreach....................................................11
Administration,Finance,and Logistics..........................................................................12
Administration and Finance........................................................................................................12
Logistics and Resource Support.................................................................................................13
Annex Development and Maintenance..........................................................................14
AnnexDevelopment.......................................................................................................................14
PlanningProcess..............................................................................................................................14
P.ublic Input.......................................................................................................................................14
RecoveryPlan Maintenance........................................................................................................14
LegalAuthorities.................................................................................................................... 15
LocalLegal Authorities.............................................................................................................................15
StateLegal Authorities..............................................................................................................................15
FederalLegal Authorities.........................................................................................................................15
Referencesand Resources..................................................................................................16
State References and Resources...........................................................................................................16
Federal References and Resources......................................................................................................16
Other References and Resources..........................................................................................................16
City of Renton Disaster Recovery Plan 1 Annex A: Damage Assessment
Purpose
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The purpose of the Damage Assessment Annex to the City of Renton Disaster
Recovery Plan is to define roles and responsibilities for damage assessment and to
establish uniform policies and procedures to rapidly and accurately determine the
location, magnitude, and impacts of damages from a disaster event.
Scope
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The Damage Assessment Annex addresses incidents of local, regional, state, and
national significance, including, but not limited to, Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated damage
assessment efforts. The Annex supports and integrates State and Federal plans and
programs that aid in recovery operations.
Situation Overview
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• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant and widespread
catastrophic damage to the built environment.
• 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, and policy makers.
• 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.
• A complete and accurate assessment of physical damage to residential
property is a key determinant in the implementation of mass care and
sheltering efforts.
• Environmental damage to the natural or built environment may have far-
reaching impacts to public health.
• Physical damage to public facilities and infrastructure may impact other
City of Renton Disaster Recovery Plan 2 Annex A: Damage Assessment
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.
Planning Assumptions
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• Damage information will be generated from a multitude of sources.
• 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.
• Damage assessment for the City of Renton will be coordinated by the Human
Resources/Risk Management Department. �
• King County OEM will be the central coordination point for regional
Preliminary Damage Assessments and for aggregating countywide
information to support a Presidential Disaster Declaration.
• Washington EMD will be the central coordination point for regional and
statewide Preliminary Damage Assessments and for aggregating information
to support a Presidential Disaster Declaration.
• City departments will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Annex.
Concept of Operations
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Damage Assessment Begins in Response Phase
Damage assessment is one of the first activities to occur in the response phase of a
disaster, and it is the foundation of the recovery process to follow. Emergency
managers and field responders must have an accurate understanding of immediate
impacts and life safety needs in order to mount an effective response effort.
Saving lives, preventing injuries, and protecting infrastructure and property are all
reliant on the establishment of situational awareness and a common operating
City of Renton Disaster Recovery Plan 3 Annex A: Damage Assessment
picture among City departments and with other jurisdictions. Field intelligence
about the damages and impacts of a disaster inform response and recovery
decisions, and should include data about the following event characteristics:
• Location of damage
• Extent of damage
• Critical infrastructure and lifeline damage
• Human needs
• Residential and business impacts
• Continuity of government operations
• Deaths and injuries
There are two primary processes for City departments to begin early damage
assessment and develop situational awareness: the Response Capability
Assessment and the Windshield Survey.
Response Capability Assessment
Following an event, all City departments are expected to 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 Human Resources/Risk
Management to be relayed to the EOC within two hours when possible.
Windshield Survey
The Windshield Survey is conducted immediately following the Response
Capability Assessment. The Windshield Survey is used to further determine
response capabilities by assessing response routes such as roadways and bridges.
In addition to roadway assessment,the Windshield Survey is used to 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 Windshield Survey and report findings to Human
Resources/Risk Management to be relayed to the EOC within six hours when
possible.
This information is used to provide an initial overview of damages and impacts in
Renton to the King County ECC. All City departments with a field presence are
expected to conduct a Windshield Survey.
Preliminary Damage Assessment
Once immediate life safety needs have been addressed and response has
transitioned to recovery, situational awareness developed during the first hours or
days of the disaster provides a baseline for a more detailed damage assessment.
That information as it becomes available will influence priorities and decisions
for both short-and long-term recovery efforts.
City of Renton Disaster Recovery Plan 4 Annex A: Damage Assessment
The preliminary damage assessment(PDA) is the first detailed examination of
damages to the built environment. This information must be collected and
submitted to the Federal Government in support of a Presidential Disaster
Declaration request. The PDA is conducted in two parts, one for each of the two
principal declaration types: Public Assistance and Individual Assistance.
The PDA for Public Assistance focuses on damages to public facilities and
infrastructure. City departments are required to report any damage to government
buildings or to infrastructure, e.g., roads,water lines, and sewer lines on the
appropriate PDA forms. The PDA information is compiled by the Human
Resources/Risk Management Department and provided to the Office of
Emergency Management. This information is then submitted to the King County
ECC,which then submits PDA data for all jurisdictions within county boundaries
to the Washington State EOC. The State then compiles data from all impacted
counties into a consolidated disaster declaration request package. The declaration
request package is the basis for analysis by FEMA 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 generally 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 for cost-shared funding under FEMA's Public Assistance Program.
The PDA for Individual Assistance,FEMA's program for providing temporary
housing and repair grants to individuals and families, is coordinated at the King
County ECC but it does require input from City departments. The County solicits
information about individual losses from people who report damages via a
Damage Assessment Hotline (800 number). The County may also utilize an
online form or include social media reports to compile additional data to support
an Individual Assistance declaration by the President. In addition to compiling
estimates of individual damages,joint State/County/City teams may tour damaged
areas to ascertain additional impacts to private property. The State then compiles
data from all impacted counties into a consolidated disaster declaration request
package far an Individual Assistance declaration. Renton is automatically
included should FEMA recommend and the President sign an Individual
Assistance declaration for the county as a whole.
Structural Assessments
Structural assessments by qualified and trained inspectors are important to
determine whether buildings are safe for occupancy in the aftermath of a disaster.
The City has trained staff in multiple departments in Applied Technology Council
ATG20 protocols for inspecting buildings and conducting safety evaluations. The
ATG20 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
City of Renton Disaster Recovery Plan 5 Annex A: Damage Assessment
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.
Structural assessments are the basis of further inspection and permitting actions,
as well as for the development of engineered plans for repairing facilities and
infrastructure.
Direction and Control
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Department Administrators are responsible for their staffefforts to conduct
Response Capability Assessments and Windshield Surveys.Multi-departmental
damage assessment teams may be formed and coordinated through the Human
Resources/Risk Management Department.All findings are reported to the EOC or
to the Office of Emergency Management for analysis and distribution.
The Emergency Management Director works with Human Resources/Risk
Management in coordinating the collection, analysis, and dissemination of
damage assessment data. In consultation with the Mayor and Advisory Group, the
Emergency Management Director will request resources and staffing to develop
situational awareness based on damage assessments originating from City
departments and field teams.
Direction and control of emergency responders will remain under Incident
Command in the field, but all field response teams will report damage assessment
findings as directed on a periodic basis and at least once each operational period.
City damage assessment efforts will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Advisory Group:L'ed by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
City of Renton Disaster Recovery Plan 6 Annex A: Damage Assessment
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
City deparhnents will retain programmatic responsibility to ensure that their
personnel are aware of their disaster recovery roles and responsibilities;will
develop procedures for implementing disaster recovery programs and activities;
and will provide training to staffto maintain optimal capabilities for disaster
recovery.
4rganization and Assignment of
Responsibilities
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Damage assessment, as a primary element of short-term recovery,will be
coordinated by Human Resources/Risk Management in accordance with
principles of the National Incident Management System (NIMS) as outlined in the
CEMP, with input from every City department.
Dama�e Assessment Resnonsibilities
1. Executive
Primarv
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Communication of damage assessment information to the
media and public
• Response Capability Assessment
Support
o Recovery expenditure tracking
o Recovery Status Report input and review
City of Renton Disaster Recovery Plan 7 Annex A: Damage Assessment
2. Fire and Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Damage assessment data analysis and validation
• Situation Report and Recovery Status Report
development/distribution
• Response Capability Assessment
Response Operations and Safety and Support Services
• Windshield Survey initial damage assessment
• Response Capability Assessment
Community Risk Reduction
• Windshield Survey initial damage assessment
• Response Capability Assessment
• Fire inspections
Su�port
Emergency Management
o Resource support and logistics
o Public information(JIGJIS) coordination
o Recovery expenditure tracking
All Other Fire& Emergency Services Divisions
o Recovery expenditure tracking
o Situation Report and Recovery Status'Report input
3. Police
Primarv
• Windshield Survey initial damage assessment
• Response Capability Assessment
• Public safety
• Access control
Su ort
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
City of Renton Disaster Recovery Plan 8 Annex A: Damage Assessment
4. Public Works
Primary
• Response Capability Assessment(including for all City
infrastructure, utilities)
• Windshield Survey initial damage assessment
• Detailed damage assessment and reporting(all City
infrastructure,utilities)
• Preliminary Damage Assessment
• Liaison with utilities
• GIS mapping and analysis
Support
, o ATC building assessment(public and private)
� o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
5. Community Services
Prima
• Response Capability Assessment(including all City
facilities)
Su�port
o Alternate facilities location
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
6. Community and Economic Development
Primarv
• Response Capability Assessment
• Windshield Survey initial damage assessment
• Preliminary Damage Assessment
• ATC building assessments (public and private)
• Business community outreach and information
• Other building inspections
Su��ort
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
City of Renton Disaster Recovery Plan 9 Annex A: Damage Assessment
7. Finance and Information Technology
Primarv
• Response Capability Assessment
• Recovery expenditure tracking
• Emergency procurement
• Information technology support
• Data recovery
Su,��port
o Situation Report and Recovery Status Report input
8. Human Resources and Risk Management
Primarv
• Response Capability Assessment
• Citywide personnel accountability
• Citywide Response Capability Assessment coordination
• Coordination of Windshield Survey data collection
• Coordination of Preliminary Damage Assessment activities
• Damage assessment data analysis and validation
Su�port
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
9. City Attorney
Support
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
10. Municipal Court
Support
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
City of Renton Disaster Recovery Plan 70 Annex A: Damage Assessment
Information Collection and Dissemination
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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:
• Emergency responders and other City staff
• Eyewitness reports from the public
• Local media(TV, radio,newspaper, electronic, etc.)
• Social media
• Volunteers
The Renton EOC is the destination point for information gathered through the
Response Capability Assessment, Windshield Survey, and Preliminary Damage
Assessment that is coordinated by Human Resources/Risk Management. It is vital
that the information collected through those assessments is rapidly and
continuously related to the EOC so that analysis and sharing of damage
assessment data can occur within the EOC and can 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 Windshield Survey
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 to other jurisdictions and emergency management agencies. The
EOC also reports Renton's damage information to the King County ECC 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 of time into long-term recovery.
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.
City of Renton Disaster Recovery Plan 11 Annex A: Damage Assessment
The Communications Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coardinate the public
information function of the City.
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 Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.�
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Social media outlets
• Government Access Channel (Channe121)
• 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.
Administration , Finance, and Logistics
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
City of Renton Disaster Recovery Plan 12 Annex A: Damage Assessment
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under FEMA Public Assistance programs.
The Office of Emergency Management is the lead agency for collecting citywide
damage assessment data, but it will coordinate with the Finance Department as
needed.
Note: Damage assessment costs are normally not eligible for FEMA
reimbursement, but departments should continue to track all time and effort,
especially overtime costs, during both the response and recovery phases of a
disaster.
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.
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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staffwill 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 Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in 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.
City of Renton Disaster Recovery Plan 13 Annex A: Damage Assessment
Annex Development and Maintenance
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Annex Development
The Damage Assessment Annex to the City of Renton Disaster Recovery Plan
was developed with participation by a broad range of stakeholders and partners,
including City departmental staff, neighboring cities, King County, the State of
Washington,non-governmental organizations, and private sector partners. The
Federal Emergency Management Agency of the U.S. Department of Homeland
Security provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2, 2010, with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities(Renton,Auburn, Kent, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations.The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011.The Damage Assessment Workshop took place on February
15, 2011. Workshop participants divided into groups to strategize a coordinated
approach to damage assessment. Information from workshop notes and from a
supplemental informational survey was collated to provide an overview of current
damage assessment capabilities. The information was included in this Annex to
the Disaster Recovery Plan and supplemented by follow-up communications with
City leadership and staff to ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Damage Assessment Annex. Procedures should be
submitted to the Office of Emergency Management far inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition, programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.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 Review.
City of Renton Disaster Recovery Plan 14 Annex A: Damage Assessment
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire and Emergency
Services Department
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities .
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 3934, Interlocal Cooperation Act
v. 40.10, Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136, Hazardous Materials Incidents
b. Washington Administrative Code (WAC):
i. 118-04,Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations, Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations, parts 9, 10, 13, 59, 204, and
206
City of Renton Disaster Recovery Plan 15 Annex A: Damage Assessment
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendmerits and Reauthorization
Act of 1986
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
a City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS), Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
Other References and Resources
a. Applied Technology Council,ATG20 Procedures for Post-
earthquake Safety Evaluation of Buildings
b. Applied Technology Council,ATC-45 Procedures far Safety
Evaluation of Buildings after Wind Storms and Floods
City of Renton Disaster Recovery Plan 16 Annex A: Damage Assessment
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Annex B: Public Infrastructure Restoration
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Table of C�ntents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control..............................................................................................................5
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination..................................................................10
RecoveryStatus Report.................................................................................................................10
Communications for Public Information and Outreach....................................................11
Administration,Finance,and Logistics..........................................................................12
Administration and Finance........................................................................................................12
Logistics and Resource Support.................................................................................................12
Annex Development and Maintenance..........................................................................13
AnnexDevelopment.......................................................................................................................13
PlanningProcess..............................................................................................................................13
PublicInput.......................................................................................................................................13
RecoveryPlan Maintenance........................................................................................................14
LegalAuthorities....................................................................................................................14
LocalLegal Authorities.............................................................................................................................14
StateLegal Authorities..............................................................................................................................14
FederalLegal Authorities.........................................................................................................................15
References and Resources..................................................................................................15
Local References and Resources...........................................................................................................15
State References and Resources...........................................................................................................15
Federal References and Resources......................................................................................................15
City of Renton Disaster Recovery Plan � Appendix B:Public Infrastructure Restoration
Purpose
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The purpose of the Public Infrastructure Restoration Annex to the City of Renton
Disaster Recovery Plan 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.
Scope
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The Public Infrastructure Restoration Annex addresses incidents of local,
regional, state, and national significance, including, but not limited to,
Presidentially declared disasters in King County, Washington State, in which the
City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated
infrastructure restoration efforts.The Annex supports and integrates State,
Federal, and private utility plans and programs that aid in recovery operations.
Situation Overview
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• The Puget Sound Region is vulnerable to a variety of natural and man-made
hazards with the potential to significantly damage public infrastructure and
disrupt essential services.
• 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.
City of Renton Disaster Recovery Plan 2 Appendix B:Public Infrastructure Restoration
Planning Assumptions
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• Recovery begins almost as soon as a disaster event occurs, often concurrent
with emergency response. For the purposes of this Public Infrastructure
Restoration Annex 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. Response actions outlined in the Comprehensive
Emergency Management Plan take precedence as long as threats remain to life
and property.
• Repair, restoration, and/or reconstruction of public infrastructure and the
resumption of essential services may take days,weeks, or even years to
complete.
• Events of regional, statewide, or national significance will require cross-
jurisdictional cooperation in recovery and restoration efforts.
• Private owners of infrastructure and service providers will wark closely with
local governments to develop restoration priorities.
• City departments will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Annex.
Concept of Operations
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Public infrastructure systems, and essential services that often rely on them, are
taken for granted until they are damaged or rendered inoperable by the impacts of
disaster. Yet civil society cannot operate without them. For that reason the
restoration of these systems is a key component of disaster recovery.Almost
every aspect of recovery is dependent on at least one of the infrastructure systems
below:
• Transportation system(roadways, rail,mass transit)
• Power system (electric transmission lines, natural gas lines, fuel
pipelines)
• Water system(water treatment plants, 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)
City of Renton Disaster Recovery Plan 3 Appendix B:Public Infrastructure Restoration
In addition,the continuity of government and other essential services is dependent
upon the functionality of facilities such as:
• Hospitals
• Schools
• Government buildings
• Community centers
Restoring this infrastructure and associated services is therefore a high priority
action that begins early in short-term recovery.
The City of Renton is responsible far 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.
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
City leadership, in consultation with other jurisdictions and private sector
partners, determines the most effective use of limited resources to restore
infrastructure and services that protect life safety and facilitate meeting basic
human needs. Other restoration priorities may include providing emergency aid to
isolated communities or allowing the flow of emergency goods and services.
When restoration is expected to be a lengthy process,the EOC may request
assistance in providing alternate services such as provision of drinking water,
electric generators, or mobile medical aid.
City of Renton Disaster Recovery Plan 4 Appendix B:Public Infrastructure Restoration
Direction and Contro !
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The Public Works Department 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. The Finance and Information Technology Department is the
lead agency for restoring City government communication and information
technology services, as well as for coordinating the restaration of citywide
Internet, broadband, and wireless services.
Widespread catastrophic damage may require regional collaboration with King
County, Washington State, and the Federal Government. City leadership will
allocate staff and other resources to regional efforts as able.
Efforts to restore infrastructure and essential services will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator,Public Works Department:The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy, to staff responsible for most infrastructure restoration.
• Admircistrator, Finance and Information Techrcology Department:The
Finance and Information Technology Administrator provides leadership
and direction, in accordance with the Mayor's policy,to staff responsible
for restoring communications and information technology infrastructure.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
City of Renton Disaster Recovery Plan 5 Appendix B:Public Infrastructure Restoration
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the 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. Each deparhnent is expected to: ensure that their personnel remain
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.
�rganization and Assignment of
Responsibilities _
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The following are basic responsibilities of Renton city departments for restoring
infrastructure and essential services. Standard Operating Procedures(SOPs) may
be developed to provide further detail onhow individual deparhnents 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 the National Incident
Management System(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.
Infrastructure Restoration Responsibilities
1. Executive
Primarv
• Advisory Group coordination
• Continuity of government
, • Intergovernmental coordination
• Communication of restoration status to the media and
public
City of Renton Disaster Recovery Plan s Appendix B:Public Infrastructure Restoration
Su� o�rt,
o Recovery expenditure tracking
o Recovery Status Report input
2. Public Worlcs
Primarv
Transportation Systems
• Damage assessment
• Roadway debris clearance
• Transportation system inspections
• Temporary roadway/bridge repairs
• Traffic management
• Structural assessments and engineering
• Permanent repairs/reconstruction
• Restoration of Renton Municipal Airport infrastructure
• Coordination with other jurisdiction's transportation
agencies
Utility Systems
• Damage assessment
• Debris clearance
• Water/sewer/stormwater infrastructure repair/restoration
• Water quality sampling/testing
• Structural assessment
• Permanent repairs/reconstruction
• Coordination with utility crews
• GIS mapping and analysis
Maintenance Services
• Damage assessment
• Infrastructure/transportation restoration
• Structural assessment
• Permanent repairs/reconstruction
• Debris management
• Coordination with utility crews
• GIS mapping and analysis
Su�port
o Heavy equipment resource support
o Equipment/vehicle repair
o Signage
o Vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan 7 Appendix B:Public Infrastructure Restoration
3. Community and Economic Development
Primary
• Structural assessments
• Engineering review
• Environmental compliance
• Inspection and approval of reconstruction permits
• Construction plan review
• Code enforcement
Su�port
o Recovery expenditure tracking
o Recovery Status Report input
4. Finance and Information Technology
Primarv
• Communications systems recovery
• Information technology systems recovery
• Data recovery
• Financial management
• Administration of recovery procurement procedures
• Vendor contract management
• Recovery expenditure tracking
Support
o Communications support
o Information technology support
o Recovery Status Report input
5. Fire and Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Recovery Status Report development/distribution
Response Operations
• Hazardous materials response/remediation
• Radiological event response/remediation
• Casualty management
Community Risk Reduction
• Fire investigation and inspection Fire plan review
City of Renton Disaster Recovery Plan g Appendix B:Public Infrastructure Restoration
Su o�
Emergency Management
o Resource support and logistics
o Public information (JIC/JIS) coordination
o Recovery expenditure tracking
All Other Fire&Emergency Services Divisions
o Recovery expenditure tracking
o Recovery Status Report input
6. Police
Primarv
• Public safety
• Access control
Support
o Recovery expenditure tracking
o Recovery Status Report input
Partner A e�
Cable/media providers
Fuel pipeline companies
Hospitals/LTrgent Care Centers
Internet providers
Issaquah School District
Kent School District
Public Health Seattle-King County
Puget Sound Energy
Renton School District
Telephone companies
Wireless/cell-phone carriers
City of Renton Disaster Recovery Plan g Appendix B:Public Infrastructure Restoration
Information Collection and Dissemination
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Recovery Status Report
Departments with responsibility for restoring infrastructure and essential services
provide initial restoration information as part of the damage assessment process.
This may include estimates for how long repairs or temporary restoration efforts
are expected to take.This information will be limited at first.As situational
awareness improves, damage and restoration information will be used to
determine priorities for action. When possible, this information is mapped and
analyzed to develop a common operating picture of infrastructure conditions and
the viability of essential services. �
The Office of 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.
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 the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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 deparhnental reports and
communications.Time-sensitive information is submitted to the Office of
Emergency Management,which will determine the most effective manner
of distribution in consultation with impacted deparhnents and the Mayor's
Office.
City of Renton Disaster Recovery Plan 70 Appendix B:Public Infrastructure Restoration
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council, press releases,
talking points for interviews,public education and outreach, and social
media outputs.
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 service restoration and
infrastructure repair as well as to manage rumors and speculation about recovery
programs.
The Communications Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa. o�v
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel(Channe121)
• 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.
City of Renton Disaster Recovery Plan �� Appendix B:Public Infrastructure Restoration
Administration , Finance, and Logistics
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
Logistics and Resource Support
When possible, departments will utilize their own resources or will rely on pre-
existing agreements with partner agencies ar 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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staffwill seek supplemental resource support from the following sources:
• Other city deparhnents
• 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 Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in turn, request emergency assistance from other state
City of Renton Disaster Recovery Plan �2 Appendix B:Public Infrastructure Restoration
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.
Annex Development and Maintenance
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Annex Development
The Public Infrastructure Restoration Annex to the City of Renton Disaster
Recovery Plan 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 Federal Government,non-governmental
organizations, and private sector partners.The U.S. Department of Homeland
Security and the Federal Emergency Management Agency also provided technical
assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton,Auburn, Kent, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 201 l. The Public Infrastructure Restoration Workshop took place
on March 2, 201 l.
Workshop participants divided into groups to discuss infrastructure
interdependencies and restoration issues and to strategize solutions for optimizing
a coordinated approach. Information from workshop notes and from a
supplemental informational survey was collated to provide an overview of current
infrastructure restoration capabilities. The information was included in this Annex
to the Disaster Recovery Plan and supplemented by follow-up communications
with City leadership and staff to ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
City of Renton Disaster Recovery Plan �3 Appendix B:Public Infrastructure Restoration
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Public Infrastructure Restoration Annex.
Procedures should be submitted to Emergency Management for inclusion as an
appendix to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staffto ensure a continual readiness
to complete their responsibilities. In addition, programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum, the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility far keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code,Title III, Chapter 5,Fire and Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52,Emergency Powers
State Legal Authorities �
a. Revised Code of Washington (RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 39.34, Interlocal Cooperation Act
v. 40.10, Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136, Hazardous Materials Incidents
City of Renton Disaster Recovery Plan 14 Appendix B:Public Infrastructure Restoration
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS),Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan �$ Appendix B:Public Infrastructure Restoration
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................4
Directionand Control..............................................................................................................5
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................9
RecoveryStatus Report....................................................................................................................9
Communications for Public Information and Outreach....................................................10
Administration,Finance,and Logistics..........................................................................11
Administrationand Finance........................................................................................................11
Logisticsand Resource Support.................................................................................................11
Annex Development and Maintenance..........................................................................12
AnnexDevelopment.......................................................................................................................12
PlanningProcess..............................................................................................................................12
PublicInput.......................................................................................................................................13
RecoveryPlan Maintenance........................................................................................................13
LegalAuthorities....................................................................................................................13
LocalLegal Authorities.............................................................................................................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................14
References and Resources..................................................................................................14
Local References and Resources...........................................................................................................14
State References and Resources...........................................................................................................14
Federal References and Resources......................................................................................................15
City of Renton Disaster Recovery Pian � Annex C:Human Services
Purpose
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The purpose of the Human Services Annex to the City of Renton Disaster
Recovery Plan is to establish a framework for a coardinated 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.
Scope
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The Human Services Annex addresses incidents of local,regional, state, and
national significance, including, but not limited to, Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framewark to guide coardinated human
service delivery efforts among a network of community based organizations
(CBOs) and other jurisdictions at the local, State, and Federal levels. The Annex
supports and integrates other plans and programs that aid in recovery operations.
Situation Overview
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• People in Renton are likely to be impacted by a significant natural disaster or
human-caused incident. Impacts may include loss of safe and sanitary
housing, lack of food and water, and disruption of community support
services.
• Humanitarian needs will become apparent through damage assessment and
outreach activities. Short-term basic needs such as food,water, shelter, and
emergency first aid will have to be met in the early hours and days after the
disaster. Longer-term needs will continue to be identified and addressed
throughout recovery, sometimes for months or years after an event.
• Many human service delivery challenges are a result of secondary impacts of
damaged infrastructure, including power outages,the loss of potable water,
interrupted food and medicine distribution,and exposure to hazardous
materials.
• Damage to human service facilities or to the infrastructure that supports their
operations may inhibit effective service delivery for human needs.
City of Renton Disaster Recovery Plan 2 Annex C:Human Services
• Community based organizations provide most of the direct human service
programs crucial to recovery efforts. Many of these organizations, along with
businesses, neighborhood groups, and other organizations, participate in the
Greater Renton Community Organizations Active in Disaster(COAD)which
helps provide goods and services for unmet human needs in a disaster.
• Survivors with access or functional needs 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.
• An event that overwhelms local capability to meet basic human needs may
require assistance from other cities and regions, King County, the State of
Washington, and the Federal Government. The Renton Emergency Operations
Center(EOC)will request support and assistance as needed.
Planning Assumptions
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• For the purposes of this Human Services Annex 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 restoring essential services
and meeting basic human needs. Response actions outlined in the
Comprehensive Emergency Management Plan will take precedence as long as
threats remain to life and property.
• 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 will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Human Services Annex.
City of Renton Disaster Recovery Plan 3 Annex C:Human Services
.
Concept of Operations
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Human impacts in disasters may include 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.
Response efforts outlined in Emergency Support Function#6 of the City of
Renton CEMP and the King County CEMP address immediate post-disaster
needs.Because short-term recovery begins concurrently with response activities,
this Annex addresses immediate needs as well as longer-term recovery needs in
four major categories: mass care and sheltering, emergency assistance, housing,
and human services.
Mass care and sheltering
• Sheltering
• Feeding operations
• Bulk distribution of emergency items
• Collecting and providing information on victims to family members
Emergency assistance
• Support to evacuations (registration and tracking of evacuees)
• Reunification of families
• Provision of assistance to survivors with access or functional needs
• Pet evacuation and sheltering
• Support to specialized shelters
• Support to medical needs shelters
• Donations management
• Coordination of CBO/voluntary agency assistance
• Coordination of unaffiliated volunteers
Housing
• Temporary housing
• Rental/loan assistance
• Repair assistance
• Replacement
• Identification and provision of accessible housing
Human Services
• Personal property replacement
• Disaster loans
• Food stamps
• Crisis counseling
City of Renton Disaster Recovery Plan 4 Annex C:Human Services
• Disaster unemployment
• Disaster legal services
• Support for survivors with access or functional needs
• Other State and Federal benefits
The City of Renton has limited capabilities to address human needs in a large-
scale disaster. The EOC requests additional resources and program support
through the King County ECC 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-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, the Greater Renton Community
Organizations Active in Disaster(COAD), and other disaster relief and human
services organizations, may provide valuable direct services and case
management experience in support of this Annex.
Direction and Control
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A large-scale event that overwhelms the City's capability to meet basic human
needs will require regional collaboration through the King County ECC ar
through other regionalized humanitarian and mass care efforts. City leadership
will provide staff and resource support to these efforts as able.
City actions in support of mass care, shelter, and human services during recovery
will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
� • City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator, Community Services Department:The Community
Services Administrator provides oversight of human service delivery
efforts in accordance with the Mayor's policy direction.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
City of Renton Disaster Recovery Plan 5 Annex C:Human Services
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Err�ergency Management Director:The Emergency Management
Director provides coordination support for citywide human service
delivery efforts from the Renton Emergency Operations Center(EOC) in
accordance with the Mayar's policy direction. The Emergency
Management Director also coordinates with the King County ECC on
regional human service delivery efforts.
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the 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. Each deparhnent is expected to: ensure that their 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.
Organization and Assignment of
Responsibilities
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The following are basic responsibilities of Renton city departments for
coordinating human service delivery during disaster recovery. Standard Operating
Procedures(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 the National Incident
Management System (NIMS)as outlined in the CEMP.
Long-term human service program coordination will transition to normal
departmental organization and functions over time.However, supplemental surge
staffing may be required for much of the recovery process.
City of Renton Disaster Recovery Plan g Annex C:Human Services
Human Services Resqonsibilities
1. Executive
Primarv
• Policy direction for recovery efforts
• Advisory Group coordination
• Continuity of government
• Intergovernmental coordination
• Public information
2. Community Services
Primarv
• Emergency shelter operations
• Mass care and feeding coordination
• Emergency worker care
• Disaster welfare information and referrals
• Shelter transportation coordination
• Coordination with human service CBOs
Su�port
o Recovery expenditure tracking
o Recovery Status Report input
3. Fire and Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Volunteer management
• Recovery Status Report development/distribution
Response Operations
• Emergency medical/first aid delivery
• Casualty management
Su ort
Emergency Management
o Mass care/shelter coordination support
o Resource supportllogistics
o Shelter transportation coordination
o Public information(JIGJIS) coordination
o Recovery expenditure tracking
City of Renton Disaster Recovery Plan � Annex C:Human Services
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
4. Police
Prima
• Public safety
• Access control
• Traffic control
• Missing persons coordination
• Pet sheltering
Su�port
o Recovery expenditure tracking
o Recovery Status Report input
5. Public Works
Primarv
• Provision of potable water for shelters and congregate areas
• Solid waste service coordination for shelters
Support
o Recovery expenditure tracking
o Recovery Status Report inputs
6. Community and Economic Development
Prima
• Inspection of shelters and other mass care facilities
Su�port
o Donations management
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Informatiou Technology
Primarv
• Recovery vendor contract management
• Recovery expenditures tracking
Support
o Procurement of goods/supplies
o Communications support
City of Renton Disaster Recovery Plan $ Annex C:Human Services
o Information technology support
o Recovery Status Report input
8. Human Resources and Risk Management
Primarv
• Employee care
• Staff re-assignment
Sup;port
o Volunteer management
o Recovery expenditure tracking
o Recovery Status Report input
Partner A eg ncies
American Red Cross
Public Health Seattle-King County
Greater Renton COAD
Salvation Army
Information Collection and Dissemination
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Recovery Status Report
The Office of Emergency Management is responsible for collecting and analyzing
recovery information relevant to this Human Services Annex 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.
The EOC collects information about numbers of guests in shelters,meals fed in
City mass feeding programs, and numbers of clients in non-profit human services
programs when estimates are available for inclusion in the Recovery Status
Report.
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 the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
City of Renton Disaster Recovery Plan g Annex C:Human Services
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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 the Office of
Emergency Management,which will determine the most effective manner
of distribution in consultation with impacted departments and the Mayor's
Office.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council,press releases,
talking points for interviews, public education and outreach, and social
media outputs.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 staffmay also deploy to a Joint
Information Center(JIC)with other regional jurisdictions, including the King
County Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.�ov
City of Renton Disaster Recovery Plan �p Annex C:Human Services
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel (Channe121)
• Broadcast media(television and radio)
• Newspapers and other print media
• Electronic media
• Community meetings and other outreach activities
All majar announcements and information releases, regardless of the means of
communication, are vetted through the Communications Director prior to release.
Admin �stration , Finance, and Logistics
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources.Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
City of Renton Disaster Recovery Plan 11 Annex C:Human Services
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 Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in 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.
Annex Development and Maintenance
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Annex Development
The Human Services Annex to the City of Renton Disaster Recovery Plan 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 Federal Government, non-governmental organizations, and
private sector partners. T'he U.S.Department of Homeland Security and the
Federal Emergency Management Agency also provided technical assistance to the
development of this Annex.
Planning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton, Auburn, Kent, and
Tukwila)and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Human Services Workshop took place on March 4, 2011.
Workshop participants divided into groups to discuss human services issues and
to strategize solutions for optimizing a coordinated approach. Information from
workshop notes and from a supplemental informational survey was collated to
provide an overview of current human service capabilities. T'he information was
City of Renton Disaster Recovery Plan �2 Annex C:Human Services
included in this Annex to the Disaster Recovery Plan and supplemented by
follow-up communications with City leadership and staff to ensure consistency
with existing City policy and procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex, was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Human Services Annex. Procedures should be
submitted to Emergency Management for inclusion as an appendix to the Plan.
Designated deparhnents with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staffto ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor. 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 Review.
Recommended improvements to the Plan will be included in the next update. At a
minimum, the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code,Title III, Chapter 5,Fire and Emergency
Services Department
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 3533.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 39.34, Interlocal Cooperation Act
City of Renton Disaster Recovery Plan 13 Annex C:Human Services
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136, Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04,Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations, Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations, parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incL Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
City of Renton Disaster Recovery Plan �4 Annex C:Human Services
Federal References and Resources
a. Comprehensive Preparedness Guide (CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS),Department of
Homeland Security
d. National Response Framework, Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan 15 Annex C:Human Services
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
BuildingPermits and Inspections................................................................................................3
StructuralAssessments....................................................................................................................3
ContractorLicensing.........................................................................................................................4
Directionand Control..............................................................................................................4
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................8
RecoveryStatus Report....................................................................................................................8
Communications for Public Information and Outreach.......................................................9
Administration,Finance,and Logistics..........................................................................10
Administrationand Finance........................................................................................................10
Logisticsand Resource Support.................................................................................................11
Annex Development and Maintenance..........................................................................11
AnnexDevelopment.......................................................................................................................11
PlanningProcess..............................................................................................................................11
PublicInput.......................................................................................................................................12
RecoveryPlan Maintenance........................................................................................................12
LegalAuthorities.................................................................................................................... 13
LocalLegal Authorities.............................................................................................................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................13
References and Resources..................................................................................................14
Local References and Resources...........................................................................................................14
State References and Resources...........................................................................................................14
Federal References and Resources......................................................................................................14
Other References and Resources..........................................................................................................14
City of Renton Disaster Recovery Plan � Appendix D:Permits and Inspections
Purpose
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The purpose of the Permits and Inspections Annex to the City of Renton Disaster
Recovery Plan is to identify roles and responsibilities and to establish uniform
policies to guide permitting and inspection activities for post-disaster
reconstruction.
Scope
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The Permits and Inspections Annex addresses incidents of local, regional, state,
and national significance, including, but not limited to, Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated
permitting and inspection efforts.The Annex supports and integrates State and
Federal plans and programs that aid in recovery operations.
Situation Overview
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• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant and widespread
catastrophic damage to the built environment.
• There may be immediate and long-term needs to assess the structural integrity
of residential dwellings, commercial buildings, government facilities, and
public infrastructure to determine occupancy and viability.
• In areas requiring repair and reconstruction, the City of Renton will balance
the need for expedited recovery with efforts to facilitate sustainable
redevelopment through a program of permitting, inspection, and code
compliance.
• The City will promote hazard mitigation measures where practicable and cost-
effective and/or where required by law.
• Large-scale emergencies are likely to deplete local and regional recovery
resources. Assistance from other cities and regions, from the State of
Washington, and from the Federal Government will be requested as needed.
City of Renton Disaster Recovery Plan 2 Appendix D:Permits and Inspections
Planning Assumptions
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• Property owners are responsible for ensuring compliance with all applicable
codes and for obtaining all necessary permits when rebuilding damaged
property.
• City government will undertake reasonable efforts to make the permitting and
compliance process as customer-friendly as possible.
• City departments with responsibility for permitting, inspections, and code
enforcement may need to undertake surge operations and/or request outside
assistance to meet customer demand.
Concept of Operations
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Building Permits and Inspections
After a disaster that causes damage to the built environment, it is key for the City
of Renton to strike a responsible balance between an expedited recovery process
and requirements to rebuild sustainably in accordance with all applicable codes
and regulations. The City conducts its post-disaster permitting and inspection
operations as expeditiously as possible. The goal is to provide a customer-friendly
experience for disaster survivors while ensuring their homes and businesses are
rebuilt to code,with minimal environmental impact, and more resilient to the next
disaster. In order to be responsive to the needs of disaster survivors,the City may
expand its hours of operation or send field permitting and inspection teams to
damaged areas.
When logistically feasible,the City offers one-stop review and permitting services
for property owners undertaking reconstruction activities.
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.
ATG20 protocols for inspecting buildings and conducting safety evaluations. The
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
City of Renton Disaster Recovery Plan 3 Appendix D:Permits and Inspections
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 applicable codes and may also influence decisions to implement
cost-effective mitigation measures.
Contractor Licensing
Disasters often result in an influx of construction contractors from out-of-state
areas to meet local demand far rebuilding. 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 encourage property
owners to undertake due diligence in hiring contractors.
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.epls.gov.
Direction and Control
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The Community and Economic Development Department and the Public Works
Department 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, Washington State, and the
Federal Government. City leadership will allocate staffand other resources to
regional efforts as able.
City permitting and inspection efforts will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• Ciry Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
City of Renton Disaster Recovery Plan q Appendix D:Permits and Inspections
• Adircinistrator, Community and Economic Development Department:
The Community and Economic Development Administrator provides
leadership and direction, in accordance with the Mayor's policy, to staff
responsible for building permits and inspections as well as CIP permitting.
• Administrator,Public Works Department:The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy,to staff responsible for structural assessments and
permitting for City infrastructure.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City deparhnents will retain programmatic responsibility for recovery efforts
under their purview.Each department is expected to: ensure that staff are aware of
their disaster recovery roles and responsibilities; develop procedures for
implementing disaster recovery programs and activities; and provide training to
staffto maintain optimal capabilities for disaster recovery.
City of Renton Disaster Recovery Plan 5 Appendix D:Pertnits and Inspections
Organization and Assignment of
Responsibilities
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The following are basic responsibilities of Renton city departments for permits
and inspections for rebuilding during recovery. Standard Operating Procedures
(SOPs)may be developed to provide further detail on how individual departments
and divisions shall perform their responsibilities.
Permitting and inspection activities may initially be coordinated in the Renton
EOC or in the field in accordance with principles of the National Incident
Management System(NIMS)as outlined in the CEMP.
Long-term permitting and inspection operations will transition to normal
departmental organization and functions over time. However, supplemental surge
staff'ing may be required for much of the recovery process.
Permittin�and Inspection Responsibilities
1. Executive
Primarv
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Public information
2. Community and Economic Development
Primarv
Development Services
• Structural assessments
• Permit issuance for commercial and residential
reconstruction
• Public information counter
• Coordination of field permit team operations
• Construction plan review
• Code compliance
• Public works plan review
• Post-reconstruction building inspections
Planning
• Land use permitting
• Environmental compliance
• GIS mapping
City of Renton Disaster Recovery Plan g Appendix D:Permits and Inspections
Economic Development
• Public/private coordination
• Business community outreach and information
Support
o Recovery expenditure tracking
o Recovery Status Report input
3. Public Works
Primarv
Utility Systems
• Structural assessments of utility infrastructure
• Capital improvement permitting
� • Flood hazard monitoring
• Water quality monitoring
• Coordination with utility crews
• GIS mapping and analysis
Support
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
4. Fire and Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Recovery Status Report development/distribution
Community Risk Reduction
• Fire inspections
• Fire plan review
Su�port
Emergency Management
o Resource support and logistics
o Public information(JIGJIS)coordination
o Recovery expenditure tracking
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan 7 Appendix D:Permits and Inspections
5. Finance and Information Technology
Primarv
• Vendor contract management
• Recovery expenditures tracking
Su�ort
o Procurement of goods/supplies
o Communications support
o Information technology support
o Recovery Status Report inputs
Partner A e�
Public Health Seattle-King County
Puget Sound Energy
Washington Association of Building Officials
Washington State Department of Labor and Industries
Information Collection and Dissemination
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Recovery Status Report
The Office of 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.
Departments with responsibility for permitting and inspection processes maintain
data about the number and types of permitting actions that are in progress or
approved. In particular, the Community and Economic Development Department
tracks the number of tagged structures(red/yellow/green) and includes the
information in its submittals to the Recovery Status Report. When possible, this
information is mapped and analyzed to develop a common operating picture of
building conditions. The Public Works Department tracks infrastructure
permitting and inspections issues as part of its infrastructure restoration efforts.
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 the Office of Emergency
Management immediately.
City of Renton Disaster Recovery Plan g Appendix D:Permits and Inspections
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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 the Office of
Emergency Management,which will determine the most effective manner
of distribution in consultation with impacted departments and the Mayor's
Office.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council, press releases,
talking points for interviews,public education and outreach, and social
media outputs.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 Emergency Coordination Center JIC.
City of Renton Disaster Recovery Plan g Appendix D:Permits and Inspections
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.gov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets �
• Government Access Channel (Channe121)
• 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.
Administration , Finance, and Logistics
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Administration and Finance
The Finance and Information Technology Deparhnent is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
City of Renton Disaster Recovery Plan �p Appendix D:Permits and Inspections
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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
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 Disaster Plan.
When necessary, the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in 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.
Annex Development and Maintenance
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Annex Development
The Permits and Inspections Annex to the City of Renton Disaster Recovery Plan
was developed with participation by a broad range of stakeholders and partners,
including Ciry departmental staff, neighboring cities,King County,the State of
Washington,non-governmental arganizations, and private sector partners. The
Federal Emergency Management Agency of the U.S. Department of Homeland
Security provided technical assistance to the development of this Annex.
Ptanning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management.The four Green River Valley cities (Renton,Auburn, Kent, and
Tukwila) and King County were principal participants in the workshop. Other
City of Renton Disaster Recovery Plan 11 Appendix D:Permits and Inspections
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Permits and Inspections Workshop took place on
February 17, 2011.
Workshop participants divided into groups to discuss reconstruction issues and to
strategize solutions for optimizing a coordinated approach to permitting and
inspections. Information from workshop notes and from a supplemental
informational survey was collated to provide an overview of current permitting
and inspection capabilities. The information was included in this Annex to the
Disaster Recovery Plan and supplemented by follow-up communications with
City leadership and staff to ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Permits and Inspections Annex. Procedures should
be submitted to the Office of Emergency Managernent for inclusion as an
appendix to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities.In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.After
any exercise designed to test recovery processes, ar after an actual disaster event,
any successes and shortfalls shall be noted in an After Action Review.
Recommended improvements to the Plan will be included in the next update. At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes, will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City deparhnents.
City of Renton Disaster Recovery Plan �2 Appendix D:Permits and Inspections
Legai Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire and Emergency
Services Department
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52,Emergency Management
iv. 3934, Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code (WAC):
i. 118-04, Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations, parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
City of Renton Disaster Recovery Pian 13 Appendix D:Permits and Inspections
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program (HSEEP)
c. National Incident Management System(NIMS),Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
Other References and Resources
a. Applied Technology Council,ATG20 Procedures for Post-
earthquake Safety Evaluation of Buildings
City of Renton Disaster Recovery Plan �4 Appendix D:Permits and Inspections
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1'able of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control..............................................................................................................4
Organization and Assignment of Responsibilities........................................................5
Information Collection and Dissemination.....................................................................8
RecoveryStatus Report....................................................................................................................8
Communications for Public Information and Outreach.......................................................9
Administration,Finance,and Logistics..........................................................................10
Administrationand Finance........................................................................................................10
The Finance and Information Technology Department is responsible for managing
all aspects of recovery finance and procurement,including the following tasks:...10
Logistics and Resource Support.................................................................................................11
Annex Development and Maintenance..........................................................................11
AnnexDevelopment.......................................................................................................................11
PlanningProcess..............................................................................................................................12
PublicInput.......................................................................................................................................12
Recovery Plan Maintenance........................................................................................................12
LegalAuthorities....................................................................................................................13
LocalLegal Authorities.............................................................................................................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................13
References and Resources..................................................................................................14
Local References and Resources...........................................................................................................14
StateReferences and Resources...........................................................................................................14
Federal References and Resources......................................................................................................14
City of Renton Disaster Recovery Plan � Annex E:Economic Recovery
Purpose
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The purpose of the Economic Recovery Annex to the City of Renton Disaster
Recovery Plan is to guide actions that facilitate the return of normal business
activity in Renton's commercial areas. The ability of businesses to recover
quickly from disaster is a key component of overall community recovery. This
Annex establishes a framework for identifying and evaluating post-disaster
economic impacts and for developing cooperative strategies to resolve them.
Scope
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The Economic Recovery Annex addresses incidents of local, regional, state, and
national significance, including, but not limited to,Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated
recovery efforts.The Annex supports and integrates State and Federal plans and
programs that aid in recovery operations.
Situation Overview
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• The Puget Sound Region is vulnerable to natural and technological hazards
with the potential to cause major disruption to the local economy.
• The private sector will often bear the brunt of a major disaster event, and will
be a key partner in recovery efforts.
• Although some businesses may be able to recover quickly from disaster, many
businesses will require supplemental assistance.
• Small businesses are particularly vulnerable to disaster-related business
interruption.
• Some businesses may not be able to re-open after disaster.
• Damage may be severe enough in some areas to warrant complete
redevelopment after a catastrophic event.
• Large-scale emergencies are likely to deplete local and regional recovery
resources.Assistance from other cities and regions, from the State of
Washington, and from the Federal Government will be requested as needed.
City of Renton Disaster Recovery Plan 2 Annex E:Economic Recovery
Planning Assumptions
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• Economic recovery is dependent in large part on the viability of critical
infrastructure, transportation lifelines, and essential services.
• The City of Renton may need to expand or adapt services to facilitate
economic recovery throughout the community.
• Short-term economic recovery and stabilization efforts should be balanced by
long-term planning that promotes sustainable redevelopment and community
resiliency.
Concept of �perations
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Disasters may disrupt the economic engine that keeps the City of Renton a vibrant
place to live and work. After any disaster the City's overall pace of recovery
depends in large part on the ability of businesses to reopen and resume normal
operations. Small businesses are particularly vulnerable to interruptions caused by
disasters. A large percentage of small businesses never reopen if a disaster forces
them to close their doors.
Mid-to large-size businesses may be better positioned to survive disasters, but
associated supply chain interruptions, employment losses, and revenue impacts
may create extra challenges for local and regional disaster recovery efforts. The
City of Renton is home to several large corporations and manufacturing
companies, and a catastrophic disaster in the Puget Sound Region could cause
ripple effects in the national economy.
The City can implement measures to minimize the impacts of disaster and
facilitate economic recovery. One of the most basic functions of Renton city
government during times of disaster is restoring public infrastructure and essential
services upon which local businesses depend. Companies need functional roads,
potable water, and power to operate, and it is a priority for the City to bring
critical systems back online as quickly as possible in the aftermath of an
emergency event.
Renton may expand its permitting and inspection operations to meet surge
demand during post-disaster reconstruction. It is not only important for businesses
to be able to rebuild quickly, but also for families who live here, and who are
workers and customers of Renton businesses, to be able to make their homes safe,
sanitary, and livable again.
The Mayor and City Council, under extraordinary emergency conditions, may
relax or waive standard fees or processing timelines to expedite economic
City of Renton Disaster Recovery Plan 3 Annex E:Economic Recovery
recovery. However, any program designed to further streamline City processes
will be balanced by the need to rebuild sustainably and in such a way as to
mitigate losses from future disaster events.
Pre-disaster preparedness is the most effective way for businesses to prevent
damage or lessen the impacts of future disasters, and the City of Renton will
continue its public outreach efforts to business and property owners and help them
become better prepared.
Even the most well prepared business may experience losses during a catastrophic
event. The City of Renton will work with State and Federal partners to facilitate
the timely processing of emergency assistance where it is needed. In most cases,
businesses impacted by a Presidentially declared disaster are eligible for low
interest loans from the Small BusinessAdministration. Business loans and aid
programs from other Federal agencies may also be available in major disasters.
The City helps these agencies distribute information to all eligible applicants.
Renton staff may also co-locate with Federal and State assistance providers in
consolidated local Disaster Recovery Centers to make recovery programs more
convenient and customer-friendly.
Direction and Control
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The Community and Economic Development Department is the lead agency for
economic recovery. Widespread catastrophic damage may require regional
collaboration with King County, Washington State, and the Federal Government.
City leadership will allocate staff and other resources to regional efforts as able.
Post-disaster economic recovery efforts will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator, Community and Economic Development Department:
The Community and Economic Development Administrator provides
leadership and direction, in accordance with the Mayor's policy, to staff
responsible for implementing economic recovery strategies.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
City of Renton Oisaster Recovery Plan 4 Annex E:Economic Recovery
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction.The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City departments will retain programmatic responsibility for recovery efforts
under their purview. Each department is expected to: ensure that their 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.
Organization and Assignment of
Responsibilities
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The following are basic responsibilities of Renton city departments for facilitating
economic and business recovery. Standard Operating Procedures (SOPs)may be
developed to provide further detail on how individual departments and divisions
shall perform their responsibilities.
Information gathering and other economic recovery activities may initially be
coordinated in the Renton EOC or in the field in accordance with principles of the
National Incident Management System (NIMS) as outlined in the CEMP. Long-
term economic recovery program management will transition to normal
departmental organization and functions over time.
City of Renton Disaster Recovery Plan 5 Annex E:Economic Recovery
Economic Recoverv Responsibilities
1. Executive
Primarv
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Communication of economic recovery and assistance
information to the media and public
2. Community and Economic Development
Primarv
Economic Development
• Economic recovery program delivery
• Public/private coordination
• Business community outreach and information
• Post-disaster business recruitment and retention
Development Services
• Permit issuance for commercial and residential
reconstruction
• Public information counter
• Coordination of field permit team operations
• Construction plan review
• Code compliance
• Public works plan review
• Post-reconstruction building inspections
• Capital Improvement Program permitting
Planning
• Redevelopment planning
• Land use permitting
• Long-range planning for significantly impacted areas
• Environmental compliance
• GIS mapping
Su ort
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Pian g Annex E:Economic Recovery
3. Public Works
Primarv
Transportation Systems
• Transportation system restoration
• Traffic management
• Roadway system debris removal
• Restoration of Renton Municipal Airport
infrastructure/operations
Utility Systems
• Water/sewer/stormwater infrastructure restoration
• Structural assessment
• Permanent repairs/reconstruction
• Debris management
• Coordination with utility crews
• GIS mapping and analysis
Sup�ort
o GIS mapping and analysis
o Emergency vendar contracting
o Recovery expenditure tracking
o Recovery Status Report input
4. Finance and Information Technology
Prima
• Vendor contract management
• Recovery expenditure tracking
• Management of recovery finances
• Revenue projections
• Communications support
• Information technology support
Support
o Recovery Status Report input
5. Fire and Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Volunteer management
• Recovery Status Report development/distribution
City of Renton Disaster Recovery Plan 7 Annex E:Economic Recovery
Community Risk Reduction
• Fire inspections
• Fire plan review
Su�port
Emergency Management
o Resource support and logistics
o Public information(JIC/JIS) coordination
o Recovery expenditure tracking
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
Partner A e�
Building Owners and Managers Association
Public Health Seattle-King County
Puget Sound Energy
Puget Sound Regional Council
Renton Chamber of Commerce
Washington State Department of Labor and Industries
Washington State Office of the Insurance Commissioner
information Collection and Dissemination
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Recovery Status Report
Effective economic recovery strategy development depends on the availability of
timely and accurate information, in many cases from sources other than City
departments. It may be difficult in the early days and weeks after the disaster to
obtain quality information about business impacts. The Economic Development
Director,with assistance from the EOC or from other assigned staff, will attempt
to reach out to the business community early in the recovery process to develop
situational awareness of potential economic impacts in and around the City of
Renton.
When possible the impacts to businesses in Renton should be mapped and
analyzed to create a common operating picture and to help identify
interdependencies such as damaged infrastructure and housing losses.
Information about damage to local businesses may initially come from public
reports of damages or from damage assessments conducted by City staff.A more
complete picture about economic impacts, as well as estimates of when businesses
plan to re-open, may come from business owners and property managers.
Commercial networks and associations may provide assistance in communicating
City of Renton Disaster Recovery Plan g Annex E:Economic Recovery
information to/from their member businesses. Pre-event development and
maintenance of emergency business contacts will facilitate the collection of this
information by Economic Development staff.
The Office of 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 will replace 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.
With information inputs coming from a variety of sources, it is important to
provide accurate and consistent messaging about the progress of economic
recovery and available programs.The Recovery Status Report is the primary
source of information and data for all planning, operations, and external
communications. Community and Economic Development staff should submit
updated information about business losses and re-openings by the weekly
submittal deadline for Recovery Status Report inputs. If errors are found in the
Recovery Status Report,these should be submitted to the Office of Emergency
Management immediately.
Communications for Pubtic Information aod 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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
In a regional event, multiple agencies and entities will be issuing 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 Emergency Coordination Center JIC.
All major announcements and information releases, regardless of the means of
communication, are vetted through the Communications Director prior to release.
City of Renton Disaster Recovery Plan 9 Annex E:Economic Recovery
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.gov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel (Channe121)
• Broadcast media(television and radio)
• Newspapers and other print media
• Electronic media
• Community meetings and other outreach activities
In addition, long-term economic recovery efforts after a catastrophic event may
include the development of community-based Economic Recovery Action Plans
to engage public participation in redevelopment efforts. The Action Plans may:
• Articulate goals and objectives of economic recovery
• Identify government actions that can facilitate long-term economic
recovery
• Identify types of business and specific areas in which to focus
economic recovery efforts
• Include programs tailored to small business recovery
• Include programs tailored to specific community needs
• Incorporate hazard mitigation and sustainable development strategies
• Provide tools to prepare for next disaster
_ stration Finance and Logistics
dmini , ,
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
City of Renton Disaster Recovery Plan 10 Annex E:Economic Recovery
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures. 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.
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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• Local/regional vendors(where possible)
• National vendors
The EOC also makes resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan. When necessary,the EOC may
request emergency resource support from the Zone 3 Coordination Center,the
King County ECC, and/ar the Washington State EOC. Washington State may, in
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.
Annex Development and Maintenance
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Annex Development
The Economic Recovery Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City departmental staff, neighboring cities, King County,the State of
Washington, non-governmental organizations, and private sector partners. The
Federal Emergency Management Agency of the U.S. Department of Homeland
Security provided technical assistance to the development of this Annex.
City of Renton Disaster Recovery Plan 11 Annex E:Economic Recovery
Planning Process
The planning process commenced on December 2, 2010, with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities(Renton, Auburn, Kent, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Warkshop was followed by eight functional workshops in February
and March of 2011. The Economic Recovery Workshop took place on March 1,
2011.
Workshop participants divided into groups to discuss reconstruction issues and to
strategize solutions for optimizing a coordinated approach to economic
development and recovery. Information from workshop notes and from a
supplemental informational survey was collated to provide an overview of current
economic recovery capabilities. The information was included in this Annex to
the Disaster Recovery Plan and supplemented by follow-up communications with
City leadership and staff to ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex, was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Economic Recovery Annex.Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.After
any exercise designed to test recovery processes, or after an actual disaster event,
any successes and shortfalis shall be noted in an After Action Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum, the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
City of Renton Disaster Recovery Plan �2 Annex E:Economic Recovery
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire and Emergency
Services Department
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 39.34, Interlocal Cooperation Act
v. 40.10, Essential Records
vi. 4214, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136, Hazardous Materials Incidents
b. Washington Administrative Code (WAC):
i. 118-04,Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations, Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
City of Renton Disaster Recovery Plan �3 Annex E:Economic Recovery
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
b. Comprehensive Preparedness Guide(CPG) 101
c. Homeland Security Exercise and Evaluation Program (HSEEP)
d. National Incident Management System(NIMS), Department of
Homeland Security
e. National Response Framework, Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan q4 Annex E:Economic Recovery
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control.....:........................................................................................................4
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................9
RecoveryStatus Report....................................................................................................................9
Communications for Public Information and Outreach....................................................10
Administration,Finance,and Logistics..........................................................................ll
Administrationand Finance........................................................................................................ii
Logistics and Resource Support.................................................................................................11
Annex Development and Maintenance..........................................................................12
AnnexDevelopment.......................................................................................................................12
PlanningProcess..............................................................................................................................12
PublicInput.......................................................................................................................................12
RecoveryPlan Maintenance........................................................................................................12
LegalAuthorities.................................................................................................................... 13
LocalLegal Authorities.............................................................................................................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................14
Referencesand Resources..................................................................................................14
Local References and Resources...........................................................................................................14
State References and Resources...........................................................................................................14
Federal References and Resources......................................................................................................15
Other References and Resources..........................................................................................................15
City of Renton Recovery Plan � Annex F:Debris Management
Purpose
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The purpose of the Debris Management Annex to the City of Renton Disaster
Recovery Plan is to identify the roles and responsibilities of City departments,
regional jurisdictional partners, and private contractors for managing debris
clearance, handling, disposal, and recycling during the post-disaster recovery
process.
Scope
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The Debris Management Annex addresses incidents of local,regional, state, and
national significance, including, but not limited to, Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated debris
management efforts among a network of local, State, and Federal jurisdictions
along with private solid waste companies. The Annex supports and integrates
other plans and programs that address debris management operations.
Situation Overview
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• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,that have the potential to create large volumes of
debris over a widespread area.
• Disaster debris may impede the efforts of emergency responders.
• Disaster debris may create dangers to the health and safety of the public as
well as that of emergency responders and other City staff.
• Disaster debris may 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 catastrophic disaster event and from the
demolition of damaged structures may require temporary storage.
• Permanent processing and disposal of large volumes of disaster debris may
take months or even years to complete.
• Contaminated debris from a catastrophic disaster event can have long-term
negative environmental impacts.
City of Renton Recovery Plan 2 Annex F:Debris Management
Planning Assumptions
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• Recovery begins almost as soon as a disaster event occurs, often concurrent
with emergency response. For the purposes of this Debris Management Annex
it is assumed that immediate threats to life and property have been addressed
and that the operational focus has shifted to short-term recovery. Response
actions outlined in the Comprehensive Emergency Management Plan take
precedence as long as threats remain to life and property.
• Areas with significant debris issues may become apparent through damage
assessment and restoration activities as well as from damage reports from the
public.
• Events of regional, statewide, or national significance may require cross-
jurisdictional cooperation in recovery efforts such as debris management.
• The King County Emergency Coordination Center(ECC) is the central
coordination point for regional debris management efforts. The Renton
Emergency Operations Center(EOC)provides support coordination between
City and regional activities.
• Private solid waste companies have a significant role to play as partners in
disaster recovery and debris management activities.
• Contaminated debris has the potential to impact the environment and therefore
trigger additional disposal considerations.
• City departments are expected to develop procedures and provide appropriate
training to staff with designated roles and responsibilities in this Annex.
Concept of �perations
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There are four principal phases of post-disaster debris management operations:
• 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.
• 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.
• Debris Processing:Processing of debris is the separation of various waste
and debris types and their preparation for disposal. Different types of
City of Renton Recovery Plan $ Annex F:Debris Management
disaster debris may be governed by varying rules and authorities.
Construction and demolition debris is handled differently from hazardous
waste or recyclable material.
• Perrrzanent 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 and with Public Health Seattle-King County.
The City of Renton may utilize existing City staff to manage the clearance,
removal, and temporary storage of disaster debris.The Public Works Department
will generally be the lead agency for Renton's debris management efforts. Other
deparhnents, such as the Fire and Emergency Services Department or the Police
Department,may undertake minor debris clearance or enlist Public Works support
to facilitate unimpeded access for emergency response personnel.
The City already contracts much of its debris disposal to private solid waste
vendors. Waste Management 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 ECC and the King County Department of
Natural Resources, Solid Waste Division.Regional debris management efforts are
managed in accordance with the Seattle-King County Urban Area Debris
Management Plan.
Direction and Control
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A large-scale event that results in significant volumes of disaster debris will
require regional collaboration through the King County ECC with private solid
waste companies. City leadership will provide staff and resource support to these
efforts as capabilities allow.
The City's debris management efforts will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
City of Renton Recovery Plan 4 Annex F:Debris Management
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator,Public Works Department:The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy, to staff responsible for debris management.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Directar coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City departments will retain programmatic responsibility for recovery efforts
under their purview. Each department is expected to: ensure that their personnel
are aware of their disaster recovery roles and responsibilities; develop procedures
for implementing disaster recovery programs and activities;and provide training
to staffto maintain optimal capabilities for disaster recovery.
City of Renton Recovery Plan 5 Annex F:Debris Management
� rganization and Assignment of
Responsibilities
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The following are basic responsibilities of Renton city departments for debris
management during recovery. Standard Operating Procedures(SOPs)may be
developed to provide further detail on how individual departments and divisions
shall perform their responsibilities.
Debris management actions may initially be coordinated in the Renton EOC or in
the field in accordance with principles of the National Incident Management
System(NIMS) as outlined in the CEMP. In a regional event, the King County
ECC and the King County Department of Natural Resources may coordinate
cross jurisdictional debris management activities.
Supplemental surge staffing may be required to implement long-term debris
management actions. Private solid waste vendors such as Waste Management are
responsible for staffing their own operations in support of citywide and regional
debris management efforts.
Debris Mana�emeot Responsibilities
1. Executive
Prima
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Communication of debris management information to the
media and public
2. Public Works
Primarv
Transportation Systems
• Roadway debris clearance
• Traffic management
• Demolition debris processing
• Renton Municipal Airport debris clearance
• Coordination with other jurisdiction's transportation
agencies
Utility Systems
• Debris clearance for water/sewer/storm systems
• Demolition debris processing
• Coordination with utility crews
City of Renton Recovery Plan s Annex F:Debris Management
Maintenance Services
• Debris clearance
• Temporary debris storage
• Debris processing
• Coordination with utility crews
Support
o Heavy equipment resource support
o Equipment/vehicle repair
o Signage
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
3. Community Services
Primarv
• Debris clearance from parks and open space
• Temporary debris starage site identification
Su�port
o Heavy equipment resource support
o Recovery expenditure tracking
o Recovery Status Report input
4. Community and Economic Development
Primarv
• Temporary debris storage site identification and permitting
• Debris disposal site identification/permitting
Support
o Recovery expenditure tracking
o Recovery Status Report input
5. Fire and Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Cross jurisdictional coordination for debris management
• Recovery Status Report development/distribution
Response Operations
• Hazardous materials response/remediation
City of Renton Recovery Plan 7 Annex F:Debris Management
• Radiological event response/remediation
• Casualty management
Community Risk Reduction
• Fire investigation and inspection
Su�port
Emergency Management
o Resource support and logistics
o Public information(JIGJIS) coordination
o Recovery expenditure tracking
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
Communiry Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
6. Police
Prima
• Public safety
• Access control
Support
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Information Technology
Prima
• Administration of recovery procurement procedures
• Solid waste vendor contract management
• Recovery expenditure tracking
Su�port
o Communications systems support
o Information technology support
o Recovery Status Report input
Partner A eg n�
King County Deparhnent of Natural Resources
National Response Center
City of Renton Recovery Plan $ Annex F:Debris Management
Public Health Seattle-King County
United States Department of Transportation
Washington State Department of Ecology
Waste Management
Information Collection and Dissemination
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Recovery Status Report
The Office of 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.
Disaster debris is initially reported as part of the damage assessment process. The
EOC is the recipient of impact reports concerning the location and nature of
disaster debris,the short-and long-term impacts to the population, and progress
on clearance and disposal efforts. When possible,this information is mapped and
analyzed to develop a common operating picture of debris issues.
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 the Office of Emergency �
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery ar until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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 deparhnental reports and
communications.
City of Renton Recovery Plan g Annex F:Debris Management
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council, press releases,
talking points for interviews,public education and outreach, and social
media outputs.
• Time-sensitive information is submitted to the Office of Emergency
Management,which determines the most effective manner of distribution
in consultation with impacted departments and the Mayor's Office.
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. It may also be
necessary to provide time-sensitive information to the public concerning debris
hazards and impacts.
The Mayor's Office has lead responsibility for the City's public information
activities throughout the recovery process. The Mayor appoints or designates a
trained Public Information Officer(PIO) to coordinate the key messages and
overall public information strategy. The PIO may be located at the EOC, in the
Mayor's Office, or another location from which they may effectively coordinate
the public information function of the City.
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. The City of Renton may also deploy to a Joint Information Center(JIC)
with other regional jurisdictions, including the King County Emergency
Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include: �
• City of Renton emergency information web at rentonwa.�ov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel (Channe121)
• 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 PIO prior to release.
City of Renton Recovery Plan �p Annex F:Debris Management
Administration , Finance, and Logistics
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Administration and Finance
The Finance and Information Technology Deparhnent is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staffwill 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 Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in turn, request emergency assistance from other state
City of Renton Recovery Plan 11 Annex F:Debris Management
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.
Annex Development and Maintenance
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Annex Development
The Debris Management Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City deparhnental staff, neighboring cities, King County,the State of
Washington, non-governmental organizations, and private sector partners. The
Federal Emergency Management Agency of the U.S. Department of Homeland
Security provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities(Renton, Kent,Auburn, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in City recovery
operations. The stated goal of the workshop was to begin development of separate
jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Debris Management Workshop took place on February
18, 2011.
Workshop participants divided into groups to discuss debris management issues.
Information from workshop notes and from a supplemental informational survey
was collated to provide an overview of current debris management capabilities.
The information was included in this Annex to the Disaster Recovery Plan and
supplemented by follow-up communications with City leadership and staff to
ensure consistency with existing City policy and procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Debris Management Annex. Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
City of Renton Recovery Plan 12 Annex F:Debris Management
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staffto ensure a continual readiness
to complete their responsibilities. In addition, programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayar.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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum, the City of Renton Disaster Recovery Plan, including its Annexes, will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire and Emergency
Services Deparhnent
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 3533.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52,Emergency Management
iv. 39.34, Interlocal Cooperation Act
v. 40.10, Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code (WAC):
i. 118-04, Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations, Plans, and Programs
City of Renton Recovery Plan �3 Annex F:Debris Management
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations, parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act (SARA) of 1986, Title III, Emergency Planning Community
Right-to-Know Act(EPCRA)
f. Public Law 91-190,National Environmental Policy Act(NEPA)
g. Public Law 89-665,National Historic Preservation Act(NHPA)
h. Public Law 88-206, Clean Air Act
i. Public Law 92-500, Clean Water Act
j. Public Law 94-580, Resource Conservation and Recovery Act
(RCRA)
k. Public Law 93-205,Endangered Species Act
1. Fish and Wildlife Coordination Act
m. Executive Order on Floodplain Management(E.O. 11988)
n. Executive Order on Protection of Wetlands (E.O. 11990)
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan �
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
City of Renton Recovery Plan �q Annex F:Debris Management
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System (NIMS), Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
Other References and Resources
a. Seattle-King County UASI Area Debris Management Plan
City of Renton Recovery Plan �5 Annex F:Debris Management
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control..............................................................................................................5
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................9
RecoveryStatus Report....................................................................................................................9
Communications for Public Information and Outreach....................................................10
Administration,Finance,and Logistics..........................................................................11
Administration and Finance........................................................................................................11
Logistics and Resource Support.................................................................................................12
Annex Development and Maintenance..........................................................................13
AnnexDevelopment.......................................................................................................................13
PlanningProcess..............................................................................................................................13
PublicInput.......................................................................................................................................13
Recovery Plan Maintenance........................................................................................................13
LegalAuthorities....................................................................................................................14
LocalLegal Authorities.............................................................................................................................14
StateLegal Authorities..............................................................................................................................14
FederalLegal Authorities.........................................................................................................................14
Referencesand Resources..................................................................................................15
Local References and Resources...........................................................................................................15
State References and Resources...........................................................................................................15
Federal References and Resources......................................................................................................16
City of Renton Disaster Recovery Plan � Annex G:Environmental Considerations
Purpose
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The purpose of the Environmental Annex to the City of Renton Disaster Recovery
Plan is to guide actions to address post-disaster environmental issues that may
impact recovery.Adverse environmental impacts are likely to exist during 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.
This Annex establishes a framework for identifying and evaluating post-disaster
environmental impacts and for developing strategies to work cooperatively to
resolve them.
In addition,the Environmental Annex identifies departmental responsibilities for
ensuring that community recovery and rebuilding are implemented in compliance
with all applicable environmental rules and regulations.
Scope
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The Environmental Annex addresses incidents of local, regional, state, and
national significance, including, but not limited to, Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated
environmental management efforts. The Annex supports and integrates State and
Federal plans and programs that aid in recovery operations.
Situation Overview
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• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant and widespread
damage to the natural environment.
• 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 habitat and may adversely impact the
quality of air and drinking water.
• Environmental contamination may create dangers to the health and safety of
the public as well as to emergency responders and other City staff.
City of Renton Disaster Recovery Plan Z Annex G:Environmental Considerations
• Environmental damage may impede the progress of community recovery.
• Long-term coordination between environmental and resource agencies from
all levels of government will be required to ensure that reconstruction and
redevelopment comply with local, State, and Federal environmental
regulations.
Planning Assumptions
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• For the purposes of this Environmental Annex, it is assumed that the
operational focus far recovery has shifted to long-term environmental
remediation and mitigation and to addressing environmental concerns that do
not pose an immediate life safety threat. Environmental impacts that pose an
immediate threat to human life and safety will be addressed by response
actions outlined in the Comprehensive Emergency Management Plan.
• City departments will develop procedures and provide appropriate training to
staffwith designated roles and responsibilities in this Environmental Annex.
• Large-scale emergencies are likely to deplete local and regional recovery
resources.Assistance from other cities and regions, from the State of
Washington, and frotn the Federal Government will be requested as needed.
Concept of Operations
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The City of Renton addresses environmental consequences or damages 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
• Wetlands damage
• Impacts to threatened and endangered species
• Damage to historical and archaeological resources
In most cases,more than one department will have a role in cleanup and
remediation.
With support from the EOC, other fire departments, and private sector resources,
Renton Fire and Emergency Services, is responsible for addressing hazardous
materials spills and releases that pose an immediate threat to life safety. While
City of Renton Disaster Recovery Plan 3 Annex G:Environmental Considerations
these actions are covered in the Renton CEMP 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.
The Public Works Department manages environmental consequences to critical
infrastructure (transportation,water, etc.), often with support from the Fire and
Emergency Services Department and the EOC.Public Works also tests for safety
of drinking water and manages the permitting processes for capital improvements
and infrastructure restoration projects.
The Community and Economic Development Department 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-King County, the
Washington State Department of Ecology,the U.S. Army Corps of Engineers, and
others.
Many disaster recovery activities have the potential to impact the environment
and therefore trigger environmental review at the local, State, andlor Federal
leveL These activities include:
• Debris management
• Repairs and reconstruction
• New construction and redevelopment
• Project work in waterways,wetlands, floodplains, or other
environmentally sensitive areas
Other environmental considerations include:
• Hazardous materials
• Air quality
• Water quality
• Endangered species
• Historic preservation
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. FEMA 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.
City of Renton Disaster Recovery Plan 4 Annex G:Environmental Considerations
Direction and Control
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Environmental consequences are managed in accordance with the National
Incident Management System(NIMS)as outlined in the Renton CEMP. The City
department with purview over an impacted area, facility, or function establishes
incident command to implement environmental cleanup and remediation actions.
Widespread catastrophic damage may require regional collaboration with King
County, Washington State, and the Federal Government. City leadership will
allocate staff and other resources to regional efforts as able.
The City's environmental efforts will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• Ciry Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator, Comnzunity and Economic Development Department:
The Community and Economic Development Administrator provides
leadership and direction, in accordance with the Mayor's policy, to staff
responsible for environmental planning and compliance.
• Administrator,Public Works Department:The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy,to staff responsible for managing environmental
consequences to critical infrastructure and for environmental permitting.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer, Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
City of Renton Disaster Recovery Plan 5 Annex G:Environmental Considerations
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City departments will retain programmatic responsibility for recovery efforts
under their purview.Each department is expected to: ensure that staff 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.
Organization and Assignment of
Responsibilities
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The following are basic responsibilities of Renton city deparhnents for managing
environmental issues during recovery. Standard Operating Procedures (SOPs)
may be developed to provide further detail on how individual departments and
divisions shall perform their responsibilities.
Environmental actions may initially be coordinated in the Renton EOC or in the
field in accordance with principles of the National Incident Management System
(NIMS) as outlined in the CEMP.
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.
Environmental Responsibilities
1. Executive
Primarv
• Advisory Group policy coordination
• Intergovernmental coordination
• Communication of environmental information to the media
and public
City of Renton Disaster Recovery Plan g Annex G:Environmental Considerations
2. Community and Economic Development
Primarv
Development Services
• Permit issuance for commercial and residential
reconstruction
• Construction plan review
• Code compliance
• Public works plan review
• Post-reconstruction building inspections
Planning
• Land use permitting
• Environmental compliance
• CriticaUsensitive areas review
• GIS mapping and analysis
Support
o Recovery expenditure tracking
o Recovery Status Report input
3. Public Worl;s
Primarv
Utility Systems
• Capital improvement permitting
• Flood hazard monitoring
• Water quality monitoring
• Coordination with utility crews
• GIS mapping and analysis
Transportation Systems
• Roadway debris clearance
• Hazardous materials coordination
• Coordination with other jurisdiction's transportation
agencies
Maintenance Services
• Debris management
• Coordination with utility crews
• GIS mapping and analysis
Su�port
o Heavy equipment resource support
o Signage
o Emergency vendor contracting
City of Renton Disaster Recovery Plan 7 Annex G:Environmental Considerations
o Recovery expenditure tracking
o Recovery Status Report input
4. Fire and Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Volunteer management
• Recovery Status Report development/distribution
Response Operations
• Hazardous materials response coordination
Community Risk Reduction
• Fire plan review
Su�port
Emergency Management
o Resource support and logistics
o Public information (JIGJIS) coordination
o Recovery expenditure tracking
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
5. Community Services
Primarv
• Natural resources management
• Open space restoration
Su,p�ort
o Facilities management
o Recovery expenditure tracking
o Recovery Status Report input
6. Police
Primarv
• Public safety
City of Renton Disaster Recovery Plan $ Annex G:Environmental Considerations
Suppo�
o Access control
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Information Technology
Primarv
• Vendor contract management
• Recovery expenditure tracking
Support
o Procurement of goods/supplies
o Communications support
o Information technology support
o Recovery Status Report input
Partner A eg ncies
Public Health Seattle-King County
Washington State Department of Ecology
Washington State Historic Preservation Office
United States Army Corps of Engineers
Information Collection and Dissemination
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Recovery Status Report
The Office of 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, ar as determined by the
Emergency Management Director should the EOC remain activated for an
extended period of time.
Environmental impacts are initially reported as part of the damage assessment
process and as they are discovered throughout long-term recovery. Departments
with knowledge of immediate environmental threats make an impact report to the
EOC as soon as practicable.The EOC collects impact reports concerning the
location and nature of environmental threats,the short-and long-term impacts to
the population, and progress on remediation efforts. When possible,this
information is mapped and analyzed to develop a common operating picture of
environmental issues.
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
City of Renton Disaster Recovery Plan g Annex G:Environmental Considerations
Recovery Status Report,these should be submitted to the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council, press releases,
talking points for interviews, public education and outreach, and social
media outputs.
• Time-sensitive information is submitted to the Office of Emergency
Management,which determines the most effective manner of distribution
in consultation with impacted departments and the Mayor's Office.
• It should never be assumed that Department Administratars on the
Mayor's Leadership Team have been made aware of any environmental
issues or impact reports.
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. It may also be
necessary to provide time-sensitive information to the public concerning
environmental safety hazards and impacts.
The Mayor's Office has lead responsibility for the City's public information
activities throughout the recovery process. The Mayor appoints or designates a
trained Public Information Officer(PIO)to coordinate the key messages and
overall public information strategy. The PIO may be located at the EOC, in the
City of Renton Disaster Recovery Plan �p Annex G:Environmental Considerations
Mayor's Office, or another location from which they may effectively coordinate
the public information function of the City.
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. The City of Renton may also deploy to a Joint Information Center(JIC)
with other regional jurisdictions, including the King County Emergency
Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa. o�v
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel (Channe121)
• 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 PIO prior to release.
Administration , Finance, and Logistics
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
City of Renton Disaster Recovery Plan �� Annex G:Environmental Considerations
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors (where possible)
• National vendars
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in 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.
City of Renton Disaster Recovery Plan �2 Annex G:Environmental Considerations
Annex Development and Maintenance
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Annex Development
The Environmental Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City departmental staff, neighboring cities,King County,the State of
Washington, non-governmental organizations, and private sector partners. The
Federal Emergency Management Agency of the U.S. Department of Homeland
Security provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2,2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities(Renton,Kent,Auburn, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in City recovery
operations. The stated goal of the workshop was to begin development of separate
jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Environmental Workshop took place on March 3, 2011.
Workshop participants divided into groups to discuss reconstruction issues and to
strategize solutions for optimizing a coordinated approach to managing
environmental hazards and ensuring environmental compliance. Information from
workshop notes and from a supplemental informational survey was collated to
provide an overview of current environmental recovery capabilities. The
information was included in this Annex to the Disaster Recovery Plan and
supplemented by follow-up communications with City leadership and staff to
ensure consistency with existing City policy and procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Environmental Annex.Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition, programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.After
City of Renton Disaster Recovery Plan �3 Annex G:Environmental Considerations
any exercise designed to test recovery processes, or after an actual disaster event,
any successes and shortfalls shall be noted in an After Action Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes, will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire and Emergency
Services Department
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington (RCV�:
i. 35.33.081,Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 39.34, Interlocal Cooperation Act
v. 40.10, Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations, Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
City of Renton Disaster Recovery Plan �4 Annex G:Environmental Considerations
c. Title 44, Code of Federal Regulations, parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act (SARA) of 1986, Title III, Emergency Planning Community
Right-to-Know Act(EPCRA)
f. Public Law 91-190,National Environmental Policy Act(NEPA)
g. Public Law 89-665,National Historic Preservation Act(NHPA)
h. Public Law 88-206, Clean Air Act
i. Public Law 92-500, Clean Water Act
j. Public Law 94-580, Resource Conservation and Recovery Act
(RCRA)
k. Public Law 93-205, Endangered Species Act
l. Fish and Wildlife Coordination Act
m. Executive Order on Floodplain Management(E.O. 11988)
n. Executive Order on Protection of Wetlands(E.O. 11990)
References and Resources
�..-.�.m ..x. .�i.!b w �..f,�IM6 yl.11^I�19 III.I�I'IXiIIM1T7�Y�.:M'�,'a4�Ilr W4"+�L.}.. .s A.�i@s I I II � .,.�... . ��.� �. . ,,,���_ .. ��5,N... .+r m 54��3 e�J°. .„'.,II. . ... up�llm i 7 u�v..ked
Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
City of Renton Disaster Recovery Plan �5 Annex G:Environmental Considerations
Federal References and Resources
b. Comprehensive Preparedness Guide (CPG) 101
c. Homeland Security Exercise and Evaluation Program(HSEEP)
d. National Incident Management System(NIMS), Department of
Homeland Security
e. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan �g Annex G:Environmental Considerations
STATE OF WASHINGTON, COUNTY OF KING }
AFFIDAVIT OF PUBLICATION
PUBLIC NOTICE
Linda M Mills, being first duly sworn on oath that she is the Legal ciTv oF aENTON
Advertising Representative of the Re�ro�c��cou���i
NOTICE OF
PUBLIC HEARING
NOTICE IS HEREBY" G1VEN
that the Renton City Council has
Renton Re orter fixed the 27th day of Februan',
� 2012,at 7.00 p.m.as the date and
time for a public hearing to be
held in the seventh floor Council
Chambers of Renton City Hall,
a weekly newspaper, which newspaper is a legal newspaper of loss s. c;�ady way, aenc�,,,
general circulation and is now and has been for more than six months w�9aos�,co�ops�der: „�
prior to the date of ublication hereinafter referred to, ublished in Adopr�on of rne Renton o;sds-
p p ter Recovery Plan, defining
the English language continuously as a weekly newspaper in King roies and reSpons�b;i�c;es f�r
County, Washington. The Renton Reporter has been approved as key �e�o�e,�� support tun�c�o�s
to be carried out within the
a Legal Newspaper by order of the Superior Court of the State of c;�y �n tne �e�o�ery pnase foi-
WaS�"llrigtOri fOT' Klrig COUrity. lowing a disaster.
The notice in the exact form annexed was ublished in re ular issues T° �eV1eN' rne ""'tte° pia°, �'s't
p g the Ciry Clerk Office, 7th floor
of the Renton Reporter (and not in supplement form) which was of aenron c�ry Haii, or �;ew� tne
regularly distributed to its subscribers during the below stated period. Fee. 6, zoi2, coun��� agenaa
posted on the City website at
7'�le aririOXeC� riOt1Ce, a: htto://renton.civicweb.neU
Public Notice Documents/DocumentList asnx'�
[D=18772, or contact the City
Clerk Office at 425-430-6510.
All interested parties are invited
to attend the hearing and present
WaS pUb11S11eC1 Ori F0b1'UaTy 17, 2�12. written or orat comments regard-
ing the proposal. For those
T�18 fUll aIT10Urit Of Clle fe0 CI11t' eCl fOI'Sa1C� f01'0 Olri UbI1CltlOri 1S unable to attend the public hear-
g g g p ing, written comments submitted
tr10 SUIll Of �1�g.5�. to the City Clerk by 5:00 p.m. on
���ye���������U1���� the day of the hearing will be �
^ .�`���Y�����5�����/� record 'Writtene comment emus
,;'���o��,s �r� "sZ-��� _��;���1���Eytlj���l ��i��include the submitter's full name
' '�r'� � �� �q �''�j/i� /�nd address.
Linda M. Mills � �� �d R� �� � Renton City Hall is in
Legal Advertising Representative Renton Reporter ' �, _ . - �s �mp��a��e W+tn tne Amer��an
SUbSCI'1 CI ariCl SWOI'ri Ille t�11S 17t�1(�ay Of Febl'LIaI'y 2�12. � % � $�sabilities Act, and interpretive
� '�, ; so���,G _Z �rvices f'or the hearing impaired
� iA��'g��r � �4�``�O awill be provided upon prior no-
' r i- �1'1�- c• � ,�tice. For information, call 425-
, � i�lj��`����s���xt,w..��!"``,�� `� 430-6510.
Kathy Dals , otary Public r the State of Washington, Residing ���t� o� s���S�.�.�` Bonn�e i.waiton
111 COVlllgt011,WaS�1111gtOI1 �����++e:�k�^�'+��`'��� City Clerk
P. O. NUI11beI': Published in the Renton Reporter
on February 17,2012.#585020.
��Q i'��
�c�1.�1,;c 11,��Sas-�t` ��a� 2�►�
February 27, 2012 Renton City Council Minutes �
Page 51
Public Safetv Committee Public Safety Committee Chair Persson presented a report recommending
Fire: Renton Disaster Recovery concurrence in the staff recommendation to adopt the City of Renton Disaster
Plan Recovery Plan,which defines roles and responsibilities for key recovery support
functions to be carried out within the City in the recovery phase following a
disaster. All City departments participated in developing the plan. The Disaster
Recovery Plan will be scheduled for review and update every four years.
The Committee further recommended that the resolution regarding this matter
be presented for reading and adoption.
MOVED BY PERSSON,SECONDED BY PALMER,COUNCIL CONCUR IN THE
COMMITfEE REPORT. CARRIED. (See later this page for resolution.)
_Communitv Services Finance Committee Chair Palmer presented a report recommending
Committee concurrence in Mayor Law's appointments to the Municipal Arts Commission of
Appointment: Municipal Arts Mr.lohn Schindehette for a new term expiring on 12/31/2014(position
Commission formerly held by Pat Pepper), Mr. Paul Hebron for an unexpired term expiring
on 12/31/2013 (position formerly held by Brook Lindquist), and Ms. Natalie
Gress for a new term expiring on 12/31/2013 (position formerly held by Dalia
Amin).
MOVED BY PALMER, SECONDED BY PRINCE,COUNCIL CONCUR IN THE
COMMITTEE REPORT. CARRIED.
RESOLUTIONS& The following resolutions were presented for reading and adoption:
ORDINANCES
RESOLUTION#4131 A resolution was read authorizing the City of Renton to impose a sales and use
Finance:2012 Threshold and tax as authorized by RCW 82.14.415 as a credit against State sales and use tax,
Sales Tax Credit, Benson Hill relating to annexations. MOVED BY BRIERE,SECONDED BY ZWICKER, COUNCIL
Annexation ADOPTTHE RESOLUTION AS READ. CARRIED.
RESOLU710N#4132 A resolution was read authorizing the Mavor and Citv Clerk to enter into an
Solid Waste:2012-2013 Waste interlocal cooperative agreement with King County for a Waste Reduction and
Reduction& Recycling Recycling grant. MOVED BY TAYLOR,SECONDED BY PALMER, COUNCIL ADOPT
Program, King County Grant THE RESOLUTION AS READ. CARRIED.
RESOLUTION#4133 A resolution was read adopting the City of Renton Disaster Recovery Plan.
Fire: Renton Disaster Recovery MOVED BY ZWICKER,SECONDED BY BRIERE,COUNCIL ADOPT THE RESOLUTION
Plan p N ��'�e/ AS READ. CARRIED.
T
The following ordinance was presented for second and final reading:
ORDINANCE#5655 An ordinance was read annexing certain territory,approximately 39 acres,the
Annexation: Fairlane Woods, northern and western boundaries which are coterminous with existing City
SE 129th St&SE 160th St limits,the eastern boundary is a parcel line at SE 132nd St., if extended,and the
southern boundary is a parcel line at SE 160th St., if extended; Fairlane Woods
Annexation(File A-11-001). MOVED BY ZWICKER,SECONDED BY BRIERE,
COUNCIL ADOPTTHE ORDINANCE AS READ. ROLL CALL. ALL AYES. CARRIED.
NEW BUSINESS Council President Zwicker remarked that the initial Clean Community Initiative
Solid Waste:Clean Community event occurred on Saturday, February 25. He explained that residents cleaned
Initiative up a neighbor's yard, and the$260 in dump fees were reimbursed from
program funds. Mr. Zwicker thanked everyone involved in the project.
4
�February 27,2012 Renton City Councii Minutes �
Page 51
Public Safetv Committee Public Safety Committee Chair Persson presented a report recommending
Fire: Renton Disaster Recovery concurrence in the staff recommendation to adopt the City of Renton Disaster
Plan Recovery Plan,which defines roles and responsibilities for key recovery support
�� �,p���� functions to be carried out within the City in the recovery phase following a
disaster. All City departments participated in developing the plan. The Disaster
Recovery Plan will be scheduled for review and update every four years.
The Committee further recommended that the resolution regarding this matter
be presented for reading and adoption.
MOVED BY PERSSON,SECONDED BY PALMER, COUNCIL CONCUR IN THE
COMMITTEE REPOkT. CARRIED. (See later this page for resolution.)
Communitv Services Finance Committee Chair Palmer presented a report recommending
Committee concurrence in Mayor Law's appointments to the Municipal Arts Commission of
Appointment: Municipal Arts Mr.John Schindehette for a new term expiring on 12/31/2014 (position
Commission formerly held by Pat Pepper), Mr. Paul Hebron for an unexpired term expiring
on 12/31/2013 (position formerly held by Brook Lindquist), and Ms. Natalie
Gress for a new term expiring on 12/31/2013 (position formerly held by Dalia
Amin).
MOVED BY PALMER, SECONDED BY PRINCE,COUNCIL CONCUR IN THE
COMMITTEE REPORT. CARRIED.
RESOLUTIONS& The following resolutions were presented for reading and adoption:
ORDINANCES
RESOLUTION#4131 A resolution was read authorizing the City of Renton to impose a sales and use
Finance:2012 Threshold and tax as authorized by RCW 82.14.415 as a credit against State sales and use tax,
Sales Tax Credit, Benson Hill relating to annexations. MOVED BY BRIERE,SECONDED BY ZWICKER,COUNCIL
Annexation ADOPT THE RESOLUTION AS READ. CARRIED.
RESOLUTION#4132 A resolution was read authorizing the Mavor and Citv Clerk to enter into an
Solid Waste:2012-2013 Waste interlocal cooperative agreement with King County for a Waste Reduction and
Reduction& Recycling Recycling grant. MOVED BY TAYLOR,SECONDED BY PALMER,COUNCIL ADOPT
Program, King County Grant THE RESOLUTION AS READ. CARRIED.
RESOLUTION#4133 A resolution was read adopting the City of Renton Disaster Recovery Plan.
Fire: Renton Disaster Recovery MOVED BY ZWICKER,SECONDED BY BRIERE,COUNCIL ADOPT THE RESOLUTION
Plan AS READ. CARRIED.
The following ordinance was presented for second and final reading:
ORDINANCE#5655 An ordinance was read annexing certain territory,approximately 39 acres,the
Annexation: Fairlane Woods, northern and western boundaries which are coterminous with existing City
SE 129th St&SE 160th St limits,the eastern boundary is a parcel line at SE 132nd St., if extended,and the
southern boundary is a parcel line at SE 160th St., if extended; Fairlane Woods
Annexation (File A-11-001). MOVED BY ZWICKER,SECONDED BY BRIERE,
COUNCIL ADOPT THE ORDINANCE AS READ. ROLL CALL. ALL AYES. CARRIED.
NEW BUSINESS Council President Zwicker remarked that the initial Clean Community Initiative
Solid Waste:Clean Community event occurred on Saturday, February 25. He explained that residents cleaned
Initiative up a neighbor's yard,and the$260 in dump fees were reimbursed from
program funds. Mr.Zwicker thanked everyone involved in the project.
''�..' �,,,�
APPFtCJV�D B�
PUBLIC SAFETY,COMMITTEE ��� ��UNCIL.
COMMITTEE REPORT ���f' oZ- vZ'y--aD/o2 -
February 27, 2012
City of Renton Disaster Recovecy Plan
(Referred February 6, 2012)
The Public Safety Comrriittee recommends concurrence in the staff recommendation to adopt
the City of Renton Disaster Recovery Plan,which defines roles and responsibilities for key
recovery support functions to be carried out within the City in the cecoVery phase following a
. disaster. All city departments participated in developing the plan. The Disaster Recovery Plan
will be scheduled for review and update every four years.
The Committee further recommends that the resolution regarding this matter be presented for
reading and adoption.
Don Persson, Chair
Marcie Palmer, Vice Chair
Terri Briere, mber _
cc: Mark Peterson, Fire Chief/Emergency Services Administrator
Deborah Needham, Emergency Management Director
� �
RENTON CITY COUNCIL
Regular Meeting
February 27, 2012 Council Chambers
Monday, 7 p.m. M I N U T E S Renton City Hall
CALL TO ORDER Mayor Law called the meeting of the Renton City Council to order and led the
Pledge of Allegiance to the flag.
ROLL CALL OF RICH ZWICKER,Council President;TERRI BRIERE; ED PRINCE; DON PERSSON;
COUNCILMEMBERS MARCIE PALMER; RANDY CORMAN;GREG TAYLOR.
CITY STAFF IN ATTENDANCE DENIS LAW, Mayor;JAY COVINGTON,Chief Administrative Officer;ZANETTA
FONTES,Senior Assistant City Attorney; BONNIE WALTON, City Clerk;ALEX
PIETSCH,Community& Economic Development Administrator; IWEN WANG,
Administrative Services Administrator;JAMIE THOMAS, Fiscal Services Director;
LYS HORNSBY, Utility Systems Director; DEPUTY CHIEF ERIK WALLGREN and
EMERGENCY MANAGEMENT COORDINATOR MINDI MATTSON, Fire&
Emergency Services Department; COMMANDER KATIE MCCLINCY, Police
Department.
PUBLIC HEARING Emergency Management Coordinator Mindi Mattson stated that the Renton
Fire: Renton Disaster Recovery Disaster Recovery Plan was instigated because of the potential flooding threat
P an� of the Green River, but emphasized that the plan covers all types of hazards.
She reported that the Federal Emergency Management Administration (FEMA)
facilitated a series of workshops that covered issues such as damage
assessment and debris management, and that contractors were utilized to help
develop the recovery plan.
Ms. Mattson reported that after a disaster the City will enter a response phase
where the primary focus will be on life safety and property issues. She
remarked that when a situation stabilizes,the City will enter a short-term
recovery phase and then move to a long-term recovery phase. She explained
that one part of the long-term recovery phase may be to find permanent
housing for residents who might still be living in temporary shelters.
Ms. Mattson remarked that when the City transitions operations from the
response to the recovery phase the coordination role will be transferred to the
Recovery Management Team. She explained that this team is also called the
Advisory Group and consists of the Mayor's staff. She remarked that the Mayor
may appoint additional community leaders and stakeholders to the Advisory
Group as necessary in order to enhance recovery operations. She commented
that role of City Council is to establish policy and approve necessary
expenditures and contracts.
Concluding, Ms. Mattson stated that the dissemination of information is vital to
the success of the plan. She stated that during an event Council and the
administration will be provided weekly status reports and the public will be
engaged in every way possible. She added that the plan, if approved by
Council,will be forwarded to FEMA for their approval.
There being no public comment, it was MOVED BY ZWICKER,SECONDED BY
CORMAN,COUNCIL CLOSE THE PUBLIC HEARING. CARRIED. (See page 51 for
additional information regarding this topic.)
- y+y..._....
�genda Item No.: ...�,.�.
�hr++� �
RENTON CITY COUNCIL MEETING
AUDIENCE COMMENT
SIGN-UP SHEET
(Page 1)
CITIZENS MUST PROVIDE NAME AND ADDRESS IN ORDER TO BE
CONTACTED OR TO BE A PARTY OF RECORD WHEN APPROPRIATE
DATE: �' Z.7 /�— PLEASE PRINT
✓ 5 Minute Time Limit
1 5
Name: Name:
Address: Address:
City Zip Code City Zip Code
Topic: Topic:
2 6
Name: Name:
Address: Address:
City Zip Code City Zip Code
Topic: Topic:
3 �
Naine: Naine:
Address: Address:
City Zip Code City Zip Code
Topic: Topic:
4 g
Name: Name:
Address: Address:
City Zip Code City Zip Code
, Topic: Topic:
(CONTINUED ON REVERSE SIDE)
�ntinued from Reverse Side- Page 1e'- �,
�
RENTON CITY COUNCIL MEETING
AUDIENCE COMMENT
SIGN-UP SHEET
CITIZENS MUST PROVIDE NAME AND ADDRESS IN ORDER TO BE
CONTACTED OR TO SE A PA,RTY OF RECOR.D WHEN APPROPRIATE
PLEASE PRINT 5 Minute Time Limit
9 13
Name: N�une:
Address: Address:
City Zip Code City Zip Code
Topic: Topic:
10 14
Name:
Name:
Address: Address:
City Zip Code City Zip Code
Topic: Topic:
11 15
Name: Name:
Address: Address:
City Zip Code City Zip Code
Topic: Topic:
12 16
Naxne:
Name:
Address: Address: �
' City Zip Code City Zip Code
Topic: Topic:
—� ��G2 S � ✓ �--�G/� �� ��,.�— Agenda Item No.: � ; .
� --- �`
� .
RENTON CITY COUNCIL MEETING
PUBLIC HEARING/MEETING
SPEAKER SIGN-UP SHEET
(Page 1)
CITIZENS MUST PROVIDE NAME AND ADDRESS IN ORDER TO BE
CONTACTED OR TO BE A PARTY OF RECORD WHEN APPROPRIATE
DATE: �" Z� / Z.,... PLEASE PRINT
5 Minute Time Limit
l ,. 5
Name: Name:
Address: Address:
City Zip Code City Zip Code
Topic: Topic:
2 6
Name: Name:
Address: Address:
City Zip Code City Zip Code
To�ic: Topic:
3 �
Name: Name:
Address: Address:
City Zip Code City Zip Code
Topic: Topic:
4 8
Name: Name:
Address: Address:
City Zip Code City Zip Code
Topic: Topic:
(CONTINUED ON REVERSE SIDE)
�
�
Continued from Reverse Side - Page 2�
RENTON CITY COUNCIL MEETING
PUBLIC HEARING/MEETING
SPEAKER SIGN-UP SHEET
CITIZENS MUST PROVIDE NAME AND ADDREw�IEN OApDROPRIATE
CONTACTED OR TO BE A PARTY OF RECORD
PLEASE PRINT 5 Minute Time Limit
13
9
Name:
Name:
Address:
Address:
Ci Zip Code City Zip Code
tY
Topic: Topic:
10 14
Name:
Name:
Address:
Address:
Cit Zip Code City Zip Code
Y
Topic: Topic:
11
15
Name:
Name:
Address:
Address:
Cit Zip Code City Zip Code
Y
Topic: Topic:
12 16
Name:
Name:
Address
Address:
Ci Zip Code City Zip Code
tY
Topic: Topic:
`'"� �' 2/27/2012
■ Recovery Plan development
� FEMATechnicalAssistance
� Department participation
• Consultant involvement
■ Recovery Plan revision
• Integrated Emergency Management Course
• Department review and revision
PublicHearing ■ Public input process
Febr�ary z7,aoia
• Measured in years
• Small businesses particularlyvulnerable
�Short-Tem� .� Lung-Tertn Recovery
A� • Private sector partnerships crucial
emerye�wy svniiiraeonmeasic eco�omicrtecove.y • Ongoing human services needs
Response HumanNeeds Pe��Repairsand • External assistance offered,and needed
Immediate Lrfe Essential Service Restorafion
s�ety R����«� • Public involvement
Conv�xnily Rebuilding
E""'�"`y `""`�""`""""'"'� • Coordination moves from EOC to Recovery
ProtecNve Restoration
M�'�� ManagementTeam
• Purpose,Scope,Situation Overview,Planning ■ AnnexA:DamageAssessment
Assumptions ■ Annex B:Public Infrastructure
• Concept of Operations ■ Annex C: Human Services
• Direction and Control ■ Annex D:Permits and Inspections
• Organization and Assignment of ■ Annex E:Economic Recovery
Responsibilities ■ Annex F:Debris Management
• Information Collection and Dissemination ■ Annex G:Environmental Considerations
• Administration,Finance,and Logistics
• Plan Maintenance
1
�,, � 2/27/2012
■ Public hearing February z7
■ Councilapproval
■ FEMA approval
■ Promulgation
■ Questions?
2
� `�
FIIVAL DRAFT
City of Re nto n
Disaster Recover Pla n
v
Basic Plan PDF pg 2
Annex A: Damage Assessment PDF pg 27
Annex B: Public Infrastructure Restoration pp� pg ��
Annex C: Human Services PQF pg 60
Annex Q: Permits and Inspections RDF pg 76
Annex E: Economic Recovery PDF pg 91
Annex F: Debr�s Management PDF pg 1U6
Annex G: Environmental Considerations PDF pg 122
..,. . . . � •... . , ���-.,.t ..� .r..;:. .,.,.�„._.. �. � ..�.;. , . _.�_.. . ,_ . ... .,. ,__.. ,�. . ._�.. _.. . ... ...... _..a....,...,.. _. r..w . , .s,:�.r...,..�..n,......x�....w. _ ., ._ ,.,.,.a�....., i r . . ..,,��.. �u�;i+
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Table of Contents
Promulgation:Distributingand Promoting the Plan...........................................................2
Record of Changes........................................ .........3
...................................................................
Recordof Distribution............................................................................................................4
Purpose........................................................................................................................................5
Scope.............................................................................................................................................6
SituationOverview...................................................................................................................6
PlanningAssumptions....................................................................................................
........7
Conceptof Operations.............................................................................................................8
Disaster Recovery Continuum............... .....................................................................
.............
......
oundations of Recovery in the Response Phase....................................................................9
Short-Term Recovery........................................................................................................................9
Long-Term Recovery......................................................................................................................10
Directionand Control...........................................................................................................11
Organization and Assignment of Responsibilities.....................................................12
Information Collection and Dissemination..................................................................17
Recovery Status Report.....................
............................................................................................17
Communications for Public Information and Outreach....................................................19
Administration,Finance,and Logistics..........................................................................20
Administrationand Finance........................................................................................................20
Logistics and Resource Support.......................:. . ZD
...................................................................
Plan Development and Maintenance..............................................................................21
AnnexDevelopment.......................................................................................................................21
PlanningProcess..............................................................................................................................21
PublicInput.......................................................
............................................................................... 22
Recovery Plan Maintenance........................................................................................................22
LegalAuthorities....................................................................................................................23
LocalLegal Authorities.............................................................................................................................23
StateLegal Authorities.......................................................................................................................... 23
....
e eral Legal Authorities.........................................................................................................................23
Referencesand Resources..................................................................................................24
Local References and Resources............................................................................................: ....24
..........
tate References and Resources...........................................................................................................24
Federal References and Resources......................................................................................................24
City of Renton Disaster Recovery Plan � Basic Plan
� �
Promulgation _.�_� �_.�� r�-�r�_ ,
� Distributing and Promoting the P/an
It is the policy of the City of Renton to provide emergency organization and
resources to minimize the long-term effects of disasters, and to undertake disaster
recovery programs that will facilitate an orderly and fast return to normal
community life.
The City of Renton Disaster Recovery Plan has been developed to establish the
policies, guidelines, and procedures that will provide personnel with the
information and guidance required to quickly and effectively help residents and
businesses recover from the impacts of disasters.
The City of Renton believes that the advance planning for recovery,the
assignment of roles and responsibilities,the subsequent development of
procedures and the offering of training, and the testing or exercising of recovery
actions and strategies will result in an expedited,more effective disaster recovery
process.
All City departments are directed to take appropriate actions to implement this
plan and to maintain the necessary capabilities to fulfill their role in short-term
and long-term disaster recovery.All non-City entities involved in the plan are
requested to coordinate with the City in order to implement an effective disaster
recovery effort.
By bringing together regional stakeholders in this recovery planning effort,the
City of Renton will be better positioned not just to recover from disaster,but also
ultimately to emerge from it as a better city and community.
This Disaster Recovery Plan, adopted by the City Council of the City of Renton
through Resolution/Ordinance��'X on November XX, 2011, is officially
promulgated as the document that will guide recovery efforts in future
emergencies and disasters.
The Honorable Denis Law,Mayor
City of Renton
City of Renton Disaster Recovery Plan 2 Basic Plan
'�r' �rrr`
Record of Ghanges �
- � . - -- ��-.-,x-�,-_���_�-. �.�u���-
• - .. -� ..
'. -• . -. .� .
City of Renton Disaster Recovery Plan 3 Basic Plan
� �
, . .
Record of Distribution _ _^ _ ,�, ,�7_ ��
��., . __ _�_. ___� .T��� .�-�.� _�_�_��.��..._..�
v�_� . � _.��.__� �-��
• s- .. -- � �
1
2
3
4
5
6
7
8
9
10
11
12
13
14
City of Renton Disaster Recovery Plan 4 Basic Pian
� �
Purpose
-���� ary��-
�_ .��. __T._
- -- �—__.___�:-� :-����
-.:�_�,�_ _.�i__-�:�.a..;�.�-�-�,-.
It is the purpose of the City of Renton Disaster Recovery Plan 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. The Ciry is undertaking advance planning
to accelerate the pace and improve the effectiveness of coordinated post-disaster
recovery by outlining the efforts each City deparhnent will be directed to
implement, often in partnership 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, including restoration of interrupted utility services,reestablishment of
transportation routes, and the provision of food and shelter to displaced persons. It
provides for a coardinated approach to long-term economic recovery and
community rebuilding, increasing the likelihood of a more sustainable and
disaster resilient community post-recovery.
The Plan is organized into sections. The main section, the Basic Plan, offers a
high-level overview of coordinated roles and responsibilities of City departments.
The Basic Plan is followed by Functional Annexes for the specific recovery
functions listed below:
• Annex A: Damage Assessment
• Annex B: Public Infrastructure Restoration
• Annex C: Human Services
• Annex D: Permits and Inspections
• Annex E: Economic Recovery
• Annex F: Debris Management
• Annex G:Environmental Considerations
The Functional Annexes 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 cross multiple functions,while some
recovery functions will apply to most or all departments.
By participating in the planning process that produced this Disaster Recovery
Plan, 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.
City of Renton Disaster Recovery Plan 5 Basic Plan
� �
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This Disaster Recovery Plan addresses incidents of local,regional, state, and
national significance, including, but not limited to,Presidentially declared
disasters in King County, Washington State, in which the City of Renton is
located.
The Recovery Plan applies to all City 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 as
well as the public at large.The Plan supports and integrates State and Federal
plans that aid in recovery operations.
Situation Overview
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• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant injury and loss of
life and cause widespread catastrophic damage to the built environment.
• Large-scale emergencies are likely to deplete local and regional recovery
resources. Assistance from other cities and regions, from the State of
Washington, and from the Federal Government will be requested as needed.
• 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.
• Non-governmental organizations will provide direct services and programs
that are crucial to recovery efforts.
• Survivors with access or functional needs(such as those in wheelchairs, deaf
or hard-of-hearing, etc.) and lower income disaster survivors present
specialized challenges in recovery efforts.
City of Renton Disaster Recovery Plan 6 Basic Pian
�" �
• 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.
• Public involvement is critical to ensure a speedy but sustainable recovery
from a disaster event.
Planning Assumptions
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• Recovery begins almost as soon as a disaster event occurs, often concurrent
with emergency response.For the purposes of this Disaster Recovery Plan 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.
• The Office of 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.
• City departments will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Disaster Recovery Plan.
• Events of regional, statewide,or national significance may require cross-
jurisdictional cooperation in recovery efforts such as sheltering and temporary
housing, debris management, infrastructure restoration, eta
City of Renton Disaster Recovery Plan 7 Basic Plan
� �
Concepf of Operations _^ ,, _ _ _
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Disaster Recovery Continuum
Recovery begins almost immediately after a disaster event occurs. Often recovery
activities are happening 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 Fig.l)
Figure 1: Disaster Recovery Continuum
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.� g-
�� E:;y�n : �.. RecoveN `v Recovery � ,.
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Emergency Stabilization of Economic
Response Basic Human Recovery
Needs
Immediate Permanent
Life Safety Essential Repairs and
Service Restoration
Emergency Restoration
Protective Community
Measures Criticallnfra- Rebuilding
Structure
Restoration
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 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.
City of Renton Disaster Recovery Plan $ Basic Plan
� �
Foundations of Recovery in the Response Phase
Major events may stretch disaster response resources and capabilities to the point
that decision makers have to prioritize some operational actions over others. Often
these decisions and priorities impact more than just immediate life safety and
property protection issues.In fact,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 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 Group. Various Emergency Support
Functions(ESFs) in the EOC coordinate actions designed to stabilize basic human
needs among survivors and to restore critical services and infrastructure to
minimal functionality.
Such actions may include:
• Damage assessment .
o Response Capability Assessments
o Windshield Surveys
o Preliminary Damage Assessments
• Restoration of critiCal infrastructure and essential services
o Transportation system restoration
o Restoration of water and sewer systems
o Power restoration
o Restoration of communications systems
o Restoration of broadband and information technology systems
o Re-establishment of government services
• Human services
o Mass caxe and feeding of survivors
o Shelter coordination
o Emergency first aid and medical care �
o Missing persons coordination
o Pet sheltering
o Disaster Recovery Center set-up
o Volunteer management
• Debris management
o Debris clearance from critical lifelines
o Temporary debris storage
• Environmental considerations
City of Renton Disaster Recovery Plan g Basic Plan
� �
o Protection of life safety
o Containment and clean-up of environmental hazards
Many of these actions are implemented by or in coordination with agencies
extemal 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 Coordination 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 may include:
• Restoration of critical infrastructure and essential services
o Permanent repairs to critical infrastructure
o Reconstruction of lifeline systems
• Human services
o Temporary housing
o Disaster grants and loans
o Crisis counseling
o Community outreach
• Permitting and inspection
o Permitting and code enforcement for demolition and reconstruction
o Field permit operations
o Utility permitting and inspections
• Economic recovery
o Permanent repairs to residential and commercial buildings
o Business sector recovery and revitalization
o Public7private partnerships
• Debris management
o Temporary debris storage
o Debris processing
o Debris disposal
City of Renton Disaster Recovery Plan 10 Basic Plan
� �
• Environmental
o Clean-up and remediation �
o Water and air quality monitoring
o Environmental compliance
Department Administrators continue to work collaboratively as a part of a
Recovery Management Team to facilitate unity of effort. State and Federal
assistance teams may also be deployed to assist in local recovery efforts.
Direction and Control
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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, Washington State, and the Federal Government. City leadership will
allocate staff and other resources to regional efforts as able.
The City's disaster recovery efforts will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coardinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Deparhnent Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs,and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Emergency Management Director coordinates recovery activities while
the EOC remains activated and as directed by the Mayor throughout the
recovery process.
City of Renton Disaster Recovery Plan �� Basic Plan
� �
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the 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. Each deparhnent is expected to: 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
staffto maintain optimal capabilities for disaster recovery.
Organization and Assignment of
Responsibilities ��. �
The following are 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 the National Incident Management System
(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.
Disaster Recoverv Responsibilities
1. Executive
Prima
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Public information
Su�ort
o Recovery expenditure tracking
o Recovery Status Report input and review
City of Renton Disaster Recovery Plan 12 Basic Plan
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2. Cl�'COUIICII
Primarv
• Law and policy making for recovery efforts
• Continuity of government
3. Fire&Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Damage assessment
• Short-term recovery coordination
• Volunteer management
• Recovery Status Report development/distribution .
Response Operations
• Damage assessment
• Hazardous materials response
• Radiological event response
• Casualty management
Community Risk Reduction
• Fire inspections
• Fire investigation and inspection
• Fire plan review
• Damage assessment
' Su�port
Emergency Management
o Resource support and logistics
o Recovery expenditure tracking
o Public information(JIC/JIS) coordination
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
Safety and Support Services
o Resource support and logistics
City of Renton Disaster Recovery Plan �3 Basic Plan
� �
4. Finance and Information Technology
Prim
• Damage assessment
• Recovery expenditure tracking
• Vendor contract management
• Recovery finance management
• Administration of emergency procurement procedures
• Restoration of communication and information technology
infrastructure
• Information technology support
• GIS mapping and analysis
Support
o Procurement of emergency goods/supplies/services
o Communications support
o Recovery Status Report input
5. Community and Economic Development
Prima
• Damage assessment
• Engineered structural assessments
• Permit issuance for commercial and residential
reconstruction
• Coordination of field permit team operations
• Capital improvement permitting
• Construction plan review
• Code compliance
• Post-reconstruction building inspections
• Land use permitting
• Environmental compliance
• GIS mapping and analysis
• Business community outreach and information
Support
o Recovery expenditure tracking
o Recovery Status Report input
6. Public Works
Prim
• Damage assessment
• Debris management
• Structural assessments of critical infrastructure
• Restoration of transportation infrastructure
City of Renton Disaster Recovery Plan 14 Basic Plan
� �
� • Traffic management
• Restoration of water/sewer/storm water infrastructure
• Flood hazard monitoring
• Water quality monitoring
• Coordination with utility crews
� • GIS mapping and analysis
S�
o Heavy equipment resource support
o Signage
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
7. Community Services
Primarv
• Damage assessment
• Human service program delivery
• Mass care and feeding
• Shelter coordination
• Facilities management
• Coordination with non-profit service providers
• Natural resources management
• Open space restoration
Su�port
o Recovery expenditure tracking
o Recovery Status Report input
o Debris management
8. Police
Primarv
• Damage assessment
• Public safety
• Traffic direction
• Pet sheltering
• Missing persons coordination
Support
o Access control
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Pian �5 Basic Plan
� �
9. Human Resources and Risk Management
Prim
� • Damage assessment coordination
• Employee care
• Staff re-assignment
• Disaster claims processing
• Insurance coordination
Su�port
o Volunteer management
o Recovery expenditure tracking
o Recovery Status Report input
10. City Attorney �
Prima
• Legal analysis and advice
• Preparation of recovery legislation and contracts
Support
o Recovery expenditure tracking
o Recovery Status Report input
11. Municipal Court
Prima
• Preside over criminal misdemeanors, gross misdemeanors,
traffic infractions and other city code violations
• Restore continuity of court operations and processing and
maintenance of court records
Su�port
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan 16 Basic Plan
� �
Information Collection and Dissemination
-�-����.��____.
- � - _ _ �
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 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 builds 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.
The Office of 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.
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 the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
deparhnent or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of Emergency
Management. (See Fig. 2.)
City of Renton Disaster Recovery Plan �7 Basic Plan
� �
Figure 2: EOC Situation Report and Recovery
Status Report as Central Information Source
EOC Situation Report
o Used for response I
short-term recovery
o Distribution each ops
period
Recovery Status
��� _ �t__, a �� .. Report
o Used for long-term
recovery
o After EOC closes
RecoverY Information Recoverv Information ,
�nputs Outputs
• Damage assessments • Reports to Mayor, City
Council
• Casualties and
emergency services • Preliminary Damage
Assessment
• Status of essential
services • Plans and proposals for
recovery
• Condition of critical
infrastructure • Project worksheets for
FEMA
• Status of government
operations • Media interviews
• Business interruption and • Community meetings and
recovery outreach
• Basic human needs • Social media posts
• Temporary shelter and
housing status
• News reports
• Social media
City of Renton Disaster Recovery Plan 18 Basic Plan
`� �.�'
• 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 the Office of
Emergency Management, which determines the most effective manner of
distribution in consultation with impacted departments and the Mayor's
Office.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council, press releases,
talking points for interviews,public education and outreach, and social
media outputs.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
infortnation function of the City.
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 Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.�ov
• CodeRED 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)
City of Renton Disaster Recovery Plan �g Basic Plan
� �
• 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.
Administration , Finance, and Log �sti_cs r_ _,
Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Deparhnent is the clearinghouse for
information regarding recovery fmance and administration, but all deparhnents
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources.Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
City of Renton Disaster Recovery Plan 2p Basic Plan
� �
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors(where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or tfie Washington State EOC.
Washington State may, in 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.
Plan Development and Maintenance
�
Plan Development
The City of Renton Disaster Recovery Plan was developed with participation by a
broad range of stakeholders and partners, including City departmental staff,
neighboring cities,King County,the State of Washington,non-governmental
organizations, and private sector partners.The Federal Emergency Management
Agency of the U.S.Department of Homeland Security provided technical
assistance to the development of this Plan.
Planning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities(Renton,Auburn, Kent, and
Tukwila)and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. Workshop participants divided into groups to discuss
recovery issues and to strategize solutions for optimizing a coordinated approach.
Information from workshop notes and from a supplemental informational survey
was collated to provide an overview of current disaster recovery capabilities. The
information was included in this Disaster Recovery Plan and supplemented by
City of Renton Disaster Recovery Plan 2� Basic Plan
� �
follow-up communications with City leadership and staff to ensure consistency
with existing City policy and procedures.
Public Input �
The City of Renton Disaster Recovery Plan was posted to the City website on
, 201 l,to solicit public comment.Notice of publication was
published in and .In addition,the public was invited to comment
on the Disaster Recovery Plan at a regular City Council meeting on _,
2011. Comments from all venues and sources will continue to be accepted and
integrated in future update cycles as deemed appropriate.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Disaster Recovery Plan.Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in the Plan are expected to
provide adequate training to departmental staff to ensure a continual readiness to
complete their responsibilities. In addition,programs and activities outlined in this
Plan may be exercised on a periodic basis as directed by the Mayor.After any
exercise designed to test recovery processes, or after an actual disaster event, any
successes and sl�ortfalls shall be noted in an After Action Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
City of Renton Disaster Recovery Plan 22 Basic Plan
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Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5,Fire&Emergency
Services Deparhnent
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52,Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081,Emergency Expenditures
ii. 3533.101, Emergency Warrants
iii. 38.52,Emergency Management
iv. 3934, Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04,Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations, Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59,204, and
206
d. Public Law 96-342,Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
City of Renton Disaster Recovery Plan 23 Basic Ptan
� �
References and Resources ��,
� F ,�_ �.:��--T�--M� _�. _.,-�.-�-�..n�u� ... _ _...�
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide (CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System (NIMS),Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan 24 Basic Plan
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
DamageAssessment Begins in Response Phase......................................................................3
Response Capability Assessment..................................................................................................4
WindshieldSurvey.............................................................................................................................4
PreliminaryDamage Assessment.................................................................................................4
StructuralAssessments....................................................................................................................5
Directionand Control..............................................................................................................6
Organization and Assignment of Responsibilities........................................................7
Information Collection and Dissemination..................................................................11
DamageReporting to EOC.............................................................................................................11
Communications for Public Informadon and Outreach....................................................11
Administration,Finance,and Logistics..........................................................................12
Administrationand Finance........................................................................................................12
Logisticsand Resource Support.................................................................................................13
Annex Development and Maintenance..........................................................................14
AnnexDevelopment.......................................................................................................................14
PlanningProcess..............................................................................................................................14
P.ublic Input.......................................................................................................................................14
RecoveryPlan Maintenance........................................................................................................14
LegalAuthorities....................................................................................................................15
LocalLegal Authorities.............................................................................................................................15
StateLegal Authorities..............................................................................................................................15
FederalLegal Authorities.........................................................................................................................15
Referencesand Resources..................................................................................................16
State References and Resources...........................................................................................................16
Federal References and Resources......................................................................................................16
Other References and Resources..........................................................................................................16
City of Renton Disaster Recovery Plan 1 Annex A: Damage Assessment
� �
Purpose
� - � � .�_�
The purpose of the Damage Assessment Annex to the City of Renton Disaster
Recovery Plan is to define roles and responsibilities for damage assessment and to
establish uniform policies and procedures to rapidly and accurately determine the
location, magnitude, and impacts of damages from a disaster event.
Scope
r - �:�
The Damage Assessment Annex addresses incidents of local, regional, state, and
national significance, including, but not limited to,Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole,applies to all City
deparhnents and provides an operational framework to guide coordinated damage
assessment efforts. 'The Annex supports and integrates State and Federal plans and
programs that aid in recovery operations.
Situation Overview
����
• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant and widespread
catastrophic damage to the built environment.
• 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, and policy makers.
• 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.
• A complete and accurate assessment of physical damage to residential
property is a key determinant in the implementation of mass care and
sheltering efforts.
• Environmental damage to the natural or built environment may have far-
reaching impacts to public health.
• Physical damage to public facilities and infrastructure may impact other
City of Renton Disaster Recovery Plan 2 Annex A: Damage Assessment
� �
critical systems, essential functions, and commercial interests.
• Interdependencies between various elements of public infrastructure may lead
to intenuptions 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.
Planning Assumptions .
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• Damage information will be generated from a multitude of sources. �
• 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.
• Damage assessment for the City of Renton will be coordinated by the Human
Resources/Risk Management Department.
• King County OEM will be the central coordination point for regional
Preliminary Damage Assessments and for aggregating countywide
information to support a Presidential Disaster Declaration.
• Washington EMD will be the central coordination point for regional and
statewide Preliminary Damage Assessments and for aggregating information
to support a Presidential Disaster Declaration.
• City departments will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Annex.
Concept of �perations
Damage Assessment Begins in Response Phase
Damage assessment is one of the first activities to occur in the response phase of a
disaster, and it is the foundation of the recovery process to follow.Emergency
managers and field responders must have an accurate understanding of immediate
impacts and life safety needs in order to mount an effective response effort.
Saving lives,preventing injuries, and protecting infrastructure and properiy are all
reliant on the establishment of situational awareness and a common operating
City of Renton Disaster Recovery Plan 3 Annex A:Damage Assessment
� �
picture among City departments and with other jurisdictions.Field intelligence
about the damages and impacts of a disaster inform response and recovery
decisions, and should include data about the following event characteristics:
• Location of damage
• Extent of damage
• Critical infrastructure and lifeline damage
• Human needs
• Residential and business impacts
• Continuity of government operations
• Deaths and injuries
There are two primary processes for City depariments to begin early damage
assessment and develop situational awareness: the Response Capability
Assessment and the Windshield Survey.
Response Capability Assessment
Following an event,all City departments are expected to 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 fmdings to Human Resources/Risk
Management fo be relayed to the EOC within two hours when possible.
Windshield Survey
The Windshield Survey is conducted immediately following the Response
Capability Assessment. The Windshield Survey is used to further determine
response capabilities by assessing response routes such as roadways and bridges.
In addition to roadway assessment,the Windshield Survey is used to 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 Windshield Survey and report findings to Human
Resources/Risk Management to be relayed to the EOC within six hours when
possible.
This information is used to provide an initial overview of damages and impacts in
Renton to the King County ECC. All City departments with a field presence are
expected to conduct a Windshield Survey.
Preliminary Damage Assessment
Once immediate life safety needs have been addressed and response has
transitioned to recovery, situational awareness developed during the first hours or
days of the disaster provides a baseline for a more detailed damage assessment.
That information as it becomes available will influence priorities and decisions
for both short-and long-term recovery efforts.
City of Renton Disaster Recovery Plan 4 Annex A: Damage Assessment
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The preliminary damage assessment(PDA) is the first detailed examination of
damages to the built environment. This information must be collected and
submitted to the Federal Government in support of a Presidential Disaster
Declaration request. The PDA is conducted in two parts, one for each of the two
principal declaration types: Public Assistance and Individual Assistance.
The PDA for Public Assistance focuses on damages to public facilities and
infrastructure. City departments are required to report any damage to government
buildings or to infrastructure, e.g., roads, water lines, and sewer lines on the
appropriate PDA forms. The PDA information is compiled by the Human
Resources/Risk Management Department and provided to the Office of
Emergency Management. This information is then submitted to the King County
ECC, which then submits PDA data for all jurisdictions within county boundaries
to the Washington State EOC.The State then compiles data from all impacted
counties into a consolidated disaster declaration request package.The declaration
request package is the basis for analysis by FEMA 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 generally 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 for cost-shared funding under FEMA's Public Assistance Program.
The PDA for Individual Assistance, FEMA's program for providing temporary
housing and repair grants to individuals and families, is coordinated at the King
County ECC but it does require input from City departments.The County solicits
information about individual losses from people who report damages via a
Damage Assessment Hotline (800 number).The County may also utilize an �
online form or include social media reports to compile additional data to support
an Individual Assistance declaration by the President. In addition to compiling
estimates of individual damages,joint State/County/City teams may tour damaged
areas to ascertain additional impacts to private property. The State then compiles
data from all impacted counties into a consolidated disaster declaration request
package for an Individual Assistance declaration.Renton is automatically
included should FEMA recommend and the President sign an Individual
Assistance declaration for the county as a whole.
Structural Assessments
Structural assessments by qualified and trained inspectors are important to
determine whether buildings are safe for occupancy in the aftermath of a disaster.
The City has trained staff in multiple departments in Applied Technology Council
ATC-20 protocols for inspecting buildings and conducting safety evaluations.The
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 staffhave 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
City of Renton Disaster Recovery Plan 5 Annex A: Damage Assessment
� �
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.
Structural assessments are the basis of further inspection and permitting actions,
as well as for the development of engineered plans for repairing facilities and
infrastructure. �
Direction and Control
�.�:����
Department Administrators are responsible for their staff efforts to conduct
Response Capability Assessments and Windshield Surveys.Multi-departmental
damage assessment teams may be formed and coordinated through the Human
Resources/Risk Management Department.All findings are reported to the EOC or
to the Office of Emergency Management for analysis and distribution.
The Emergency Management Director works with Human Resources/Risk
Management in coordinating the collection, analysis, and dissemination of
damage assessment data.In consultation with the Mayor and Advisory Grpup,the
Emergency Management Director will request resources and staffing to develop
situational awareness based on damage assessments originating from City
departments and field teams.
Direction and control of emergency responders will remain under Incident
Command in the field, but all field response teams will report damage assessment
findings as directed on a periodic basis and at least once each operational period.
City damage assessment efforts will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City CounciL
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City deparhnents and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
City of Renton Disaster Recovery Plan 6 Annex A: Damage Assessment
� �
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction.The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
City departments will retain programmatic responsibility to ensure that their
personnel are aware of their disaster recovery roles and responsibilities;will
develop procedures for implementing disaster recovery programs and activities;
and will provide training to staff to maintain optimal capabilities for disaster
recovery.
Organization and Assignment of
Responsibilities
Damage assessment, as a primary element of short-term recovery,will be
coordinated by Human Resources/Risk Management in accordance with
principles of the National Incident Management System(NIMS) as outlined in the
CEMP, with input from every City department.
Damage Assessment Responsibilities
1. Executive
Prim
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Communication of damage assessment infortnation to the
media and public
• Response Capability Assessment
Support
o Recovery expenditure tracking
o Recovery Status Report input and review
City of Renton Disaster Recovery Plan 7 Annex A:Damage Assessment
� �
2. Fire and Emergency Services
Prunarv �
Emergency Management �
• EOC direction and coordination
• Damage assessment data analysis and validation
• Situation Report and Recovery Status Report
development/distribution
• Response Capability Assessment
Response Operations and Safety and Support Services
• Windshield Survey initial damage assessment
• Response Capability Assessment
Community Risk Reduction
• Windshield Survey initial damage assessment
• Response Capability Assessment
• Fire inspections
Support
Emergency Management
o Resource support and logistics
o Public information (JIC/JIS)coordination
o Recovery expenditure tracking
All Other Fire&Emergency Services Divisions
o Recovery expenditure tracking
o Situation Report and Recovery Status'Report input
3. Police
Primarv
• Windshield Survey initial damage assessment
• Response Capability Assessment
• Public safety
• Access control
SUpUOrt
a Recovery expenditure tracking
o Situation Report and Recovery Status Report input
City of Renton Disaster Recovery Plan 8 Annex A:Damage Assessment
�" �
4. Public Works
Prima
• Response Capability Assessment(including for all City
infrastructure, utilities)
• Windshield Survey initial damage assessment
• Detailed damage assessment and reporting(all City
infrastructure,utilities)
• Preliminary Damage Assessment
• Liaison with utilities
• GIS mapping and analysis
Su�port
, o ATC building assessment(public and private)
� o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
5. Community Services
Prima
• Response Capability Assessment(including all City
facilities)
Sup�ort
o Alternate facilities location
o Recovery expenditure tracking
o Situatian Report and Recovery Status Report input
6. Community and Economic Development
Prima
• Response Capability Assessment
• Windshield Survey initial damage assessment
• Preliminary Damage Assessment
• ATC building assessments(public and private)
• Business community outreach and information
• Other building inspections
Su�port
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
City of Renton Disaster Recovery Plan 9 Annex A:Damage Assessment
� �
7. Finance and Information Technology
Prima
• Response Capability Assessment
• Recovery expenditure tracking
• Emergency procurement
• Information technology support
• Data recovery
Sup�ort
o Situation Report and Recovery Status Report input
8. Human Resources and Risk Management
Primarv
• Response Capability Assessment
• Citywide personnel accountability
• Citywide Response Capability Assessment coordination
• Coordination of Windshield Survey data collection
• Coordination of Preliminary Damage Assessment activities
• Damage assessment data analysis and validation
Support
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
9. City Attorney
Support
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
10. Municipal Court
Support
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
City of Renton Disaster Recovery Plan 10 Annex A:Damage Assessment
� �
lnformation Collection and Dissemination
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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:
• Emergency responders and other City staff
• Eyewitness reports from the public
• Local media(TV,radio,newspaper, electronic, etc.)
• Social media
• Volunteers
The Renton EOC is the destination point for information gathered through the
Response Capability Assessment, Windshield Survey, and Preliminary Damage
Assessment that is coordinated by Human Resources/Risk Management. It is vital
that the information collected through those assessments is rapidly and
continuously related to the EOC so that analysis and sharing of damage
assessment data can occur within the EOC and can 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 Windshield Survey
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 to other jurisdictions and emergency management agencies.The
EOC also reports Renton's damage information to the King County ECC 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 of time into long-term recovery.
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.
City of Renton Disaster Recovery Plan 11 Annex A: Damage Assessment
� `��rrr'
The Communications Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentouwa. o�v
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Social media outlets
• Government Access Channel (Channe121)
• 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.
Administration , Finance, and Logistics
. .� -�-�-�-�-- �
Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
City of Renton Disaster Recovery Plan 12 Annex A: Damage Assessment
� �
The Finance and Information Technology Deparhnent is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under FEMA Public Assistance programs.
The Office of Emergency Management is the lead agency for collecting citywide
damage assessment data,but it will coordinate with the Finance Department as
needed.
Note: Damage assessment costs are normally not eligible for FEMA
reimbursement, but departments should continue to track all time and effort,
especially overtime costs,during both the response and recovery phases of a
disaster.
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.
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 EOG While the
EOC is activated,the Logistics Section and the Finance Section, in consultation
with the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources.Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors (where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in 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.
City of Renton Disaster Recovery Plan 13 Annex A: Damage Assessment
� �
Annex Development and Maintenance
�.
Annex Development
The Damage Assessment Annex to the City of Renton Disaster Recovery Plan
was developed with participation by a broad range of stakeholders and partners,
including City departmental staff, neighboring cities,King County,the State of
Washington,non-governmental organizations, and private sector partners. The
Federal Emergency Management Agency of the U.S.Department of Homeland
Security provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2,2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton,Auburn,Kent, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations.The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Damage Assessment Workshop took place on February
15, 2011. Workshop participants divided into groups to strategize a coordinated
approach to damage assessment. Information from workshop notes and from a
supplemental informational survey was collated to provide an overview of current
damage assessment capabilities. The information was included in this Annex to
the Disaster Recovery Plan and supplemented by follow-up communications with
City leadership and staffto ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Damage Assessment Annex.Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to deparhnental stafFto ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.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 Review.
City of Renton Disaster Recovery Plan 14 Annex A: Damage Assessment
� �
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
Legal Authorities _
-�-�--P-- .��e.�-�,a-.�-------
Local Legal Authorities
a. Renton Municipal Code,Title III, Chapter 5, Fire and Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities .
a. Revised Code of Washington(RCV�:
i. 3533.081,Emergency Expenditures
ii. 35.33.101,Emergency Warrants
iii. 38.52,Emergency Management
iv. 39.34, Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04,Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59,204, and
206
City of Renton Disaster Recovery Plan 15 Annex A: Damage Assessment
�+ `.r�'
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendmerits and Reauthorization
Act of 1986
References and Resources
� � �
-- �_,�..�
.�---�- - —
Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. Ciry of Renton Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Ha,zard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
� f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS),Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
Other References and Resources
a. Applied Technology Council,ATG20 Procedures for Post-
earthquake Safety Evaluation of Buildings
b. Applied Technology Council,ATC-45 Procedures for Safety
Evaluation of Buildings after Wind Storms and Floods
City of Renton Disaster Recovery Plan 16 Annex A: Damage Assessment
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Table of Cantents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control..............................................................................................................5
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination..................................................................10
RecoveryStatus Report.................................................................................................................10
Communications for Public Information and Outreach....................................................11
Administration,Finance,and Logistics..........................................................................12
Administrationand Finance........................................................................................................12
Logistics and Resource Support.................................................................................................12
Annex Development and Maintenance..........................................................................13
AnnexDevelopment.......................................................................................................................13
PlanningProcess..............................................................................................................................13
PublicInput.......................................................................................................................................13
RecoveryPlan Maintenance........................................................................................................14
LegalAuthorities.................................................................................................................... 14
LocalLegal Authorities.............................................................................................................................14
StateLegal Authorities..............................................................................................................................14
FederalLegal Authorities.........................................................................................................................15
References and Resources..................................................................................................15
Local References and Resources...........................................................................................................15
State References and Resources...........................................................................................................15
Federal References and Resources......................................................................................................15
City of Renton Disaster Recovery Pian � Appendix B:Public Infrastructure Restoretion
� �
Pur ose _ ����
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The purpose of the Public Infrastructure Restoration Annex to the City of Renton
Disaster Recovery Plan 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.
Scope
������T ���
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. _ ��
The Public Infrastructure Restoration Annex addresses incidents of local,
regional, state, and national significance, including,but not limited to,
Presidentially declared disasters in King County, Washington State, in which the
City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated
infrastructure restoration efforts.The Annex supports and integrates State,
Federal, and private utility plans and programs that aid in recovery operations.
Situation Overview
_ _. ��
• The Puget Sound Region is vulnerable to a variety of natural and man-made
hazards with the potential to significantly damage public infrastructure and
disrupt essential services.
• 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.
City of Renton Disaster Recovery Plan 2 Appendix B:Public Infrastructure Restoration
� �
Planning Assumptions
� r. ��
• Recovery begins almost as soon as a disaster event occurs, often concurrent
with emergency response.For the purposes of this Public Infrastructure
Restoration Annex 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.Response actions outlined in the Comprehensive
Emergency Management Plan take precedence as long as threats remain to life �
and property.
• Repair,restoration, and/or reconstruction of public infrastructure and the
resumption of essential services may take days,weeks, or even years to
complete.
• Events of regional, statewide, or national significance will require cross-
jurisdictional cooperation in recovery and restoration efforts.
• Private owners of infrastructure and service providers will work closely with
local governments to develop restoration priorities.
• City departments will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Annex.
Goncept of Operations
_�.—_._�_,-.__�. _� �
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�---
Public infrastructure systems, and essential services that often rely on them, are
taken for granted until they are damaged or rendered inoperable by the impacts of
disaster. Yet civil society cannot operate without them.For that reason the
restoration of these systems is a key component of disaster recovery.Almost
every aspect of recovery is dependent on at least one of the infrastructure systems
below:
• Transportation system (roadways,rail, mass transit)
• Power system(electric transmission lines,natural gas lines, fuel
pipelines)
� Water system(water treatment plants, water mains, distribution lines)
• Wastewater/sewer system (sewer lines, pump stations,wastewater
treatment plants)
• Stortn water system(drainage conveyance systems, culverts,
stormwater flow controUwater quality treatment facilities, levees,
floodwalls, stormwater pump stations)
• Communications system(telephone landlines, cell towers)
• Internet/broadband (fiber optic cable,wi-fi)
City of Renton Disaster Recovery Plan 3 Appendix B:Public infrastructure Restoration
� �
In addition,the continuity of government and other essential services is dependent
upon the functionality of facilities such as:
• Hospitals
• Schools
• Government buildings
• Community centers
Restoring this infrastructure and associated services is therefore a high priority
action that begins early in short-term recovery.
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.
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
City leadership, in consultation with other jurisdictions and private sector
partners, determines the most effective use of limited resources to restore
infrastructure and services that protect life safety and facilitate meeting basic
human needs.Other restoration priorities may include providing emergency aid to
isolated communities or allowing the flow of emergency goods and services.
When restoration is expected to be a lengthy process,the EOC may request
assistance in providing alternate services such as provision of drinking water,
electric generators, or mobile medical aid.
City of Renton Disaster Recovery Plan 4 Appendix B:Public Infrastructure Restoration
��r° `..r+
Direction and Control
6������� - 4�T_-� .=�-�..� -
The Public Works Department 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. The Finance and Information Technology Department is the
lead agency 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, Washington State, and the Federal Government.City leadership will
allocate staff and other resources to regional efforts as able.
Efforts to restore infrastructure and essential services will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator,Public Works Department:The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy,to staff responsible for most infrastructure restoration.
• Administrator, Finance and Information Technology Department: The
Finance and Information Technology Administrator provides leadership
and direction, in accordance with the Mayor's policy,to staff responsible
for restoring communications and information technology infrastructure.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators,and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
City of Renton Disaster Recovery Plan 5 Appendix B:Public Infrastructure Restoration
� �
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
If a key o�cial 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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the 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.Each deparhnent is expected to: ensure that their personnel remain
aware of their disaster recovery roles and responsibilities; develop procedures for
implementing disaster recovery programs and activities; and provide training to
staffto maintain optimal capabilities for disaster recovery.
Organization and Assignment of
Responsibilities
The following are basic responsibilities of Renton city departments for restoring
infrastructure and essential services. Standard Operating Procedures(SOPs) may
be developed to provide further detail onhow 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 the National Incident
Management System(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.
Infrastructure Restoration Resnonsibilities
1. Executive
Pr�
• Advisory Group coordination
• Continuity of government
, • Intergovernmental coordination
• Communication of restoration status to the media and
public
City of Renton Disaster Recovery Plan s Appendix B:Public Infrastructure Restoration
"'�+�'' `v.r+
SU��
o Recovery expenditure tracking
o Recovery Status Report input
2. Public Works.
Pri_ marv
Transportation Systems
• Damage assessment
• Roadway debris clearance
• Transportation system inspections
• Temporary roadway/bridge repairs
• Traffic management
• Structural assessments and engineering
• Permanent repairs/reconstruction
• Restoration of Renton Municipal Airport infrastructure
• Coordination with other jurisdiction's transportation
agencies
Utility Systems
• Damage assessment
• Debris clearance
• Water/sewer/stormwater infrastructure repair/restoration
• Water quality sampling/testing
• Structural assessment
• Permanent repairs/reconstruction
• Coordination with utility crews
• GIS mapping and analysis
Maintenance Ser-vices
• Damage assessment
• Infrastructure/transportation restoration
• Structural assessment
• Permanent repairs/reconstruction
• Debris management
• Coordination with utility crews
• GIS mapping and analysis
Sup�ort
o Heavy equipment resource support
o Equipment/vehicle repair
o Signage
o Vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan 7 Appendix B:Public Infrastructure Restoration
�' �'
3. Community and Economic Development
Prima
• Structural assessments
• Engineering review
• Environmental compliance
• Inspection and approval of reconstruction permits
• Construction plan review
• Code enforcement
Support
o Recovery expenditure tracking
o Recovery Status Report input
4. Finance and Information Technology
Prima
• Communications systems recovery
• Information technology systems recovery
• Data recovery
• Financial management
• Administration of recovery procurement procedures
• Vendor contract management
• Recovery expenditure tracking
Sup�ort
o Communications support
o Information technology support
o Recovery Status Report input
5. Fire and Emergency Services
Prima
Emergency Management
• EOC direction and coordination
• Recovery Status Report development/distribution
Response Operations
• Hazardous materials response/remediation
• Radiological event response/remediation
• Casualty management
Community Risk Reduction
• Fire investigation and inspection Fire plan review
City of Renton Disaster Recovery Plan $ Appendix B:Pubiic Infrastructure Restoration
� �
Su�port
Emergency Management
o Resource support and logistics
o Public information(JIC/JIS)coordination
o Recovery expenditure tracking
All Other Fire&Emergency Services Divisions
o Recovery expenditure tracking
o Recovery Status Report input
6. Police
Primarv
• Public safety
• Access control
Su�port
o Recovery expenditure tracking
o Recovery Status Report input
Partner A encies
Cable/media providers
Fuel pipeline companies
Hospitals/Urgent Care Centers
Internet providers
Issaquah School District
Kent School District
Public Health Seattle-King County
Puget Sound Energy
Renton School District
Telephone companies
Wireless/cell-phone carriers
City of Renton Disaster Recovery Pian g Appendix B:Public InfrasVucture Restoration
� �
information Collection and Dissemination
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Recovery Status Report
Departments with responsibility for restoring infrastructure and essential services
provide initial restoration information as part of the damage assessment process.
This may include estimates for how long repairs or temporary restoration efforts
are expected to take.This information will be limited at first.As situational
awareness improves, damage and restoration information will be used to
determine priorities for action. When possible,this information is mapped and
analyzed to develop a common operating picture of infrastructure conditions and
the viability of essential services.
The Office of 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.
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 the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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 the Office of
Emergency Management,which will determine the most effective manner
of distribution in consultation with impacted departments and the Mayor's
Office.
City of Renton Disaster Recovery Plan 10 Appendix B:Public Infrastructure Restoration
�+w `�w,r+"
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council,press releases,
talking points for interviews,public education and outreach,and social
media outputs.
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 service restoration and
infrastructure repair as well as to manage rumors and speculation about recovery
programs.
The Communications Director in the Mayor's O�ce has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 staffmay also deploy to a Joint
Information Center(JIC)with other regional jurisdictions, including the King
County Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.�ov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Govemment Access Channel(Channe121)
• 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.
City of Renton Disaster Recovery Plan 11 Appendix B:Public Infrastructure Restoration
� �
Administration , Finance, and Logistics
—T _�,� �� �—, _- �.� _.,��y _.
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Administration and Finance �
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under FEMA Public Assistance programs.
Finance personnel collect recovery expenditure data submitted by each
deparhnent, including transactions made under emergency procurement rules, for
weekly reporting into the Recovery Status Report.
Logistics and Resource Support
When possible, deparhnents 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 deparhnent 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 the Finance and Information Technology Deparhnent, are responsible for
locating, ordering, and procuring resources.Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors(where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in turn,request emergency assistance from other state
City of Renton Disaster Recovery Plan 12 Appendix B:Public Infrastructure Restoration
� �
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.
Annex Development and IVlaintenance
�-:�� :�-�,�..-���;�:�:4��.�..�..-.�m-�...,����,-.���.���,�-�.�:.�..�-.�:
Annex Development
The Public Infrastructure Restoration Annex to the City of Renton Disaster
Recovery Plan was developed with participation by a broad range of stakeholders
and partners, including City deparhnental staff, neighboring cities,King County,
the State of Washington,the Federal Government,non-governmental
organizations, and private sector partners. The U.S.Department of Homeland
Security and the Federal Emergency Management Agency also provided technical
assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2,2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities(Renton,Auburn,Kent, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 201 l.T'he Public Infrastructure Restoration Workshop took place
on March 2,201 l.
Workshop participants divided into groups to discuss infrastructure
interdependencies and restoration issues and to strategize solutions for optimizing
a coordinated approach.Information from workshop notes and from a
supplemental informational survey was collated to provide an overview of current
infrastructure restoration capabilities. The information was included in this Annex
to the Disaster Recovery Plan and supplemented by follow-up communications
with City leadership and staffto ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Anne�was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
City of Renton Disaster Recovery Plan 13 Appendix B:Public Infrastructure Restoretion
� �
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Public Infrastructure Restoration Annex.
Procedures should be submitted to Emergency Management for inclusion as an
appendix to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City deparhnents.
Legal Authorities
Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5,Fire and Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52,Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52,Emergency Management
iv. 3934,Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
City of Renton Disaster Recovery Plan 14 Appendix B:Public Infrestructure Restoration
`�✓ °�.�
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. l 18-30,Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59,204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
References and Resources
�� ._�� _�.�a-�-, ��� _
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King Couniy Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS),Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan 15 Appendix B:Public Infrastructure Restoration
_ � � _. �' ,. _�-����_ --�..,_�_.� _
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Tab1e of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................4
Directionand Control..............................................................................................................5
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................9
RecoveryStatus Report....................................................................................................................9
Communications for Public Information and Outreach....................................................10
Administration,Finance,and Logistics..........................................................................11
Administrationand Finance........................................................................................................11
Logisticsand Resource Support.................................................................................................11
Annex Development and Maintenance..........................................................................12
AnnexDevelopment.......................................................................................................................12
PlanningProcess..............................................................................................................................12
PublicInput.......................................................................................................................................13
RecoveryPlan Maintenance........................................................................................................13
LegalAuthorities....................................................................................................................13
LocalLegal Authorities.............................................................................................................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................14
Referencesand Resources..................................................................................................14
Local References and Resources...........................................................................................................14
State References and Resources...........................................................................................................14
Federal References and Resources......................................................................................................15
City of Renton Disaster Recovery Pian 1 Annex C:Human Services
� �
Purpose
The purpose of the Human Services Annex to the City of Renton Disaster
Recovery Plan is to establish a framework for 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.
Scope
� --- �_..—�__-��� ��r � ___,� � _ _., �-.�-.--- �
The Human Services Annex addresses incidents of local,regional, state, and
national significance, including,but not limited to,Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan 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
(CBOs)and other jurisdictions at the local, State, and Federal levels.The Annex
supports and integrates other plans and programs that aid in recovery operations.
Situation Overview
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• People in Renton are likely to be impacted by a significant natural disaster or
human-caused incident. Impacts may include loss of safe and sanitary
housing, lack of food and water, and disruption of community support
services.
• Humanitarian needs will become apparent through damage assessment and
outreach activities. Short-term basic needs such as food,water, shelter, and
emergency first aid will have to be met in the early hours and days after the
disaster. Longer-term needs will continue to be identified and addressed
throughout recovery, sometimes for months or years after an event.
• Many human service delivery challenges are a result of secondary impacts of
damaged infrastructure, including power outages,the loss of potable water,
interrupted food and medicine distribution, and exposure to hazardous
materials.
• Damage to human service facilities or to the infrastructure that supports their
operations may inhibit effective service delivery for human needs.
City of Renton Disaster Recovery Plan 2 Annex C:Human Services
�`rr �
• Community based organizations provide most of the direct human service
programs crucial to recovery efforts.Many of these organizations, along with
businesses,neighborhood groups, and other organizations,participate in the
Greater Renton Community Organizations Active in Disaster(COAD)which
helps provide goods and services for unmet human needs in a disaster.
• Survivors with access or functional needs 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 opporiunities to donate or volunteer to assist with recovery
efforts.
• An event that overwhelms local capability to meet basic human needs may
require assistance from other cities and regions, King County,the State of
Washington, and the Federal Government. The Renton Emergency Operations
Center(EOC)will request support and assistance as needed.
Planning Assumptions
_ ��
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• For the purposes of this Human Services Annex 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 restoring essential services
and meeting basic human needs.Response actions outlined in the
Comprehensive Emergency Management Plan will take precedence as long as
threats remain to life and property.
• 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 will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Human Services Annex.
City of Renton Disaster Recovery Pian 3 Annex C:Human Services
� �
Concept of Operations
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Human impacts in disasters may include 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.
Response efforts outlined in Emergency Support Function#6 of the City of
Renton CEMP and the King County CEMP address immediate post-disaster
needs.Because short-term recovery begins concurrently with response activities,
this Annex addresses immediate needs as well as longer-term recovery needs in
four major categories: mass care and sheltering, emergency assistance, housing,
and human services.
Mass care and sheltering
• Sheltering
• Feeding operations
• Bulk distribution of emergency items
• Collecting and providing information on victims to family members
Emergency assistance
• Support to evacuations (registration and tracking of evacuees)
• Reunification of families
• Provision of assistance to survivors with access or functional needs
• Pet evacuation and sheltering
• Support to specialized shelters
• Support to medical needs shelters
• Donations management
• Coordination of CBO/voluntary agency assistance
• Coordination of unaffiliated volunteers
Housing
• Temporary housing
• RentaUloan assistance
• Repair assistance
• Replacement
• Identification and provision of accessible housing
Human Services
• Personal property replacement
• Disaster loans
• Food stamps
• Crisis counseling
City of Renton Disaster Recovery Plan 4 Annex C:Human Services
�," �rrr�'
• Disaster unemployment
� Disaster legal services
� Support for survivors with access or functional needs
• Other State and Federal benefits
The City of Renton has limited capabilities to address human needs in a large-
scale disaster. The EOC requests additional resources and program support
through the King County ECC 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-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,the Greater Renton Community
Organizations Active in Disaster(COAD), and other disaster relief and human
services organizations, may provide valuable direct services and case
management experience in support of this Annex.
Direction and Control
A large-scale event that overwhelms the City's capability to meet basic human
needs will require regional collaboration through the King County ECC or
through other regionalized humanitarian and mass care efforts. City leadership
will provide staff and resource support to these efforts as able.
City actions in support of mass care, shelter, and human services during recovery
will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator, Co»ununity Services Department:`The Community
Services Administrator provides oversight of human service delivery
efforts in accordance with the Mayor's policy direction.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Departrnent Administrators, and the Communications Director. The
City of Renton Disaster Recovery Pian 5 Annex C:Human Services
� �
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for citywide human service
delivery efforts from the Renton Emergency Operations Center(EOC) in
accordance with the Mayor's policy direction. The Emergency
Management Director also coordinates with the King County ECC on
regional human service delivery efforts.
If a key official is unable to perform their duties as assigned, a designee may be
appointed consistent with the delegations of authoriiy as defined in each
department's continuity of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City deparhnents retain programmatic responsibility for recovery efforts under
their purview. Each department is expected ta: ensure that their 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.
Organization and Assignment of
Responsibilities
The following are basic responsibilities of Renton city departments for
coordinating human service delivery during disaster recovery. Standard Operating
Procedures(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 the National Incident
Management System(NIMS)as outlined in the CEMP.
Long-term human service program coordination will transition to normal
departmental organization and functions over time.However, supplemental surge
staffing may be required for much of the recovery process.
City of Renton Disaster Recovery Plan 6 Annex C:Human Services
� � .
Human Services Resaonsibilities
1. Executive
Primarv
• Policy direction for recovery efforts
• Advisory Group coordination
• Continuity of government
• Intergovernmental coordination
• Public information
2. Community Services
Primar
• Emergency shelter operations
• Mass care and feeding coordination
• Emergency worker care
• Disaster welfare information and referrals
• Shelter transportation coordination
• Coordination with human service CBOs
Su�port
o Recovery expenditure tracking
o Recovery Status Report input
3. Fire and Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Volunteer management
• Recovery Status Report development/distribution
Response Operations
• Emergency medical/first aid delivery
• Casualty management
S��
Emergency Management
o Mass care/shelter coordination support
o Resource supportllogistics
o Shelter transportation coordination
o Public information(JIGJIS)coordination
o Recovery expenditure tracking
City of Renton Disaster Recovery Plan 7 Annex C:Human Services
� �
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
4. Police
Prima
• Public safety
• Access control
• Traffic control
• Missing persons coordination
• Pet sheltering
Sup�ort
o Recovery expenditure tracking
o Recovery Status Report input
5. Public Works
Prima
• Provision of potable water for shelters and congregate areas
• Solid waste service coordination for shelters
Sup�ort
o Recovery expenditure tracking
o Recovery Status Report inputs
6. Community and Economic Development
Prima
• Inspection of shelters and other mass care facilities
Support
o Donations management
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Information Technology
Primarv
• Recovery vendor contract management
• Recovery expenditures tracking
Support
o Procurement of goods/supplies
o Communications support
City of Renton Disaster Recovery Pian $ Annex C:Human Services
�'' ``rr�
o Information technology support
o Recovery Status Report input
8. Human Resources and Risk Management
Primarv
• Employee care
• Staff re-assignment
Su�port
o Volunteer management
o Recovery expenditure tracking
o Recovery Status Report input
Partner A encies
American Red Cross
Public Health Seattle-King County
Greater Renton COAD
Salvation Army
Information Collection and Dissemination
�._.-F.-.-�-� .._:.. .��__.. ...�.�.N.__t:� �.._ .W.�� _..,. _.��_... w._.�__�..�M�:. �. u��_,.� �.
Recovery Status Report
The Office of Emergency Management is responsible for collecting and analyzing
recovery information relevant to this Human Services Annex 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 recove,ry.
The EOC collects information about numbers of guests in shelters,meals fed in
City mass feeding programs, and numbers of clients in non-profit human services
programs when estimates are available for inclusion in the Recovery Status
Report.
The Recovery Status Report is the primary source of information and data for all
planning, operations, and eatemal communications.If errors are found in the
Recovery Status Report,these should be submitted to the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
City of Renton Disaster Recovery Plan 9 Annex C:Human Services
� �
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
p�ckage for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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 the Office of
Emergency Management,which will determine the most effective manner
of distribution in consultation with impacted departments and the Mayor's
Office.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council, press releases,
talking points for interviews,public education and outreach, and social
media outputs.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process.The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 jurisdictior s, including the King
County Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.gov
City of Renton Disaster Recovery Plan 10 Annex C:Human Services
�� �
• CodeRED 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.
Administration , Finance, and Logistics
� ,
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources.Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
City of Renton Disaster Recovery Plan 11 Annex C:Human Services
� �
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors(where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in 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.
Annex Development and Maintenance
Annex Development
The Human Services Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City deparhnental staff, neighboring cities,King County,the State of
Washington,the Federal Government,non-governmental organizations, and
private sector partners. T'he U.S.Department of Homeland Security and the
Federal Emergency Management Agency also provided technical assistance to the
development of this Annex.
Planning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities(Renton, Auburn, Kent, and
Tukwila)and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Human Services Workshop took place on March 4, 2011.
Workshop participants divided into groups to discuss human services issues and
to strategize solutions for optimizing a coordinated approach. Information from
workshop notes and from a supplemental informational survey was collated to
provide an overview of current human service capabilities. The infortnation was
City of Renton Disaster Recovery Plan �2 Annex C:Human Services
�rr ,n,�,� .
included in this Annex to the Disaster Recovery Plan and supplemented by
follow-up communications with City leadership and staff to ensure consistency
with existing City policy and procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Human Services Annex. Procedures should be
submitted to Emergency Management for inclusion as an appendix to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum, the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City deparhnents
Legal Aufhorities
,_ ..�.:�_..��.�.0 :���^:.����._��...�. ., � - �._� .�_�v.:.: _ _ _ . v __,��_
Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5,Fire and Emergency
Services Deparhnent
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 3 8.52,Emergency Management
iv. 39.34,Interlocal Cooperation Act
City of Renton Disaster Recovery Plan 13 Annex C:Human Services
� �
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04,Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and .
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
References and Resources
Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incL Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
City of Renton Disaster Recovery Plan 14 Annex C:Human Services
� �
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS),Deparhnent of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan 15 Annex C:Human Services
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Table of Conten�s
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
BuildingPermits and Inspections................................................................................................3
StructuralAssessments....................................................................................................................3
ContractorLicensing.........................................................................................................................4
Directionand Control..............................................................................................................4
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................8
RecoveryStatus Report....................................................................................................................8
Communications for Public Information and Outreach.......................................................9
Administration,Finance,and Logistics..........................................................................10
Administrationand Finance........................................................................................................10
Logisticsand Resource Support.................................................................................................11
Annex Development and Maintenance..........................................................................11
AnnexDevelopment.......................................................................................................................11
PlanningProcess..............................................................................................................................11
PublicInput.......................................................................................................................................12
RecoveryPlan Maintenance........................................................................................................12
LegalAuthorities....................................................................................................................13
LocalLegal Authorities.............................................................................................................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................13
References and Resources..................................................................................................14
Local References and Resources...........................................................................................................14
State References and Resources...........................................................................................................14
Federal References and Resources......................................................................................................14
Other References and Resources..........................................................................................................14
City of Renton Disaster Recovery Plan � Appendix D:Permits and Inspections
� �
Purpose
The purpose of the Permits and Inspections Annex to the City of Renton Disaster
Recovery Plan is to identify roles and responsibilities and to establish uniform
policies to guide permitting and inspection activities for post-disaster
reconstruction.
Scope �
��T .__
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The Permits and Inspections Annex addresses incidents of local, regional, state,
and national significance, including, but not limited to, Presidentially declared
disasters in King CounTy, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated
permitting and inspection efforts. The Annex supports and integrates State and
Federal plans and programs that aid in recovery operations.
Situation Overview
• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant and widespread
catastrophic damage to the built environment.
• There may be immediate and long-term needs to assess the structural integrity
of residential dwellings, commercial buildings, government facilities, and
public infrastructure to determine occupancy and viability.
• In areas requiring repair and reconstruction,the City of Renton will balance
the need for expedited recovery with efforts to facilitate sustainable
redevelopment through a program of permitting, inspection, and code
compliance.
• The City will promote hazard mitigation measures where practicable and cost-
effective andlor where required by law.
• Large-scale emergencies are likely to deplete local and regional recovery
resources.Assistance from other cities and regions, from the State of
Washington, and from the Federal Government will be requested as needed.
City of Renton Disaster Recovery Plan 2 Appendix D:Permits and Inspections
"�.+' �.,+�
Planning Assumptions
�:=__�.�-_�� ���. ��--- �.r,��._..�.�.___-�;� g _.��.�.-�
• Property owners are responsible for ensuring compliance with all applicable
codes and for obtaining all necessary permits when rebuilding damaged
property.
• City government will undertake reasonable efforts to make the permitting and
compliance process as customer-friendly as possible.
• City deparhnents with responsibility for permitting, inspections, and code
enforcement may need to undertake surge operations and/or request outside
assistance to meet customer demand.
Concept of Operations
�TT= . � �_�.,
Building Permits and Inspections
After a disaster that causes damage to the built environment, it is key for the City
of Renton to strike a responsible balance between an expedited recovery process
and requirements to rebuild sustainably in accordance with all applicable codes
and regulations. The City conducts its post-disaster permitting and inspection
operations as expeditiously as possible. The goal is to provide a customer-friendly
experience for disaster survivors while ensuring their homes and businesses are
rebuilt to code, with minimal environmental impact, and more resilient to the next
disaster. In order to be responsive to the needs of disaster survivors,the City may
expand its hours of operation ar send field permitting and inspection teams to
damaged areas.
When logistically feasible,the City offers one-stop review and permitting services
for property owners undertaking reconstruction activities.
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.
ATC-20 protocols for inspecting buildings and conducting safety evaluations. The
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
City of Renton Disaster Recovery Pian g Appendix D:Permits and Inspections
� �
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 applicable codes and may also influence decisions to implement
cost-effective mitigation measures.
Contractor Licensing
Disasters often result in an infl�of construction contractors from out-of-state
areas to meet local demand for rebuilding.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 encourage property
owners to undertake due diligence in hiring contractors.
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.epls.�ov.
Direction and Control
The Community and Economic Development Department and the Public Works
Department 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, Washington State, and the
Federal Government. City leadership will allocate staff and other resources to
regional efforts as able.
City permitting and inspection efforts will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
City of Renton Disaster Recovery Plan 4 Appendix D:Permits and Inspections
�w` �
• Administrator, Community and Economic Development Department:
The Community and Economic Development Administrator provides
leadership and direction, in accordance with the Mayor's policy, to staff
responsible for building permits and inspections as well as CIP permitting.
• Administrator,Public Works Department:The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy, to staffresponsible for structural assessments and
permitting for Ciry infrastructure.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City deparhnents and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction.The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City departments will retain programmatic responsibility for recovery efforts
under their purview.Each department is expected to: ensure that staff are aware of
their disaster recovery roles and responsibilities; develop procedures for
implementing disaster recovery programs and activities; and provide training to
staffto maintain optimal capabilities for disaster recovery.
City of Renton Disaster Recovery Plan 5 Appendix D:Permits and Inspections
� �
Organization and Assignment of
Responsibilities
The following are basic responsibilities of Renton city departments for permits
and inspections for rebuilding during recovery. Standard Operating Procedures
(SOPs)may be developed to provide further detail on how individual departments
and divisions shall perform their responsibilities.
Permitting and inspection activities may initially be coordinated in the Renton
EOC or in the field in accordance with principles of the National Incident
Management System(NIMS)as outlined in the CEMP.
Long-term permitting and inspection operations will transition to normal
departmental organization and functions over time. However, supplemental surge
staffing may be required for much of the recovery process.
Permittin�and Inspection Responsibilities
1. Executive
Prima
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Public information
2. Community and Economic Development
Primarv
Development Services
• Structural assessments
• Permit issuance for commercial and residential
reconstruction
• Public information counter
• Coordination of field permit team operations
• Construction plan review
• Code compliance
• Public works plan review
• Post-reconstruction building inspections
Planning
• Land use permitting
• Environmental compliance
• GIS mapping
City of Renton Disaster Recovery Plan 6 Appendix D:Permits and Inspections
`�w wrr
Economic Development
• Public/private coordination
• Business community outreach and information
Support
o Recovery expenditure tracking
o Recovery Status Report input
3. Public Works
Pr_ unarv
Utility Systems
• Structural assessments of utility infrastructure
• Capital improvement permitting
� • Flood hazard monitoring
• Water quality monitoring
• Coordination with utility crews
• GIS mapping and analysis
Support
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
4. Fire and Emergency Services
Pri�
Emergency Management
• EOC direction and coordination
• Recovery Status Report development/distribution
Community Risk Reduction
• Fire inspections
• Fire plan review
Su��ort
Emergency Management
o Resource support and logistics
o Public information(JIC/JIS)coordination
o Recovery expenditure tracking
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan 7 Appendix D:Permits and Inspections
� �
5. Finance and Information Technology
Primarv
• Vendor contract management
• Recovery expenditures tracking
Su�port
o Procurement of goods/supplies
o Communications support
o Information technology support
o Recovery Status Report inputs
Partner A e� ncies
Public Health Seattle-King County
Puget Sound Energy
Washington Association of Building Officials
Washington State Department of Labor and Industries
Information Collection and Dissemination
Recovery Status Report
The Office of 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.
Departments with responsibility for permitting and inspection processes maintain
data about the number and types of permitting actions that are in progress or
approved. In particular, the Community and Economic Development Deparhnent
tracks the number of tagged structures(redlyellow/green)and includes the
information in its submittals to the Recovery Status Report. When possible, this
information is mapped and analyzed to develop a common operating picture of
building conditions.The Public Works Department tracks infrastructure
permitting and inspections issues as part of its infrastructure restoration efforts.
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 the Office of Emergency
Management immediately.
City of Renton Disaster Recovery Plan $ Appendix D:Permits and Inspections
� �
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of Emergency
Management.
• All City deparhnents 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 the Office of
Emergency Management, which will determine the most effective manner
of distribution in consultation with impacted departments and the Mayor's
Office.
• The Recovery Status Report is the factual basis for all other information
outputs, including staffreports to the Mayor and Council,press releases,
talking points for interviews,public education and outreach, and social
media outputs.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process.The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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
Counry Emergency Coordination Center JIC.
, City of Renton Disaster Recovery Plan g Appendix D:Permits and Inspections
�' �
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.gov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel (Channe121)
• 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.
Administration , Finance, and Logistics
Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery fmance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration,but all departments .
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
City of Renton Disaster Recovery Plan 10 Appendix D:Permits and Inspections
�`.✓ �
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 the Finance and Information Technology Deparhnent, are responsible for
locating, ordering, and procuring resources.Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staffwill seek supplemental resource support from the following sources:
• Other city deparhnents
• LocaUregional vendors (where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in 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.
Annex Development and Maintenance
Annex Development
The Permits and Inspections Annex to the City of Renton Disaster Recovery Plan
was developed with participation by a broad range of stakeholders and partners,
including City departmental staff, neighboring cities,King County,the State of
Washington,non-governmental organizations, and private sector partners. T'he
Federal Emergency Management Agency of the U.S. Deparhnent of Homeland
Security provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management.T'he four Green River Valley cities(Renton,Auburn,Kent, and
Tukwila)and King County were principal participants in the workshop. Other
City of Renton Disaster Recovery Plan 11 Appendix D:Permits and Inspections
� �
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011.The Permits and Inspections Workshop took place on
February 17, 2011.
Workshop participants divided into groups to discuss reconstruction issues and to
strategize solutions for optimizing a coordinated approach to permitting and
inspections. Information from workshop notes and from a supplemental
informational survey was collated to provide an overview of current permitting
and inspection capabilities. The information was included in this Annex to the
Disaster Recovery Plan and supplemented by follow-up communications with
City leadership and staffto ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Permits and Inspections Annex.Procedures should
be submitted to the Office of Emergency Management for inclusion as an
appendix to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
City of Renton Disaster Recovery Plan �2 Appendix D:Pertnits and Inspections
�r�' ��+"
Legai Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5,Fire and Emergency
Services Department
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52,Emergency Management
iv. 39.34, Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations,Plans,and Programs
Federal Legal Authorities
a. Federal Civil.Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
City of Renton Disaster Recovery Plan 13 Appendix D:Permits and Inspections
� �
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS), Deparhnent of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
Other References and Resources
a. Applied Technology Council,ATC-20 Procedures for Post-
earthquake Safety Evaluation of Buildings
City of Renton Disaster Recovery Plan 14 Appendix D:Permits and Inspections
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control..............................................................................................................4
Organization and Assignment of Responsibilities........................................................5
Information Collection and Dissemination.....................................................................8
RecoveryStatus Report....................................................................................................................8
Communications for Public Information and Outreach.......................................................9
Administration,Finance,and Logistics..........................................................................10
Administrationand Finance........................................................................................................10
The Finance and Information Technology Department is responsible for managing
all aspects of recovery finance and procurernent,including the following tasks:...10
Logisticsand Resource Support.................................................................................................li
Annex Development and Maintenance..........................................................................11
AnnexDevelopment.......................................................................................................................11
PlanningProcess..............................................................................................................................12
PublicInput.......................................................................................................................................12
RecoveryPlan Maintenance........................................................................................................12
LegalAuthorities....................................................................................................................13
LocalLegal Authorities.................................................................................:...........................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................13
References and Resources..................................................................................................14
Local References and Resources..................................:........................................................................14
State References and Resources...........................................................................................................14
Federal References and Resources......................................................................................................14 �
City of Renton Disaster Recovery Pian 1 Annex E:Economic Recovery
� '�
Purpose
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The purpose of the Economic Recovery Annex to the City of Renton Disaster
Recovery Plan is to guide actions that facilitate the return of normal business
activity in Renton's commercial areas.The ability of businesses to recover
quickly from disaster is a key component of overall community recovery. This
Annex establishes a framework for identifying and evaluating post-disaster
economic impacts and for developing cooperative strategies to resolve them.
Scope
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The Economic Recovery Annex addresses incidents of local,regional, state, and
national significance, including, but not limited to,Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated
recovery efforts. The Annex supports and integrates State and Federal plans and
programs that aid in recovery operations.
Situation Overview
�,.,� �.�.-.n,�-.�.. _ . _ �� _ . _ _.
• The Puget Sound Region is vulnerable to natural and technological hazards
with the potential to cause major disruption to the local economy.
• The private sector will often bear the brunt of a major disaster event, and will
be a key partner in recovery efforts.
• Although some businesses may be able to recover quickly from disaster, many
businesses will require supplemental assistance.
• Small businesses are particularly vulnerable to disaster-related business
interruption.
• Some businesses may not be able to re-open after disaster.
• Damage may be severe enough in some areas to warrant complete
redevelopment after a catastrophic event.
• Large-scale emergencies are likely to deplete local and regional recovery
resources.Assistance from other cities and regions, from the State of
Washington, and from the Federal Government will be requested as needed.
City of Renton Disaster Recovery Plan 2 Annex E:Economic Recovery
� �
Planning Assumptions
• Economic recovery is dependent in large part on the viability of critical
infrastructure, transportation lifelines, and essential services.
• The City of Renton may need to expand or adapt services to facilitate
economic recovery throughout the community.
� Short-term economic recovery and stabilization efforts should be balanced by
long-term planning that promotes sustainable redevelopment and community
resiliency.
Concept of Operations
c TT_��_T T � ��� �
Disasters may disrupt the economic engine that keeps the City of Renton a vibrant
place to live and work.After any disaster the City's overall pace of recovery
depends in large part on the ability of businesses to reopen and resume normal
operations. Small businesses are particularly vulnerable to interruptions caused by
disasters.A large percentage of small businesses never reopen if a disaster forces
them to close their doors.
Mid-to large-size businesses may be better positioned to survive disasters, but
associated supply chain interruptions, employment losses, and revenue impacts
may create extra challenges for local and regional disaster recovery efforts. The
City of Renton is home to several large corporations and manufacturing
companies, and a catastrophic disaster in the Puget Sound Region could cause
ripple effects in the national economy.
� The City can implement measures to minimize the impacts of disaster and
facilitate economic recovery. One of the most basic functions of Renton city
government during times of disaster is restoring public infrastructure and essential
services upon which local businesses depend. Companies need functional roads,
potable water, and power to operate, and it is a priority for the City to bring
critical systems back online as quickly as possible in the aftermath of an
emergency event.
Renton may expand its permitting and inspection operations to meet surge
demand during post-disaster reconstruction. It is not only important for businesses
to be able to rebuild quickly,but also for families who live here, and who are
workers and customers of Renton businesses,to be able to make their homes safe,
sanitary, and livable again.
The Mayor and City Council, under extraordinary emergency conditions, may
rel�or waive standard fees or processing timelines to expedite economic
City of Renton Disaster Recovery Plan $ Annex E:Economic Recovery
`�w' `�rr"
recovery. However, any program designed to further streamline City processes
will be balanced by the need to rebuild sustainably and in such a way as to
mitigate losses from future disaster events.
Pre-disaster preparedness is the most effective way for businesses to prevent
damage or lessen the impacts of future disasters,and the City of Renton will
continue its public outreach efforts to business and property owners and help them
become better prepared.
Even the most well prepared business may experience losses during a catastrophic
event.The City of Renton will work with State and Federal partners to facilitate
the timely processing of emergency assistance where it is needed.In most cases,
businesses impacted by a Presidentially declared disaster are eligible for low
interest loans from the Small Business.Administration. Business loans and aid
programs from other Federal agencies may also be available in major disasters.
The City helps these agencies distribute information to all eligible applicants.
Renton staff may also co-locate with Federal and State assistance providers in
consolidated local Disaster Recovery Centers to make recovery programs more
convenient and customer-friendly.
Direction and Control
-�,�-:�. �. ._,-�,� . _.��:� _ _ �.�-���».:-.�
The Community and Economic Development Department is the lead agency for
economic recovery. Widespread catastrophic damage may require regional
collaboration with King County, Washington State, and the Federal Government.
City leadership will allocate staff and other resources to regional efforts as able.
Post-disaster economic recovery efforts will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator, Community and Economic Development Department:
The Community and Economic Development Administrator provides
leadership and direction, in accordance with the Mayor's policy,to staff
responsible for implementing economic recovery strategies.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
City of Renton Disaster Recovery Plan 4 Annex E:Economic Recovery
� �
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
If a key official is unable to perform their duties as assigned, a designee may be
appointed consistent with the delegations of authoriiy as defined in each
department's continuity of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City departments will retain programmatic responsibility for recovery efforts
under their purview.Each department is expected to: ensure that their 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.
Organization and Assignment of
Responsibilities
The following are basic responsibilities of Renton city departments for facilitating
economic and business recovery. Standard Operating Procedures(SOPs)may be
developed to provide further detail on how individual departments and divisions
shall perform their responsibilities.
Information gathering and other economic recovery activities may initially be
coordinated in the Renton EOC or in the field in accordance with principles of the
National Incident Management System (I�TIMS) as outlined in the CEMP.Long-
term economic recovery program management will transition to normal
departmental organization and functions over time.
City of Renton Disaster Recovery Plan 5 Annex E:Economic Recovery
� �
Economic Recoverv Responsibilities
L Executive
Prunarv
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Communication of economic recovery and assistance
information to the media and public
2. Community and Economic Development
Pri_ marv
Economic Development
• Economic recovery program delivery
• Public/private coordination
• Business community outreach and information
• Post-disaster business recruitment and retention
Development Services
• Permit issuance for commercial and residential
reconstruction
• Public information counter
• Coordination of field permit team operations
• Construction plan review
• Code compliance
• Public works plan review
• Post-reconstruction building inspections
• Capital Improvement Program permitting
Planning
• Redevelopment planning
• Land use permitting
• Long-range planning for significantly impacted areas
• Environmental compliance
• GIS mapping
Sup�ort
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan 6 Annex E:Economic Recovery
�' �
3. Public Works
Primarv
Transportation Systems
• Transportation system restoration
• Traffic management
• Roadway system debris removal
• Restoration of Renton Municipal Airport
infrastructure/operations
Util ity Systems
• Water/sewer/stormwater infrastructure restoration
• Structural assessment
• Permanent repairs/reconstruction
• Debris management
� Coordination with utility crews
• GIS mapping and analysis
Sup�ort
o GIS mapping and analysis
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
4. Finance and Information Technology
Primarv
� Vendor contract management
• Recovery expenditure tracking
• Management of recovery finances
• Revenue projections
• Communications support
• Information technology support
Support
o Recovery Status Report input
5. Fire and Emergency Services
Prima
Emergency Management
• EOC direction and coordination
• Volunteer management
• Recovery Status Report development/distribution
City of Renton Disaster Recovery Plan 7 Annex E:Economic Recovery
'�'` �.r�
Community Risk Reduction
• Fire inspections
• Fire plan review
Su��ort,
Emergency Management
o Resource support and logistics
o Public information(JIC/JIS) coordination
o Recovery expenditure tracking
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
Partner A encies
Building Owners and Managers Association
Public Health Seattle-King County
Puget Sound Energy
Puget Sound Regional Council
Renton Chamber of Commerce
Washington State Department of Labor and Industries
Washington State Office of the Insurance Commissioner
Information Collection and Dissemination
���E�-�,,���. - -�
Recovery Status Report
Effective economic recovery strategy development depends on the availability of
timely and accurate information, in many cases from sources other than City
departments.It may be difficult in the early days and weeks after tlie disaster to
obtain quality information about business impacts.The Economic Development
Director,with assistance from the EOC or from other assigned staff,will attempt
to reach out to the business community early in the recovery process to develop
situational awareness of potential economic impacts in and around the City of
Renton.
When possible the impacts to businesses in Renton should be mapped and
analyzed to create a common operating picture and to help identify
interdependencies such as damaged infrastructure and housing losses.
Information about damage to local businesses may initially come from public
reports of damages or from damage assessments conducted by City staff.A more
complete picture about economic impacts, as well as estimates of when businesses
plan to re-open, may come from business owners and property managers.
Commercial networks and associations may provide assistance in communicating
City of Renton Disaster Recovery Plan g Annex E:Economic Recovery
� �
information to/from their member businesses.Pre-event development and
maintenance of emergency business contacts will facilitate the collection of this
information by Economic Development staff.
The Office of 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 will replace 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.
With information inputs coming from a variety of sources, it is important to
provide accurate and consistent messaging about the progress of economic
recovery and available programs. The Recovery Status Report is the primary
source of information and data for all planning, operations, and external
communications. Community and Economic Development staff should submit
updated information about business losses and re-openings by the weekly
submittal deadline for Recovery Status Report inputs. If errors are found in the
Recovery Status Report,these should be submitted to the Office of Emergency
Management immediately.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process.The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
In a regional event, multiple agencies and entities will be issuing 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 Emergency Coordination Center JIC.
All major announcements and information releases, regardless of the means of
communication, are vetted through the Communications Director prior to release.
City of Renton Disaster Recovery Plan g Annex E:Economic Recovery
� �
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.�ov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel(Channe121)
• Broadcast media(television and radio)
• Newspapers and other print media
• Electronic media
• Community meetings and other outreach activities
In addition, long-term economic recovery efforts after a catastrophic event may
include the development of community-based Economic Recovery Action Plans
to engage public participation in redevelopment efforts. T'he Action Plans may:
• Articulate goals and objectives of economic recovery
• Identify government actions that can facilitate long-term economic
recovery
• Identify types of business and specific areas in which to focus
economic recovery efforts
• Include programs tailored to small business recovery
• Include programs tailored to specific community needs
• Incorporate hazard mitigation and sustainable development strategies
• Provide tools to prepare for next disaster
Administration , Finance, and Logistics
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
City of Renton Disaster Recovery Plan 10 Annex E:Economic Recovery
� �
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures. 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.
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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources.Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city deparhnents
• LocaUregional vendors(where possible)
• National vendors
The EOC also makes resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan. When necessary,the EOC may
request emergency resource support from the Zone 3 Coordination Center,the
King County ECC, and/or the Washington State EOC. Washington State may, in
turn, request emergency assistance from other state govemments 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.
Annex Development and Maintenance
Anneg Development
The Economic Recovery Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City departmental staff,neighboring cities,King County,the State of
Washington,non-governmental organizations, and private sector partners. The
Federal Emergency Management Agency of the U.S.Department of Homeland
Security provided technical assistance to the development of this Annex.
City of Renton Disaster Recovery Plan 11 Annex E:Economic Recovery
� �
Planning Process
The planning process commenced on December 2,2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities(Renton,Auburn,Kent, and
Tukwila)and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations.The stated goal of the workshop was to begin development
of separate jurisdictional�recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 201 l. The Economic Recovery Workshop took place on March 1,
2011.
Workshop participants divided into groups to discuss reconstruction issues and to
strategize solutions for optimizing a coordinated approach to economic
development and recovery. Information from workshop notes and from a
supplemental informational survey was collated to provide an overview of current
economic recovery capabilities. The information was included in this Annex to
the Disaster Recovery Plan and supplemented by follow-up communications with
City leadership and staff to ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and �
responsibilities outlined in this Economic Recovery Annex.Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes, will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
City of Renton Disaster Recovery Plan �2 Annex E:Economic Recovery
�' °'�
Legai Authorities
Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire and Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 39.34, Interlocal Cooperation Act
v. 40.10, Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136, Hazardous Materials Incidents
b. Washington Administrative Code (WAC):
i. 118-04,Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
City of Renton Disaster Recovery Plan 13 Annex E:Economic Recovery
� �
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington Sta.te Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
b. Comprehensive Preparedness Guide(CPG) 101
c. Homeland Security Exercise and Evaluation Program(HSEEP)
d. National Incident Management System(NIMS),Department of
Homeland Security
e. National Response Framework,Federal Emergency Management
Agency �
City of Renton Disaster Recovery Plan 14 Annex E:Economic Recovery
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.........................................................:....................:..............................3
Directionand Control.....:........................................................................................................4
Organization and Assignment of Responsibilities.................�......................................6
Information Collection and Dissemination.....................................................................9
RecoveryStatus Report....................................................................................................................9
Communications for Public Information and Outreach....................................................10
Administration,Finance,and Logistics..........................................................................11
Administrationand Finance........................................................................................................ii
Logistics and Resource Support.................................................................................................ii
Annex Development and Maintenance..........................................................................12
AnnexDevelopment.......................................................................................................................12
PlanningProcess.....................................................................................................:........................12
PublicInput.......................................................................................................................................12
RecoveryPlan Maintenance........................................................................................................12
LegalAuthorities.................................................................................................................... 13
LocalLegal Authorities.............................................................................................................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................14
References and Resources..................................................................................................14
Local References and Resources...........................................................................................................14
State References and Resources...........................................................................................................14
Federal References and Resources......................................................................................................15
Other References and Resources..........................................................................................................15
City of Renton Recovery Plan � Annex F:Debris Management
� �
Purpose
The purpose of the Debris Management Annex to the City of Renton Disaster
Recovery Plan is to identify the roles and responsibilities of City departments,
regional jurisdictional partners, and private contractors for managing debris
clearance, handling, disposal, and recycling during the post-disaster recovery
process.
Scope
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The Debris Management Annex addresses incidents of local,regional, state, and
national significance, including,but not limited to, Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated debris
management efforts among a network of local, State, and Federal jurisdictions
along with private solid waste companies. The Annex supports and integrates
other plans and programs that address debris management operations.
Situation Overview
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• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,that have the potential to create large volumes of
debris over a widespread area.
• Disaster debris may impede the efforts of emergency responders.
• Disaster debris may create dangers to the health and safety of the public as
well as that of emergency responders and other City staff.
• D.isaster debris may 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 catastrophic disaster event and from the
demolition of damaged structures may require temporary storage.
• Permanent processing and disposal of large volumes of disaster debris may
take months or even years to complete.
• Contaminated debris from a catastrophic disaster event can have long-term
negative environmental impacts.
City of Renton Recovery Plan 2 Annex F:Debris Management
� �
Planning Assumptions
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• Recovery begins almost as soon as a disaster event occurs, often concurrent
with emergency response.For the purposes of this Debris Management Annex
it is assumed that immediate threats to life and property have been addressed
and that the operational focus has shifted to short-term recovery.Response
actions outlined in the Comprehensive Emergency Management Plan take
precedence as long as threats remain to life and property.
• Areas with significant debris issues may become apparent through damage
assessment and restoration activities as well as from damage reports from the
public.
• Events of regional, statewide, or national significance may require cross-
jurisdictional cooperation in recovery efforts such as debris management.
• The King County Emergency Coordination Center(ECC) is the central
coordination point for regional debris management efforts. The Renton
Emergency Operations Center(EOC)provides support coordination between
City and regional activities.
• Private solid waste companies have a significant role to play as partners in
disaster recovery and debris management activities.
• Contaminated debris has the potential to impact the environment and therefore
trigger additional disposal considerations.
• City departments are expected to develop procedures and provide appropriate
training to staff with designated roles and responsibilities in this Annex.
Concept of Operations
There are four principal phases of post-disaster debris management operations:
• 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.
• 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.
• Debris Processing:Processing of debris is the separation of various waste
and debris types and their preparation for disposal.Different types of
City of Renton Recovery Plan 3 Annex F:Debris Management
� �
disaster debris may be governed by varying rules and authorities.
Construction and demolition debris is handled differently from hazardous
waste or recyclable material.
• Permanent Debris Disposal:Pertnanent disposal of debris and waste may
make use of local and regional landfills or, depending on available
capacity, may wanant 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. Properly
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 far emergency)and in consultation
with resource agencies and with Public Health Seattle-King County.
The City of Renton may utilize existing City staff to manage the clearance,
removal, and temporary storage of disaster debris. The Public Works Department
will generally be the lead agency for Renton's debris management efforts. Other
departments, such as the Fire and Emergency Services Department or the Police
Department,may undertake minor debris clearance or enlist Public Works support
to facilitate unimpeded access for emergency response personnel.
The City already contracts much of its debris disposal to private solid waste
vendors. Waste Management 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 ECC and the King County Department of
Natural Resources, Solid Waste Division.Regional debris management efforts are
managed in accordance with the Seattle-King County Urban Area Debris
Management Plan.
Direction and Control
A large-scale event that results in significant volumes of disaster debris will
require regional collaboration through the King County ECC with private solid
waste companies. City leadership will provide staff and resource support to these
efforts as capabilities allow.
The City's debris management efforts will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
City of Renton Recovery Plan 4 Annex F:Debris Management
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• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator,Public Works Department:The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy,to staff responsible for debris management.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
The Mayor may appoint community leaders and stalceholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City departments will retain programmatic responsibility for recovery efforts
under their purview.Each department is expected to: ensure that their personnel
are aware of their disaster recovery roles and respansibilities; develop procedures
for implementing disaster recovery programs and activities;and provide training
to staff to maintain optimal capabilities for disaster recovery.
City of Renton Recovery Plan 5 Annex F:Debris Management
� �
� rganization and Assignment of
Responsibilities
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The following are basic responsibilities of Renton city departments for debris
management during recovery. Standard Operating Procedures(SOPs)may be
developed to provide further detail on how individual departments and divisions
shall perform their responsibilities.
Debris management actions may initially be coordinated in the Renton EOC or in
the field in accordance with principles of the National Incident Management
System(NIMS) as outlined in the CEMP. In a regional event, the King County
ECC and the King County Department of Natural Resources may coordinate
cross jurisdictional debris management activities.
Supplemental surge staffing may be required to implement long-term debris
management actions. Private solid waste vendors such as Waste Management are
responsible for staffing their own operations in support of citywide and regional
debris management efforts.
Debris Mana�ement Resnonsi6ilities
1. Executive
Prima
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Communication of debris management information to the
media and public
2. Public Works
Primarv
Transportation Systems
• Roadway debris clearance
• Traffic management
• Demolition debris processing
• Renton Municipal Airport debris clearance
• Coordination with other jurisdiction's transportation
agencies
Utility Systems
• Debris clearance for water/sewer/storm systems
• Demolition debris processing
• Coordination with utility crews
City of Renton Recovery Plan s Annex F:Debris Management
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Maintenance Services
• Debris clearance
• Temporary debris storage
• Debris processing
• Coordination with utility crews
Support
o Heavy equipment resource support
o Equipment/vehicle repair
o Signage
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
3. Community Services
Pri�
• Debris clearance from parks and open space
• Temporary debris storage site identification
Su�ort
o Heavy equipment resource support
o Recovery expenditure tracking
o Recovery Status Report input
4. Community and Economic Development
Pri�
• Temporary debris storage site identification and permitting
• Debris disposal site identification/permitting
Su�port
o Recovery expenditure tracking
o Recovery Status Report input
5. Fire and Emergency Services
Prunarv
Emergency Management
• EOC direction and coordination
• Cross jurisdictional coordination for debris management
• Recovery Status Report development/distribution
Response Operations
• Hazardous materials response/remediation
City of Renton Recovery Plan 7 Annex F:Debris Management
� �
• Radiological event response/remediation
• Casualty management
Community Risk Reduction
• Fire investigation and inspection
Su�port
Emergency Management
o Resource support and logistics
o Public information(JIC/JIS)coordination
o Recovery expenditure tracking
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
6. Police
Prima
• Public safety
• Access control
Sup�ort
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Information Technology
Primarv
• Administration of recovery procurement procedures
• Solid waste vendor contract management
• Recovery expenditure tracking
Su�port
o Communications systems support
o Information technology support
o Recovery Status Report input
Partner A eg ncies
King County Department of Natural Resources
National Response Center
City of Renton Recovery Plan $ Annex F:Debris Management
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Public Health Seattle-King County
United States Department of Transportation
Washington State Department of Ecology
Waste Management
Information Collection and Dissemination
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Recovery Status Report
The Office of 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.
Disaster debris is initially reported as part of the damage assessment process.The
EOC is the recipient of impact reports concerning the location and nature of
disaster debris,the short-and long-term impacts to the population, and progress
on clearance and disposal efforts. When possible, this information is mapped and
analyzed to develop a common operating picture of debris issues.
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 the Office of Emergency �
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of Emergency
Management.
• All City departments should use the information and data in the Recovery
Status Report far planning and operational purposes.
• The Recovery Status Report is the authoritative source of up-to-date
recovery data and information for all internal deparhnental reports and
communications.
City of Renton Recovery Plan g Annex F:Debris Management
� �
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council,press releases,
talking points for interviews,public education and outreach, and social
media outputs.
• Time-sensitive information is submitted to the Office of Emergency
Management,which determines the most effective manner of distribution
in consultation with impacted departments and the Mayor's Office.
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. It may also be
necessary to provide time-sensitive information to the public concerning debris
hazards and impacts.
The Mayor's Office has lead responsibility for the City's public information
activities throughout the recovery process. The Mayor appoints or designates a
trained Public Information Officer(PIO)to coordinate the key messages and
overall public information strategy. The PIO may be located at the EOC, in the
Mayor's Office, or another location from which they may effectively coordinate
the public information function of the City.
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. The City of Renton may also deploy to a Joint Information Center(JIC)
with other regional jurisdictions, including the King County Emergency
Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.gov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel(Channe121)
• 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 PIO prior to release.
City of Renton Recovery Plan 10 Annex F:Debris Management
�' �.w�
Administration , Finance, and Logistics
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
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
departmentai 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 the Finance and Information Technology Department, are responsible for
locating,ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staffwill seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors(where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC,and/or the Washington State EOC.
Washington State may, in turn,request emergency assistance from other state
City of Renton Recovery Plan 11 Annex F:Debris Management
� �
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.
p ce
Annex Develo ment and Maintenan
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Annex Development
The Debris Management Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City departmental staff, neighboring cities, King County,the State of
Washington,non-governmental organizations, and private sector partners. The
Federal Emergency Management Agency of the U.S. Department of Homeland
Security provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton,Kent,Auburn, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in City recovery
operations. The stated goal of the workshop was to begin development of separate
jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011.The Debris Management Workshop took place on February
18, 2011.
Workshop participants divided into groups to discuss debris management issues.
Information from workshop notes and from a supplemental informational survey
was collated to provide an overview of current debris management capabilities.
The information was included in this Annex to the Disaster Recovery Plan and
supplemented by follow-up communications with City leadership and staff to
ensure consistency with existing City policy and procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Debris Management Annex.Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
City of Renton Recovery Pian �2 Annex F:Debris Management
� �
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to depaxtmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum, the City of Renton Disaster Recovery Plan, including its Annexes, will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire and Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 39.34,Interlocal Cooperation Act
v. 40.10, Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), StateFire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04,Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations,Plans,and Programs
City of Renton Recovery Plan 13 Annex F:Debris Management
� �
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations, parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act (SARA) of 1986, Title III, Emergency Planning Community
Right-to-Know Act(EPCRA)
f. Public Law 91-190,National Environmental Policy Act(NEPA) .
g. Public Law 89-665,National Historic Preservation Act(NHPA)
h. Public Law 88-206, Clean Air Act
i. Public Law 92-500, Clean Water Act
j. Public Law 94-580,Resource Conservation and Recovery Act
(RCRA)
k. Public Law 93-205,Endangered Species Act
1. Fish and Wildlife Coordination Act
m. Executive Order on Floodplain Management(E.O. 11988)
n. Executive Order on Protection of Wetlands(E.O. 11990)
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan '
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incL Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
City of Renton Recovery Plan 14 Annex F:Debris Management
� �
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS),Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
Other References and Resources
a. Seattle-King County UASI Area Debris Management Plan
City of Renton Recovery Plan 15 Annex F:Debris Management
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control..............................................................................................................5
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................9
RecoveryStatus Report....................................................................................................................9
Communications for Public Information and Outreach....................................................10
Administration,Finance,and Logistics..........................................................................11
Administrationand Finance........................................................................................................11
Logisticsand Resource Support.................................................................................................12
Annex Development and Maintenance..........................................................................13
AnnexDevelopment.......................................................................................................................13
PlanningProcess.............................................................................................:................................13
PublicInput.......................................................................................................................................13
RecoveryPlan Maintenance........................................................................................................13
LegalAuthorities.................................................................................................................... 14
LocalLegal Authorities.............................................................................................................................14
StateLegal Authorities......................................................................................................................... 14
.....
FederalLegal Authorities.........................................................................................................................14
References and Resources.................................................................................................. 15
Local References and Resources...........................................................................................................15
State References and Resources...........................................................................................................15
Federal References and Resources......................................................................................................16
City of Renton Disaster Recovery Plan � Annez G:Environmental Considerations
� �'
Purpose
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The purpose of the Environmental Annex to the City of Renton Disaster Recovery
Plan is to guide actions to address post-disaster environmental issues that may
impact recovery.Adverse environmental impacts are likely to exist during 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.
This Annex establishes a framework for identifying and evaluating post-disaster
environmental impacts and for developing strategies to work cooperatively to
resolve them.
In addition,the Environmental Annex identifies departmental responsibilities for
ensuring that community recovery and rebuilding are implemented in compliance
with all applicable environmental rules and regulations.
Scope
� � -- �� � _ ._ ._ ...�._ . . ..�.__.�._.. _. _. . _
The Environmental Annex addresses incidents of local, regional, state, and
national significance, including,but not limited to,Presidentially declared
disasters in King County, Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated
environmental management efforts.The Annex supports and integrates State and
Federal plans and programs that aid in recovery operations.
Situation Overview
• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant and widespread
damage to the natural environment.
• 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 habitat and may adversely impact the
quality of air and drinking water.
• Environmental contamination may create dangers to the health and safety of
the public as well as to emergency responders and other City staff.
City of Renton Disaster Recovery Plan 2 Annex G: Environmental Considerations
'� �r`.
• Environmental damage may impede the progress of community recovery.
• Long-term coordination between environmental and resource agencies from
all levels of government will be required to ensure that reconstruction and
redevelopment comply with local, State, and Federal environmental
regulations.
Pianning Assumptions
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• For the purposes of this Environmental Annex, it is assumed that the
operational focus for recovery has shifted to long-term environmental
remediation and mitigation and to addressing environmental concerns that do
not pose an immediate life safety threat. Environmental impacts that pose an
immediate threat to human life and safety will be addressed by response
actions outlined in the Comprehensive Emergency Management Plan.
� City departments will develop procedures and provide appropriate training to
staffwith designated roles and responsibilities in this Environmental Annex.
• Large-scale emergencies are likely to deplete local and regional recovery
resources.Assistance from other cities and regions, from the State of
Washington,and frorri the Federal Government will be requested as needed.
Concept of Operations
The City of Renton addresses environmental consequences or damages 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
• Wetlands damage
• Impacts to threatened and endangered species
• Damage to historical and archaeological resources
In most cases,more than one deparhnent will have a role in cleanup and
remediation.
With support from the EOC, other fire depariments, and private sector resources,
Renton Fire and Emergency Services, is responsible for addressing hazardous
materials spills and releases that pose an unmediate threat to life safety. While
City of Renton Disaster Recovery Plan 3 Annex G:Environmental Considerations
� �
these actions are covered in the Renton CEMP 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.
The Public Works Department manages environmental corisequences to critical
infrastructure (transportation,water, etc.), often with support from the Fire and
Emergency Services Department and the EOC.Public Works also tests for safety
of drinking water and manages the permitting processes for capital improvements
and infrastructure restoration projects.
The Community and Economic Development Department 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 deparhnents work closely with environmental and resource agencies from
all levels of government, including Public Health Seattle-King County,the
Washington State Department of Ecology,the U.S. Army Corps of Engineers, and
others.
Many disaster recovery activities have the potential to impact the environment
and therefore trigger environmental review at the local, State, andlor Federal
level. These activities include:
• Debris management
• Repairs and reconstruction
• New construction and redevelopment
• Project work in waterways,wetlands, floodplains, or other
environmentally sensitive areas
Other environmental considerations include:
• Hazardous materials
• Air quality
• Water quality
• Endangered species
• Historic preservation
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.FEMA 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.
City of Renton Disaster Recovery Pian 4 Annex G:Environmental Considerations
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Direction and Control
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Environmental consequences are managed in accordance with the National
Incident Management System(1�TIMS)as outlined in the Renton CEMP. The City
department with purview over an impacted area, facility,or function establishes
incident command to implement environmental cleanup and remediation actions.
Widespread catastrophic damage may require regional collaboration with King
County, Washington State, and the Federal Government. City leadership will
allocate staff and other resources to regional efforts as able.
The City's environmental efforts will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator, Community and Economic Development Department:
The Community and Economic Development Administrator provides
leadership and direction, in accordance with the Mayor's policy, to staff
responsible for environmental planning and compliance.
• Administrator,Public Works Departrnent:The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy, to staff responsible for managing environmental
consequences to critical infrastructure and for environmental permitting.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. T'he
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
City of Renton Disaster Recovery Plan 5 Annex G:Environmental Considerations
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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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City departments will retain programmatic responsibility for recovery efforts
under their purview.Each deparhnent is expected to: ensure that staff are aware of
their disaster recovery roles and responsibilities; develop procedures for
implementing disaster recovery programs and activities; and provide training to
staffto maintain optimal capabilities for disaster recovery.
Organization and Assignment of
Responsibilities
The following are basic responsibilities of Renton ciiy departments for managing
environmental issues during recovery. Standard Operating Procedures(SOPs)
may be developed to provide further detail on how individual departrnents and
divisions shall perform their responsibilities.
Environmental actions may initially be coordinated in the Renton EOC or in the
field in accordance with principles of the National Incident Management System
(rTIMS) as outlined in the CEMP.
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.
Environmental Responsibilities
1. Executive
Primary
• Advisory Group policy coordination
• Intergovernmental coordination
• Communication of environmental information to the media
and public
City of Renton Disaster Recovery Plan s Annex G:Environmental Considerations
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2. Community and Economic Development
Primarv
Development Services
• Permit issuance for commercial and residential
reconstruction
• Construction plan review
• Code compliance
• Public works plan review
• Post-reconstruction building inspections
Planning
• Land use permitting
• Environmental compliance
• CriticaUsensitive areas review
• GIS mapping and analysis
Support
o Recovery expenditure tracking
o Recovery Status Report input
3. Public Works
Prunarv
Utility Systems
• Capital improvement permitting
• Flood hazard monitoring
• Water quality monitoring
• Coordination with utility crews
• GIS mapping and analysis
Transportation Systems
• Roadway debris clearance
• Hazardous materials coordination
• Coordination with other jurisdiction's transportation
agencies
Maintenance Services
• Debris management
• Coordination with utility crews
• GIS mapping and analysis
Su,p,port
o Heavy equipment resource support
o Signage
o Emergency vendor contracting
City of Renton Disaster Recovery Plan 7 Annex G:Environmental Considerations
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o Recovery expenditure tracking
o Recovery Status Report input
4. Fire and Emergency Services
Prima
Emergency Management
• EOC direction and coordination
• Volunteer management
• Recovery Status Report development/distribution
Response Operations
• Hazardous materials response coordination
Community Risk Reduction
• Fire plan review r
Su�port
Emergency Management
o Resource support and logistics
o Public information(JIGJIS)coordination
o Recovery expenditure tracking
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
5. Community Services
Prima
• Natural resources management
• Open space restoration
Su�port
o Facilities management
o Recovery expenditure tracking
o Recovery Status Report input
6. Police
Primarv
• Public safety
City of Renton Disaster Recovery Pian 8 Annex G:Environmental Consideretions
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Support
o Access control
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Information Technology
Primarv
• Vendor contract management,
• Recovery expenditure tracking
Support
o Procurement of goods/supplies
o Communications support
o Information technology support
o Recovery Status Report input
Partner A encies
Public Health Seattle-King County
Washington State Deparhnent of Ecology
Washington State Historic Preservation Office
United States Army Corps of Engineers
Information Collection and Dissemination
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Recovery Status Report
The Office of 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.
Environmental impacts are initially reported as part of the damage assessment
process and as they are discovered throughout long-term recovery.Departments
with knowledge of immediate environmental threats make an impact report to the
EOC as soon as practicable.T'he EOC collects impact reports concerning the
location and nature of environmental threats,the short-and long-term impacts to
the population,and progress on remediation efforts. When possible,this
information is mapped and analyzed to develop a common operating picture of
environmental issues.
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
City of Renton Disaster Recovery Plan g Annex G:Environmental Considerations
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Recovery Status Report, these should be submitted to the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayar and Council,press releases,
talking points for interviews, public education and outreach, and social
media outputs.
• Time-sensitive information is submitted to the Office of Emergency
Management,which determines the most effective manner of distribution
in consultation with impacted departments and the Mayor's Office.
• It should never be assumed that Department Administrators on the
Mayor's Leadership Team have been made aware of any environmental
issues or impact reports.
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. It may also be
necessary to provide time-sensitive information to the public concerning
environmental safety hazards and impacts.
The Mayor's Office has lead responsibility for the City's public information
activities throughout the recovery process. The Mayor appoints or designates a
trained Public Information Officer(PIO)to coordinate the key messages and
overall public information strategy. The PIO may be located at the EOC, in the
City of Renton Disaster Recovery Plan 10 Annex G:Environmental Considerations
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Mayor's Office, or another location from which they may effectively coordinate
the public information function of the City.
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. The City of Renton may also deploy to a Joint Information Center(JIC)
with other regional jurisdictions, including the King County Emergency
Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.�,ov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel(Channe121)
• 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 PIO prior to release.
Administration , Finance, and Logistics
�_.�_�_. ,. �_-� : �.�.
Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery fmance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
City of Renton Disaster Recovery Plan 11 Annex G:Environmental Considecations
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The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
Logistics and Resource Support
When possible, deparhnents will utilize their own resources or will rely on pre-
existing agreements with pariner 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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors(where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in 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.
City of Renton Disaster Recovery Plan 1 Z Annex G:Environmental Considerations
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Annex Development and Maintenance
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Annex Development
The Environmental Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City departmental staff,neighboring cities,King County, the State of
Washington,non-governmental organizations,and private sector partners. The
Federal Emergency Management Agency of the U.S.Deparhnent of Homeland
Security provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2,2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities(Renton,Kent,Aubum, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in City recovery
operations. The stated goal of the workshop was to begin development of separate
jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011.The Environmental Workshop took place on March 3, 2011.
Workshop participants divided into groups to discuss reconstruction issues and to
strategize solutions for optimizing a coordinated approach to managing
environmental hazards and ensuring environmental compliance. Information from
workshop notes and from a supplemental informational survey was collated to
provide an overview of current environmental recovery capabilities. The
information was included in this Annex to the Disaster Recovery Plan and
supplemented by follow-up communications with City leadership and staff to
ensure consistency with existing City policy and procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Environmental Annex.Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.After
City of Renton Disaster Recovery Plan 13 Annex G:Environmental Considerations
� �
any exercise designed to test recovery processes,or after an actual disaster event,
any successes and shortfalls shall be noted in an After Action Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5,Fire and Emergency
Services Department
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52,Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 3533.101, Emergency Warrants
iii. 38.52,Emergency Management
iv. 39.34,Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136, Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
City of Renton Disaster Recovery Plan 14 Annex G:Environmental Considerations
�.n �r.�
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act (SARA) of 1986, Title III, Emergency Planning Community
Right-to-Know Act(EPCRA)
f. Public Law 91-190,National Environmental Policy Act(NEPA)
g. Public Law 89-665,National Historic Preservation Act(NHPA)
h. Public Law 88-206, Clean Air Act
i. Public Law 92-500, Clean Water Act
j. Public Law 94-580, Resource Conservation and Recovery Act
(RCRA)
k. Public Law 93-205,Endangered Species Act
l. Fish and Wildlife Coordination Act
m. Executive Order on Floodplain Management(E.O. 11988)
n. Executive Order on Protection of Wetlands(E.O. 11990)
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl.Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
City of Renton Disaster Recovery Plan 15 Annex G:Environmental Considerations
� �
Federal References and Resources
b. Comprehensive Preparedness Guide(CPG) 101
c. Homeland Security Exercise and Evaluation Program(HSEEP)
d. National Incident Management System(NIMS), Department of
Homeland Security
e. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Pian 16 Annex G:Environmental Considerations
�r✓ �.rr
CITY OF RENTON
Renton City Council
NOTICE OF PUBLIC HEARING
NOTICE IS HEREBY GIVEN that the Renton City Council has fixed the 27th day of
February, 2012, at 7:00 p.m. as the date and time for a public hearing to be held in the
seventh floor Counci) Chambers of Renton City Hall, 1055 S. Grady Way, Renton, WA
98057, to consider:
Adoption of the Renton Disaster Recovery Plan, defining roles and
responsibilities for key recovery support functions to be carried out within
the City in the recovery phase following a disaster.
To review the written plan, visit the City Clerk Office, 7th floor of Renton City Hall, or
view the Feb. 6, 2012, Council agenda posted on the City website at
http://renton.civicweb.net/Documents/DocumentList.aspx?ID=18772, or contact the
City Clerk Office at 425-430-6510.
All interested parties are invited to attend the hearing and present written or oral
comments regarding the proposal. For those unable to attend the public hearing,
written comments submitted to the City Clerk by 5:00 p.m. on the day of the hearing
will be entered into the public hearing record. Written comments must include the
submitter's full name and address.
Renton City Hall is in compliance with the American Disabilities Act, and interpretive
services for the hearing impaired will be provided upon prior notice. For information,
call 425-430-6510.
��Y�I���� �. !.1/G���
Bonnie I. Walton
City Clerk
Published Renton Reporter
February 17, 2012
Account No. 50640
�1i�i►" `''�
E
�;_ February 6, 2012 � Renton City Council Minutes � Page 30
Community Services:Golf Community Services Department requested approval to waive golf course
Course Green Fees Waiver, green fees in the amount of$2,900 for the Liberty High School Girls Golf Team
Liberty High School for the 2012 spring season. Refer to Finance Committee.
Acquisition:Cascade Park- Community Services Department recommended approval of a Purchase and
Tiffany Park Connector, Sale Agreement in the amount of$189,000 with Martin Hochfeld to acquire 4.9
Hochfeld acres connecting Cascade Park and Tiffany Park. Refer to Finance Committee.
Fire: Disaster Recovery Plan Fire and Emergency Services Department recommended setting a public
tde t hearing on 2/27/2012 to consider adopting the City of Renton Disaster
��k �a Recovery Plan. Refer to Public Safetv Committee; set public hearing on
2/27/2012.
Transportation: ORCA Transportation Systems Division recommended approval of the 2012-2013
Business Passport, King Once Card for All(ORCA) Business Passport(formerly flexpass) interlocal
County,et al agreement with King County, Pierce Transit, Sound Transit, Community Transit,
Kitsap Transit,and the Washington State Ferries Division in the amount of
$62,430 to continue the Commute Trip Reduction Program for City employees.
Council concur.
Transportation: Rainier Ave S Transportation Systems Division recommended approval of Supplement No. 1
(SR 167)S Grady Way to S 2nd to CAG-11-105,with KBA, Inc., in the amount of$1,749,600 for construction
St, KBA Inc management and inspection services for the Rainier Ave.S. (SR 167)S. Grady
Way to S. 2nd St. project. Council concur.
CAG:08-180, Materials Transportation Systems Division requested approval to utilize the King County
Testing for Rainier Ave S(SR Materials Testing Lab for materials testing on the Rainier Ave.S. (SR 167)S.
167)S Grady Way to S 2nd St, Grady Way to S. 2nd St. project in the amount of$288,557 via the interlocal
King County Road Services agreement with King County Road Services Division (CAG-08-180). Council
Division concur. (See page 33 for resolution.)
CAG: 09-077,SW 27th St/ Transportation Systems Division recommended approval of a Supplemental
Strander Blvd Extension Phase Agreement to CAG-09-077,with Berger/Abam Engineers, Inc., in the amount of
1 Segment 2A, Berger/Abam $1,737,100 to provide construction management and inspection services for
Engineers the SW 27th St./Strander Blvd. Extension Phase 1,Segment 2A project. Council
concur.
CAG: 11-044, Benson Road Utilities Systems Division submitted CAG-11-044, Benson Road Water Main
Water Main Replacement, RL Replacement project; and requested approval of the project, authorization for
Alia Company final pay estimate in the amount of$1,095,commencement of a 60-day lien
period, and release of retainage bond to R.L.Alia Company, contractor, if all
required releases are obtained. Council concur.
Utility:Airport Lift Station Utility Systems Division recommended approval of a contract in the amount of
Primary Engineering Study& $116,100 with Roth Hill, LLC for the Airport Lift Station Primary Engineering
30% Design, Roth Hill LLC Study and 30% Design project. Council concur.
Utility: Establish Liberty Lift Utility Systems Division requested authorization to establish the Liberty Lift
Station Installation 2012 Station Installation 2012 Project; and recommended transfer of$400,000 from
Project the Oversizing Account for this project. Refer to Utilities Committee.
MOVED BY ZWICKER,SECONDED BY CORMAN,COUNCIL APPROVE THE
CONSENT AGENDA AS PRESENTED. CARRIED.
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�✓ �
CITY OF RENTON COUNCIL AGENDA BILL !/s'J��
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Subject/Title: Meeting:
City of Renton Disaster Recovery Plan Regular Council -06 Feb 2012
Exhibits: Submitting Data: Dept/Div/Board:
Issue Paper Fire & Emergency Services
City of Renton Disaster Recovery Plan Draft Staff Contact:
Resolution
Deborah Needham, Emergency Management
Director
Recommended Action:
Refer to Public Safety Committee
Set Public Hearing for 2/27/2012
Fiscal Impact:
Expenditure Required: $ n/a Transfer Amendment: $ n/a
Amount Budgeted: $ n/a Revenue Generated: $ n/a
Total Project Budget: $ n/a City Share Total Project: $ n/a
SUMMARY OF ACTION:
The City of Renton's Disaster Recovery Plan defines the roles and responsibilities for key recovery
support functions that should be carried out within the City in the recovery phase following a disaster.
The plan needs to be reviewed and adopted by Council.
STAFF RECOMMENDATION:
Hold a public hearing on 2/27/12 and adopt the Renton Disaster Recovery Plan.
�
� �
FIRE&EMERGENCY SERVICES DEPARTMENI' D � ,��0� •',,,_,
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M E M O R A N D U M
DATE: �ebruary 6, 2012
T0: Rich Zwicker, Council President
Members of the City Council
VIA: Denis Law, Mayor
fROM: Mark Peterson, Fire Chief/Err�ergency Services Administrator '��
Sl'AFF CON7AC1': Deborah Needham, Emergency Management Director
SUSJEL7: City of itenton Disaster Recovery Plan
ISSUE '
The City of Renton Disaster Recovery Plan is a newly created plan that defines the roles
and responsibilities for key recovery support functions that should be carried out within
the City in the recovery phase following a disaster. This plan needs to be reviewed and
adopted by Counci(.
RECOMMENDATION
The administration recammends that a Public Hearing be set far February 27, 2012 ta
take public input regarding the draft City of Renton Disaster Recovery Plan,and
thereafter that the resolution to approve the plan be adopted.
BACKGROUND
!n preparation for potential ffooding in the Green River Va11ey, FEMA provided the cities
of Rentan, Kent,Auburn and Tukwila, and King County,with technical assistance in ,
developing a disaster recovery plan for their jurisdiction. ln addition, FEMA held an
Integrated Emergency Management Course(lEMC)for a[I entities involved,to review
disaster recovery planning as well as test the plans c{rafted.All City departments
participated in the development of the City of Renton's Disaster Recovery Plan as wef!as
� the IEMC. The plan was placed on the City of Ren#on website on December 13,2011,to
� receive public comments. Following adoption the plan will be reviewed and revised as
needed every four years. �
CONCLUSION
Review and adoption of the City of Renton Disaster Recovery P[an will greatly improve
any City of Renton post-disaster recovery efforts.
,
4
�� �
FINAL DRAFT
City of Renton
D i s a ste r Re cove ry P I a n
Basic Plan PDF pg 2
Annex A: Damage Assessment PDF pg 27
Annex B: Pubiic Infrastructure Restoration PDF pg 44
Annex C: Human Services PDF pg 60
Annex D: Permits and Inspections PDF pg 76
Annex E: Economic Recovery PDF pg 91
Annex F: Debris Management PDF pg 1Q6
Annex G: Environmental Considerations PDF pg 122
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Table of Contents
Promulgation:Distributingand Promoting the Plan...........................................................2
Recordof Changes....................................................................................................................3
Recordof Distribution............................................................................................................4
Purpose........................................................................................................................................5
Scope.............................................................................................................................................6
SituationOverview...................................................................................................................6
PlanningAssumptions............................................................................................................7
Conceptof Operations.............................................................................................................8
DisasterRecovery Continuum................................................................:......................................8
Foundationsof Recovery in the Response Phase....................................................................9
Short-Term Recovery........................................................................................................................9
Long-Term Recovery......................................................................................................................10
Directionand Control...........................................................................................................11
Organization and Assignment of Responsibilities.....................................................12
Information Collection and Dissemination..................................................................17
RecoveryStatus Report.................................................................................................................17
Communications for Public Information and Outreach....................................................19
Administration,Finance,and Logistics..........................................................................20
Administrationand Finance........................................................................................................20
Logisticsand Resource Support.................................................................................................20
Plan Development and Maintenance..............................................................................21
AnnexDevelopment.......................................................................................................................21
PlanningProcess..............................................................................................................................21
PublicInput.......................................................................................................................................22
RecoveryPlan Maintenance........................................................................................................22
LegalAuthorities....................................................................................................................23
LocalLegal Authorities.............................................................................................................................23
StateLegal Authorities..............................................................................................................................23
FederalLegal Authorities.........................................................................................................................23
References and Resources..................................................................................................24
Local References and Resources...........................................................................................................24
State References and Resources...........................................................................................................24
Federal References and Resources......................................................................................................24
City of Renton Disaster Recovery Plan � Basic Plan
,
� �
Promulgation
Distributing and Promoting the P/an
It is the policy of the City of Renton to provide emergency organization and
resources to minimize the long-term effects of disasters, and to undertake disaster
recovery programs that will facilitate an orderly and fast return to normal
community life.
The City of Renton Disaster Recovery Plan has been developed to establish the
policies, guidelines, and procedures that will provide personnel with the
information and guidance required to quickly and effectively help residents and
businesses recover from the impacts of disasters.
The City of Renton believes that the advance planning for recovery,the
assignment of roles and responsibilities, the subsequent development of
procedures and the offering of training,and the testing or exercising of recovery
actions and strategies will result in an expedited,more effective disaster recovery
process.
All City departments are directed to take appropriate actions to implement this
plan and to maintain the necessary capabilities to fulfill their role in short-term
and long-term disaster recovery. All non-City entities involved in the plan are
requested to coordinate with the City in order to implement an effective disaster
recovery effort.
By bringing together regional stakeholders in this recovery planning effort,the
City of Renton will be better positioned not just to recover from disaster,but also
ultimately to emerge from it as a better city and community.
This Disaster Recovery Plan, adopted by the City Council of the City of Renton
__ __ _ _ __ _ _ _ _
through Resolution/Ordinance XXXX on November XX,2011', is officially
_ _ _..
promulgated as the doctunent that will guide recovery efforts in future
emergencies and disasters.
The Honorable Denis Law,Mayor
City of Renton
City of Renton Disaster Recovery Plan y Basic Plan
!
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Record of Changes
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City of Renton Disaster Recovery Plan 3 Basic Plan
/
� �
Record of Distribution
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• . • .. - . �
1
2
3
4
5
6
7
8
9
10
11
12
13
14
City of Renton Disaster Recovery Plan 4 Basic Plan
:
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Purpose
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It is the purpose of the City of Renton Disaster Recovery Plan 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. The City is undertaking advance planning
to accelerate the pace and improve the effectiveness of coordinated post-disaster
recovery by outlining the efforts each City department will be directed to
implement,often in partnership 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, including restoration of interrupted utiliry services,reestablishment of
transportation routes, and the 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.
The Plan is organized into sections. The main section, the Basic Plan, offers a
high-level overview of coordinated roles and responsibilities of City departments.
The Basic Plan is followed by Functional Annexes for the specific recovery
functions listed below:
• Annex A: Damage Assessment
• Annex B: Public Infrastructure Restoration
• Annex C: Human Services
• Annex D: Permits and Inspections
• Annex E: Economic Recovery
• Annex F: Debris Management
• Annex G: Environmental Considerations
The Functional Annexes 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 cross multiple functions,while some
recovery functions will apply to most or all departments.
By participating in the planning process that produced this Disaster Recovery
Plan, 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.
City of Renton Disaster Recovery Plan 5 Basic Plan
�'` �r�" ,
Scope
This Disaster Recovery Plan addresses incidents of local,regional, state, and
national significance, including,but not limited to, Presidentially declared
disasters in King County,Washington State, in which the City of Renton is
located.
The Recovery Plan applies to all Ciry 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 as
well as the public at large. The Plan supports and integrates State and Federal
plans that aid in recovery operations.
Situation Overview
• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant injury and loss of
life and cause widespread catastrophic damage to the built environment.
• Large-scale emergencies are likely to deplete local and regional recovery
resources. Assistance from other cities and regions, from the State of
Washington, and from the Federal Government will be requested as needed.
• 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.
• Non-governmental organizations will provide direct services and programs
that are crucial to recovery efforts.
• Survivors with access or funcrional needs(such as those in wheelchairs, deaf
or hard-of-hearing, etc.) and lower income disaster survivors present
specialized challenges in recovery efforts.
City of Renton Disaster Recovery Plan 6 Basic Pian
.
�...> �.�►°,
• 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.
• Public involvement is critical to ensure a speedy but sustainable recovery
from a disaster event.
Planning Assumptions
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• Recovery begins almost as soon as a disaster event occurs, often concurrent
with emergency response. For the purposes of this Disaster Recovery Plan 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 authoriry. The transition will
occur over a period of time as various elements of the community recover in
phases.
• The Office of 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 deparlments and/or by a Recovery
Management Team.
• City departments will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Disaster Recovery Plan.
• Events of regional, statewide, or national significance may require cross-
jurisdictional cooperation in recovery efforts such as sheltering and temporary
housing, debris management, infrastructure restoration, etc.
City of Renton Disaster Recovery Plan 7 Basic Plan
.
� �
Concept of Operations
��,�. _�, �. , �:�� , �
Disaster Recovery Continuum
Recovery begins almost immediately after a disaster event occurs. Often recovery
activities are happening 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 Fig.l)
Figure 1: Disaster Recovery Continuum
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- Short-Term Long-Term
Recovery "' Recovery
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Emergency Stabilization of Economic
Response Basic Human Recovery
Needs
Immediate Permanent
Life Safety Essential Repairs and
Service Restoration
Emergency Restoretion
Protective Community
Measures Criticallnfra- Rebuilding
Structure
Restoration
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 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.
City of Renton Disaster Recovery Plan $ Basic Plan ,
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Foundations of Recovery in the Response Phase
Major events may stretch disaster response resources and capabilities to the point
that decision makers have to prioritize some operational actions over others. Often
these decisions and priorities impact more than just immediate life safety and
property protection issues. In fact, 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 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 Group. Various Emergency Support
Functions (ESFs)in the EOC coordinate actions designed to stabilize basic human
needs among survivors and to restore critical services and infrastructure to
minimal functionality.
Such actions may include:
• Damage assessment
o Response Capability Assessments
o Windshield Surveys
o Preliminary Damage Assessments
• Restoration of critical infrastructure and essential services
o Transportation system restoration
o Restoration of water and sewer systems
o Power restoration
o Restoration of communications systems
o Restoration of broadband and information technology systems
o Re-establishment of government services
• Human services
o Mass care and feeding of survivors
o Shelter coordination
o Emergency first aid and medical care
o Missing persons coordination
o Pet sheltering
o Disaster Recovery Center set-up
o Volunteer management
• Debris management
o Debris clearance from critical lifelines
o Temporary debris storage
• Environmenta.l considerations
City of Renton Disaster Recovery Plan 9 Basic Plan
�" �
o Protection of life safety
o Containment and clean-up of environmenta.l hazards
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 Coordination 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 fortnation of a Recovery Management Team.
Long-term recovery activities may include:
• Restoration of critical infrastructure and essential services
o Permanent repairs to critical infrastructure
o Reconstruction of lifeline systems
• Human services
o Temporary housing
o Disaster grants and loans
o Crisis counseling
o Community outreach
• Permitting and inspection
o Permitting and code enforcement for demolition and reconstruction
o Field permit operations
o Utility permitting and inspections
• Economic recovery
o Permanent repairs to residential and commercial buildings
o Business sector recovery and revitalization
o Public/private partnerships
• Debris management
o Temporary debris storage
o Debris processing
o Debris disposal
City of Renton Disaster Recovery Plan 10 Basic Plan
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• Environmental
o Clean-up and remediation
o Water and air quality monitoring
o Environmental compliance
Department Administrators continue to work collaboratively as a part of a
Recovery Management Team to facilitate unity of effort. State and Federal
assistance teams may also be deployed to assist in local recovery efforts.
Direction and Control
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The City of Renton manages disaster recovery operations in accordance with the
National Incident Management System(riIMS)as outlined in the Renton CEMP.
Widespread catastrophic damage may require regional collaboration with King
County,Washington State, and the Federal Government. City leadership will
allocate staff and other resources to regional efforts as able. .
The City's disaster recovery efforts will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council: The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative O�cer,
other Deparhnent Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs,and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director: The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Emergency Management Director coordinates recovery activities while
the EOC remains activated and as directed by the Mayor throughout the
recovery process.
City of Renton Disaster Recovery Plan �� Basic Plan
r
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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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the 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. Each department is expected to: 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. �
Organization and Assignment of
Responsibilities
The following are 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 the National Incident Management System
(NIMS)as outlined in the CENIP.
. 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.
Disaster Recoverv Responsibilities
1. Executive
Primary
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Public information
Support
o Recovery expenditure tracking
o Recovery Status Report input and review
City of Renton Disaster Recovery Plan 12 Basic Plan
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� �
2. City Council
Primarv
• Law and policy making for recovery efforts
• Continuity of government
3. Fire& Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Damage assessment
• Short-term recovery coordination
• Volunteer management
• Recovery Status Report development/distribution
Response Operations
• Damage assessment
• Hazardous materials response
• Radiological event response
• Casualty management .
Community Risk Reduction
• Fire inspections
• Fire investigation and inspection
• Fire plan review
• Damage assessment �
Su�port
Emergency Management
o Resource support and logistics
o Recovery expenditure tracking
o Public information(JIGJIS) eoordination
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
Safety and Support Services
o Resource support and logistics
City of Renton Disaster Recovery Plan 13 Basic Plan
.
� �
4. Finance and Information Technology
` ' Primarv
• Damage assessment
• Recovery expenditure tracking
• Vendor contract management
• Recovery fmance management
• Administration of emergency procurement procedures
• Restoration of communication and information technology
infrastructure
• Information technology support
• GIS mapping and analysis
Sup�port
o Procurement of emergency goods/supplies/services
o Communications support
o Recovery Status Report input
5. Community and Economic Development
Pn•marv
• Damage assessment
• Engineered structural assessments
• Pernut issuance for commercial and residential
reconstruction
• Coordination of field permit team operations
• Capital improvement permitting
• Construction plan review
• Code compliance
• Post-reconstruction building inspections
• Land use pernutting
• Environmental compliance
• GIS mapping and analysis
• Business community outreach and information
Su�port
o Recovery expenditure tracking
o Recovery Status Report input
6. Public Works
Pri�
• Damage assessment
• Debris management
• Structural assessments of critical infrastructure
• Restoration of transportation infrastructure
City of Renton Disaster Recovery Plan 14 Basic Plan
. � �
• Traffic management
• Restoration of water/sewer/storm water infrastructure
• Flood hazard monitoring
• Water quality monitoring
• Coordination with utility crews
• GIS mapping and analysis
Support
o Heavy equipment resource support
o Signage
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
7. Community Services
Primarv
• Damage assessment
• Human service program delivery
• Mass care and feeding
• Shelter coordination
• Facilities management
• Coordination with non-profit service providers
• Natural resources management
• Open space restoration
Support
o Recovery expenditure tracking
o Recovery Status Report input
o Debris management
8. Police
Primarv
• Damage assessment
• Public safety
• Traffic direction
• Pet sheltering
• Missing persons coordination
Support
o Access control
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan 15 Basic Plan
� �
9. Human Resources and Risk Management
Pri�
• Damage assessment coordination
• Employee care
• Staff re-assignment
• Disaster claims processing
• Insurance coordination
Su�port
o Volunteer management
o Recovery expenditure tracking
o Recovery Status Report input
10. City Attorney
Primarv
• Legal analysis and advice
• Preparation of recovery legislation and contracts
Support
o Recovery expenditure tracking
o Recovery Status Report input
11. Municipal Court
Prima
• Preside over criminal misdemeanors, gross misdemeanors,
traffic infractions and other city code violations
• Restore continuity of court operations and processing and
maintenance of court records
Sup�ort
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan 16 Basic Plan
e
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Information Collection and Dissemination
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 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 builds trust and credibility with
the public and reduces the prevalence of nunors.
• Information collected in the early stages of recovery becomes a
baseline for the development of recovery program metrics.
The Office of 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.
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 the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of Emergency
Managemenf. (See Fig. 2.)
City of Renton Disaster Recovery Pian �7 Basic Plan
� �
Figure 2: EOC Situation Report and Recovery
Status Report as Central Information Source
EOC Situation Report
o Used for response 1
short-term recovery
,
o Distribution each ops
period
Recovery Status
_ Report
o Used for long-term
recovery
o After EOC closes
RecoverY Information Recoverv Information
�nputs Outputs
. Damage assessments • Reports to Mayor, City
Council
• Casualties and
emergency services • Preliminary Damage
Assessment
. Status of essential
services • Plans and proposals for
recovery
. Condition of critical
infrastructure • Project worksheets for
FEMA
• Status of govemment
operations • Media interviews
. Business interruption and • Community meetings and
recovery outreach
. Basic human needs • Social media posts
. Temporary shelter and
housing status
. News reports
. Social media
City of Renton Disaster Recovery Plan 18 Basic Plan
�r' �✓
• 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 the Office of
Emergency Management, which determines the most effective manner of
distribution in consultation with impacted departments and the Mayor's
Office.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council,press releases,
talking points for interviews,public education and outreach,and social
media outputs.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.gov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel(Channe121)
• Broadcast media(television and radio)
City of Renton Disaster Recovery Plan 19 Basic Plan
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• 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.
Administration , Finance, and Logistics
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Administration and Finance
, The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
. Managing special accounts for recovery
. Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regaxding recovery fmance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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 e�cisting
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 the Finance and Information Technology Department, are responsible for
locating,ordering, and procuring resources.Emergency Management staff will
continue to coordinate resource_support when the EOC is not activated.
City of Renton Disaster Recovery Plan 20 ' Basic Pian
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EOC staff will seek supplemental resource support from the following sources:
• Other city deparhnents
• LocaUregional vendors (where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in turn,request emergency assistance from other state
governments via the Emergency Management Assistance Compact(EMAC) or
from the Federal Government.
Requesting departments axe responsible for tracking the use of supplemental
resources provided to them.
Plan Development and Maintenance
Plan Development
The City of Renton Disaster Recovery Plan was developed with participation by a
broad range of stakeholders and partners, including City departmental staff,
neighboring cities, King Counry,the State of Washington,non-governmental
organizations, and private sector partners. The Federal Emergency Management
Agency of the U.S. Department of Homeland Security provided technical
assistance to the development of this Plan.
Planning Process
The planning process commenced on December 2,2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton,Auburn, Kent, and
Tukwila)and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. Workshop participants divided into groups to discuss
recovery issues and to strategize solutions for optimizing a coordinated approach.
Information from workshop notes and from a supplemental informational survey
was collated to provide an overview of current disaster recovery capabilities. The
information was included in this Disaster Recovery Plan and supplemented by
City of Renton Disaster Recovery Plan 21 Basic Pian
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follow-up communications with City leadership and staff to ensure consistency
with existing City policy and procedures.
Public Input
The City of Renton Disaster Recovery Plan was posted to the City website on
; 2011, to solicit public comment.Notice of publication was
published in and :In addition,the public was invited to comment
on the Disaster Recovery Plan at a regular City Council meeting on _,:
2011. Comments from all venues and sources will continue to be accepted and
integrated in future update cycles as deemed appropriate.
Recovery Plan Maintenance
Depaxtments are expected to develop implementing procedures for roles and
responsibilities outlined in this Disaster Recovery Plan. Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in the Plan are expected to
provide adequate training to departmental staff to ensure a continual readiness to
complete their responsibilities. In addition,programs and activities outlined in this
Plan may be exercised on a periodic basis as directed by the Mayor.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 Review.
Recommended improvements to the Plan will be included in the next update. At a
minimum,the City of Renton Disaster Recovery Plan,including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and far distributing updates to City departments.
City of Renton Disaster Recovery Plan 22 Basic Pian
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Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire&Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52,Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081,Emergency Expenditures
ii. 35.33.101,Emergency Warrants
iii. 38.52,Emergency Management
iv. 39.34,Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14, Continuiry of Government Act
vii. 43.43,(Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04,Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288, the Robert T. Stafford Disaster Relief and
Emergency Assistance,as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
City of Renton Disaster Recovery Plan 2g Basic Plan
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References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS),Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan 24 Basic Plan
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Annex A. Damage Assessment
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions.................................................................:..........................................3
Conceptof Operations.............................................................................................................3
DamageAssessment Begins in Response Phase......................................................................3
ResponseCapability Assessment..................................................................................................4
WindshieldSurvey.............................................................................................................................4
PreliminaryDamage Assessment.................................................................................................4
StructuralAssessments....................................................................................................................5
Directionand Control..............................................................................................................6
Organization and Assignment of Responsibilities........................................................7
Information Collection and Dissemination...............................:..................................11
DamageReporting to EOC.............................................................................................................11
Communications for Public Information and Outreach....................................................11
Administration,Finance,and Logistics..........................................................................12
Administrationand Finance........................................................................................................12
Logisticsand Resource Support.................................................................................................13
Annex Development and Maintenance..........................................................................14
AnnexDevelopment.......................................................................................................................14
PlanningProcess..............................................................................................................................14
PublicInput.......................................................................................................................................14
RecoveryPlan Maintenance........................................................................................................14
LegalAuthorities....................................................................................................................15
LocalLegal Authorities................................:............................................................................................15
StateLegal Authorities.:............................................................................................................................15
FederalLegal Authoriries.........................................................................................................................15
Referencesand Resources..................................................................................................16
State References and Resources...........................................................................................................16
Federal References and Resources......................................................................................................16
Other References and Resources..........................................................................................................16
City of Renton Disaster Recovery Plan 1 Annex A: Damage Assessment
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Purpose
The purpose of the Damage Assessment Annex to the City of Renton Disaster
Recovery Plan is to define roles and responsibilities for damage assessment and to
establish uniform policies and procedures to rapidly and accurately determine the
location,magnitude, and impacts of damages from a disaster event.
Scope
The Damage Assessment Annex addresses incidents of local,regional, state, and
national significance, including,but not limited to,Presidentially declared
disasters in King County,Washington State,in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole,applies to all City
departxnents and provides an operational framework to guide coordinated damage
assessment efforts. The Annex supports and integrates State and Federal plans and
programs that aid in recovery operations.
Situation Overview
• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant and widespread
catastrophic damage to the built environment.
• 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, and policy makers.
• 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.
� A complete and accurate assessment of physical damage to residential
property is a key deternunant in the implementation of mass care and
sheltering efforts.
• Environmental damage to the natural or built environment may have far-
reaching impacts to public health.
• Physical damage to public facilities and infrastructure may impact other
City of Renton Disaster Recovery Plan 2 Annex A:Damage Assessment
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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.
Planning Assumptions
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• Damage infortnation will be generated from a multitude of sources.
• 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.
• Damage assessment for the City of Renton will be coordinated by the Human
Resources/Risk Management Department.
• King County OEM will be the central coordination point for regional
Preliminary Damage Assessments and for aggregating countywide
information to support a Presidential Disaster Declaration.
• Washington EMD will be the central coordination point for regional and
statewide Preliminary Damage Assessments and for aggregating information
to support a Presidential Disaster Declaration.
• City deparhnents will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Annex.
Concept of Operations _
Damage Assessment Begins in Response Phase
Damage assessment is one of the first activities to occur in the response phase of a
disaster, and it is the foundation of the recovery process to follow. Emergency
managers and field responders must have an accurate understanding of immediate
impacts and life safety needs in order to mount an effective response effort.
Saving lives,preventing injuries, and protecting infrastructure and property are all
reliant on the establishment of situational awareness and a common operating
City of Renton Disaster Recovery Plan 3 Annex A:Damage Assessment
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picture among City departments and with other jurisdictions. Field intelligence
about the damages and impacts of a disaster inform response and recovery
decisions, and should include data about the following event characteristics:
• Location of damage
• Extent of damage
• Critical infrastructure and lifeline damage
• Human needs
• Residential and business impacts
• Continuity of government operations
• Deaths and injuries
There are two primary processes for City departments to begin early damage
assessment and develop situational awareness: the Response Capability
Assessment and the Windshield Survey.
Response Capability Assessment
Following an event, all City deparhnents are expected to assess the condition of
their personnel, structures and equipment. From this assessment, a determination
is made about the capability of that depariment 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 Human Resources/Risk
Management to be relayed to the EOC within two hours when possible.
Windshield Survey
The Windshield Survey is conducted immediately following the Response
Capability Assessment. The Windshield Survey is used to further determine
response capabilities by assessing response routes such as roadways and bridges.
In addition to roadway assessment, the Windshield Survey is used to 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 Windshield Survey and report findings to Hutnan
Resources/Risk Management to be relayed to the EOC within six hours when
possible.
This information is used to provide an initial overview of damages and impacts in
Renton to the King County ECC. All Ciry departments with a field presence are
expected to conduct a Windshield Survey.
Preliminary Damage Assessment
Once immediate life safety needs have been addressed and response has
transitioned to recovery, situational awareness developed during the first hours or
days of the disaster provides a baseline for a more detailed damage assessment.
That information as it becomes available will influence priorities and decisions
for both short-and long-term recovery efforts.
City of Renton Disaster Recovery Plan 4 Annex A:Damage Assessment
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The preliminary damage assessment(PDA)is the first detailed examination of
damages to the built environment. This information must be collected and
submitted to the Federal Government in support of a Presidential Disaster
Declaration request. The PDA is conducted in two parts, one for each of the two
principal declaration types: Public Assistance and Individual Assistance.
The PDA for Public Assistance focuses on damages to public facilities and
infrastructure. City departments are required to report any damage to government
buildings or to infrastructure, e.g.,roads, water lines,and sewer lines on the
appropriate PDA forms. The PDA information is compiled by the Human
Resources/Risk Management Department and provided to the Office of
Emergency Management. This information is then submitted to the King County
ECC,which then submits PDA data for all jurisdictions within county boundaries
to the Washington State EOC. The State then compiles data from all impacted
counties into a consolidated disaster declaration request package. The declaration
request package is the basis for analysis by FEMA 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 generally 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 for cost-shared funding under FEMA's Public Assistance Program.
The PDA for Individual Assistance,FEMA's program for providing temparary
housing and repair grants to individuals and families, is coordinated at the King
County ECC but it does require input from City departments. The County solicits
information about individual losses from people who report damages via a
Damage Assessment Hotline(800 number). The County may also utilize an
online form or include social media reports to compile additional data to support
an Individual Assistance declaration by the President. In addition to compiling
estimates of individual damages,joint State/County/City teams may tour damaged
areas to ascertain additional impacts to private property. The State then compiles
data.from all impacted counties into a consolidated disaster declaration request
package for an Individual Assistance declaration. Renton is automatically
included should FEMA recoinmend and the President sign an Individual
Assistance declaration for the county as a whole.
Structural Assessments
Structural assessments by qualified and trained inspectors are important to
deterinine whether buildings are safe for occupancy in the aftermath of a disaster.
The City has trained staff in multiple departments in Applied Technology Council
ATC-20 protocols for inspecting buildings and conducting safety evaluations. The
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
City of Renton Disaster Recovery Plan 5 Annex A:Damage Assessment
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yellow tag indicates that a building is safe only for limited entry but not for
pertnanent occupancy. A red tag will be posted when a building is unsafe for
entry except as noted for emergency personnel or City staff.
Structural assessments are the basis of further inspection and pernutting actions,
as well as for the development of engineered plans for repairing facilities and
infrastructure.
Direction and Control
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Department Administrators are responsible for their staff efforts to conduct
Response Capability Assessments and Windshield Surveys.Multi-deparhnental
damage assessment teams may be formed and coordinated through the Human
Resources/Risk Management Department. All findings are reported to the EOC or
to the Office of Emergency Management for analysis and distribution.
The Emergency Management Director works with Huxnan Resources/Risk
Management in coordinating the collection, analysis, and dissemination of
damage assessment data_ In consultation with the Mayor and Advisory Group, the
Emergency Management Director will request resources and staffing to develop
situational awareness based on damage assessments originating from City
departments and field teams.
Direction and control of emergency responders will remain under Incident
Command in the field,but all field response teams will report damage assessment
findings as directed on a periodic basis and at least once each operational period.
City damage assessment efforts will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
City of Renton Disaster Recovery Plan 6 Annex A: Damage Assessment
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• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
City departments will retain prograinmatic responsibility to ensure that their
personnel are aware of their disaster recovery roles and responsibilities; will
develop procedures for implementing disaster recovery programs and activities;
and will provide training to staff to mainta.in optimal capabilities for disaster
recovery.
Organization and Assignment of
Responsibilities
Damage assessment, as a primary element of short-term recovery,will be
coordinated by Human Resources/Risk Management in accordance with
principles of the National Incident Management System(NIMS)as outlined in the
CEMP,with input from every City department.
Damage Assessment Responsibilities
1. Execufive
Prim
• Advisory Group policy coordination
• Continuity of government
. Intergovernmental coordination
• Communication of damage assessment information to the
media and public
. Response Capability Assessment
Su�port
o Recovery expenditure tracking
o Recovery Status Report input and review
City of Renton Disaster Recovery Plan 7 Annex A:Damage Assessment
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2. Fire and Emergency Services
Pri�
Emergency Management
• EOC direction and coordination
• Damage assessment data analysis and validation
• Situation Report and Recovery Status Report
development/distribution
• Response Capability Assessment
Response Operations and Safety and Support Services
• Windshield Survey initial damage assessment
• Response Capability Assessment
Community Risk Reduction
• Windshield Survey initial damage assessment
• Response Capability Assessment
• Fire inspections
Su�port
Emergency Management
o Resource support and logistics
o Public information(JIGJIS) coordination
o Recovery expenditure tracking
All Other Fire&Emergency Services Divisions
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
3. Police
Primarv
• Windshield Survey initial damage assessment
• Response Capability Assessment
• Public safety
• Access control
Support
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
City of Renton Disaster Recovery Plan 8 Annex A: Damage Assessment
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4. Public Works
Prima
• Response Capability Assessment(including for all City
infrastructure,utilities)
• Windshield Survey initial damage assessment
• Detailed damage assessment and reporting(all City
infrastructure,utilities)
. Preliminary Damage Assessment
. Liaison with utilities
• GIS mapping and analysis
Support
o ATC building assessment(public and private)
o Recovery expenditure tracking
" o Situation Report and Recovery Status Report input
5. Community 5ervices
Prima
• Response Capability Assessment(including all City
facilities)
Support
o Alternate facilities location
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
6. Community and Economic Development
Prima
• Response Capability Assessment
. Windshield Survey initial damage assessment
. Preliminary Damage Assessment
• ATC building assessments(public and private)
• Business community outreach and information .
• Other building inspections
Support
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
City of Renton Disaster Recovery Plan 9 Annex A:Damage Assessment
.
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7. Finance and Information Technology
Primary
• Response Capability Assessment
• Recovery expenditure tracking
• Emergency procurement
• Information technology support
• Data recovery
Support
o Situation Report and Recovery Status Report input
8. Human Resources and Risk Management
Pri_ marv
• Response Capability Assessment
• Citywide personnel accountability
• Citywide Response Capability Assessment coordination
• Coordination of Windshield Survey data collection
• Coordination of Preliminary Damage Assessment activities
• Damage assessment data analysis and validation
. Support
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
9. City Attorney
Su�port
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
10. Municipal Court
Support
o Recovery expenditure tracking
o Situation Report and Recovery Status Report input
City of Renton Disaster Recovery Plan 10 Annex A: Damage Assessment
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Information Collection and Dissemination
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Damage Reporting to EOC
A barrage of early information about the extent and location of damages and
associated secondary impacts is likely to come froin a variety of sources. These
may include:
• Emergency responders and other City staff
. Eyewitness reports from the public
. Local media(TV,radio,newspaper, electronic, etc.)
• Social media
• Volunteers
The Renton EOC is the destination point for information gathered through the
Response Capability Assessment,Windshield Survey, and Preliminary Damage
Assessment that is coordinated by Human Resources/Risk Management. It is vital
that the infortnation collected through those assessments is rapidly and
continuously related to the EOC so that analysis and sharing of damage
assessment data can occur within the EOC and can 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 Windshield Survey
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 to other jurisdictions and.emergency management agencies. The
EOC also reports Renton's damage information to the King County ECC 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 of time into long-term recovery.
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.
City of Renton Disaster Recovery Plan 11 Annex A:Damage Assessment
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The Communications Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwaa•.o�v
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• 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.
Administration, Finance, and Logistics
Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery fmance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
City of Renton Disaster Recovery Plan 12 Annex A:Damage Assessment
r
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The Finance and Information Technology Department is the clearinghouse for
information regarding recovery fmance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under FEMA Public Assistance programs.
The Office of Emergency Management is the lead agency for collecting citywide
damage assessment data,but it will coordinate with the Finance Department as
needed.
Note: Damage assessment costs are normally not eligible for FEMA
reimbursement,but departments should continue to track all time and effort,
especially overtime costs, during both the response and recovery phases of a
disaster.
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.-
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 the Finance and Information Technology Department, are responsible for
locating, ordering,and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors (where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, andlor the Washington State EOC.
Washington State may,in turn,request emergency assistance from other state
governments via the Emergency Management Assistance Compact(EMAC)or
from the Federal Govemment.
Requesting departments are responsible for tracking the use of supplemental
resources provided to them.
City of Renton Disaster Recovery Plan 13 Annex A: Damage Assessment
`�' �.r
Annex Development and Maintenance
� .. .� .�,,��:, �.�..�u .---� --_�:�
Anneg Development
The Damage Assessment Annex to the City of Renton Disaster Recovery Plan
was developed with participation by a broad range of stakeholders and pariners,
including City departmental staff,neighboring cities,King County,the State of
Washington, non-governmental organizations,and private sector partners. The
Federal Emergency Management Agency of the U.S. Deparhnent of Homeland
Security provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2,2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton,Auburn, Kent, and
Tukwila)and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Damage Assessment Workshop took place on February
15, 2011. Workshop participants divided into groups to strategize a coordinated
approach to damage assessment. Information from workshop notes and from a
supplemental informational survey was collated to provide an overview of current
damage assessment capabilities. The information was included in this Annex to
the Disaster Recovery Plan and supplemented by follow-up communications with
City leadership and staff to ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Damage Assessment Annex. Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor. 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 Review.
City of Renton Disaster Recovery Plan 14 Annex A: Damage Assessment
�'` � ,
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III,Chapter 5, Fire and Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52,Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101,Emergency Warrants
iii. 38.52,Emergency Management
iv. 39.34,Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations,Plans,and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59,204,and
206
City of Renton Disaster Recovery Plan 15 Annex A: Damage Assessment
1 � �
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
References and Resources
Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Prograxn(HSEEP)
c. National Incident Management System(NIMS),Department of
Homeland Security .
d. National Response Framework,Federal Emergency Management
Agency
Other References and Resources
a. Applied Technology Council,ATG20 Procedures for Post-
earthquake Safety Evaluation of Buildings
b. Applied Technology Council,ATC-45 Procedures for Safety
Evaluation of Buildings after Wind Storms and Floods
City of Renton Disaster Recovery Plan 16 Annex A: Damage Assessment
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Annex B: Pub(ic Infrastructure Restoration
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control..............................................................................................................5
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination..................................................................10
RecoveryStatus Report.................................................................................................................10
Communications for Public Information and Outreach....................................................11
Administration,Finance,and Logistics..........................................................................12
Administrationand Finance........................................................................................................12
Logisticsand Resource Support.................................................................................................12
Annex Development and Maintenance..........................................................................13
AnnexDevelopment.......................................................................................................................13
PlanningProcess..............................................................................................................................13
PublicInput.......................................................................................................................................13
RecoveryPlan Maintenance........................................................................................................14
LegalAuthorities....................................................................................................................14
LocalLegal Authorities.............................................................................................................................14
StateLegal Authorities..............................................................................................................................14
FederalLegal Authorities.........................................................................................................................15
Referencesand Resources..................................................................................................15
Local References and Resources...........................................................................................................15
State References and Resources...........................................................................................................15
Federal References and Resources......................................................................................................15
City of Renton Disaster Recovery Plan � Appendix B:Public Infrastructure Restoretion
'�' `� ,
Purpose
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The purpose of the Public Infrastructure Restoration Annex to the City of Renton
Disaster Recovery Plan 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.
Scope
�..�--� ��.y:�._-�: --
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The Public Infrastructure Restoration Annex addresses incidents of local,
regional, state, and national significance, including,but not limited to,
Presidentially declared disasters in King Counry,Washington State, in which the .
City of Renton resides.
This Annex,like the Disaster Recovery Plan as a whole,applies to all City
departments and provides an operational framework to guide coordinated
infrastructure restoration efforts. The Annex supports and integrates State,
Federal, and private utility plans and programs that aid in recovery operations.
Situation Overview
• The Puget Sound Region is vulnerable to a variety of natural and man-made
hazards with the potential to significantly damage public inftastructure and
disrupt essentialservices.
• 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
deterxnine 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.
City of Renton Disaster Recovery Plan 2 Appendix B:Public Infrestructure Restoration
. �r.■r .�r�
Plannin A '
g ssumptions
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• Recovery begins almost as soon as a disaster event occurs, often concurrent
with emergency response. For the purposes of this Public Infrastructure
Restoration Annex 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.Response actions outlined in the Comprehensive
Emergency Management Plan take precedence as long as threats remain to life
and property.
• Repair,restoration,and/or reconstruction of public infrastructure and the
resumption of essential services may take days,weeks, or even years to
complete.
• Events of regional, statewide, or national significance will require cross-
jurisdictional cooperation in recovery and restoration efforts.
• Private owners of infrastructure and service providers will work closely with
local governments to develop restoration priorities.
• City departments will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Annex.
Concept of Operations
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Public infrastructure systems,and essential services that often rely on them, are
taken for granted until they are damaged or rendered inoperable by the impacts of
disaster. Yet civil society cannot operate without them. For that reason the
restoration of these systems is a key component of disaster recovery.Almost
every aspect of recovery is dependent on at least one of the infrastxucture systems
� below:
• Transportation system(roadways, rail,mass transit)
• Power system(electric transmission lines,natural gas lines, fuel
pipelines)
• Water system(water treatment plants,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)
City of Renton Disaster Recovery Plan 3 Appendix B:Public Infrastructure Restoration
�11�ii` `,�` ,
In addition,the continuity of government and other essential services is dependent
upon the functionality of facilities such as:
• Hospitals
• Schools
• Government buildings
• Community centers
Restoring this infrastructure and associated services is therefore a high priority
action that begins early in short-term recovery.
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.
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
City leadership, in consultation with other jurisdictions and private sector
partners, deternunes the most effective use of limited resources to restore
infrastructure and services that protect life safety and facilitate meeting basic
human needs. Other restoration priorities may include providing emergency aid to
isolated communities or allowing the flow of emergency goods and services.
When restoration is expected to be a lengthy process,the EOC may request
assistance in providing altemate services such as provision of drinking water,
electric generators, or mobile medical aid.
City of Renton Disaster Recovery Plan 4 Appendix B:Public Infrastructure Restoration
, `r+ir �.rr
Direction and Control
��,.�
The Public Works Department 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. The Finance and Information Technology Department is the
lead agency 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,Washington State, and the Federal Government. City leadership will
allocate staff and other resources to regional efforts as able.
Efforts to restore infrastructure and essential services will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council: The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator, Public Works DepaMment: The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy,to staff responsible for most infrastructure restoration.
• Administrator, Finance and Information Technology Department: The
Finance and Information Technology Administrator provides leadership
and direction, in accordance with the Mayor's policy,to staff responsible
for restoring comrriunications and information technology infrastructure.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators,and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of Ciiy departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
City of Renton Disaster Recovery Plan 5 Appendix B:Public Infrastructure Restoration
� � �
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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
depariment's continuity of operations planning.
The Mayor may appoint community leaders and stakeholders to the 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. Each department is expected to: ensure that their personnel remain
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.
Organization and Assignment of
Responsibilities y _
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The following are basic responsibilities of Renton city departments for restoring
infrastructure and essential services. Standard Operating Procedures(SOPs)may
be developed to provide further detail onhow 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 the National Incident
Management System(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
staffmg may be required for much of the recovery process.
Infrastructure Restoration Responsibilities
1. Egecutive
Prim
• Advisory Group coordination
• Continuity of government
• Intergovernmental coordination
. Communication of restoration status to the media and
public
City of Renton Disaster Recovery Plan 6 Appendix B:Public Infrastructure Restoration
. �..r ...r
Support
o Recovery expenditure tracking
o Recovery Status Report input
2. Public Works
Primarv
Transportation Systems
• Damage assessment
• Roadway debris clearance
• Transportation system inspections
• Temporary roadway/bridge repairs
• Traffic management
• Structural assessments and engineering
• Permanent repairs/reconstruction
• Restoration of Renton Municipal Airport infrastructure
• Coordination with other jurisdiction's transportation
agencies
Utility Systems
• Damage assessment
• Debris clearance
• Water/sewer/stormwater infrastructure repair/restoration
• Water quality sampling/testing
• Structural assessment
• Permanent repairs/reconstruction
• Coordination with utility crews
• GIS mapping and analysis
Maintenance Services
• Damage assessment
• Infia.structure/transportation restoration
• Structural assessment
• Permanent repairs/reconstruction
� • Debris management
• Coordination with utility crews
• GIS mapping and analysis
Su�port
o Heavy equipment resource support
o Equipmentivehicle repair
o Signage
� o Vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
City of Renton Disaster Recovery Plan 7 Appendix 6:Public Infrastructure Restoration
�'' "�'' ,
3. Community and Economic Development
Prima
• Structural assessments
• Engineering review
• Environmental compliance
. Inspection and approval of reconstruction permits
• Construction plan review
• Code enforcement
Support
o Recovery expenditure tracking
o Recovery Status Report input
4. Finance and Information Technology
Prima
• Communications systems recovery
• Information technology systems recovery
• Data recovery
• Financial management
• Administration of recovery procurement procedures
• Vendor contract management
• Recovery expenditure tracking
Su�port
o Communications support
o Information technology support
o Recovery Status Report input
5. Fire and Emergency Services
Prima ,
Emergency Management
• EOC direction and coordination
• Recovery Status Report development/distribution
Response Operations
• Hazardous materials response/remediation
• Radiological event response/remediation
• Casualty management
Communiry Risk Reduction
• Fire investigation and inspection Fire plan review
City of Renton Disaster Recovery Plan $ Appendix B:Public Infrastructure Restoration
. �r w,�
Support
Emergency Management
o Resource support and logistics
o Public information(JIC/JIS)coordination
o Recovery expenditure tracking
All Other Fire&Emergency Services Divisions
o Recovery expenditure tracking
o Recovery Status Report input
6. Police
Primarv
• Public safety
• Access control
Support
o Recovery expenditure tracking
o Recovery Status Report input
Partner A encies
Cable/media providers
Fuel pipeline companies
Hospitals/Urgent Care Centers
Internet providers
Issaquah School District
Kent School Dish-ict
Public Health Seattle-King County
Puget Sound Energy
Renton School District
Telephone companies
Wireless/cell-phone carriers
City of Renton Disaster Recovery Plan J Appendix B:Public Infrastructure Restoration
� `�' <
Information Collection and Dissemination
�.�.--5 �..�..�., �-� :-`,�,.-�.�
Recavery Status Report
Departments with responsibility for restoring infrastructure and essential services
provide initial restoration information as part of the damage assessment process.
This may include estimates for how long repairs or temporary restoration efforts
are expected to take. This information will be limited at first. As situational
awareness improves,damage and restoration information will be used to
deternune priorities for action.When possible,this information is mapped and
analyzed to develop a common operating picture of infrastructure conditions and
the viability of essential services.
The Office of 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.
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 the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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 the Office of
Emergency Management,which will determine the most effective manner
of distribution in consultation with impacted departments and the Mayor's
Office.
City of Renton Disaster Recovery Plan 10 Appendix B:Public Infrastructure Restoration
. `�.r '�r�*
• The Recovery Status Report is the factual basis for all other information
outputs,including staff reports to the Mayor and Council,press releases,
talking points for interviews,public education and outreach,and social
media outputs.
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 service restoration and
infrastructure repair as well as to manage rumors and speculation about recovery
programs.
The Communications Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa�
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel(Channe121)
• 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.
City of Renton Disaster Recovery Plan 11 Appendix B:Public Infrastructure Restoration
�' '�" .
Administration , Finance, and Lo istics
� _ _ y J_ , _ _ . �--_-.�. . -
Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery fmance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
. Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Departrnent is the clearinghouse for
information regarding recovery fmance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
Logistics and Resource Support
When possible,deparnnents will utilize their own resources or will rely on pre-
existing agreements with partner agencies or vendors to obta.in 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 the Finance and Information Technology Department, are responsible for
locating,ordering, and procuring resources.Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• Locallregional vendors (where possible)
. National vendors
T'he EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in turn,request emergency assistance from other state
City of Renton Disaster Recovery Plan 12 Appendix B:Public Infrastructure Restoration
, �r r.r�`
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. .
Annex Development and Maintenance
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Annex Development
The Public Infrastructure Restoration Annex to the City of Renton Disaster
Recovery Plan was developed with participation by a broad range of sta.keholders
and partners, including City departmental staff,neighboring cities, King County,
the State of Washington,the Federal Government,non-governmental
organizations, and private sector partners. The U.S. Department of Homeland
Security and the Federal Emergency Management Agency also provided technical
assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton,Auburn, Kent, and
Tukwila)and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Public Infrastructure Restoration Workshop took place
on March 2,2011.
Workshop participants divided into groups to discuss infrastructure
interdependencies and restoration issues and to strategize solutions for optimizing
a coordinated approach. Inforxnation from workshop notes and from a
supplemental informational survey was collated to provide an overview of current
infrastructure restoration capabilities. The information was included in this Annex
to the Disaster Recovery Plan and supplemented by follow-up communications
with City leadership and staff to ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan,including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
City of Renton Disaster Recovery Pian 13 Appendix B:Public Infrastructure Restoration
'�I�' �rw�` ,
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Public Infrastructure Restoration Annex.
Procedures should be submitted to Emergency Management for inclusion as an
appendix to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor. 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 Review.
Recommended improvements to the Plan will be included in the next update. At a
minimum, the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
Legal Authorities
-�-:�.�-,_. �
Local Legal Authorities
a. Renton Municipal Code,Title III, Chapter 5,Fire and Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52,Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081,Emergency Expenditures
ii. 35.33.101,Emergency Warrants
iii. 38.52,Emergency Management
iv. 39.34,Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14,Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
City of Renton Disaster Recovery Plan 14 Appendix B:Pu61ic Infrastructure Restoration
. "�rr �,�''
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations, Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950,as amended
b. Public Law 93-288, the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Pubiic Law 99-499, Superfund Arnendments and Reauthorization
Act of 1986
References and Resources
Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Govemments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS), Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Pian �5 Appendix B:Public Infrastructure Restoretion
� � �
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................4
Directionand Control..............................................................................................................5
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................9
RecoveryStatus Report....................................................................................................................9
Communications for Public Information and Outreach....................................................10
Administration, Finance,and Logistics..........................................................................11
Administrationand Finance........................................................................................................11
Logisticsand Resource Support.................................................................................................li
Annex Development and Maintenance..........................................................................12
AnnexDevelopment.......................................................................................................................12
PlanningProcess..............................................................................................................................12
PublicInput.......................................................................................................................................13
RecoveryPlan Maintenance........................................................................................................13
LegalAuthorities....................................................................................................................13
LocalLegal Authorities.............................................................................................................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................14
Referencesand Resources..................................................................................................14
Local References and Resources...........................................................................................................14
State References and Resources...........................................................................................................14
Federal References and Resources......................................................................................................15
City of Renton Disaster Recovery Plan 1 Annez C:Human Services
�° � .
Purpose =� ,�_,�
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The purpose of the Human Services Annex to the City of Renton Disaster
Recovery Plan is to establish a framework for 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.
Scope ��.����
.--�.-�.�-�--�--- �
The Human 5ervices Annex addresses incidents of local,regional, state,and
national significance, including,but not limited to,Presidentially declared
disasters in King County,Washington State,in which the City of Renton resides.
This Annex,like the Disaster Recovery Plan 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
(CBOs) and other jurisdictions at the local, State, and Federal levels. The Annex
supports and integrates other plans and programs that aid in recovery operations.
Situation Overview
�..�.�_�,�-�-�.-._� _ �,_�.�z{-��.�
• People in Renton are likely to be impacted by a significant natural disaster or
human-caused incident. Impacts may include loss of safe and sanitary
housing,lack of food and water, and disruption of community support
services.
• Humanitarian needs will become apparent through damage assessment and
outreach activities. Short-term basic needs such as food,water, shelter, and
emergency first aid will have to be met in the early hours and days after the
disaster. Longer-term needs will continue to be identified and addressed
throughout recovery, sometimes for months or years after an event.
• Many human service delivery challenges are a result of secondary impacts of
damaged infrastructure,including power outages,the loss of potable water,
intemzpted food and medicine distribution, and exposure to hazardous
materials.
• Damage to human service facilities or to the infrastructure that supports their
operations may inhibit effective service delivery for human needs.
City of Renton Disaster Recovery Plan 2 Annex C:Human Services
. �w�'' �✓
• Community based organizations provide most of the direct human service
programs crucial to recovery efforts. Many of these organizations, along with
businesses,neighborhood groups, and other organizations,participate in the
Greater Renton Community Organizations Active in Disaster(COAD)which
helps provide goods and services for unmet human needs in a disaster.
• Survivors with access or functional needs 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.
� An event that overwhelms local capability to meet basic human needs may
require assistance from other cities and regions,King County,the State of
Washington, and the Federal Government. The Renton Emergency Operations
Center(EOC)will request support and assistance as needed.
Planning Assumptions
- �--:�-.�. -
• For the purposes of this Human Services Annex 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 restoring essential services
and meeting basic human needs. Response actions outlined in the
Comprehensive Emergency Management Plan will take precedence as long as
threats remain to life and property.
• 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 will develop procedures and provide appropriate travung to
staff with designated roles and responsibilities in this Human Services Annex.
City of Renton Disaster Recovery Plan 3 Mnex C:Human Services
�"' `�` .
Concept of Operations
P �-��._}-.��_:,�. ._�:�:�� �� �
Human impacts in disasters may include 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.
Response efforts outlined in Emergency Support Function#6 of the City of
Renton CEMP and the King County CEMP address ixnmediate post-disaster
needs. Because short-term recovery begins concurrently with response activities,
this Annex addresses immediate needs as well as longer-term recovery needs in
four major categories: mass care and sheltering, emergency assistance,housing,
and human services.
Mass care and sheltering
• Sheltering
• Feeding operations
• Bulk distribution of emergency items
• Collecting and providing information on victims to family members
En:ergency assistance
• Support to evacuations(registration and tracking of evacuees)
• Reunification of families
• Provision of assistance to survivors with access ar functional needs
• Pet evacuation and sheltering
• Support to specialized shelters
• Support to medical needs shelters
• Donations management
• Coordination of CBO/voluntary agency assistance
• Coordination of unaffiliated volunteers
Housing
• Temporary housing
• RentaUloan assistance
• Repair assistance
• Replacement �
• Identification and provision of accessible housing
Human Services
• Personal property replacement
• Disaster loans
• Food stamps
• Crisis counseling
City of Renton Disaster Recovery Plan 4 Annex C:Human Services
. �r �..r
• Disaster unemployment
• Disaster legal services
• Support for survivors with access or functional needs
• Other 5tate and Federal benefits
The City of Renton has limited capabilities to address human needs in a large-
scale disaster. The EOC requests additional resources and program support
through the King County ECC 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-King County in accordance with its plans
and operational protocols.
To the extent they are operational, CBOs and volunta.ry agencies, including the
American Red Cross, the Salvation Army,the Greater Renton Community
Organizations Active in Disaster(COAD), and other disaster relief and human
services organizations,may provide valuable direct services and case
manageinent experience in support of this Annex.
Direction and Control
_.�-.�_�..,�,�
A large-scale event that overwhelms the City's capability to meet basic human
needs will require regional collaboration through the King County ECC or
through other regionalized humanitarian and mass care efforts. City leadership
will provide staff and resource support to these efforts as able.
City actions in support of mass care, shelter, and human services during recovery
will be directed as follows:
• Mayor: The Mayor is the chief elected.official that leads the executive
branch of City government and coordiriates overall recovery policy
direction with the City Council.
• City Council: The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
� Administrator, Community Services Department: The Community
Services Administrator provides oversight of human service delivery
efforts in accordance with the Mayor's policy direction.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Deparhnent Administrators, and the Communications Director. The
City of Renton Disaster Recovery Plan 5 Annex C:Human Services
� `°�' .
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director: The Emergency Management
Director provides coordiriation support for citywide human service
delivery efforts from the Renton Emergency Operations Center(EOC)in
accordance with the Mayor's policy direction. The Emergency
Management Director also coordinates with the King County ECC on
regional human service delivery efforts.
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City deparhnents retain programmatic responsibility for recovery efforts under
their purview. Each department is expected to: ensure that their 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.
Organization and Assignment of
Responsibilities
The following are basic responsibilities of Renton city deparhnents for
coordinating human service delivery during disaster recovery. Standard Operating
Procedures (SOPs)may be developed to provide further detail on how individual
deparhnents 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 the National Incident
Management System(NIMS)as outlined in the CEMP.
Long-term human service program coordination will transition to normal
departmental organization and functions over time. However, supplemental surge
staffing may be required for much of the recovery process.
City of Renton Disaster Recovery Plan 6 Annex C:Human Services
. �+°` �•✓
Human Services Responsibilities
1. Executive
Prima
• Policy direction for recovery efforts
• Advisory Group coordination
• Continuity of government
• Intergovernmental coordination
• Public information
2. Community Services
Primarv
• Emergency shelter operations
• Mass care and feeding coordination
• Emergency worker care
• Disaster welfare information and referrals
• Shelter transportation coordination
• Coordination with human service CBOs
Su�port
o Recovery expenditure tracking
o Recovery 5tatus Report input
3. Fire and Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Volunteer management
• Recovery Status Report development/distribution
Response Operations
• Emergency medicaUfirst aid delivery
• Casualty management
Support
Emergency Management
o Mass care/shelter coordination support
o Resource support/logistics
o Shelter transportation coordination
o Public information(JIC/JIS)coordination
o Recovery expenditure tracking
City of Renton Disaster Recovery Plan 7 Annex C:Human Services
'�` `�I�' .
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
4. Police
Prima
• Public safety
• Access control
• Traffic control
• Missing persons coordination
• Pet sheltering
Sup�ort
o Recovery expenditure tracking
o Recovery Status Report input
5. Public Works
Prima
. Provision of potable water for shelters and congregate areas
• Solid waste service coordination for shelters
Support
o Recovery expenditure tracking
o Recovery Status Report inputs
6. Community and Economic Development
' Prim
. Inspection of shelters and other mass care facilities
Sup�ort
o Donations management
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Information Technology
Prim
• Recovery vendor contract management
. Recovery expenditures tracking
Support
o Procurement of goods/supplies
o Communications support
City of Renton Disaster Recovery Plan $ Annex C:Human Services
. '�►' w.+E
o Information technology support
o Recovery Status Report input
8. Human Resources and Risk Management
Primarv
• Employee care
• Staff re-assignment
Su��ort
o Volunteer management
o Recovery expenditure tracking
o Recovery Status Report input
Partner A encies
American Red Cross
Public Health Seattle-King County
Greater Renton COAD
Salvation Army
Information Collection and Dissemination
._,..,-:_�-- _.� , - . . r. .
Recovery Status Report
The Office of Emergency Management is responsible for collecting and analyzing
recovery information relevant to this Human Services Annex 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.
The EOC collects information about numbers of guests in shelters,meals fed in
City mass feeding programs, and numbers of clients in non-profit human services
programs when estixnates are available for inclusion in the Recovery Status
Report.
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 the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
City of Renton Disaster Recovery Plan 9 Annex C:Human Services
'�` "`� .
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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 intemal departmental reports and
communications. Time-sensitive information is submitted to the Office of
Emergency Management,which will deternune the most effective manner
of distribution in consultation with impacted departments and the Mayor's
Office.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council,press releases,
talking points for interviews,public education and outreach,and social
media outputs.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC,in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 Emergency Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.�ov
City of Renton Disaster Recovery Plan 1Q Annex C:Human Services
.
, �✓" ..r+�
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel(Channe121)
• 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.
Administration Finance and Logistics
_�,__�_�._. � � ,
- -��� - _..� .�,.� .�-���
- f���
Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery fmance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under FEMA Public Assistance programs.
Finance personnel collect recovery expenditure data submitted by each
departrnent, including transactions made under emergency procurement rules, for
weekly reporting into the Recovery Status Report.
Logistics and Resource Support
When possible, deparhnents 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 the Finance and Information Technology Department, are responsible for
locating, ordering,and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
City of Renton Disaster Recovery Plan 11 Annex C:Human Services
.
�+' ''�I� .
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors (where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington Sta.te EOC.
Washington State may, in turn,request emergency assistance from other state
governments via the Emergency Management Assistance Compact(EMAC) or
from the Federal Government.
Requesting deparhnents are responsible for tracking the use of supplemental
resources provided to them.
Annex Development and Maintenance
Annez Development
The Human Services Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City deparhnental staff,neighboring cities,King County,the 5tate of
Washington,the Federal Government,non-governmental organizations, and
private sector partners. The U.S. Department of Homeland Security and the
Federal Emergency Management Agency also provided technical assistance to the
development of this Annex.
Planning Process
The planning process commenced on December 2,2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton, Auburn,Kent, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Human Services Workshop took place on March 4, 2011.
Workshop participants divided into groups to discuss human services issues and
to strategize solutions for optimizing a coordinated approach. Information from
workshop notes and from a supplemental informational survey was collated to
provide an overview of current human ser�ice capabilities. The information was
Ciry of Renton Disaster Recovery Plan 12 Annez C:Human Services
,
, w.r+' wrri+
included in this Annex to the Disaster Recovery Plan and supplemented by
follow-up communications with City leadership and staff to ensure consistency
with e7cisting City policy and procedures.
PublicInput
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Depaxtments are expected to develop implementing procedures for roles and
responsibilities outlined in this Human Services Annex. Procedures should be
submitted to Emergency Management for inclusion as an appendix to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequa.te training to departmenta.l staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor. 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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum, the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments
Legal Authorities
�-..�...�-.�.. �.__n__.=_�.� �-
Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire and Emergency
Services Department
b. King County Code, Chapter 2.56, Emergency Management
c. King County Code, Chapter 12.52,Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081,Emergency Expenditures
ii. 35.33.101,Emergency Warrants
iii. 38.52,Emergency Management
iv. 39.34,Interlocal Cooperation Act
City of Renton Disaster Recovery Plan �3 Annex C:Human Services
.
� � �
v. 40.10,Essential Records
vi. 42.14,Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Ha.zaxdous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance,as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204,and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
References and Resources
Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d_ King County Comprehensive Emergency Management Plan
e. King Counry Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
City of Renton Disaster Recovery Plan 14 Annex C:Human Services
, �..� `�.rr�
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(NIMS),Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan �5 Mnex C:Human Services
M
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Building Permits and Inspections................................................................................................3
StructuralAssessments....................................................................................................................3
ContractorLicensing.........................................................................................................................4
Directionand Control..............................................................................................................4
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................8
RecoveryStatus Report....................................................................................................................8
Communicationsfor Public Information and Outreach.......................................................9
Administration,Finance,and Logistics..........................................................................10
Administrationand Finance........................................................................................................10
Logisticsand Resource Support.................................................................................................11
Annex Development and Maintenance..........................................................................11
AnnexDevelopment.......................................................................................................................11
PlanningProcess..............................................................................................................................11
PublicInput.......................................................................................................................................12
RecoveryPlan Maintenance........................................................................................................12
LegalAuthorities....................................................................................................................13
LocalLegal Authorities.............................................................................................................................13
StateLegal Authorities........................................................................................................................ 13
......
FederalLegal Authoriries.........................................................................................................................13
Referencesand Resources..................................................................................................14
Local References and Resources...........................................................................................................14
State References and Resources...........................................................................................................14
Federal References and Resources......................................................................................................14
Other References and Resources..........................................................................................................14
City of Renton Disaster Recovery Plan � Appendix D:Permits and Inspections
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Purpose
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The purpose of the Permits and Inspections Annex to the City of Renton Disaster
Recovery Plan is to identify roles and responsibilities and to establish uniform
policies to guide permitting and inspection activities for post-disaster
reconstruction.
Scope _
The Pernuts and Inspections Annex addresses incidents of local,regional, state,
and national significance, including,but not limited to, Presidentially declared
disasters in King County,Washington State,in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated
permitting and inspection efforts. The Annex supports and integrates State and
Federal plans and programs that aid in recovery operations.
Situation Overview
� � ..���.y.� . . . _ .,
• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant and widespread
catastrophic damage to the built environment.
. There may be immediate and long-term needs to assess the structural integrity
of residential dwellings, commercial buildings,government facilities, and
public infrastruciure to determine occupancy and viability.
. In areas requiring repair and reconstruction,the City of Renton will balance
the need for expedited recovery with efforts to facilitate sustainable
redevelopment through a program of pertnitting,inspection,and code
compliance.
. The City will promote hazard mitigation measures where practicable and cost-
effective and/or where required by law.
• Large-scale emergencies are likely to deplete local and regional recovery
resources. Assistance from other cities and regions, from the State of
Washington, and from the Federal Govemment will be requested as needed.
City of Renton Disaster Recovery Plan 2 Appendix D:Pertnits and Inspections
.
• ��r° �.r�
Planning Assumptions
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• Property owners are responsible for ensuring compliance with all applicable
codes and for obtaining all necessary permits when rebuilding damaged
property.
• City government will undertake reasonable efforts to make the pernutting and
compliance process as customer-friendly as possible.
• City departments with responsibility far permitting, inspections, and code
enforcement may need to undertake surge operations and/or request outside
assistance to meet customer demand.
Concept of Operations
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Building Permits and Inspections
After a disaster that causes damage to the built environment, it is key for the City
of Renton to strike a responsible balance between an expedited recovery process
and requirements to rebuild sustainably in accordance with all applicable codes
and regulations. The City conducts its post-disaster permitting and inspection
operations as expeditiously as possible. The goal is to provide a customer-friendly
experience for disaster survivors while ensuring their homes and businesses are
rebuilt to code,with minimal environmental impact, and more resilient to the next
disaster. In order to be responsive to the needs of disaster survivors, the City may
expand its hours of operation or send field permitting and inspection teams to
damaged areas.
When logistically feasible,the City offers.one-stop review and permitting services
for property owners undertaking reconstruction activities.
Structural Assessments
Closely related to damage assessment, structural assessment is the engineered
inspection of daxnaged 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 abotit occupancy and viability.
ATG20 protocols for inspecting buildings and conducting safety evaluations. The
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
City of Renton Disaster Recovery Plan 3 Appendix D:Permits and Inspections
'
� � r
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 applicable codes and may also influence decisions to implement
cost-effective mitigation measures.
Contractor Licensing
Disasters often result in an influ�c of construction contractors from out-of-state
areas to meet local demand for rebuilding. 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 encourage property
owners to undertake due diligence in hiring contractors.
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.epls.gov.
Direction and Control
The Community and Economic Development Department and the Public Works
Department 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,Washington State, and the
Federal Government. City leadership will allocate staff and other resources to
regional efforts as able.
City permitting and inspection efforts will be directed as follows:
• Mayor:The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council: The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
City of Renton Disaster Recovery Plan 4 Appendix D:Permits and Inspections
. `�rr+" �ri`
• Administrator, Community and Economic Development Department.
The Community and Economic Development Administrator provides
leadership and direction, in accordance with the Mayor's policy, to staff
responsible for building pernuts and inspections as well as CIP permitting.
• Administrator,Public Works Department: The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy,to staff responsible for structural assessments and
permitting for Ciry infi-astructure.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Deparhnent Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director: The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City departments will retain programmatic responsibility for recovery efforts
under their purview. Each department is expected to: ensure that staff 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.
City of Renton Disaster Recovery Plan 5 Appendix D:Permits and Inspections
.
� � r
Organization and Assignment of
Responsibilities _
�.� ��.. .� . __ �.�
The following are basic responsibilities of Renton city deparhnents for permits
and inspections far rebuilding during recovery. Standard Operating Procedures
(SOPs)may be developed to provide further detail on how individual departments
and divisions shall perform their responsibilities.
Permitting and inspection activities may initially be coordinated in the Renton
EOC or in the field in accordance with principles of the National Incident
Management System(NIMS) as outlined in the CEMP.
Long-term pernutting and inspection operations will transition to normal
departmental organizatiori and functions over time. However, supplemental surge
staffing may be required for much of the recovery process.
Permitting and Inspection Responsibilities
1. Executive
Primarv
. Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Public information
2. Community and Economic Development
Primarv
Development Services
• Structural assessments
• Permit issuance for commercial and residential
reconstruction
• Public information counter
• Coordination of field pertnit team operations
• Construction plan review
- • Code compliance
• Public works plan review
• Post-reconstruction building inspections
Planning
• Land use permitting
• Environmental compliance
• GIS mapping
City of Renton Disaster Recovery Plan 6 Appendix D:Permits and Inspections
. �.r �...r+
Economic Develop�nent
• Public/private coordination
• Business community outreach and information
S��
o Recovery expenditure tracking
o Recovery Status Report input
3. Public Works
Pri�
Utility Systems
• Structural assessments of utility infrastructure
• Capital improvement permitting
• Flood hazard monitoring
• Water quality monitoring
• Coordination with utility crews
• GIS mapping and analysis
Su�port
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
4. Fire and Emergency Services
Pri�
Emergency Management
• EOC direction and coordination
• Recovery 5tatus Report development/distribution
Commu�zity Risk Reduction
• Fire inspections
• Fire plan review
Sup�ort
Emergency Management
o Resource support and logistics
o Public information(JIC/JIS)coordination
o Recovery expenditure tracking
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
Ci of Renton Disaster Recove Plan
ty rY 7 Appendix D:Permits and Inspections
�'' � .
5. Finance and Information Technolagy
Prima
. Vendor contract management
. Recovery expenditures tracking
Support
o Procurement of goods/supplies
o Communications support
o Information technology support
o Recovery Status Report inputs
Partner A eg ncies
Public Health Seattle-King County
Puget Sound Energy
Washington Association of Building Officials
Washington State Department of Labor and Industries
Information Collection and Dissemination
Recovery Status Report
The Office of 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.
Departments with responsibility for permitting and inspection processes maintain
data about the number and types of pernutting actions that are in progress or
approved. In particular, the Community and Economic Development Department
tracks the number of tagged structures(red/yellow/green)and includes the
information in its submittals to the Recovery Status Report. When possible, this
information is mapped and analyzed to develop a common operating picture of
building conditions. The Public Works Department tracks infrastructure
permitting and inspections issues as part of its infrastructure restoration efforts.
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 the Office of Emergency
Management immediately.
City of Renton Disaster Recovery Plan $ Appendix D:Pertnits and Inspections
. ti►.✓ �.■✓
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package far the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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 the Office of
Emergency Management, which will determine the most effective manner
of distribution in consultation with impacted deparhnents and the Mayor's
Office.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council,press releases,
talking points for interviews,public education and outreach,and social
media outputs.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
another location from which they may effectively coordinate the public
information function of the City.
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 Emergency Coordination Center JIC.
City of Renton Disaster Recovery Plan 9 Appendix D:Pem►its and Inspections
�' `� .
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.gov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Government Access Channel(Channe121)
• 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.
Administration , Finance, and Logistics
.�.�, _-��T-- .�:.�� .�._�,�.��_ �.,— _y—�—_�_
Administration and Finance
The Finance and Information Technology Department is responsible far
managing all aspects of recovery fmance and procurement, including the
following tasks:
• Expenditure tracking and reporting
. Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery fmance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
City of Renton Disaster Recovery Plan 10 Appendix D:Permits and Inspections
� � �
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 the Finance and Information Technology Department, are responsible for
locating,ordering,and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors(where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in turn,request emergency assistance from other state
governments via the Emergency Management Assistance Compact(EMAC)or
from the Federal Govemment.
Requesting departments are responsible for tracking the use of supplemental
resources provided to them.
Annex Development and Maintenance
. ����� _ -�..
Annez Development
The Pernuts and Inspections Annex to the City of Renton Disaster Recovery Plan
was developed with participation by a broad range of stakeholders and partners,
including City departmental staff, neighboring cities,King Counry,the State of
Washington,non-governmental organizations, and private sector partners. The
Federal Emergency Management Agency of the U.S. Department of Homeland
Security provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton,Auburn, Kent, and
Tukwila)and King County were principal participants in the workshop. Other
City of Renton Disaster Recovery Plan �� Appendix D:Pertnits and Inspections
'� � .
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Pernuts and Inspections Workshop took place on
February 17, 2011.
Workshop participants divided into groups to discuss reconstruction issues and to
strategize solutions for optimizing a coordinated approach to pernutting and
inspections. Information from workshop notes and from a supplemental
informational survey was collated to provide an overview of current permitting
and inspection capabilities. The information was included in this Annex to the
Disaster Recovery Plan and supplemented by follow-up communications with
City leadership and staff to ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Pernuts and Inspections Annex. Procedures should
be submitted to the Office of Emergency Management for inclusion as an
appendix to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor. 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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan,including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments. �
City of Renton Disaster Recovery Plan 12 Appendix D:Permits and Inspections
. �.r `.rrr
Legal Authorities
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Local Legal AuthoriNes
a. Renton Municipal Code, Title III, Chapter 5, Fire and Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081,Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 3934, Interlocal Cooperation Act
v. 40.10, Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136, Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342,Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
City of Renton Disaster Recovery Pian �3 Appendix D:Permits and Inspections
�' `�' .
References and Resources
-- �.�. _�,��.�..� ,-:�--: .� x�.e .�._
Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Prepaxedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(l�TIMS),Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
Other References and Resources
a. Applied Technology Council,ATG20 Procedures for Post-
earthquake Safety Evaluation of Buildings
City of Renton Disaster Recovery Plan 14 Appendix D:Permits and Inspections
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Table of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control..............................................................................................................4
Organization and Assignmerit of Responsibilities........................................................5
Information Collection and Dissemination.....................................................................8
RecoveryStatus Report....................................................................................................................8
Communications for Public Information and Outreach.......................................................9
Administration,Finance,and Logistics..........................................................................10
Administrationand Finance........................................................................................................10
The Finance and Information Technology Department is responsible for managing
all aspects of recovery finance and procurement,including the following tasks:...10
Logisticsand Resource Support.................................................................................................11
Annex Development and Maintenance..........................................................................11
AnnexDevelopment.......................................................................................................................11
PlanningProcess..............................................................................................................................12
PublicInput.......................................................................................................................................12
RecoveryPlan Maintenance........................................................................................................12
LegalAuthorities....................................................................................................................13
LocalLegal Authorities.............................................................................................................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................13
Referencesand Resources..................................................................................................14
LocalReferences and Resources...........................................................................................................14
StateReferences and Resources...........................................................................................................14
Federal References and Resources......................................................................................................14
City of Renton Disaster Recovery Plan 1 Annex E:Economic Recovery
. irr� '�
Purpose
,�.�,���,�.� .
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The purpose of the Economic Recovery Annex to the City of Renton Disaster
Recovery Plan is to guide actions that facilitate the return of normal business
activity in Renton's commercial areas. The ability of businesses to recover
quickly from disaster is a key component of overall community recovery. This
Annex establishes a framework for identifying and evaluating post-disaster
economic impacts and for developing cooperative strategies to resolve them.
Scope
.T��. .��j.� Y.�_
The Economic Recovery Annex addresses incidents of local, regional, state, and
national significance, including,but not limited to,Presidentially declared
disasters in King County,Washington State,in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole, applies to all City
departments and provides an operational framework to guide coordinated
recovery efforts. The Annex supports and integrates State and Federal plans and
programs that aid in recovery operations.
Situation Overview
• The Puget Sound Region is vulnerable to natural and technological hazards
with the potential to cause major disruption to the local economy.
• The private sector will often bear the brunt of a major disaster event,and will
be a key partner in recovery efforts.
• Although some businesses may be able to recover quickly from disaster, many
businesses will require supplemental assistance.
• Small businesses are particularly vulnerable to disaster-related business
interruption.
• Some businesses may not be able to re-open after disaster.
• Damage may be severe enough in some areas to warrant complete
redevelopment after a catastrophic event.
• Large-scale emergencies are likely to deplete local and regional recovery
resources. Assistance from other cities and regions, from the State of
Washington,and from the Federal Government will be requested as needed.
City of Renton Disaster Recovery Plan 2 Annex E:Economic Recovery
`i�'' `�1I� .
.
Planning Assumptions
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• Economic recovery is dependent in large part on the viability of critical
infrastructure, transportation lifelines, and essential services.
• The City of Renton may need to expand or adapt services to facilitate
economic recovery throughout the community.
• Short-term economic recovery and stabilization efforts should be balanced by
long-term planning that promotes sustainable redevelopment and community
resiliency.
Concept of Operations
�-�__��.
_ --�---�..�- ���r -
Disasters may disrupt the economic engine that keeps the City of Renton a vibrant
place to live and work. After any disaster the City's overall pace of recovery
depends in large part on the ability of businesses to reopen and resume normal
operations. Small businesses are particularly vulnerable to interruptions caused by
disasters.A large percentage of small businesses never reopen if a disaster forces
them to close their doors.
Mid-to large-size businesses may be better positioned to survive disasters,but
associated supply chain interruptions, employment losses, and revenue impacts
may create extra challenges for local and regional disaster recovery efforts. The
City of Renton is home to several large corporations and manufacturing
companies, and a catastrophic disaster in the Puget Sound Region could cause
ripple effects in the national economy.
The Ciry can implement measures to minimize tbe impacts of disaster and
facilitate economic recovery. One of the most basic functions of Renton city
government during times of disaster is restoring public infrastructure and essential
services upon which local businesses depend. Companies need functional roads,
potable water, and power to operate, and it is a priority for the City to bring
critical systems back online as quickly as possible in the aftermath of an
emergency event.
Renton may expand its permitting and inspection operations to meet surge
demand during post-disaster reconstruction. It is not only important for businesses
to be able to rebuild quickly,but also for families who live here, and who are
workers and customers of Renton businesses,to be able to make their homes safe,
sanitary, and livable again.
The Mayor and City Council,under extraordinary emergency conditions,may
rel�or waive standard fees or processing timelines to expedite economic
City of Renton Disaster Recovery Plan 3 Annex E:Economic Recovery
, �✓ �✓
recovery. However, any program designed to further streamline City processes
will be balanced by the need to rebuild sustainably and in such a way as to
mitigate losses from future disaster events.
Pre-disaster preparedness is the most effective way for businesses to prevent
damage or lessen the impacts of future disasters, and the City of Renton will
continue its public outreach efforts to business and property owners and help them
become better prepared.
Even the most well prepared business may experience losses during a catastrophic
event. The City of Renton will work with State and Federal partners to facilitate
the timely processing of emergency assistance where it is needed.In most cases,
businesses impacted by a Presidentially declared disaster are eligible for low
interest loans from the Small Business Administration. Business loans and aid
programs from other Federal agencies may also be available in major disasters.
The City helps these agencies distribute information to all eligible applicants.
Renton staff may also co-locate with Federal and State assistance providers in
consolidated local Disaster Recovery Centers to make recovery programs more
convenient and customer-friendly.
Direction and Control
'The Community and Economic Development Department is the lead agency for
economic recovery.Widespread catastrophic damage may require regional
collaboration with King County,Washington State, and the Federal Government.
City leadership will allocate staff and other resources to regional efforts as able.
Post-disaster economic recovery efforts will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council: The City Council is the legislative branch of City
governxnent that establishes recovery policy and approves expenditures
and contracts.
• Administrator, Communiry and Economic Development Department:
The Community and Economic Development Administrator provides
leadership and direction, in accordance with the Mayor's policy,to staff
responsible for implementing economic recovery strategies.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
City of Renton Disaster Recovery Plan 4 Annex E:Economic Recovery
�Ir�l+'' � ,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City departments will retain progranunatic responsibility for recovery efforts
under their purview. Each department is expected to: ensure that their 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.
Organization and Assignment of
Responsibilities
The following are basic responsibilities of Renton city departments for facilitating
economic and business recovery. Standard Operating Procedures (SOPs)may.be
developed to provide further detail on how individual departments and divisions
shall perform their responsibilities.
Information gathering and other economic recovery activities may initially be
coordinated in the Renton EOC or in the field in accordance with principles of the
National Incident Management System(NIMS)as outlined in the CEMP. Long-
term economic recovery program management will transition to normal
departmental organization and functions over time.
City of Renton Disaster Recovery Plan 5 Annex E:Economic Recovery
, � �
Economic Recoverv Responsibilities
1. Executive
Primarv
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Communication of economic recovery and assistance
information to the media and public
2. Community and Economic Development
Pri�
Economic Development
• Economic recovery program delivery
• Public/private coordination
• Business community outreach and information
• Post-disaster business recruitment and retention
Development Services
• Pernut issuance for commercial andresidential
reconstruction
• Public information counter
• Coordination of field pernut team operations
• Construction plan review
• Code compliance
• Public works plan review
• Post-reconstruction building inspections
• Capital Improvement Program permitting
Planning
• Redevelopment planning
• Land use pernutting
• Long-range planning for significantly impacted areas
• Environmental compliance
• GIS mapping
S�port
o Recovery expendittu-e tracking
o Recovery Status Report input
City of Renton Disaster Recovery Pian 6 Annex E:Economic Recovery
'�' ''�'' .
3. Public Works
Prima
Transportation Systems
. Transportation system restoration
• Traffic management
• Roadway system debris removal
. Restoration of Renton Municipal Airport
iufrastructure/operations
Utility Systems
• Water/sewer/stormwater infrastructure restoration
• Structural assessment
• Permanent repairs/reconstruction
• Debris management
• Coordination with utility crews
• GIS mapping and analysis
Support
o GIS mapping and analysis
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
4. Finance and Information Technology
Prima
• Vendor contract management
• Recovery expenditure tracking
• Management of recovery fmances
• Revenue projections
• Communications support
• Information technology support
Support
o Recovery Status Report input
5. Fire and Emergency Services
Prima
Emergency Management
• EOC direction and coordination
• Volunteer management
• Recovery 5tatus Report development/distribution
City of Renton Disaster Recovery Plan 7 Annex E:Economic Recovery
� � �
Community Risk Reduction
• Fire inspections
• Fire plan review
Su��ort
Emergency Management
o Resource support and logistics
o Public information(JIC/JIS)coordination
o Recovery expenditure tracking
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
Partner A encies
Building Owners and Managers Association
Public Health Seattle-King County
Puget Sound Energy
Puget Sound Regional Council
Renton Chamber of Commerce
Washington State Department of Labor and Industries
Washington State Office of the Insurance Commissioner
Information Collection and Dissemination
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Recovery Status Report
Effective economic recovery strategy development depends on the availability of
timely and accurate information, in many cases from sources other than City
departments. It may be difficult in the early days and weeks after the disaster to
obtain qualiry information about business impacts. The Economic Development
Director,with assistance from the EOC or from other assigned staff,will attempt
to reach out to the business community early in the recovery process to develop
situational awareness of potential economic impacts in and around the City of
Renton.
When possible the impacts to businesses in Renton should be mapped and
analyzed to create a common operating picture and to help identify
interdependencies such as damaged infrastructure and housing losses.
Information about damage to local businesses may initially come from public
reports of damages or from damage assessments conducted by City staff. A more
complete picture about economic impacts, as well as estimates of when businesses
plan to re-open,may come from business owners and property managers.
Commercial networks and associations may provide assistance in communicating
City of Renton Disaster Recovery Plan g Annex E:Economic Recovery
'� `�r� .
information to/from their member businesses. Pre-event development and
maintenance of emergency business contacts will facilitate the collection of this
information by Economic Development staff.
The Office of 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 will replace the EOC
Situation Report once the EOC is demobilized, or as deternuned by the
Emergency Management Director should the EOC remain activated for an
extended period of time into long-term recovery.
With information inputs coming from a variety of sources, it is important to
provide accurate and consistent messaging about the progress of economic
recovery and available programs. The Recovery Status Report is the primary
source of information and data for all planning,operations,and external
communications. Community and Economic Development staff should submit
updated information about business losses and re-openings by the weekly �
submittal deadline for Recovery Status Report inputs. If errors are found in the
Recovery Status Report,these should be submitted to the Office of Emergency
Management immediately.
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 Director in the Mayor's Office has lead responsibility for
the City's public information activities throughout the recovery process. The
Communications Director may be located at the EOC, in the Mayor's Office, or
- another location from which they may effectively coordinate the public
infortnation function of the City.
In a regional event,multiple agencies and entities will be issuing public
infortnation 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 Emergency Coordination Center JIC.
All major announcements and information releases,regardless of the means of
communication,are vetted through the Communications Director priar to release.
City of Renton Disaster Recovery Plan 9 Annex E:Economic Recovery
. �w"' �
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa. ov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Governxnent Access Channel(Channel 21)
• Broadcast media(television and radio)
• Newspapers and other print media
• Electronic media
• Community meetings and other outreach activities
In addition, long-term economic recovery efforts after a catastrophic event may
include the development of community-based Economic Recovery Action Plans
to engage public participation in redevelopment efforts. The Action Plans may:
• Articulate goals and objectives of economic recovery
• Identify government actions that can facilitate long-term economic
recovery
• Identify types of business and specific areas in which to focus
economic recovery efforts
• Include programs tailored to small business recovery
• Include programs tailored to specific community needs
• Incorporate hazard mitigation and sustainable development strategies
• Provide tools to prepare for next disaster
Administration , Finance, and Logistics
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
City of Renton Disaster Recovery Plan �p Annex E:Economic Recovery
�ri" � ,
The Finance and Information Technology Departrnent is the clearinghouse for
information regarding recovery fmance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures. 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.
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 departxnent 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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• Local/regional vendors(where possible)
• National vendors
The EOC also makes resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan. When necessary,the EOC may
request emergency resource support from the Zone 3 Coordination Center,the
King County ECC, and/or the Washington State EOC. Washington State may, in
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.
Annex Development and Maintenance
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Annez Development
The Economic Recovery Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City departmental staff,neighboring cities, King County,the State of
Washington,non-governmental organizations, and private sector partners. The
Federal Emergency Management Agency of the U.S. Department of Homeland
Security provided technical assistance to the development of this Annex.
City of Renton Disaster Recovery Plan 11 Annex E:Economic Recovery
. � �rrrt°
Planning Process
The planning process commenced on December 2,2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton, Auburn, Kent, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in regional
recovery operations. The stated goal of the workshop was to begin development
of separate jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Economic Recovery Workshop took place on March 1,
2011.
Workshop participants divided into groups to discuss reconstruction issues and to
strategize solutions for optimizing a coordinated approach to economic
development and recovery. Information from workshop notes and from a
supplemental informational survey was collated to provide an overview of current
economic recovery capabilities. The information was included in this Annex to
the Disaster Recovery Plan and supplemented by follow-up communications with
City leadership and staff to ensure consistency with existing City policy and
procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Economic Recovery Annex. Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendix
to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor. 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 Review.
Recommended improvements to the Plan will be included in the next update.At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
City of Renton Disaster Recovery Plan 12 Annex E:Economic Recovery
�' "�' �
Legal Authorities
Local Legal Authorities
a. Renton Municipal Code, Title III,Chapter 5,Fire and Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52,Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081,Emergency Expenditures
ii. 35.33.101,Emergency Warrants
iii. 38.52,Emergency Management
iv. 39.34,Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43,(Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations,Plans, and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance, as axnended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342,Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act of 1986
City of Renton Disaster Recovery Plan 13 Annex E:Economic Recovery
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References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
b. Comprehensive Preparedness Guide(CPG) 101
c. Homeland Security Exercise and Evaluation Program(HSEEP)
d. National Incident Management System(NIMS),Department of
Homeland Security
e. National Response Framework,Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan �4 Annex E:Economic Recovery
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Tabie of Contents
Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control..............................................................................................................4
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................9
RecoveryStatus Report....................................................................................................................9
Communications for Public Information and Outreach....................................................10
Administration,Finance,and Logistics..........................................................................11
Administrationand Finance........................................................................................................11
Logistics and Resource Support.................................................................................................ii
Annex Development and Maintenance..........................................................................12
AnnexDevelopment.......................................................................................................................12
PlanningProcess..............................................................................................................................12
PublicInput.......................................................................................................................................12
RecoveryPlan Maintenance........................................................................................................12
LegalAuthorities....................................................................................................................13
LocalLegalAuthorities.............................................................................................................................13
StateLegal Authorities..............................................................................................................................13
FederalLegal Authorities.........................................................................................................................14
References and Resources..................................................................................................14
Local References and Resources...........................................................................................................14
State References and Resources...........................................................................................................14
Federal References and Resources......................................................................................................15
Other References and Resources..........................................................................................................15
City of Renton Recovery Plan 1 Annex F:Debris Management
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Purpose M_
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The purpose of the Debris Management Annex to the City of Renton Disaster
Recovery Plan is to identify the roles and responsibilities of City departments,
regional jurisdictional partners, and private contractors for managing debris
clearance,handling,disposal, and recycling during the post-disaster recovery
process.
Scope _
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The Debris Management Annex addresses incidents of local,regional, state, and
national significance, including,but not limited to, Presidentially declared
disasters in King County,Washington State, in which the City of Renton resides.
This Annex,like the Disaster Recovery Plan as a whole,applies to all City
departments and provides an operational framework to guide coordinated debris
management efforts among a network of local, State, and Federal jurisdictions
along with private solid waste companies. The Annex supports and integrates
other plans and programs that address debris management operations.
Situation Overview
• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,that have the potential to create large volumes of
debris over a widespread area.
• Disaster debris may impede the efforts of emergency responders.
• Disaster debris may create dangers to the health and safety of the public as
well as that of emergency responders and other City staff.
• Disaster debris may 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 catastrophic disaster event and from the
demolition of damaged structures may require temporary storage.
• Permanent processing and disposal of large volumes of disaster debris may
take months or even years to complete.
• Contaminated debris from a catasirophic disaster event can have long-term
negative environmental impacts.
City of Renton Recovery Pian 2 Annex F:Debris Management
• "�1rr :'�rP':
Planning Assumptions
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• Recovery begins almost as soon as a disaster event occurs, often concurrent
with emergency response. For the putposes of this Debris Management Annex
it is assumed that immediate threats to life and property have been addressed
and that the operational focus has shifted to short-term recovery. Response
actions outlined in the Comprehensive Emergency Management Plan take
precedence as long as threats remain to life and property.
• Areas with significant debris issues may become apparent through damage
assessment and restoration activities as well as from damage reports from the
public.
• Events of regional, statewide, or national significance may require cross-
jurisdictional cooperation in recovery efforts such as debris management.
• The King County Emergency Coardination Center(ECC) is the central
coordination point for regional debris management efforts. The Renton
Emergency Operations Center(EOC)provides support coordination between
City and regional activities.
• Private solid waste companies have a significant role to play as partners in
disaster recovery and debris management activities.
• Containinated debris has the potential to impact the environment and therefore
trigger additional disposal considerations.
• City departments are expected to develop procedures and provide appropriate
training to staff with designated roles and responsibilities in this Annex.
Concept of Operations
There are four principal phases of post-disaster debris management operations:
• 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.
• 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.
• Debris Processing:Processing of debris is the separation of various waste
and debris types and their preparation for disposal. Different types of
City of Renton Recovery Plan 3 Annex F:Debris Management
� "�' ,
disaster debris may be governed by varying rules and authorities.
Construction and demolition debris is handled differently from hazardous
waste or recyclable material.
• 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 and with Public Health Seattle-King County.
The City of Renton may utilize existing City staff to manage the clearance,
removal, and temporary starage of disaster debris. The Public Works Department
will generally be the lead agency for Renton's debris management efforts. Other
departments, such as the Fire and Emergency Services Department or the Police
Department,may undertake minor debris clearance or enlist Public Works support
to facilitate unimpeded access for emergency response personnel.
The City already contracts much of its debris disposal to private solid waste
vendors. Waste Management 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 ECC and the King County Department of
Natural Resources, Solid Waste Division. Regional debris management efforts are
managed in accordance with the Seattle-King County Urban Area Debris
Management Plan.
Direction and Control
A large-scale event that results in significant volumes of disaster debris will
require regional collaboration through the King County ECC with private solid
waste companies. Ciry leadership will provide staff and resource support to these
efforts as capabilities allow.
The City's debris management efforts will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
City of Renton Recovery Plan 4 Annex F:Debris Management
,
�` �
• City Council: The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator,Public Works Department: The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy,to staff responsible for debris management.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director: The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs. •
City departments will retain prograinmatic responsibility for recovery efforts
under their purview. Each department is expected to: ensure that their 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.
City of Renton Recovery Plan 5 Annex F:Debris Management
�`' "`�` -
Organization and Assignment of
Responsibilities
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The following are basic responsibilities of Renton city departments for debris
management during recovery. Standard Operating Procedures (SOPs)may be
developed to provide fiu-ther detail on how individual departments and divisions
shall perform their responsibilities.
Debris management actions may initially be coordinated in the Renton EOC or in
the field in accordance with principles of the National Incident Management
System(NIMS)as outlined in the CEMP. In a regional event,the King County
ECC and the King County Department of Natural Resources may coordinate
cross jurisdictional debris management activities.
Supplemental surge staffing may be required to implement long-term debris
management actions. Private solid waste vendors such as Waste Management are
responsible for staffing their own operations in support of citywide and regional
debris management efforts.
Debris Mana�ement Responsibilities
1. Executive
Prima
• Advisory Group policy coordination
• Continuity of government
• Intergovernmental coordination
• Communication of debris management information to the
media and public
2. Public Works
Prim
Transportation Systems
• Roadway debris clearance
• Traffic management
• Demolition debris processing
• Renton Municipal Airport debris clearance
• Coordination with other jurisdiction's transportation
agencies
Utility Systems �
• Debris clearance for water/sewer/storm systems
• Demolition debris processing
• Coordination with utility crews
City of Renton Recovery Plan 6 Annex F:Debris Management
. �r; �
Maintenance Services
• Debris clearance
• Temporary debris storage
• Debris processing
• Coordination with utility crews
Su��ort
o Heavy equipment resource support
o Equipmendvehicle repair
o Signage
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
3. Community Services
Primarv
• Debris clearance from parks and open space
• Temporary debris storage site identification
Support
o Heavy equipment resource support
o Recovery expenditure tracking
o Recovery Status Report input
4. Community and Economic Development
Primarv
• Temporary debris storage site identification and permitting
• Debris disposal site identification/permitting
Sup�ort
o Recovery expenditure tracking
o Recovery Status Report input
5. Fire and Emergency Services
Primarv
Emergency Management
• EOC direction and coordination
• Cross jurisdictional coordination for debris management
• Recovery Status Report developmenddistribution
Response Operations
• Hazardous materials response/remediation
City of Renton Recovery Plan 7 Annex F:Debris Management
� � � ,
• Radiological event response/remediation
• Casualty management
Community Risk Reduction
• Fire investigation and inspection
Support
Emergency Management
o Resource support and logistics
o Public information(JIGJIS)coordination
o Recovery expenditure tracking
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
6. Police
Prima
• Public safety
• Access control
Support
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Information Technology
Prim
• Administration of recovery procurement procedures
• Solid waste vendor contract management
• Recovery expenditure tracking
Su�port
� o Communications systems support
o Information technology support
o Recovery Status Report input
Partner A eg ncies
King County Deparnnent of Natural.Resources
National Response Center
City of Renton Recovery Plan $ Annex F:Debris Management
. �„� �,,�r+
Public Health Seattle-King Counry
United States Department of Transportation
Washington State Department of Ecology
Waste Management
Information Coliection and Dissemination
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Recovery Status Report
The Office of 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.
Disaster debris is initially reported as part of the damage assessment process. The
EOC is the recipient of impact reports concerning the location and nature of
disaster debris,the short-and long-term impacts to the population, and progress
on clearance and disposal efforts. When possible,this information is mapped and
analyzed to develop a common operating picture of debris issues.
The Recovery Status Report is the primary source of information and data for all
planning, operations, and external communications. If enors are found in the
Recovery Status Report,these should be submitted to the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of Emergency
Management.
• All City deparhnents 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.
City of Renton Recovery Plan 9 Annex F:Debris Management
�` � -
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council,press releases,
talking points for interviews,public education and outreach,and social
media outputs.
• Time-sensitive information is submitted to the Office of Emergency
Management,which determines the most effective manner of distribution
in consultation with impacted departments and the Mayor's Office.
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. It may also be
necessary to provide time-sensitive information to the public concerning debris
hazards and impacts.
The Mayor's Office has lead responsibility for the City's public information
activities throughout the recovery process. The Mayor appoints or designates a
trained Public Information Officer(PIO)to coordinate the key messages and
overall public information strategy. The PIO may be located at the EOC, in the
Mayor's Office, or another location from which they may effectively coordinate
the public information function of the City.
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. The City of Renton may also deploy to a Joint Information Center(JIC)
with other regional jurisdictions, including the King County Emergency
Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa.�ov
• CodeRED emergency notification system
• Posting information at neighborhood information centers
• Posting information at City facilities
• Social media outlets
• Govemment Access Channel(Channe121)
• Broadcast media(television and radio)
• Newspapers and other print media
• Electronic media
• Communiry meetings and other outreach activities
All major announcements and information releases,regardless of the means of
communication, are vetted through the PIO prior to release.
City of Renton Recovery Plan 10 Annex F:Debris Management
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Administration , Finance cs
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Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration, but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
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 the Finance and Information Technology Department,are responsible for
locating, ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EQC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• LocaUregional vendors (where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary,the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in tum,request emergency assistance from other state
Ciry of Renton Recovery Plan 11 Annex F:Debris Management
� � -
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.
Annex Development and Maintenance
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Annex Development
The Debris Management Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City departmental staff,neighboring cities, King County,the State of
Washington,non-governmental organizations,and private sector partners. The
Federal Emergency Management Agency of the U.S. Department of Homeland
Securiry provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2, 2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton, Kent,Auburn, and
Tukwila) and King County were principal participants in the workshop. Other
stakeholders attended that serve in a support or coordination role in City recovery
operations. The stated goal of the workshop was to begin development of separate
jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Debris Management Workshop took place on February
18, 2011.
Workshop participants divided into groups to discuss debris management issues.
Information from workshop notes and from a supplemental informational survey
was collated to provide an overview of current debris management capabilities.
The information was included in this Annex to the Disaster Recovery Plan and
supplemented by follow-up communications with City leadership and staff to
ensure consistency with existing City policy and procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Departments are expected to develop implementing procedures for roles and
responsibilities outlined in this Debris Management Annex. Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendi�c
to the Plan.
City of Renton Recovery Plan 12 Annex F:Debris Management
, f,,,r` r„r'
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,programs and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor. 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 Review.
Recommended improvements to the Plan will be included in the next update. At a
minimum, the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City deparhnents.
Legal Authorities
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5,Fire and Emergency
Services Department
b. King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081, Emergency Expenditures
ii. 35.33.101,Emergency Warrants
iii. 38.52,Emergency Management
iv. 39.34,Interlocal Cooperation Act
v. 40.10,Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Hazardous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30, Local Emergency Management Services
Organizations,Plans, and Programs
City of Renton Recovery Plan 13 Annex F:Debris Management
� � �
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288, the Robert T. Stafford Disaster Relief and
Emergency Assistance, as amended
c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59,204,and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act (SARA) of 1986, Title III, Emergency Planning Community
Right-to-Know Act(EPCRA)
f. Public Law 91-190,National Environmental Policy Act(NEPA)
g. Public Law 89-665,National Historic Preservation Act(NHPA)
h. Public Law 88-206, Clean Air Act
i. Public Law 92-500, Clean Water Act
j. Public Law 94-580, Resource Conservation and Recovery Act
(RCRA)
k. Public Law 93-205,Endangered Species Act
l. Fish and Wildlife Coordination Act
m. Executive Order on Floodplain Management(E.O. 11988)
n. Executive Order on Protection of Wetlands (E.O. 11990)
References and Resources
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Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b_ City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington 5tate Comprehensive Emergency Management Plan
City of Renton Recovery Plan 14 Annex F:Debris Management
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b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
Federal References and Resources
a. Comprehensive Preparedness Guide(CPG) 101
b. Homeland Security Exercise and Evaluation Program(HSEEP)
c. National Incident Management System(T1IMS),Department of
Homeland Security
d. National Response Framework,Federal Emergency Management
Agency
Other References and Resources
a. 5eattle-King County UASI Area Debris Management Plan
Ciry of Renton Recovery Plan 15 Annex F:Debris Management
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Table of Contents
� Purpose........................................................................................................................................2
Scope.............................................................................................................................................2
SituationOverview...................................................................................................................2
PlanningAssumptions............................................................................................................3
Conceptof Operations.............................................................................................................3
Directionand Control..............................................................................................................5
Organization and Assignment of Responsibilities........................................................6
Information Collection and Dissemination.....................................................................9
RecovetyStatus Report....................................................................................................................9
Communications for Public Information and Outreach....................................................10
Administration,Finance,and Logistics..........................................................................11 ,
� Administration and Finance........................................................................................................11
Logisticsand Resource Support.................................................................................................12
Annex Development and Maintenance..........................................................................13
AnnexDevelapment.......................................................................................................................13
PlanningProcess..............................................................................................................................13
PublicInput.......................................................................................................................................13
RecoveryPlan Maintenance........................................................................................................13
LegalAuthorities....................................................................................................................14
LocalLegal Authorities.............................................................................................................................14
StateLegal Authorities..............................................................................................................................14
FederalLegal Authorities.........................................................................................................................14
Referencesand Resources..................................................................................................15
Local References and Resources...........................................................................................................15
State References and Resources...........................................................................................................15
Federal References and Resources......................................................................................................16
City of Renton Disaster Recovery Pian � Annex G:Environmental Consideretions
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Purpose
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The purpose of the Environmental Annex to the City of Renton Disaster Recovery
Plan is to guide actions to address post-disaster environmental issues that may
impact recovery. Adverse environmental impacts are likely to exist during 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.
This Annex establishes a framework for identifying and evaluating post-disaster
environmental impacts and for developing strategies to work cooperatively to
resolve them.
In addition, the Environmental Annex identifies departmental responsibilities for
ensuring that community recovery and rebuilding are implemented in compliance
with all applicable environmental rules and regulations.
Scope
The Environmental Annex addresses incidents of local, regional, state, and
national significance, including,but not limited to,Presidentially declared
disasters in King County,Washington State, in which the City of Renton resides.
This Annex, like the Disaster Recovery Plan as a whole,applies to all City
departments and provides an operational framework to guide coordinated
environmental management efforts. The Annex supports and integrates State and
Federal plans and programs that aid in recovery operations.
Situation Overview
• The Puget Sound Region is vulnerable to natural and man-made hazards,
including acts of terrorism,which can result in significant and widespread
damage to the natural environment.
• 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 habitat and may adversely impact the
quality of air and drinking water.
• Environmental contamination may create dangers to the health and safety of
the public as well as to emergency responders and other City staff.
City of Renton Disaster Recovery Plan 2 Annex G:Environmental Considerations
. �r+ `ar/
• Environmental damage may impede the progress of communiry recovery.
• Long-term coordination between environmental and resource agencies from
all levels of government will be required to ensure that reconstruction and
redevelopment comply with local, State, and Federal environmenta.l
regulations.
Planning Assumptions
• For the purposes of this Environmental Annex, it is assumed that the
operational focus for recovery has shifted to long-tertn environmental
remediation and mitigation and to addressing environmental concerns that do
not pose an immediate life safety threat. Environmental impacts that pose an
immediate threat to human life and safety will be addressed by response
actions outlined in the Comprehensive Emergency Management Plan.
• City departments will develop procedures and provide appropriate training to
staff with designated roles and responsibilities in this Environmental Annex.
• Large-scale emergencies are likely to deplete local and regional recovery
resources. Assistance from other cities and regions, from the State of
Washington, and from the Federal Government will be requested as needed.
Concept of Operations
�--- ----- T �T��.�
The City of Renton addresses environmental consequences or damages 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
• Wetlands damage
• Impacts to threatened and endangered species
• Damage to historical and archaeological resources
In most cases,more than one department will have a role in cleanup and
remediation.
With support from the EOC, other fire departments, and private sector resources,
Renton Fire and Emergency Services, is responsible for addressing hazardous
materials spills and releases that pose an immediate threat to life safety. While
City of Renton Disaster Recovery Plan 3 Annez G:Environmental Considerations
,
� � �
these actions are covered in the Renton CEMP 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.
The Public Works Department manages environmental consequences to critical
infrastructure(transportation,water, etc.), often with support from the Fire and
Emergency Services Department and the EOC. Public Works also tests for safety
of drinking water and manages the permitting processes for capital improvements
and infrastructure restoration projects.
The Community and Economic Development Department 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-King County,the
Washington State Department of Ecology,the U.S. Army Corps of Engineers,and
others.
Many disaster recovery activities have the potential to impact the environment
and therefore trigger environmental review at the local, State, and/or Federal
level. These activities include:
• Debris management
• Repairs and reconstruction
• New construction and redevelopment
• Project work in waterways,wetlands, floodplains, or other
environmentally sensitive areas
Other environmental considerations include:
• Hazardous materials
• Air quality
• Water quality
• Endangered species
• Historic preservation
Projects that are funded on a cost-share basis with the Federal government will
. requue 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.FEMA 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.
City of Renton Disaster Recovery Plan 4 Annex G:Environmental Considerations
.
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Direction and Control
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Environmental consequences are managed in accordance with the National
Incident Management 5ystem(NIMS) as outlined in the Renton CEMP. The City
� department with purview over an impacted area, facility, or function establishes
incident command to implement environmental cleanup and remediation actions.
Widespread catastrophic damage may require regional collaboration with King
County,Washington Sta.te, and the Federal Government. City leadership will
allocate staff and other resources to regional efforts as able.
The City's environmental efforts will be directed as follows:
• Mayor: The Mayor is the chief elected official that leads the executive
branch of City government and coordinates overall recovery policy
direction with the City Council.
• City Council:The City Council is the legislative branch of City
government that establishes recovery policy and approves expenditures
and contracts.
• Administrator, Community and Economic Development Departrraent:
The Community and Economic Development Administrator provides
leadership and direction, in accordance with the Mayor's policy,to staff
responsible for environmental planning and compliance.
• Administrator,Public Works Department: The Public Works
Administrator provides leadership and direction, in accordance with the
Mayor's policy,to staff responsible for managing environmental
consequences to critical infrastructure and for environmental permitting.
• Advisory Group:Led by the Mayor,the Advisory Group is made up of the
Chief Administrative Officer,Assistant Chief Administrative Officer,
other Department Administrators, and the Communications Director. The
Advisory Group serves as an advisory body to the Mayor and Council,
provides a unified approach to oversight of City departments and
programs, and serves as the Recovery Management Team during at least
the initial recovery phase.
• Emergency Management Director:The Emergency Management
Director provides coordination support for recovery efforts from the
Renton EOC in accordance with the Mayor's policy direction. The
Director coordinates recovery activities while the EOC remains activated
and as directed by the Mayor throughout the recovery process.
Ciry of Renton Disaster Recovery Plan 5 Annex G:Environmental Consideretions
� � .
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 of operations planning.
The Mayor may appoint community leaders and stakeholders to the Recovery
Management Team after a disaster with widespread damage and economic
impacts to help guide recovery programs.
City deparhnents will retain prograinmatic responsibility for recovery efforts
under their purview. Each department is expected to: ensure that staff 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.
Organization and Assignment of
Responsibilities
The following are basic responsibilities of Renton city deparhnents for managing
environmental issues during recovery. Standard Operating Procedures(SOPs)
may be developed to provide further detail on how individual deparhnents and
divisions shall perform their responsibilities.
Environmental actions may initially be coordinated in the Renton EOC or in the
field in accordance with principles of the National Incident Management System
(NIMS)as outlined in the CEMP.
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.
Environmental Responsibilities
1. Ezecutive
Prima
• Advisory Group policy coordination
• Intergovernmental coordination
• Communication of environmental information to the media
and public
City of Renton Disaster Recovery Plan 6 Annex G:Environmental Considerations
►
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2. Community and Economic Development
Primarv
Developme�Zt Services
• Permit issuance for commercial and residential
reconstruction
• Construction plan review
• Code compliance
• Public works plan review
• Post-reconstruction building inspections
Planning
• Land use permitting
• Environmental compliance
• Critical/sensitive areas review
• GIS mapping and analysis
Su��ort
o Recovery expenditure tracking
o Recovery Status Report input
3. Public Wortcs
Primarv
Utility Systems
• Capital improvement permitting
• Flood hazard monitoring
• Water quality monitoring
• Coordination with utility crews
• GIS mapping and analysis
Transportation Systems
• Roadway debris clearance
• Hazardous materials coordination
• Coordination with other jurisdiction's transportation
agencies
Maintenance Services
• Debris management
• Coordination with utility crews
• GIS mapping and analysis
Su�port
o Heavy equipment resource support
o Signage
o Emergency vendor contracting
City of Renton Disaster Recovery Plan 7 Annex G:Environmental Considerations
�
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o Recovery expenditure tracking
o Recovery Status Report input
4. Fire and Emergency Services
Prima
Emergency Management
• EOC direction and coordination
• Volunteer management
• Recovery Status Report developmentldistribution
Response Operations
• Hazardous materials response coordination
Community Risk Reduction
• Fire plan review
Su ort
Emergency Management
o Resource support and logistics
o Public information(JIG/JIS)coordination
o Recovery expenditure tracking
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
Community Risk Reduction
o Recovery expenditure tracking
o Recovery Status Report input
5. Community Services
Pri�
• Natural resources management
• Open space restoration
Support
o Facilities management
o Recovery expenditure tracking
o Recovery Status Report input
6. Palice
Prim
• Public safety
City of Renton Disaster Recovery Plan $ Annex G:Environmental Considerations
. �
� � �
Su�port
o Access control
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Information Technology
Primarv
• Vendor contract management
• Recovery expenditure tracking
Su�port
o Procurement of goods/supplies
o Communications support
o Information technology support
o Recovery Status Report input
Partner A eg n�
Public Health Seattle-King County
Washington State Department of Ecology
Washington State Historic Preservation Office
United States Army Corps of Engineers
Information Coliection and Dissemination
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Recovery 5tatus Report
The Office of 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 remairi activated for an
extended period of time.
Environmental impacts are initially reported as part of the damage assessment
process and as they are discovered throughout long-term recovery. Departments
with knowledge of immediate environmental threats make an impact report to the
EOC as soon as practicable. The EOC collects impact reports concerning the
location and nature of environmental threats,the short-and long-term impacts to
the population, and progress on remediation efforts. When possible,this
information is mapped and analyzed to develop a common operating picture of
environmental issues.
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
City of Renton Disaster Recovery Plan g Mnex G:Environmental Considerations
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Recovery Status Report,these should be submitted to the Office of Emergency
Management immediately.
Information collection and dissemination is administered in the following manner:
• Recovery information is collected and analyzed by the Office of
Emergency Management throughout the period of recovery or until the
information collection function is delegated by the Mayor to another
department or to the Recovery Management Team.
• All City departments are expected to supply a standard information
package for the Recovery Status Report along with any other information
requests by the submission deadline specified by the Office of 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.
• The Recovery Status Report is the factual basis for all other information
outputs, including staff reports to the Mayor and Council,press releases,
talking points for interviews,public education and outreach,and social
media outputs.
• Time-sensitive information is submitted to the Office of Emergency
Management,which determines the most effective manner of distribution
in consultation with impacted departments and the Mayor's Office.
• It should never be assumed that Department Administrators on the
Mayor's Leadership Team have been made aware of any environmental
issues or impact reports.
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. It may also be
necessary to provide time-sensitive information to the public concerning
environmental safety hazards and impacts.
The Mayor's Office has lead responsibility for the City's public information
activities throughout the recovery process. The Mayor.appoints or designates a
trained Public Information Officer(PIO) to coordinate the key messages and
overall public information strategy. The PIO may be located at the EOC,in the
City of Renton Disaster Recovery Plan 10 Annex G:Environmental Considerations
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Mayor's Office, or another location from which they may effectively coordinate
the public information function of the City.
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. The City of Renton may also deploy to a Joint Information Center(JIC)
with other regional jurisdictions, including the King County Emergency
Coordination Center JIC.
Methods of communicating with the public to convey recovery information
include:
• City of Renton emergency information web at rentonwa. o�v
• CodeRED 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 PIO prior to release.
Administration, Finance, and Logistics
Administration and Finance
The Finance and Information Technology Department is responsible for
managing all aspects of recovery finance and procurement, including the
following tasks:
• Expenditure tracking and reporting
• Administering and tracking of emergency procurement waivers
• Managing special accounts for recovery
• Administering Federal and State recovery grants
City of Renton Disaster Recovery Pfan �� Annex G:Environmental Considerations
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The Finance and Information Technology Department is the clearinghouse for
information regarding recovery finance and administration,but all departments
are expected to keep accurate records regarding recovery expenditures, overtime
costs, and equipment use to facilitate the reimbursement of eligible expenses
under 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.
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 the Finance and Information Technology Department, are responsible for
locating, ordering, and procuring resources. Emergency Management staff will
continue to coordinate resource support when the EOC is not activated.
EOC staff will seek supplemental resource support from the following sources:
• Other city departments
• Locallregional vendors(where possible)
• National vendors
The EOC may also make resource requests via existing mutual aid agreements or
through the King County Regional Disaster Plan.
When necessary, the EOC requests emergency resource support from the Zone 3
Coordination Center,the King County ECC, and/or the Washington State EOC.
Washington State may, in turn,request emergency assistance from other state
governments via the Emergency Management Assistance Compact(EMAC) or
from the Federal Government.
Requesting depariments are responsible for tracking the use of supplemental
resources provided to them.
City of Renton Disaster Recovery Plan 12 Annex G:Environmental Considerations
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Annex Development and Maintenance
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Anneg Development
The Environmental Annex to the City of Renton Disaster Recovery Plan was
developed with participation by a broad range of stakeholders and partners,
including City departmental staff, neighboring cities,King County, the State of
Washington,non-governmental organizations, and private sector partners. The
Federal Emergency Management Agency of the U.S. Deparhnent of Homeland
Securiry provided technical assistance to the development of this Annex.
Planning Process
The planning process commenced on December 2,2010,with a Recovery
Planning Kick-off Workshop hosted by the King County Office of Emergency
Management. The four Green River Valley cities (Renton,Kent,Auburn, and
Tukwila)and King County were principal participants in the workshop.Other
stakeholders attended that serve in a support or coordination role in City recovery
operations. The stated goal of the workshop was to begin development of separate
jurisdictional recovery plans in coordination with one another.
The Kick-off Workshop was followed by eight functional workshops in February
and March of 2011. The Environmental Workshop took place on March 3,2011.
Workshop participants divided into groups to discuss reconstruction issues and to
strategize solutions for optimizing a coordinated approach to managing
environmental hazards and ensuring environmental compliance. Information from
workshop notes and from a supplemental informational survey was collated to
provide an overview of cunent environmental recovery capabilities. The
information was included in this Annex to the Disaster Recovery Plan and
supplemented by follow-up communications with City leadership and staff to
ensure consistency with existing City policy and procedures.
Public Input
The City of Renton Disaster Recovery Plan, including this Annex,was developed
with input from Renton citizens and stakeholders as outlined in the Basic Plan.
Recovery Plan Maintenance
Deparhnents are expected to develop implementing procedures for roles and
responsibilities outlined in this Environmental Annex. Procedures should be
submitted to the Office of Emergency Management for inclusion as an appendiY
to the Plan.
Designated departments with responsibilities outlined in this Annex are expected
to provide adequate training to departmental staff to ensure a continual readiness
to complete their responsibilities. In addition,progratns and activities outlined in
this Annex may be exercised on a periodic basis as directed by the Mayor.After
City of Renton Disaster Recovery Plan 13 Annex G:Environmental Considerations
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any exercise designed to test recovery processes, or after an actual disaster event,
any successes and shortfalls shall be noted in an After Action Review.
Recommended improvements to the Plan will be included in the next update. At a
minimum,the City of Renton Disaster Recovery Plan, including its Annexes,will
be reviewed and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master
Copy of this plan up-to-date and for distributing updates to City departments.
^�� ., rities
Legal Autho
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Local Legal Authorities
a. Renton Municipal Code, Title III, Chapter 5, Fire and Emergency
Services Deparhnent
b. . King County Code, Chapter 2.56,Emergency Management
c. King County Code, Chapter 12.52, Emergency Powers
State Legal Authorities
a. Revised Code of Washington(RCV�:
i. 35.33.081,Emergency Expenditures
ii. 35.33.101,Emergency Warrants
iii. 38.52, Emergency Management
iv. 39.34,Interlocal Cooperation Act
v. 40.10, Essential Records
vi. 42.14, Continuity of Government Act
vii. 43.43, (Subparts 960-975), State Fire Service Mobilization
viii. 70.136,Haza.rdous Materials Incidents
b. Washington Administrative Code(WAC):
i. 118-04, Emergency Worker Program
ii. 118-30,Local Emergency Management Services
Organizations,Plans,and Programs
Federal Legal Authorities
a. Federal Civil Defense Act of 1950, as amended
b. Public Law 93-288,the Robert T. Stafford Disaster Relief and
Emergency Assistance,as amended
City of Renton Disaster Recovery Plan 14 Annex G:Environmental Considerations
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c. Title 44, Code of Federal Regulations,parts 9, 10, 13, 59, 204, and
206
d. Public Law 96-342, Improved Civil Defense
e. Public Law 99-499, Superfund Amendments and Reauthorization
Act (SARA) of 1986, Title III, Emergency Planning Community
Right-to-Know Act(EPCRA)
f Public Law 91-190,National Environmental Policy Act(NEPA)
g. Public Law 89-665,National Historic Preservation Act(NHPA)
h. Public Law 88-206, Clean Air Act
i. Public Law 92-500, Clean Water Act
j. Public Law 94-580,Resource Conservation and Recovery Act
(RCRA)
k. Public Law 93-205, Endangered Species Act
1. Fish and Wildlife Coordination Act
m. Executive Order on Floodplain Management(E.O. 11988)
n. Executive Order on Protection of Wetlands (E.O. 11990)
References and Resources
Local References and Resources
a. City of Renton Comprehensive Emergency Management Plan
b. City of Renton Comprehensive Plan
c. City of Renton Hazard Mitigation Plan(incL Hazard Identification
and Vulnerability Assessment)
d. King County Comprehensive Emergency Management Plan
e. King County Hazard Mitigation Plan(incl. Hazard Identification
and Vulnerability Assessment)
f. King County Regional Disaster Plan
State References and Resources
a. Washington State Comprehensive Emergency Management Plan
b. Washington State Emergency Management Disaster Assistance
Guide for Local Governments
City of Renton Disaster Recovery Plan �5 Annex G:Environmental Considerations
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Federal References and Resources
b. Comprehensive Preparedness Guide(CPG) 101
c. Homeland Security Exercise and Evaluation Program(HSEEP)
d. National Incident Management System(NIMS), Department of
Homeland Security
e. National Response Framework, Federal Emergency Management
Agency
City of Renton Disaster Recovery Plan 16 Annex G:Environmental Considerations
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7
CITY QF RENTON, WASHINGTON
RESOLUTION NO.
A RESOLUTION OF THE CITY OF RENTON, WASHtNGTON, ADOPTING THE CITY
OF RENTON DfSASTER REC�VERY PLAN.
WHEREAS, it is the policy of the City to provide emergency organization and resources
to minimize the lang-term effects of disasters, and to undertake disaster recovery programs
that will facilitate an orderiy and fast return to normal community life; and
WHEREAS, the City of Renton Recovery Plan {"Plan") has been developed to establish
the policies, guidelines and procedures that will provide personne! with the information and
guidance required to quickly and effectively help residents and businesses recover from the
impacts of disasters;and
WHEREAS, the City believes that the advance ptanning for recovery, the assignment of
roles and responsibilities, the subsequent development of procedures and the offering of
training, and the testing or exercising af reco�ery actions and strategies will result in an
expedited,more effective disaster recovery process;
NOW, THEREFQRE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTQN, DOES
RESOLVE AS FOLLOWS:
SECTION I. The above recitals are found to be true ancf correct in all respects.
SECTIQN 11. The City of Renton Disaster Recovery Plan is hereby adopted by the City
of Renton.
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RESOLUTION NO.
PASSED BY 7HE CITY COUNCIL this day of 2012.
Bonnie I. Walton, City Clerk
APPROVED BY THE MAYOR this day of , 2012.
Denis Law, Mayor
Approved as to form:
Lawrence J.Warren, City Attorney
RE5.1538:1/17/12:scr
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