HomeMy WebLinkAboutCouncil 02/06/2012AGENDA
RENTON CITY COUNCIL
REGULAR MEETING
February 6, 2012
Monday, 7 p.m.
1.CALL TO ORDER AND PLEDGE OF ALLEGIANCE
2.ROLL CALL
3.ADMINISTRATIVE REPORT
4.AUDIENCE COMMENT
(Speakers must sign up prior to the Council meeting. Each speaker is allowed five minutes. The
comment period will be limited to one‐half hour. The second audience comment period later on in
the agenda is unlimited in duration.) When you are recognized by the Presiding Officer, please
walk to the podium and state your name and city of residence for the record, SPELLING YOUR LAST
NAME.
5.CONSENT AGENDA
The following items are distributed to Councilmembers in advance for study and review, and the
recommended actions will be accepted in a single motion. Any item may be removed for further
discussion if requested by a Councilmember.
a. Approval of Council meeting minutes of 1/23/2012. Council concur.
b. City Clerk reports appeal of Hearing Examiner's Decision on the May Creek Drainage
Improvement Project Permit & Variance (File No. LUA‐11‐065, V‐H, SP); appeal filed by King
County Water & Land Resources, represented by Doug Chin, accompanied by required fee.
Refer to Planning and Development Committee. Consideration of the appeal by the City
Council shall be based solely upon the record, the Hearing Examiner's report, the notice
of appeal, and additional submissions by parties (RMC 4‐8‐110.F.6.).
c. Community and Economic Development Department recommends approval to modify the
Council's 9/28/2009 Housing Opportunity Fund award of $100,000 to the Renton Housing
Authority for the Glennwood Townhomes project in order to provide $50,000 to the Glennwood
Townhomes project and $50,000 to the next replacement housing project slated for the Sunset
Terrace redevelopment project. Refer to Planning and Development Committee.
d. Community Services Department requests approval to continue use of the NARCO property as
an off‐leash dog park for for an additional three years, and recommends approval of a
Memorandum of Understanding with Renton's Unleashed Furry Friends (RUFF) outlining roles
and responsibilities between the City and RUFF for the park. Council concur.
e. Community Services Department requests approval to waive golf course green fees in the
amount of $2,900 for the Liberty High School Girls Golf Team for the 2012 spring season.
Refer to Finance Committee.
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f. Community Services Department recommends approval of a Purchase and Sale Agreement in
the amount of $189,000 with Martin Hochfeld to acquire 4.9 acres connecting Cascade Park
and Tiffany Park. Refer to Finance Committee.
g. Fire and Emergency Services Department recommends setting a public hearing on 2/27/2012
to consider adopting the City of Renton Disaster Recovery Plan. Refer to Public Safety
Committee; set public hearing on 2/27/2012.
h. Transportation Systems Division recommends approval of the 2012‐2013 One Card for All
(ORCA) Business Passport (formerly flexpass) interlocal 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.
i. Transportation Systems Division recommends approval of Supplement No. 1 to CAG‐11‐105,
with KBA, Inc., in the amount of $1,749,600 for construction management and inspection
services for the Rainier Ave. S. (SR 167) S. Grady Way to S. 2nd St. project. Council concur.
j. Transportation Systems Division requests approval to utilize the King County Materials Testing
Lab for materials testing on the Rainier Ave. S. (SR 167) ‐ S. Grady Way to S. 2nd St. project in
the amount of $288,557 via the interlocal agreement with King County Road Services Division
(CAG‐08‐180). Council concur. (See 8.a. for resolution.)
k. Transportation Systems Division recommends approval of a Supplemental Agremeent to CAG‐
09‐077, with Berger/Abam Engineers, Inc., in the amount of $1,737,100 to provide construction
management and inspection services for the SW 27th St./Strander Blvd. Extension, Phase 1,
Segment 2A project. Council concur.
l. Utilities Systems Division submits CAG‐11‐044, Benson Road Water Main Replacement
project; and requests approval of the project, authorization for final pay estimate in the
amount of $1,095, commencement of a 60‐day lien period, and release of the retainage bond
to R.L. Alia Company, contractor, if all required releases are obtained. Council concur.
m. Utility Systems Division recommends approval of a contract in the amount of $116,100 with
Roth Hill, LLC for the Airport Lift Station Primary Engineering Study and 30% Design project.
Council concur.
n. Utility Systems Division requests authorization to establish the Liberty Lift Station Installation
2012 Project; and recommends transfer of $400,000 from the Oversizing Account for this
project. Refer to Utilities Committee.
6.UNFINISHED BUSINESS
Topics listed below were discussed in Council committees during the past week. Those topics
marked with an asterisk (*) may include legislation. Committee reports on any topics may be held
by the Chair if further review is necessary.
a. Committee of the Whole: Reorganization of Finance & Information Technology Department to
Administrative Services Department*
b. Finance Committee: Vouchers; Knotweed Control Grant with King Conservation District
c. Transportation (Aviation) Committee: Portable Tow‐Away Signs; Airport On‐Call Services
Agreement with URS Corporation
Page 2 of 425
7.RESOLUTIONS AND ORDINANCES
Resolution:
a. Interlocal agreement with King County for provision of services by the King County
Materials Testing Lab (See 5.j.)
Ordinance for first reading:
a. Establishing the Administrative Services Department (See 6.a.)
Ordinances for second and final reading:
a. Code amendment regarding a written statement for tow hearings (1st reading 1/23/2012)
b. Code amendment revising RMC 6‐18 (1st reading 1/23/2012)
c. Code amendment correcting references to RMC 1‐3 (1st reading 1/23/2012)
8.NEW BUSINESS
(Includes Council Committee agenda topics; call 425‐430‐6512 for recorded information.)
9.AUDIENCE COMMENT
10.ADJOURNMENT
COMMITTEE OF THE WHOLE AGENDA
(Preceding Council Meeting)
7TH FLOOR CONFERENCING CENTER
February 6, 2012
Monday, 5 p.m.
Finance & Information Technology Department Reorganization to Administrative Services Department;
Council Policy Finalization
COUNCIL CHAMBERS
Approximately 5:30 p.m.
South Correctional Entity (SCORE) Update; Human Services Update
• Hearing assistance devices for use in the Council Chambers are available upon request to the City Clerk •
CITY COUNCIL MEETINGS ARE TELEVISED LIVE ON GOVERNMENT ACCESS CHANNEL 21 AND ARE RECABLECAST:
Tues. & Thurs. at 11 AM & 9 PM, Wed. & Fri at 9 AM & 7 PM and Sat. & Sun. at 1 PM & 9 PM
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CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
Appeal of Hearing Examiner's Decision by King
County regarding the May Creek Drainage
Improvement Project Permit & Variance (File No.
LUA-11-065, V-H, SP)
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
City Clerk’s Appeal notification letter
(1/25/2012);
Notice of Appeal from King County Water & Land
Resources by their representative Doug Chin
(1/23/2012);
Hearing Examiners Order and Decision on
Reconsideration (1/9/2012);
Submitting Data: Dept/Div/Board:
Executive
Staff Contact:
Bonnie I. Walton, x6502
Recommended Action:
Refer to Planning and Development Committee
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:
EXHIBITS CONTINUED:
Request for Reconsideration from King County Water & Land Resources by their representative Doug Chin
(11/17/2011);
Hearing Examiners' Decision (11/8/2011)
Appeal of the Hearing Examiner’s decision on the May Creek Drainage Improvement Project Permit and
Variance was filed on January 23, 2012, by King County Water & Land Resources representative Doug
Chin accompanied by the required $250.00 fee.
STAFF RECOMMENDATION:
Council to take action on the May Creek Drainage Improvement Project Permit and Variance appeal.
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 4 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 5 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 6 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 7 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 8 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 9 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 10 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 11 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 12 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 17 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 18 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 19 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 28 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
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5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 30 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 31 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 32 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 33 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 34 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 35 of 425
5b. ‐ City Clerk reports appeal of Hearing Examiner's Decision on the
May Creek Drainage Improvement Project Permit & Variance (File No. Page 36 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
Modification of the Housing Opportunity Fund
award to the Renton Housing Authority
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Issue Paper
Housing Opportunity Fund - Project Eligibility and
Uses of Funds
Letter from Renton Housing Authority requesting
Housing Opportunity Fund award modification
Glennwood Townhomes rendering
Kirkland Townhomes site plan
Submitting Data: Dept/Div/Board:
Community and Economic Development
Staff Contact:
Mark Santos-Johnson (x 6584)
Recommended Action:
Refer to Planning and Development Committee
Fiscal Impact:
Expenditure Required: $ $100,000 Transfer Amendment: $
Amount Budgeted: $ $100,000 Revenue Generated: $
Total Project Budget: $ $3,100,000 City Share Total Project: $ $100,000
SUMMARY OF ACTION:
The City awarded the Renton Housing Authority (RHA) with $100,000 from the Housing Opportunity
Fund for the proposed Edmonds/Glennwood Townhomes project. RHA has requested that the City
modify the award to provide $50,000 for the eight four-bedroom unit Glennwood Townhomes project
and $50,000 for RHA's next replacement housing project for the Sunset Terrace redevelopment
project. The modified award will help RHA construct the Glennwood Townhomes this year and also help
the agency leverage other funds for the next project in RHA's replacement housing pipeline (e.g.,
the Kirkland Avenue Townhomes project).
STAFF RECOMMENDATION:
Approve a modification of the current $100,000 Housing Opportunity Fund award to the Renton Housing
Authority (RHA) to provide $50,000 for RHA's Glennwood Townhomes project and $50,000 for the next
project in RHA's Sunset Terrace replacement housing pipeline.
5c. ‐ Community and Economic Development Department recommends
approval to modify the Council's 9/28/2009 Housing Opportunity Fund Page 37 of 425
DEPARTMENT OF COMMUNITY
& ECONOMIC DEVELOPMENT
M E M O R A N D U M
DATE:January 13, 2012
TO:Rich Zwicker, Council President
Members of Renton City Council
VIA:Denis Law, Mayor
FROM:Alex Pietsch, Administrator (x 6592)
STAFF CONTACT:Mark Santos-Johnson (x 6584)
SUBJECT:Modification of the Housing Opportunity Fund award to the
Renton Housing Authority
ISSUE:
Should the City modify the $100,000 Housing Opportunity Fund award provided to the Renton
Housing Authority to support the Glennwood Townhomes project and the next project in the
agency’s Sunset Terrace replacement housing project pipeline?
RECOMMENDATION:
Approve a modification of the current $100,000 Housing Opportunity Fund (HOF) award to the
Renton Housing Authority (RHA) to provide $50,000 for RHA’s Glennwood Townhomes project
and $50,000 for the next project in RHA’s Sunset Terrace replacement housing pipeline.
BACKGROUND SUMMARY:
The Council established the HOF in November 2008 to help support the development of
affordable housing in Renton for people with low and moderate incomes and/or special needs.
In September 2009, the Council awarded $100,000 from the HOF to RHA for the “RHA –
Replacement Housing Project Phase I Apartments” to help support the development of a
proposed new 112-unit Edmonds/Glennwood Project affordable housing project in the Sunset
Area. RHA applied for state and county funding for the project in both 2009 and 2010.
However, due to severely limited funding resources, the project was scaled down to an initial
eight unit four-bedroom project, the Glennwood Townhomes. With the City’s support, RHA
was able to secure a $1.95 million federal HOME award from King County for the Glennwood
Townhomes project and additional funding to be able to proceed with the project.
The Glennwood Townhomes project is located at 1141 and 1147 Glennwood Avenue NE, a
half-block northwest of Sunset Terrace, and is RHA’s first replacement housing project for the
planned Sunset Terrace redevelopment. (Please see the attached Glennwood Townhomes
rendering.) The Glennwood Townhomes is one of many community enhancements envisioned
by the City’s Sunset Area Community Investment Strategy which was adopted by the Council in
fall 2009. RHA held a groundbreaking for the Glennwood Townhomes in October 2011, started
construction on the project in December 2011, and plans to complete the project this summer.
5c. ‐ Community and Economic Development Department recommends
approval to modify the Council's 9/28/2009 Housing Opportunity Fund Page 38 of 425
Modification of Housing Opportunity Fund award to the Renton Housing Authority
Issue Paper Page 2 of 3
January 13, 2012
RHA has made a commitment to use all eight units as affordable housing for households at or
below 60% of median income (i.e., five of the units will be set aside for households at or below
50% of the median income and three units will be set aside for households at or below 30% of
the median income).
Since the Council approved the original $100,000 HOF award to RHA, the Council adopted the
waived fees incentive to support new multi-family housing rentals in the Sunset Area. Subject
to the Council’s approval of RHA’s current request to waive the development and mitigations
fees for the Glennwood Townhomes, the agency will save significant money for the project.
In light of the smaller number of units funded at this time and the anticipated approval of RHA’s
waived fees request by the Council for the Glennwood Townhomes project, the agency has
requested that the City modify the original $100,000 HOF award to provide $50,000 to help
with the construction of the Glennwood Townhomes and the remaining $50,000 for the next
project in RHA’s Sunset Terrace replacement housing pipeline. (Please see the attached letter
from RHA for additional information.)
The next RHA replacement housing project is currently the Kirkland Townhomes planned for
RHA-owned property at Kirkland Avenue NE and NE 16th Street. The proposed project has 18
townhome units, including 14 two-bedroom and four three-bedroom low-income family rental
housing. These homes will provide additional replacement housing for the Sunset Terrace
redevelopment. (Please see the attached Kirkland Townhomes site plan.)
Although RHA specifically identified the Kirkland Townhomes in the attached letter as the
agency’s next replacement housing project planned at this time, the City is aware that RHA is
continuing to develop and revise various potential replacement housing scenarios to best
respond to available funding resources and other partnership opportunities. Consequently,
staff recommends with RHA’s support that remaining $50,000 HOF award be provided to the
agency for “the next project in RHA’s Sunset Terrace replacement housing project pipeline”
rather than a specific project. This will provide RHA with flexibility to use the City’s HOF award
to best leverage additional resources for the Sunset Terrace redevelopment project.
The Glennwood Townhomes project and the next project in RHA’s Sunset Terrace replacement
housing pipeline will use the HOF funds for construction and the projects meet/will meet the
following HOF project eligibility criteria:
o The project is physically located within the Renton city limits;
o The project is new construction and increases the available supply of affordable housing
in Renton; and
o The rental housing project is affordable to households earning no more than 60% of the
median income in King County.
(Please see the attached HOF – Project Eligibility and Uses of Funds for additional information.)
The City’s original HOF award to RHA helped the agency secure the remaining public and private
funds for the $3.1 million Glennwood Townhomes project, a $1 to $61 match for the modified
$50,000 HOF award. The remaining $50,000 HOF award will help RHA leverage additional
5c. ‐ Community and Economic Development Department recommends
approval to modify the Council's 9/28/2009 Housing Opportunity Fund Page 39 of 425
Modification of Housing Opportunity Fund award to the Renton Housing Authority
Issue Paper Page 3 of 3
January 13, 2012
resources for the next Sunset Terrace replacement project, either the Kirkland Townhomes or
another project to be determined.
Both the Department of Community and Economic Development and the Community Services
Department have reviewed RHA’s request. Staff support the request and recommend Council
approve the modification of the HOF award to RHA as described above.
CONCLUSION:
The modification of the HOF award will assist RHA in both constructing the Glennwood
Townhomes and leveraging additional resources for the agency’s next Sunset Terrace
replacement housing project. The HOF funds will help RHA construct new housing and provide
significant capital investment in the Sunset Area. RHA’s projects also support the City’s vision as
the “Center of Opportunity in the Puget Sound region where businesses and families thrive,”
several 2011-2016 Business Plan Goals and the Sunset Area Community Investment Strategy.
Attachments:
·Housing Opportunity Fund – Project Eligibility and Uses of Funds
·Letter from Renton Housing Authority requesting Housing Opportunity Fund award modification
·Glennwood Townhomes rendering
·Kirkland Townhomes site plan
cc: Jay Covington, CAO
Iwen Wang, Finance & IS Administrator
Terry Higashiyama, Community Services Administrator
Suzanne Dale Estey, Economic Development Director
C. E. “Chip” Vincent, Planning Director
Neil Watts, Development Services Director
Karen Bergsvik, Human Services Manager
5c. ‐ Community and Economic Development Department recommends
approval to modify the Council's 9/28/2009 Housing Opportunity Fund Page 40 of 425
HOUSING OPPORTUNITY FUND
(Adopted by Ordinance 5419 on November 10, 2008)
PROJECT ELIGIBILITY AND USES OF FUNDS
Projects must be physically located within the Renton city limits.
Projects must serve low and/or moderate income households and/or special-needs populations as
follows:
·First priority – New construction projects to increase the available supply of affordable
housing in Renton with a preference for mixed-income projects.
·Second priority – Acquisition and/or rehabilitation of existing multi-family housing projects
to increase the available supply of affordable housing in Renton.
·Third priority – Rehabilitation or remodeling of existing multi-family housing projects to
maintain the facility as decent, safe, and sanitary affordable housing.
·Eligible projects offering home ownership opportunities, such as condominiums,
townhouses, cottages, etc., must be affordable to households earning no more than 80% of
the median income in King County. Eligible rental projects must be affordable to
households earning no more than 60% of the median income in King County
The funds are available to entities to support the project activities noted above, but may not be
used to provide grants or other direct financial assistance to individuals.
The entities that receive the funds must agree to maintain the housing as affordable for a minimum
of ten years.
The City’s funds may be used, for example, for seed money, local match, land acquisition,
development costs, construction costs, etc. to support the project activities noted above.
The City will strive to maximize leverage for other public and private funds with a minimum
projected $1 to $1 match and preferred projected match of 1-to-4 ($1 of City funds for each $4 of
projected other funds).
Projects will have up to three years to use the City’s funds from the date the project’s funds are
approved by the City Council.
PROJECT ELIGIBILITY AND USES OF FUNDS
Interested entities may submit an application to request funds at any time to the Department of
Community and Economic Development Administrator
The Department of Community and Economic Development Administrator will review the
application in collaboration with an interdepartmental team and prepare a recommendation to the
City Council for approval.
5c. ‐ Community and Economic Development Department recommends
approval to modify the Council's 9/28/2009 Housing Opportunity Fund Page 41 of 425
5c. ‐ Community and Economic Development Department recommends
approval to modify the Council's 9/28/2009 Housing Opportunity Fund Page 42 of 425
5c. ‐ Community and Economic Development Department recommends
approval to modify the Council's 9/28/2009 Housing Opportunity Fund Page 43 of 425
5c. ‐ Community and Economic Development Department recommends
approval to modify the Council's 9/28/2009 Housing Opportunity Fund Page 44 of 425
5c. ‐ Community and Economic Development Department recommends
approval to modify the Council's 9/28/2009 Housing Opportunity Fund Page 45 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
Cedar River Dog Park
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Issue Paper
Memorandum of Understanding
Submitting Data: Dept/Div/Board:
Community Services
Staff Contact:
Kris Stimpson, extension 6713
Recommended Action:
Council concur
Fiscal Impact:
Expenditure Required: $ Transfer Amendment: $
Amount Budgeted: $ $2,000.00 per annum Revenue Generated: $
Total Project Budget: $ $6,000.00 City Share Total Project: $ $6,000.00
SUMMARY OF ACTION:
With approval from the City Council, the Cedar River off-leash dog park was authorized for a two-year
trial period and its use would be re-evaluated at the end of the trial period. The dog park was built as a
partnership between RUFF (Renton’s Unleashed Furry Friends, a volunteer group) and the City of Renton
and was completed in September of 2009.
The City spends approximately $2,000 per year on dog park expenses that include one wheelchair-
accessible portable toilet, garbage service, and water during the months of March through October.
RUFF spends approximately $2,000 per year on dog park expenses that includes the purchase and
replacement of mutt mitts, maintenance, and improvements. The maintenance includes landscaping,
site furnishings, fencing, and gates.
The dog park has been used appropriately and affords dog owners and their pets the chance to
exercise, play, and socialize in a safe, controlled environment.
Staff believes the continuation of use at the Narco site dog park will be of great benefit to the citizens
of the City of Renton and encourages Council approval to enter into the Memorandum of Understanding
between the City of Renton and RUFF for this purpose.
STAFF RECOMMENDATION:
Approve the continuation of the off-leash dog park at Narco for three more years and authorize
execution of the Memorandum of Understanding by the Mayor and City Clerk with Renton’s Unleashed
Furry Friends (RUFF).
5d. ‐ Community Services Department requests approval to continue use
of the NARCO property as an off‐leash dog park for for an additional Page 46 of 425
COMMUNITY SERVICES
DEPARTMENT
M E M O R A N D U M
DATE:February 6, 2012
TO:Rich Zwicker, Council President
Members of Renton City Council
VIA:Denis Law, Mayor
FROM:Terry Higashiyama, Administrator
STAFF CONTACT:Kris Stimpson, Recreation Manager, Extension 6713
Todd Black, Capital Project Coordinator, Extension 6571
SUBJECT:Cedar River Dog Park
ISSUE:
Should the Council authorize the continuation of the Narco property for a temporary
off-leash dog park for three more years?
RECOMMENDATION:
Approve the continuation of the off-leash dog park at Narco for three more years and
authorize execution of the Memorandum of Understanding between the City of Renton
and Renton’s Unleashed Furry Friends (RUFF) regarding the Cedar River Dog Park.
BACKGROUND:
·The off-leash dog park was built as a partnership between RUFF (Renton’s
Unleashed Furry Friends, a volunteer group) and the City of Renton. The dog
park was completed in September of 2009.
·The City of Renton spends approximately $2,000 per year on dog park expenses,
including: one wheelchair accessible portable toilet, garbage service, and water
during months of March through October.
·RUFF spends approximately $2,000 per year on dog park expenses that include
purchase and replacement of mutt mitts, maintenance, and improvements. The
maintenance includes landscaping, site furnishings, fencing and gates.
·During the second year of operation, two large volunteer projects were
5d. ‐ Community Services Department requests approval to continue use
of the NARCO property as an off‐leash dog park for for an additional Page 47 of 425
Rich Zwicker, Council President
Members of the Renton City Council
Page 2 of 2
January 24, 2012
H:\Agenda Bills-Issue Papers-Com Rpts\2012\Narco Off Leash Dog Park Renewal\Dog Park Issue Paper.doc
completed:
o A second gate that is wheelchair accessible – provided by RUFF
volunteers – eight volunteers for a total of 16 hours. Materials were
donated by Dunn Lumber.
o Dog agility equipment – provided as an Eagle Scout project – sixteen
volunteers for a total of 66 hours.
·Every September, RUFF co-sponsors a “Responsible Dog Owners Day” with the
American Kennel Club and the Terrier Club of Puget Sound. City of Renton dog
licenses are available to be purchased on site, as well as AKC Canine Good Citizen
testing and other educational information. RUFF has also assisted at the Annual
Candy Cane Canine 5K fun run held in December, and participates in the Renton
River Days Parade.
·The American Cancer Society organized a “Bark for Life” fundraiser at the park in
August of 2011.
·There are 494 email subscribers to the dog park and RUFF meets quarterly with
City staff to discuss upcoming projects and issues of the park.
·In November of 2011, an electronic survey was taken regarding dog park
experiences, cleanliness, parking, recommendations, etc. Eighty-seven percent
of the respondents rated the park experience as “great” or “good.”
·RUFF met this past fall with the Cascade neighborhood about a possible off-leash
park in the Cascade shopping area.
CONCLUSION:
The dog park has been used appropriately and affords dog owners and their pets the
chance to exercise, play, and socialize in a safe, controlled environment.
Staff believes the continuation of use at the Narco site dog park will be of great benefit
to the citizens of the City of Renton and encourages Council approval to enter into the
Memorandum of Understanding between the City of Renton and RUFF for this purpose.
cc: Jay Covington, Chief Administrative Officer
Terry Higashiyama, Community Services Administrator
Kris Stimpson, Community Services Recreation Manager
5d. ‐ Community Services Department requests approval to continue use
of the NARCO property as an off‐leash dog park for for an additional Page 48 of 425
Memorandum of Understanding between the City of Renton and Renton’s Unleashed Furry
Friends (RUFF), regarding the Cedar River Dog Park
Purpose:
This agreement is to establish a memorandum of understanding of the roles and responsibilities
of the City of Renton (City) and Renton Unleashed Furry Friends (RUFF), for volunteer service,
financial contributions, and the terms and conditions related to the long term maintenance and
enhancement of the Cedar River Dog Park (Park).
Responsibilities:
Both Parties agree to:
1.Communicate any concerns or issues as they arise regarding the park and mutually work
together to seek mutually agreeable resolutions.
2.Meet on a quarterly basis.
The City of Renton agrees to:
1.Provide one wheelchair accessible sanikan near the Park and Cedar River Trail.
2.Provide for a regular garbage removal service.
3.Provide water service during the months of approximately March through October.
4.Provide and maintain park signage, including “way-finding” signage to the off-leash park.
5.Handle the publication efforts for activities, promotions or special events that may be
scheduled for the site.
6.Coordinate paperwork for volunteer projects conducted at the Cedar River Dog Park.
RUFF agrees to:
1.Order and replace “mutt-mitts” on a regular basis, or more frequently as needed.
2.Maintain the landscape, site furnishings, fence and gates as needed for long term safety
and operation.
3.Adhere to all requisite City rules and regulations, (including any permits). Coordinate
with, and receive permission from the City for any work projects, promotions or events
prior to scheduling activities on site or as they relate to the Cedar River Dog Park.
4.Abide by the volunteer guidelines listed under “Volunteers”.
5.Maintain a maintenance fund for long term capital and maintenance budget purposes.
5d. ‐ Community Services Department requests approval to continue use
of the NARCO property as an off‐leash dog park for for an additional Page 49 of 425
Vandalism:
1. All vandalism must be reported to the City’s contact persons and/or Renton Police
Department.
Volunteers and Reporting:
1. Volunteers must conduct themselves in an appropriate manner, work only within the
scope of the project as defined ahead of time and comply with all City rules, regulations
and ordinances while at the Park.
2.Project volunteers must work in a safe manner, read and sign paperwork as requested,
including “Volunteer Group Project Registration” forms (provided) for each project they
work on at the site.
3.Volunteer hours as they relate to work being done on City property must be recorded on
“Volunteer Group Project Registration” forms, and returned to City’s contact person on
a monthly basis.
4.Reporting of accidents and/or incidents to volunteers and/or public must be reported
immediately to the City’s contact persons.
5.RUFF will be asked to report annually, any additional volunteer hours that their
members may have donated (off site activities, meetings, etc.) on behalf of the Cedar
River Dog Park, for recognition, and so we may reflect the depth of their service in
annual volunteer reports.
Length of Agreement:
This agreement shall be effective for three years, and may be extended at that time with a
review of the park and its activities.
Modifications:
Any changes, deletions or additions to this agreement should be made in writing with the
approval of both Parties.
Liability Waiver:
In consideration of permission to participate in City of Renton volunteer activities, RUFF hereby agrees
to ASSUME THE RISKS OF PROPERTY DAMAGE, INJURY, ILLNESS, OR DEATH associated with its
participation in this activity; RUFF agrees to RELEASE the City of Renton, its employees, agents,
representatives, and volunteers from any or all liability that may arise in connection with this activity;
RUFF agrees that the terms hereof shall serve as an ASSUMPTION OF RISKS AND RELEASE to heirs,
estate, executor, administrator, assignees, and for all members of RUFF families. RUFF acknowledges
that the service is voluntary in nature and RUFF will NOT be eligible for any benefits or monetary
compensation, including but not limited to, unemployment, wages, etc., for the work performed.
Furthermore, RUFF gives PERMISSION to have photos/video tapes taken, without recompense, during5d. ‐ Community Services Department requests approval to continue use
of the NARCO property as an off‐leash dog park for for an additional Page 50 of 425
said volunteer activities and used for publicity purposes.
Contact Persons:
The individuals named below are the designated representatives for the City of Renton and
RUFF involving matters regarding the Cedar River Dog Park.
City of Renton RUFF
Kris Stimpson, Recreation Manager Kevin Poole
1055 S. Grady Way 627 High Ave S.
Renton, WA 98057 Renton, WA 98057
425-430-6713 206-245-8956
kstimpson@rentonwa.gov kevinpoole@mac.com
Signature _______________Signature _______________
Todd Black, Capital Projects Coordinator Debbie Simpson
1055 Grady Way 535 Cedar Ave S.
Renton, WA 98057 Renton, WA 98057
425-430-6600 425-255-7030
tblack@rentonwa.gov debbiejsimpson@aol.com
Signature _______________Signature________________
Terry Higashiyama, Community Services Administrator
1055 Grady Way
Renton, WA 98057
425-430-6600
thigashiyama@rentonwa.gov
Signature________________
5d. ‐ Community Services Department requests approval to continue use
of the NARCO property as an off‐leash dog park for for an additional Page 51 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
High school golf team - Fee Waiver Request
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
High school request
Fee Waiver Request form
Submitting Data: Dept/Div/Board:
Community Services
Staff Contact:
Kelly Beymer, Parks and Golf Course Director - ext.
6617
Recommended Action:
Refer to Finance Committee
Fiscal Impact:
Expenditure Required: $ Approx. $2,900 Transfer Amendment: $
Amount Budgeted: $ Revenue Generated: $
Total Project Budget: $ City Share Total Project: $
SUMMARY OF ACTION:
Authorize a fee waiver for green fees and driving range fees associated with the Liberty high school
girls golf team. Liberty high school has participated in reciprocal use of facilities with the Community
Services Department's Recreation Division.
The Maplewood Golf Course requires community service from the golf team members which includes;
assisting with policing the driving range of empty buckets and garbage after use, repairing divots, sand
and seeding tee boxes and picking up loose garbage when on the golf course.
STAFF RECOMMENDATION:
Authorize Maplewood Golf Course to waive associated fees for the Liberty high school girls golf team
for the 2012 Spring season.
5e. ‐ Community Services Department requests approval to waive golf
course green fees in the amount of $2,900 for the Liberty High School Page 52 of 425
Liberty High School
Mailing address / Location:Principal:Mike DeLetis
16655 SE 136th St., Renton, WA 98059-6950 Assistant Principal: Marsha
Denton
Phone: (425) 837-4800 Assistant Principal: Bernie
Gibson
www.liberty.issaquah.wednet.edu Athletic Director: Stark
Porter
January 9th, 2012
Kelly Beymer
Maplewood Golf Course Manager
City of Renton
4050 Maple Valley Hwy.
Renton, WA. 98058
Ms. Beymer,
The girl’s golf program at Liberty High School is submitting their annual request for the
Maplewood Golf Course to be Liberty’s host course for both practices and matches this
spring.
The girl’s golf season will start Monday, February 27th, 2012,and the season will
conclude with the State Championships May 22nd and 23rd.
Liberty High School and the Maplewood Golf Course have paired up for a number of
years in the spring and Liberty would like to continue this partnership. Liberty is very
fortunate to have access to such a wonderful course and we are excited for the upcoming
season.
Michelle Warlick will once again be coaching our women’s program, and we are excited
at the strides our Lady Patriots have made on the course, with your support.
Liberty High School and the Issaquah School District appreciate the seasonal opportunity
to have the Maplewood Golf Course and the partnership we have developed with the City
of Renton.
If you have any questions, please do not hesitate to contact me.
Sincerely,
Stark Porter
Athletic Director
Liberty High School
425-837-4807 office
425-837-4905 fax
5e. ‐ Community Services Department requests approval to waive golf
course green fees in the amount of $2,900 for the Liberty High School Page 53 of 425
Liberty High School
Mailing address / Location:Principal:Mike DeLetis
16655 SE 136th St., Renton, WA 98059-6950 Assistant Principal: Marsha
Denton
Phone: (425) 837-4800 Assistant Principal: Bernie
Gibson
www.liberty.issaquah.wednet.edu Athletic Director: Stark
Porter
porters@issaquah.wednet.edu
5e. ‐ Community Services Department requests approval to waive golf
course green fees in the amount of $2,900 for the Liberty High School Page 54 of 425
H:\Golf\Director\Agenda-Committee-Issue-Parkboard\Fee Waiver Reduction Request libertyhs12.doc
CITY OF RENTON
COMMUNITY SERVICES DEPARTMENT
FEE WAIVER OR REDUCTION REQUEST
Fee Waiver and/or Reduction requests will be submitted for approval to the City Council
via the Finance Committee.
Name of Group:Liberty High School Girls Golf Team
Group Contact Person: Stark Porter Contact Number:425-837-4807
Address:16655 SE 136th ST. – Renton 98059 Email Address:
Date of Event:March 2012 – May 2012 Number in Party:12
Location:Maplewood Golf Course
Type of Event:High School Golf – practice and matches
Staff Contact Name/Telephone:Kelly Beymer – 430-6617
What is the total cost of the rental and applicable fees?Approx. $2,900
What is the cost of the fee waiver or reduction requested?$2,900
Describe event and explain reduction or waiver of fees:
To promote Junior Golf within the school and continued relationship between
High Schools and Community Services Recreation Dept. i.e., inter-local agreement.
In addition, staff coordinates community service involvement with teams to assist
the golf course with repairing divots, picking up garbage, and sanding and seeding of
fairways.
Staff Recommendation:Approve fee waiver for Liberty High School girls golf team for
their 2012 season.
Council Approval
5e. ‐ Community Services Department requests approval to waive golf
course green fees in the amount of $2,900 for the Liberty High School Page 55 of 425
H:\Golf\Director\Agenda-Committee-Issue-Parkboard\Fee Waiver Reduction Request libertyhs12.doc
cc:
5e. ‐ Community Services Department requests approval to waive golf
course green fees in the amount of $2,900 for the Liberty High School Page 56 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
Tiffany Cascade Connector, Property
Acquisition
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Issue Paper
Purchase and Sales Agreement
Map
Concept Plan
Submitting Data: Dept/Div/Board:
Community Services
Staff Contact:
Leslie Betlach, Parks Planning and Natural Resources
Director (x-6619)
Recommended Action:
Refer to Finance Committee
Fiscal Impact:
Expenditure Required: $ 189,000 Transfer Amendment: $n/a
Amount Budgeted: $ 225,000 Revenue Generated: $n/a
Total Project Budget: $ 225,000 City Share Total Project: $ 225,000
SUMMARY OF ACTION:
In May 2011 the City was approached by a property owner who was interested in selling a 4.9 acre
parcel of land located between the City's Cascade Park and Tiffany Park. The parcel of land would tie
into the Seattle Waterline Trail to the north and connect the two parks with the addition of a future
trail. The residentially zoned property is appraised at $189,000. Recommended funding for the
proposed acquisition would be derived from the voter approved 2007 King County Parks Expansion
Levy. This funding is dedicated to open space and natural area lands acquisition projects, trail
acquisition and development projects and associated costs. Funds collected to date total
approximately $631,000. Total estimated acquisition costs will be approximately $225,000 leaving an
estimated fund balance of $406,000. A Purchase and Sales Agreement with contingencies has been
partially executed.
STAFF RECOMMENDATION:
Approve the property acquisition as presented and authorize the Mayor and City Clerk to execute the
Purchase and Sales Agreement.
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 57 of 425
h:\parks\parks planning & natural resources director\acquisitions\tiffany cascade connector\legislative\issue paper
on tiffany cascade connector acquisition.doc
COMMUNITY SERVICES
DEPARTMENT
M E M O R A N D U M
DATE:January 19, 2012
TO:Rich Zwicker, Council President
Members of the City Council
FROM:Terry Higashiyama, Community Services Administrator
STAFF CONTACT:Leslie Betlach, Parks Planning and Natural Resources Director
SUBJECT:Tiffany Cascade Connector, Property Acquisition
ISSUE:
Should the Council authorize acquiring a 4.9 acre parcel located between, and
connecting to two, existing City park properties?
RECOMMENDATION:
Approve the property acquisition as presented and authorize the Mayor and City Clerk
to execute the Purchase and Sales Agreement.
BACKGROUND SUMMARY:
In May 2011, representatives for property owner Martin Hochfeld attended a project
pre-application meeting to investigate developing a 4.9 acre parcel that was platted in
the 1970’s. Due to the significant changes in environmental regulations over the last
forty years, the property owner decided not to develop and inquired as to whether the
City was interested in purchasing the parcel.
The residentially zoned parcel is located between the City’s Cascade Park and Tiffany
Park and would tie into the Seattle Waterline Trail to the north, and connect the two
parks with the addition of a future trail. Ginger Creek, a Class 3 stream, flows through
the property and there is a potential small wetland. The City commissioned an appraisal
which indicates the site could support a one or two lot development proposal; the
property is appraised at $189,000.
Recommended funding for this proposed acquisition would be derived from the voter
approved 2007 King County Parks Expansion Levy. This countywide six year levy collects
and distributes funding back to cities for open space and natural area lands acquisition
projects, trail acquisition and development projects and associated costs including
appraisals, title reports, environmental assessments and surveys. The City entered into
this agreement with King County in 2009 (CAG 09-005) to accept funds through 2013.
Funds collected to date total approximately $631,000. Total estimated acquisition costs,
including the appraisal, title reports, environmental assessment, survey and recording
fees will be approximately $225,000 leaving an estimated fund balance of $406,000.
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 58 of 425
Rich Zwicker, Council President
Renton City Council Members
Page 2 of 2
January 19, 2012
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cascade connector acquisition.doc
Staff has been coordinating with the City Attorney who has also prepared the Purchase
and Sales Agreement. Contingencies for finalizing this acquisition as included in this
Agreement include:
·Obtain approval of the purchase by the Renton City Council
·Completion of a Level I environmental Study
·Obtain insurable title satisfactory to the City
CONCLUSION:
This proposed acquisition is a key link in connecting Tiffany Park to Cascade Park and will
provide the public expanded recreation opportunities. A Concept Plan for the two City
owned parks as well as the surrounding area, was developed as part of the Parks,
Recreation and Natural Areas Plan planning process. The concept plan was strongly
supported during the public participation process and included in the adopted Parks,
Recreation and Natural Areas Plan. This acquisition will add 4.9 acres to the existing
18.7 acre city park inventory for a total of 23.6 acres in the Benson Hill Community
Planning Area.
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 59 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 60 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 61 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 62 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 63 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 64 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 65 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 66 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 67 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 68 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 69 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 70 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 71 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 72 of 425
5f. ‐ Community Services Department recommends approval of a
Purchase and Sale Agreement in the amount of $189,000 with Martin Page 73 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
City of Renton Disaster Recovery Plan
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Issue Paper
City of Renton Disaster Recovery Plan Draft
Resolution
Submitting Data: Dept/Div/Board:
Fire & Emergency Services
Staff Contact:
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 74 of 425
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 75 of 425
FINAL DRAFT
City of Renton
Disaster Recovery Plan
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 PDF pg 76
Annex E: Economic Recovery PDF pg 91
Annex F: Debris Management PDF pg 106
Annex G: Environmental Considerations PDF pg 122
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 76 of 425
City of Renton
Disaster Recovery Plan
Basic Plan
FINAL DRAFT
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 77 of 425
City of Renton Disaster Recovery Plan Basic Plan 1
Table of Contents
Promulgation: Distributingand Promoting the Plan ........................................................... 2
Record of Changes .................................................................................................................... 3
Record of Distribution ............................................................................................................ 4
Purpose ........................................................................................................................................ 5
Scope ............................................................................................................................................. 6
Situation Overview ................................................................................................................... 6
Planning Assumptions ............................................................................................................ 7
Concept of Operations ............................................................................................................. 8
Disaster Recovery Continuum ....................................................................................................... 8
Foundations of Recovery in the Response Phase .................................................................... 9
Short‐Term Recovery ........................................................................................................................ 9
Long‐Term Recovery ...................................................................................................................... 10
Direction and 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
Administration and Finance ........................................................................................................ 20
Logistics and Resource Support ................................................................................................. 20
Plan Development and Maintenance .............................................................................. 21
Annex Development ....................................................................................................................... 21
Planning Process .............................................................................................................................. 21
Public Input ....................................................................................................................................... 22
Recovery Plan Maintenance ........................................................................................................ 22
Legal Authorities .................................................................................................................... 23
Local Legal Authorities ............................................................................................................................. 23
State Legal Authorities .............................................................................................................................. 23
Federal Legal Authorities......................................................................................................................... 23
References and Resources .................................................................................................. 24
Local References and Resources ........................................................................................................... 24
State References and Resources ........................................................................................................... 24
Federal References and Resources ...................................................................................................... 24
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 78 of 425
City of Renton Disaster Recovery Plan Basic Plan 2
Promulgation
Distributing and Promoting the Plan
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 document that will guide recovery efforts in future
emergencies and disasters.
_______________________
The Honorable Denis Law, Mayor
City of Renton
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 79 of 425
City of Renton Disaster Recovery Plan Basic Plan 3
Record of Changes
Change # Date Part Affected Date Posted Who Posted
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 80 of 425
City of Renton Disaster Recovery Plan Basic Plan 4
Record of Distribution
Plan # Office/Department Representative Signature
1
2
3
4
5
6
7
8
9
10
11
12
13
14
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 81 of 425
City of Renton Disaster Recovery Plan Basic Plan 5
Purpose
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 82 of 425
City of Renton Disaster Recovery Plan Basic Plan 6
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 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
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 83 of 425
City of Renton Disaster Recovery Plan Basic Plan 7
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
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, etc.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 84 of 425
City of Renton Disaster Recovery Plan Basic Plan 8
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.1)
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.
Response
Emergency
Response
Immediate
Life Safety
Emergency
Protective
Measures
Stabilization of
Basic Human
Needs
Essential
Service
Restoration
Critical Infra-
Structure
Restoration
Economic
Recovery
Permanent
Repairs and
Restoration
Community
Rebuilding
Figure 1: Disaster Recovery Continuum
Long-Term
Recovery
Short-Term
Recovery
Disaster
Event Response
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 85 of 425
City of Renton Disaster Recovery Plan Basic Plan 9
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 86 of 425
City of Renton Disaster Recovery Plan Basic Plan 10
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:
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 87 of 425
City of Renton Disaster Recovery Plan Basic Plan 11
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
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 88 of 425
City of Renton Disaster Recovery Plan Basic Plan 12
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 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 Recovery 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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 89 of 425
City of Renton Disaster Recovery Plan Basic Plan 13
2. City Council
Primary
Law and policy making for recovery efforts
Continuity of government
3. Fire & Emergency Services
Primary
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
Support
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 90 of 425
City of Renton Disaster Recovery Plan Basic Plan 14
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
Support
o Procurement of emergency goods/supplies/services
o Communications support
o Recovery Status Report input
5. Community and Economic Development
Primary
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
Primary
Damage assessment
Debris management
Structural assessments of critical infrastructure
Restoration of transportation infrastructure
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 91 of 425
City of Renton Disaster Recovery Plan Basic Plan 15
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
Primary
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
Primary
Damage assessment
Public safety
Traffic direction
Pet sheltering
Missing persons coordination
Support
o Access control
o Recovery expenditure tracking
o Recovery Status Report input
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 92 of 425
City of Renton Disaster Recovery Plan Basic Plan 16
9. Human Resources and Risk Management
Primary
Damage assessment coordination
Employee care
Staff re-assignment
Disaster claims processing
Insurance coordination
Support
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
Support
o Recovery expenditure tracking
o Recovery Status Report input
11. Municipal Court
Primary
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 93 of 425
City of Renton Disaster Recovery Plan Basic Plan 17
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
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.)
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 94 of 425
City of Renton Disaster Recovery Plan Basic Plan 18
Figure 2: EOC Situation Report and Recovery
Status Report as Central Information Source
Recovery Information
Inputs
Damage assessments
Casualties and
emergency services
Status of essential
services
Condition of critical
infrastructure
Status of government
operations
Business interruption and
recovery
Basic human needs
Temporary shelter and
housing status
News reports
Social media
Recovery Information
Outputs
Reports to Mayor, City
Council
Preliminary Damage
Assessment
Plans and proposals for
recovery
Project worksheets for
FEMA
Media interviews
Community meetings and
outreach
Social media posts
EOC Situation Report
o Used for response /
short-term recovery
o Distribution each ops
period
Recovery Status
Report
o Used for long-term
recovery
o After EOC closes
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 95 of 425
City of Renton Disaster Recovery Plan Basic Plan 19
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 (Channel 21)
Broadcast media (television and radio)
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 96 of 425
City of Renton Disaster Recovery Plan Basic Plan 20
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
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 97 of 425
City of Renton Disaster Recovery Plan Basic Plan 21
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.
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 98 of 425
City of Renton Disaster Recovery Plan Basic Plan 22
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
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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 99 of 425
City of Renton Disaster Recovery Plan Basic Plan 23
Legal Authorities
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 (RCW):
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 100 of 425
City of Renton Disaster Recovery Plan Basic Plan 24
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 Program (HSEEP)
c. National Incident Management System (NIMS), Department of
Homeland Security
d. National Response Framework, Federal Emergency Management
Agency
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 101 of 425
City of Renton Disaster Recovery Plan
Annex A: Damage Assessment
FINAL DRAFT
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 102 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 1
Table of Contents
Purpose ........................................................................................................................................ 2
Scope ............................................................................................................................................. 2
Situation Overview ................................................................................................................... 2
Planning Assumptions ............................................................................................................ 3
Concept of Operations ............................................................................................................. 3
Damage Assessment Begins in Response Phase ...................................................................... 3
Response Capability Assessment .................................................................................................. 4
Windshield Survey ............................................................................................................................. 4
Preliminary Damage Assessment ................................................................................................. 4
Structural Assessments .................................................................................................................... 5
Direction and Control .............................................................................................................. 6
Organization and Assignment of Responsibilities ........................................................ 7
Information Collection and Dissemination .................................................................. 11
Damage Reporting 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
Annex Development ....................................................................................................................... 14
Planning Process .............................................................................................................................. 14
Public Input ....................................................................................................................................... 14
Recovery Plan Maintenance ........................................................................................................ 14
Legal Authorities .................................................................................................................... 15
Local Legal Authorities ............................................................................................................................. 15
State Legal Authorities .............................................................................................................................. 15
Federal Legal Authorities......................................................................................................................... 15
References and Resources .................................................................................................. 16
State References and Resources ........................................................................................................... 16
Federal References and Resources ...................................................................................................... 16
Other References and Resources .......................................................................................................... 16
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 103 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 2
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
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
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 104 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 3
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
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
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 105 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 4
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 106 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 5
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 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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 107 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 6
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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 108 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 7
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
Primary
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 109 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 8
2. Fire and Emergency Services
Primary
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
Primary
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 110 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 9
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
Primary
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
Primary
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 111 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 10
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
Primary
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 112 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 11
Information Collection and Dissemination
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 113 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 12
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
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 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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 114 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 13
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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 115 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 14
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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 116 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 15
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 (RCW):
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 117 of 425
City of Renton Disaster Recovery Plan Annex A: Damage Assessment 16
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 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, ATC-20 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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 118 of 425
City of Renton Disaster Recovery Plan
Annex B: Public Infrastructure Restoration
FINAL DRAFT
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 119 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 1
Table of Contents
Purpose ........................................................................................................................................ 2
Scope ............................................................................................................................................. 2
Situation Overview ................................................................................................................... 2
Planning Assumptions ............................................................................................................ 3
Concept of Operations ............................................................................................................. 3
Direction and Control .............................................................................................................. 5
Organization and Assignment of Responsibilities ........................................................ 6
Information Collection and Dissemination .................................................................. 10
Recovery Status 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
Annex Development ....................................................................................................................... 13
Planning Process .............................................................................................................................. 13
Public Input ....................................................................................................................................... 13
Recovery Plan Maintenance ........................................................................................................ 14
Legal Authorities .................................................................................................................... 14
Local Legal Authorities ............................................................................................................................. 14
State Legal Authorities .............................................................................................................................. 14
Federal Legal Authorities......................................................................................................................... 15
References and Resources .................................................................................................. 15
Local References and Resources ........................................................................................................... 15
State References and Resources ........................................................................................................... 15
Federal References and Resources ...................................................................................................... 15
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 120 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 2
Purpose
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
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 121 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 3
Planning Assumptions
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
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)
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 122 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 4
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 123 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 5
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 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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 124 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 6
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 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
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 Responsibilities
1. Executive
Primary
Advisory Group coordination
Continuity of government
Intergovernmental coordination
Communication of restoration status to the media and
public
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 125 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 7
Support
o Recovery expenditure tracking
o Recovery Status Report input
2. Public Works
Primary
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
Support
o Heavy equipment resource support
o Equipment/vehicle repair
o Signage
o Vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 126 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 8
3. Community and Economic Development
Primary
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
Primary
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
Primary
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 127 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 9
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
Primary
Public safety
Access control
Support
o Recovery expenditure tracking
o Recovery Status Report input
Partner Agencies
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 128 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 10
Information Collection and Dissemination
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 129 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 11
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.gov
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 130 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 12
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
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
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 131 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 13
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 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 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. 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 132 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 14
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 (RCW):
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 133 of 425
City of Renton Disaster Recovery Plan Appendix B: Public Infrastructure Restoration 15
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
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 134 of 425
City of Renton Disaster Recovery Plan
Annex C: Human Services
FINAL DRAFT
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 135 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 1
Table of Contents
Purpose ........................................................................................................................................ 2
Scope ............................................................................................................................................. 2
Situation Overview ................................................................................................................... 2
Planning Assumptions ............................................................................................................ 3
Concept of Operations ............................................................................................................. 4
Direction and Control .............................................................................................................. 5
Organization and Assignment of Responsibilities ........................................................ 6
Information Collection and Dissemination ..................................................................... 9
Recovery Status Report .................................................................................................................... 9
Communications for Public Information and Outreach .................................................... 10
Administration, Finance, and Logistics .......................................................................... 11
Administration and Finance ........................................................................................................ 11
Logistics and Resource Support ................................................................................................. 11
Annex Development and Maintenance .......................................................................... 12
Annex Development ....................................................................................................................... 12
Planning Process .............................................................................................................................. 12
Public Input ....................................................................................................................................... 13
Recovery Plan Maintenance ........................................................................................................ 13
Legal Authorities .................................................................................................................... 13
Local Legal Authorities ............................................................................................................................. 13
State Legal Authorities .............................................................................................................................. 13
Federal Legal Authorities......................................................................................................................... 14
References and Resources .................................................................................................. 14
Local References and Resources ........................................................................................................... 14
State References and Resources ........................................................................................................... 14
Federal References and Resources ...................................................................................................... 15
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 136 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 2
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
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
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 137 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 3
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 training to
staff with designated roles and responsibilities in this Human Services Annex.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 138 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 4
Concept of Operations
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 139 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 5
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, 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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 140 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 6
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 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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 141 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 7
Human Services Responsibilities
1. Executive
Primary
Policy direction for recovery efforts
Advisory Group coordination
Continuity of government
Intergovernmental coordination
Public information
2. Community Services
Primary
Emergency shelter operations
Mass care and feeding coordination
Emergency worker care
Disaster welfare information and referrals
Shelter transportation coordination
Coordination with human service CBOs
Support
o Recovery expenditure tracking
o Recovery Status Report input
3. Fire and Emergency Services
Primary
Emergency Management
EOC direction and coordination
Volunteer management
Recovery Status Report development/distribution
Response Operations
Emergency medical/first 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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 142 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 8
Response Operations
o Recovery expenditure tracking
o Recovery Status Report input
4. Police
Primary
Public safety
Access control
Traffic control
Missing persons coordination
Pet sheltering
Support
o Recovery expenditure tracking
o Recovery Status Report input
5. Public Works
Primary
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
Primary
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
Primary
Recovery vendor contract management
Recovery expenditures tracking
Support
o Procurement of goods/supplies
o Communications support
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 143 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 9
o Information technology support
o Recovery Status Report input
8. Human Resources and Risk Management
Primary
Employee care
Staff re-assignment
Support
o Volunteer management
o Recovery expenditure tracking
o Recovery Status Report input
Partner Agencies
American Red Cross
Public Health Seattle-King County
Greater Renton COAD
Salvation Army
Information Collection and Dissemination
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 144 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 10
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.
Methods of communicating with the public to convey recovery information
include:
City of Renton emergency information web at rentonwa.gov
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 145 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 11
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
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 146 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 12
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
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. 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 service capabilities. The information was
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 147 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 13
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 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 (RCW):
i. 35.33.081, Emergency Expenditures
ii. 35.33.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 39.34, Interlocal Cooperation Act
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 148 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 14
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 149 of 425
City of Renton Disaster Recovery Plan Annex C: Human Services 15
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 150 of 425
City of Renton Disaster Recovery Plan
Annex D: Permits and Inspections
FINAL DRAFT
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 151 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 1
Table of Contents
Purpose ........................................................................................................................................ 2
Scope ............................................................................................................................................. 2
Situation Overview ................................................................................................................... 2
Planning Assumptions ............................................................................................................ 3
Concept of Operations ............................................................................................................. 3
Building Permits and Inspections ................................................................................................ 3
Structural Assessments .................................................................................................................... 3
Contractor Licensing ......................................................................................................................... 4
Direction and Control .............................................................................................................. 4
Organization and Assignment of Responsibilities ........................................................ 6
Information Collection and Dissemination ..................................................................... 8
Recovery Status Report .................................................................................................................... 8
Communications for Public Information and Outreach ....................................................... 9
Administration, Finance, and Logistics .......................................................................... 10
Administration and Finance ........................................................................................................ 10
Logistics and Resource Support ................................................................................................. 11
Annex Development and Maintenance .......................................................................... 11
Annex Development ....................................................................................................................... 11
Planning Process .............................................................................................................................. 11
Public Input ....................................................................................................................................... 12
Recovery Plan Maintenance ........................................................................................................ 12
Legal Authorities .................................................................................................................... 13
Local Legal Authorities ............................................................................................................................. 13
State Legal Authorities .............................................................................................................................. 13
Federal Legal 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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 152 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 2
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
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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 153 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 3
Planning Assumptions
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
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.
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 154 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 4
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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 155 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 5
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 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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 156 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 6
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.
Permitting and Inspection Responsibilities
1. Executive
Primary
Advisory Group policy coordination
Continuity of government
Intergovernmental coordination
Public information
2. Community and Economic Development
Primary
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 157 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 7
Economic Development
Public/private coordination
Business community outreach and information
Support
o Recovery expenditure tracking
o Recovery Status Report input
3. Public Works
Primary
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
Primary
Emergency Management
EOC direction and coordination
Recovery Status Report development/distribution
Community Risk Reduction
Fire inspections
Fire plan review
Support
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 158 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 8
5. Finance and Information Technology
Primary
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 Agencies
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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 159 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 9
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 160 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 10
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 (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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 161 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 11
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
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. 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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 162 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 12
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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 163 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 13
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 (RCW):
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 164 of 425
City of Renton Disaster Recovery Plan Appendix D: Permits and Inspections 14
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 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, ATC-20 Procedures for Post-
earthquake Safety Evaluation of Buildings
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 165 of 425
City of Renton Disaster Recovery Plan
Annex E: Economic Recovery
FINAL DRAFT
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 166 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 1
Table of Contents
Purpose ........................................................................................................................................ 2
Scope ............................................................................................................................................. 2
Situation Overview ................................................................................................................... 2
Planning Assumptions ............................................................................................................ 3
Concept of Operations ............................................................................................................. 3
Direction and Control .............................................................................................................. 4
Organization and Assignment of Responsibilities ........................................................ 5
Information Collection and Dissemination ..................................................................... 8
Recovery Status Report .................................................................................................................... 8
Communications for Public Information and Outreach ....................................................... 9
Administration, Finance, and Logistics .......................................................................... 10
Administration and 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
Annex Development ....................................................................................................................... 11
Planning Process .............................................................................................................................. 12
Public Input ....................................................................................................................................... 12
Recovery Plan Maintenance ........................................................................................................ 12
Legal Authorities .................................................................................................................... 13
Local Legal Authorities ............................................................................................................................. 13
State Legal Authorities .............................................................................................................................. 13
Federal Legal Authorities......................................................................................................................... 13
References and Resources .................................................................................................. 14
Local References and Resources ........................................................................................................... 14
State References and Resources ........................................................................................................... 14
Federal References and Resources ...................................................................................................... 14
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 167 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 2
Purpose
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
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 168 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 3
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
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 169 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 4
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,
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 170 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 5
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
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 171 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 6
Economic Recovery Responsibilities
1. Executive
Primary
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
Primary
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
Support
o Recovery expenditure tracking
o Recovery Status Report input
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 172 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 7
3. Public Works
Primary
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
Support
o GIS mapping and analysis
o Emergency vendor contracting
o Recovery expenditure tracking
o Recovery Status Report input
4. Finance and Information Technology
Primary
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
Primary
Emergency Management
EOC direction and coordination
Volunteer management
Recovery Status Report development/distribution
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 173 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 8
Community Risk Reduction
Fire inspections
Fire plan review
Support
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 Agencies
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
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 174 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 9
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 175 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 10
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 (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
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 176 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 11
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/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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 177 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 12
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 178 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 13
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 (RCW):
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 179 of 425
City of Renton Disaster Recovery Plan Annex E: Economic Recovery 14
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
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 180 of 425
City of Renton Disaster Recovery Plan
Annex F: Debris Management
FINAL DRAFT
5g. ‐ Fire and Emergency Services Department recommends setting a
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City of Renton Recovery Plan Annex F: Debris Management 1
Table of Contents
Purpose ........................................................................................................................................ 2
Scope ............................................................................................................................................. 2
Situation Overview ................................................................................................................... 2
Planning Assumptions ............................................................................................................ 3
Concept of Operations ............................................................................................................. 3
Direction and Control .............................................................................................................. 4
Organization and Assignment of Responsibilities ........................................................ 6
Information Collection and Dissemination ..................................................................... 9
Recovery Status Report .................................................................................................................... 9
Communications for Public Information and Outreach .................................................... 10
Administration, Finance, and Logistics .......................................................................... 11
Administration and Finance ........................................................................................................ 11
Logistics and Resource Support ................................................................................................. 11
Annex Development and Maintenance .......................................................................... 12
Annex Development ....................................................................................................................... 12
Planning Process .............................................................................................................................. 12
Public Input ....................................................................................................................................... 12
Recovery Plan Maintenance ........................................................................................................ 12
Legal Authorities .................................................................................................................... 13
Local Legal Authorities ............................................................................................................................. 13
State Legal Authorities .............................................................................................................................. 13
Federal Legal 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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 182 of 425
City of Renton Recovery Plan Annex F: Debris Management 2
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
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 catastrophic disaster event can have long-term
negative environmental impacts.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 183 of 425
City of Renton Recovery Plan Annex F: Debris Management 3
Planning Assumptions
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
5g. ‐ Fire and Emergency Services Department recommends setting a
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City of Renton Recovery Plan Annex F: Debris Management 4
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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
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City of Renton Recovery Plan Annex F: Debris Management 5
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 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.
5g. ‐ Fire and Emergency Services Department recommends setting a
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City of Renton Recovery Plan Annex F: Debris Management 6
Organization and Assignment of
Responsibilities
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 Management Responsibilities
1. Executive
Primary
Advisory Group policy coordination
Continuity of government
Intergovernmental coordination
Communication of debris management information to the
media and public
2. Public Works
Primary
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
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City of Renton Recovery Plan Annex F: Debris Management 7
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
Primary
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
Primary
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
Primary
Emergency Management
EOC direction and coordination
Cross-jurisdictional coordination for debris management
Recovery Status Report development/distribution
Response Operations
Hazardous materials response/remediation
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City of Renton Recovery Plan Annex F: Debris Management 8
Radiological event response/remediation
Casualty management
Community Risk Reduction
Fire investigation and inspection
Support
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
Primary
Public safety
Access control
Support
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Information Technology
Primary
Administration of recovery procurement procedures
Solid waste vendor contract management
Recovery expenditure tracking
Support
o Communications systems support
o Information technology support
o Recovery Status Report input
Partner Agencies
King County Department of Natural Resources
National Response Center
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City of Renton Recovery Plan Annex F: Debris Management 9
Public Health Seattle-King County
United States Department of Transportation
Washington State Department of Ecology
Waste Management
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.
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 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.
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City of Renton Recovery Plan Annex F: Debris Management 10
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 (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.
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City of Renton Recovery Plan Annex F: Debris Management 11
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
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
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
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City of Renton Recovery Plan Annex F: Debris Management 12
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 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.
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City of Renton Recovery Plan Annex F: Debris Management 13
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 (RCW):
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
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City of Renton Recovery Plan Annex F: Debris Management 14
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
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
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City of Renton Recovery Plan Annex F: Debris Management 15
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
5g. ‐ Fire and Emergency Services Department recommends setting a
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City of Renton Disaster Recovery Plan
Annex G: Environmental Considerations
FINAL DRAFT
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City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 1
Table of Contents
Purpose ........................................................................................................................................ 2
Scope ............................................................................................................................................. 2
Situation Overview ................................................................................................................... 2
Planning Assumptions ............................................................................................................ 3
Concept of Operations ............................................................................................................. 3
Direction and Control .............................................................................................................. 5
Organization and Assignment of Responsibilities ........................................................ 6
Information Collection and Dissemination ..................................................................... 9
Recovery Status 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
Annex Development ....................................................................................................................... 13
Planning Process .............................................................................................................................. 13
Public Input ....................................................................................................................................... 13
Recovery Plan Maintenance ........................................................................................................ 13
Legal Authorities .................................................................................................................... 14
Local Legal Authorities ............................................................................................................................. 14
State Legal Authorities .............................................................................................................................. 14
Federal Legal Authorities......................................................................................................................... 14
References and Resources .................................................................................................. 15
Local References and Resources ........................................................................................................... 15
State References and Resources ........................................................................................................... 15
Federal References and Resources ...................................................................................................... 16
5g. ‐ Fire and Emergency Services Department recommends setting a
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City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 2
Purpose
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.
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City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 3
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
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
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
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
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City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 4
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
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.
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City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 5
Direction and Control
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.
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 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.
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City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 6
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
The following are basic responsibilities of Renton city departments 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
Primary
Advisory Group policy coordination
Intergovernmental coordination
Communication of environmental information to the media
and public
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City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 7
2. Community and Economic Development
Primary
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
Critical/sensitive areas review
GIS mapping and analysis
Support
o Recovery expenditure tracking
o Recovery Status Report input
3. Public Works
Primary
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
Support
o Heavy equipment resource support
o Signage
o Emergency vendor contracting
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City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 8
o Recovery expenditure tracking
o Recovery Status Report input
4. Fire and Emergency Services
Primary
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
Support
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
5. Community Services
Primary
Natural resources management
Open space restoration
Support
o Facilities management
o Recovery expenditure tracking
o Recovery Status Report input
6. Police
Primary
Public safety
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City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 9
Support
o Access control
o Recovery expenditure tracking
o Recovery Status Report input
7. Finance and Information Technology
Primary
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 Agencies
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
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. 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
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City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 10
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 207 of 425
City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 11
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 (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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 208 of 425
City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 12
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
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.
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 209 of 425
City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 13
Annex Development and Maintenance
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 210 of 425
City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 14
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 (RCW):
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 211 of 425
City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 15
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
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 212 of 425
City of Renton Disaster Recovery Plan Annex G: Environmental Considerations 16
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
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 213 of 425
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 214 of 425
5g. ‐ Fire and Emergency Services Department recommends setting a
public hearing on 2/27/2012 to consider adopting the City of Renton Page 215 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
2012-2013 ORCA Business Passport Agreement
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Issue Paper
Agreement
Submitting Data: Dept/Div/Board:
Public Works
Staff Contact:
Dan Hasty, Transportation Planner, x7217
Recommended Action:
Council Concur
Fiscal Impact:
Expenditure Required: $ $62,430 Transfer Amendment: $
Amount Budgeted: $ $40,000 Revenue Generated: $
Total Project Budget: $ City Share Total Project: $ $62,430
SUMMARY OF ACTION:
The ORCA Business Passport P.rogram is a core element of the City's Commute Trip Reduction (CTR)
Program provided for regular eligible City employees. This contract will continue Renton's participation
in all elements for 2012-2013.
The ORCA Business Passport Program allows employers to buy annual passes in bulk at an extreme
discount over the retail pricing.
Included in the 2012-2013 ORCA Business Passport Program are:
1. Unlimited rides by card holders on bus, light rail, and commuter rail services provided by
King County Metro, Pierce Transit,Sound Transit, and others
2. 100 percent VanPool and VanShare subsidies
3. Guaranteed Ride Home rogram for all registered participants. Guaranteed Ride Home provides a free
taxi ride home in the event of an emergency or illness up to eight times per year.
STAFF RECOMMENDATION:
Authorize the Mayor and City Clerk to enter into the 2012-2013 ORCA Business Passport Agreement
with King County Metro Transit.
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 216 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 217 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 218 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 219 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 220 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 221 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 222 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 223 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 224 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 225 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 226 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 227 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 228 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 229 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 230 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 231 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 232 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 233 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 234 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 235 of 425
5h. ‐ Transportation Systems Division recommends approval of the 2012‐
2013 One Card for All (ORCA) Business Passport (formerly flexpass) Page 236 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
KBA, Inc. Contract CAG-11-105
Supplement No. 1
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Issue Paper
Supplement No. 1
2012-2017 TIP #3
Submitting Data: Dept/Div/Board:
Public Works
Staff Contact:
Derek Akesson, Transportation Project Manager,
x7337
Recommended Action:
Council Concur
Fiscal Impact:
Expenditure Required: $ 1,749,600.00 Transfer Amendment: $
Amount Budgeted: $ 17,103,571.00 Revenue Generated: $
Total Project Budget: $ 42,804,841.00 City Share Total Project: $
SUMMARY OF ACTION:
Supplement No.1to CAG-11-105 with KBA, Inc. covers the Construction Management and Inspection
Services for the Rainier Avenue South {SR 167)- South Grady Way to South 2nd Street Project {TIP #3) for
the duration of construction. This supplement does not cover materials testing services. This
supplement assumes KBA, Inc. will provide one part-time construction manager, one full-time resident
engineer, one full-time office engineer, one half-time project administrator, and one full-time inspector
for the project. If supplemental inspection assistance is needed due to the contractor's activities
(number of crews and shifts) and the lack of availability of additional City inspectors assigned to the
project, a future supplement to this contract will be necessary.
STAFF RECOMMENDATION:
Authorize the Mayor and City Clerk to execute Supplement No.1to CAG-11-105 with KBA, Inc. for
Construction Management and Inspection Services for the Rainier Avenue South {SR 167) South Grady
Way to South 2nd Street Project {TIP #3) in the amount of $1,749,600.00.
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 237 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 238 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 239 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 240 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 241 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 242 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 243 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 244 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 245 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 246 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 247 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 248 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 249 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 250 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 251 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 252 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 253 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 254 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 255 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 256 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 257 of 425
5i. ‐ Transportation Systems Division recommends approval of
Supplement No. 1 to CAG‐11‐105, with KBA, Inc., in the amount of Page 258 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
Materials Testing Lab Services w/ King Co. on the
Rainier Ave S Project Through Interlocal
Agreement CAG-08-180
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Issue Paper
2012-2017 TIP #3
King County Scope of Work
CAG-08-180
Resolution
Submitting Data: Dept/Div/Board:
Public Works
Staff Contact:
Derek Akesson, Project Manager, x 7337
Recommended Action:
Council Concur
Fiscal Impact:
Expenditure Required: $ $ 288,557 Transfer Amendment: $
Amount Budgeted: $ $ 17,103,571 Revenue Generated: $
Total Project Budget: $ $ 42,804,841 City Share Total Project: $
SUMMARY OF ACTION:
The City entered into an interlocal agreement CAG-08-180 with King County for Road Services for
Bridge Inspection & Maintenance and Street Services. One of the services offered is material
testing. The City has utilized King County Materials Testing Lab on two recent Transportation
construction projects (Shattuck Stormwater Bypass and Logan Avenue Trail). Transportation has
sent a request to King County for materials testing services for the Rainier Avenue South Project
(TIP #3). King County has a process for requests which includes approval of the estimated cost
for the requested service. The estimate from King County for Materials Testing Lab services for
the Rainier Avenue South Project is $288,557.
STAFF RECOMMENDATION:
Approve the use of King County Materials Testing Lab for materials testing on the Rainier
Avenue South (SR 167) – South Grady Way to South 2nd Street Project (TIP #3) in the amount of
$288,557 and adopt the resolution.
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 259 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 260 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 261 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 262 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 263 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 264 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 265 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 266 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 267 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 268 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 269 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 270 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 271 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 272 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 273 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 274 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 275 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 276 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 277 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 278 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 279 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 280 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 281 of 425
5j. ‐ Transportation Systems Division requests approval to utilize the
King County Materials Testing Lab for materials testing on the Rainier Page 282 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
SW 27th Street/Strander Blvd. Extension
Project Phase 1, Segment 2A, Supplemental to
CAG-09-077 by BergerABAM Engineers, Inc.
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Issue Paper
Supplemental Agreement
Submitting Data: Dept/Div/Board:
Public Works
Staff Contact:
Keith Woolley, Transportation Design Project Manager,
27318
Recommended Action:
Council Concur
Fiscal Impact:
Expenditure Required:
$ $1,737,100 Transfer Amendment: $
Amount Budgeted: $ $5,630,000 (2012)Revenue Generated: $
Total Project Budget: $ $19,136,777 (Phase 1, Seg
2A)City Share Total Project: $
SUMMARY OF ACTION:
This supplemental agreement provides for two types of services during construction of the SW 27th
Street/Strander Blvd. Extension Project, Phase 1,Segment 2A: construction administration and inspection
(CA&I) services and design construction support services (DCSS).
This supplemental agreement provides for these services for the anticipated 2 year duration of the
project. The supplement funds approximately 10 full-time consultant positions required to administer
the project, as the City does not have staff resources to administer a project of this magnitude.
STAFF RECOMMENDATION:
Authorize the Mayor and City Clerk to execute the Supplemental Agreement with BergerABAM
Engineers, Inc. in the amount of $1,737,100 for construction administration and inspection and design
construction support services on the SW 27thStreet/Strander Blvd. Extension Project.
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 283 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 284 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 285 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 286 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 287 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 288 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 289 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 290 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 291 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 292 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 293 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 294 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 295 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 296 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 297 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 298 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 299 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 300 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 301 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 302 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 303 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 304 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 305 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 306 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 307 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 308 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 309 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 310 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 311 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 312 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 313 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 314 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 315 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 316 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 317 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 318 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 319 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 320 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 321 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 322 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 323 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 324 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 325 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 326 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 327 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 328 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 329 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 330 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 331 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 332 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 333 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 334 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 335 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 336 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 337 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 338 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 339 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 340 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 341 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 342 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 343 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 344 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 345 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 346 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 347 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 348 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 349 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 350 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 351 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 352 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 353 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 354 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 355 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 356 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 357 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 358 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 359 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 360 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 361 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 362 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 363 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 364 of 425
5k. ‐ Transportation Systems Division recommends approval of a
Supplemental Agremeent to CAG‐09‐077, with Berger/Abam Engineers, Page 365 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
Benson Road Water Main Replacement
ProjectFinal Pay Estimate – CAG-11-044 (WTR-27-
3551)
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Pay Estimate #6 (Final)
Notice of Completion of Public Works Contract
Submitting Data: Dept/Div/Board:
Public Works
Staff Contact:
Andrew Weygandt, x7208
Recommended Action:
Council Concur
Fiscal Impact:
Expenditure Required:
$
$1,095.00 (final pay est.
only) Transfer Amendment: $
Amount Budgeted: $ $1,500.00 (final pay est. only)Revenue Generated: $
Total Project Budget: $ $900,000.00 (Acct.
425/45596)City Share Total Project: $ 100%
SUMMARY OF ACTION:
On April 18, 2011, Council awarded the construction contract to R.L. Alia Company. Construction started
on May 30, 2011, and the project was substantially completed on September 14, 2011. The original
contract amount was $591,738.00 and the final contract amount is $689,859.53. The 17% increase in
cost of $98,121.53 is due to authorized construction change orders for additional work to resolve
unanticipated changes in field conditions. The extra work included the removal and disposal of thicker
asphalt and concrete pavement than anticipated, breaking through native hardpan materials with
special rock drilling equipment, and the replacement of additional asphalt pavement.
The Water Utility has budgeted sufficient contingency funds in the total project budget to cover the
additional work, and the low bid was about $123,000 below the engineer’s estimate.
STAFF RECOMMENDATION:
Accept the project, approve the final pay estimate in the amount of $1,095.00, and release the
retainage bond after 60 days, subject to the receipt of all required authorizations.
5l. ‐ Utilities Systems Division submits CAG‐11‐044, Benson Road Water
Main Replacement project; and requests approval of the project, Page 366 of 425
5l. ‐ Utilities Systems Division submits CAG‐11‐044, Benson Road Water
Main Replacement project; and requests approval of the project, Page 367 of 425
5l. ‐ Utilities Systems Division submits CAG‐11‐044, Benson Road Water
Main Replacement project; and requests approval of the project, Page 368 of 425
5l. ‐ Utilities Systems Division submits CAG‐11‐044, Benson Road Water
Main Replacement project; and requests approval of the project, Page 369 of 425
5l. ‐ Utilities Systems Division submits CAG‐11‐044, Benson Road Water
Main Replacement project; and requests approval of the project, Page 370 of 425
5l. ‐ Utilities Systems Division submits CAG‐11‐044, Benson Road Water
Main Replacement project; and requests approval of the project, Page 371 of 425
5l. ‐ Utilities Systems Division submits CAG‐11‐044, Benson Road Water
Main Replacement project; and requests approval of the project, Page 372 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
Engineering Consultant Contract Agreement with
Roth Hill, LLC for the Airport Lift Station Primary
Engineering Study and 30% Design Project
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Consultant Contract
Submitting Data: Dept/Div/Board:
Public Works
Staff Contact:
Dave Christensen, x7212
Recommended Action:
Council Concur
Fiscal Impact:
Expenditure Required: $ $116,100 Transfer Amendment: $
Amount Budgeted: $ $150,000 Revenue Generated: $
Total Project Budget: $ $150,000 City Share Total Project: $
SUMMARY OF ACTION:
The Wastewater Utility requires engineering consultant services to analyze options for the replacement
of the Airport Lift Station located in the southwest portion of the Renton Airport. The contract covers
review of existing and proposed future uses of the airport in connection with both the Airport Master
Plan as well as with potential expansion by The Boeing Company. A location analysis, including
evaluation of the service for the northwest portion of the airport currently served by Skyway Water and
Sewer District is also included.
Funding for this contract in the amount of $116,100 is available from the Wastewater 2012 Capital
Improvement Program Airport Lift Station Rehabilitation budget (426\465483). Roth Hill, LLC was
selected from the approved 2012 Utility Systems Annual Consultant Roster to perform this work.
STAFF RECOMMENDATION:
Authorize the Mayor and City Clerk to execute the consultant agreement with Roth Hill, LLC, in the
amount of $116,100, for engineering services for the Airport Lift Station Primary Engineering Study and
30% Design Project.
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 373 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 374 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 375 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 376 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 377 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 378 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 379 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 380 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 381 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 382 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 383 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 384 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 385 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 386 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 387 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 388 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 389 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 390 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 391 of 425
5m. ‐ Utility Systems Division recommends approval of a contract in the
amount of $116,100 with Roth Hill, LLC for the Airport Lift Station
Page 392 of 425
CITY OF RENTON COUNCIL AGENDA BILL
Subject/Title:
Liberty Lift Station Installation 2012 Project
Meeting:
Regular Council - 06 Feb 2012
Exhibits:
Issue Paper
Submitting Data: Dept/Div/Board:
Public Works
Staff Contact:
Dave Christensen, x7212
Recommended Action:
Refer to Utilities Committee
Fiscal Impact:
Expenditure Required: $ Transfer Amendment: $$400,000
Amount Budgeted: $ Revenue Generated: $
Total Project Budget: $ City Share Total Project: $
SUMMARY OF ACTION:
The Wastewater Utility is requesting to establish a separate 2012 Capital Improvement Project called
Liberty Lift Station Installation 2012 project. The current budget in the 2012 capital project Oversizing
account (426/465330) was for the oversizing costs associated with the Liberty Lift Station Installation.
This project has been re-scoped such that it is staff’s intent to design and build a major portion of the
improvements versus the initial intent of having the developer (Issaquah School District) design and
build all the improvements needed to provide service to three of its schools on the East Renton Plateau.
STAFF RECOMMENDATION:
Approve the establishment of the capital project called Liberty Lift Station Installation 2012 project and
transfer the $400,000 budgeted from the Oversizing account (#426/465330) into this new project.
5n. ‐ Utility Systems Division requests authorization to establish the
Liberty Lift Station Installation 2012 Project; and recommends transfer of
Page 393 of 425
PUBLIC WORKS DEPARTMENT
M E M O R A N D U M
DATE:January 24, 2012
TO:Rich Zwicker, Council President
Members of Renton City Council
VIA:Denis Law, Mayor
FROM:Gregg Zimmerman, Public Works Administrator
STAFF CONTACT:Dave Christensen, Wastewater Utility Supervisor, x7212
SUBJECT:Liberty Lift Station Installation 2012 Project
ISSUE:
Should the Wastewater Utility establish a new capital project for 2012 called Liberty Lift
Station Installation 2012 project and transfer the $400,000 budgeted from the
Oversizing account (#426/465330) into this new project?
RECOMMENDATION:
Approve the establishment of the capital project called Liberty Lift Station Installation
2012 project and transfer the $400,000 budgeted from the Oversizing account
(#426/465330) into this new project.
BACKGROUND SUMMARY:
The Wastewater Utility has been working in partnership with the Issaquah School
District (District) to find the best methodology for providing sanitary sewer service to
each of its three schools located on the East Renton Plateau; Liberty High School,
Maywood Middle School, and Briarwood Elementary. The initial proposal included the
district installing all of the needed capital improvements, including those that would be
City owned as part of one set of improvements. This project bid in spring of 2011 with
higher than budgeted costs for the construction.
Over the summer and fall of 2011 Wastewater staff worked with the district to re-work
the proposal in such a way that while still meeting the intent of providing service, looked
at cost cutting measures to bring the work within budget for the project. At this same
time, Wastewater staff made its recommendation for adjustments to its 2012 capital
program. Staff anticipated the district would install all improvements, including those
that would be City owned, and as such, we proposed that $400,000 be placed in the
Oversizing capital account. The district would then request oversizing for those portions
of the work that would qualify, estimated at $400,000.
As we progressed through the options, we determined that the most cost effective
5n. ‐ Utility Systems Division requests authorization to establish the
Liberty Lift Station Installation 2012 Project; and recommends transfer of
Page 394 of 425
Mr. Rich Zwicker, Council President
Page 2 of 3
January 24, 2012
H:\File Sys\WWP - WasteWater\WWP-03-0000 Correspondence - Wastewater\DaveC\2012 Correspondence\Liberty
Lift Station Issue.doc\DMCtp
option for the needed City owned lift station on the Liberty High School property would
be for the City to design and construct the lift station, with a contribution by the district
through construction of the force main and partial cost contribution for the lift station.
This allows the City to ensure that the lift station is designed to our standards and that it
not only meets the requirements for the schools, but also will provide ultimate service
needed for the entire basin it will serve.
The estimated cost of the force main work plus partial contribution towards the lift
station of approximately $100,000 is $350,000. This $350,000 equates to the typical
cost of a standard City owned lift station and was used to determine the District’s share.
The last piece of this project is the internal gravity system that will be built on the
Liberty High School property. Issaquah School District has negotiated with a private
developer, American Classic Homes, an easement that allows for the gravity line needed
to meet their future development of the Heritage Plat. In evaluating our lift station
design, we determined a significant cost advantage by using emergency storage in a
portion of this gravity main versus providing an overflow vault at the station location. As
such, the developer will install larger than required pipe as part of their work, and as
such will qualify to request oversizing per current City code.
Timing for the improvements is anticipated to happen simultaneously over the spring
and summer of 2012. The attached map shows the location of the proposed City lift
station and the work that will be performed by the school district and the developer.
The lift station work is set to begin late spring and be completed at the end of summer.
The school district is currently under construction at Maywood Middle School and
Briarwood Elementary. Work for providing sewer to each school is anticipated to begin
in the spring in order to have the schools ready to be served by the beginning of the fall
school year 2012. The developer will install the gravity main during the summer of 2012
while school is out for summer break.
With this change in methodology for how the project will be implemented, it is
appropriate that we create a new project called Liberty Lift Station Installation 2012
project that will include the construction of the lift station by the City, with an interlocal
agreement between the City and the district for a contribution by the district for the lift
station construction. In addition, the district will install the needed force main for the
lift station as part of their work. Finally, American Classic Homes will install the gravity
system, including a portion of sewer main that is oversized to meet a portion of our
emergency storage requirements for the lift station.
CONCLUSION:
The current 2012 Wastewater Utility Project Oversizing has been re-scoped. The City
now will design and construct the lift station needed with participation by the district
including construction of the force main. In addition, the gravity main being installed by
the developer will be upsized to accommodate emergency flows for the lift station.
5n. ‐ Utility Systems Division requests authorization to establish the
Liberty Lift Station Installation 2012 Project; and recommends transfer of
Page 395 of 425
Mr. Rich Zwicker, Council President
Page 3 of 3
January 24, 2012
H:\File Sys\WWP - WasteWater\WWP-03-0000 Correspondence - Wastewater\DaveC\2012 Correspondence\Liberty
Lift Station Issue.doc\DMCtp
Given that this project now involves direct contracting by the City, we are
recommending that we establish a new capital project called Liberty Lift Station
Installation 2012 project and that the $400,000 in funds currently in place for the
Oversizing account be transferred to this newly established capital project.
Attachment
cc: Lys Hornsby, Utility Systems Director
JoAnn Wykpisz, PW Principal and Financial Admin Analyst
Hai Nguyen, Finance Budget Analyst
5n. ‐ Utility Systems Division requests authorization to establish the
Liberty Lift Station Installation 2012 Project; and recommends transfer of
Page 396 of 425
7a. ‐ Interlocal agreement with King County for provision of services by
the King County Materials Testing Lab (See 5.j.)Page 397 of 425
7a. ‐ Interlocal agreement with King County for provision of services by
the King County Materials Testing Lab (See 5.j.)Page 398 of 425
7a. ‐ Establishing the Administrative Services Department (See 6.a.)Page 399 of 425
7a. ‐ Establishing the Administrative Services Department (See 6.a.)Page 400 of 425
7a. ‐ Establishing the Administrative Services Department (See 6.a.)Page 401 of 425
7a. ‐ Code amendment regarding a written statement for tow hearings
(1st reading 1/23/2012)Page 402 of 425
7a. ‐ Code amendment regarding a written statement for tow hearings
(1st reading 1/23/2012)Page 403 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 404 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 405 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 406 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 407 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 408 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 409 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 410 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 411 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 412 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 413 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 414 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 415 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 416 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 417 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 418 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 419 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 420 of 425
7b. ‐ Code amendment revising RMC 6‐18 (1st reading 1/23/2012)Page 421 of 425
7c. ‐ Code amendment correcting references to RMC 1‐3 (1st reading
1/23/2012)Page 422 of 425
7c. ‐ Code amendment correcting references to RMC 1‐3 (1st reading
1/23/2012)Page 423 of 425
7c. ‐ Code amendment correcting references to RMC 1‐3 (1st reading
1/23/2012)Page 424 of 425
7c. ‐ Code amendment correcting references to RMC 1‐3 (1st reading
1/23/2012)Page 425 of 425