HomeMy WebLinkAboutRES 4326 CITY OF RENTON, WASHINGTON
RESOLUTION N0. 4326
A RESOLUTION OF THE CITY OF RENTON, WASHINGTON ADOPTING THE
AMENDED CITY OF RENTON COMPREHENSIVE EMERGENCY MANAGEMENT
PLAN.
WHEREAS, pursuant to RCW 38.52.070, each political subdivision of the state is
authorized and directed to establish a local organization for emergency services in accordance
with the State Comprehensive Emergency Management Plan and Program; and
WHEREAS, each such political subdivision must adopt a plan for the operation of its
emergency services organization; and
WHEREAS,the City of Renton Emergency Services Division has prepared a Comprehensive
Emergency Management Plan; and
WHEREAS,the City Council, by Resolution No. 3411 adopted an Emergency Management
Plan, and adopted updated and expanded Emergency Mangagement Plans by Resolution Nos.
3704, 3988, 4163, and 4319; and
WHEREAS,the updated and expanded Emergency Management Plan approved by Council
on October 23, 2017, needs to be amended to include Emergency Support Function 15: External
Affa i rs;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RENTON, WASHINGTON, DOES
RESOLVE AS FOLLOWS:
SECTION I. The above recitals are found to be true and correct in all respects.
SECTION II. The Emergency Management Plan, as amended, is hereby adopted as the
City of Renton Comprehensive Emergency Management Plan. Such plan may be regularly
1
RESOLUTION N0. 4326
reviewed, updated,and amended. Such updates and amendments are effective henceforth upon
approval of the Emergency Management Director of the City of Renton.
PASSED BY THE CITY COUNCIL this 4th day of December, 2017.
Jaso A. Seth, G y Clerk
APPROVED BY THE MAYOR this 4th day of December, 2017.
Denis Law, Mayor
\����������i i��u9jey
Approved as to form: `��.�� �� ��� ��,,��
``^�.�`,� ������„„����,,,,����a''� .,���
. ,, �L .,
...��fr�"'� j'''� _ _' 3w "� ;
_ * � SEAL = * =
Shane Moloney, City Attorney � � =,, '7l' �o_
;y�+ ''��, ,.�`� �.°� -
'� � `��������,�,����` �•�����
RES.1756:11/27/17:scr ���''���a°RArEo s�Q�,.��`�
��,��,����������``
2
CITY OF RENTON
COMPREHENSIVE EMERGENCY
MANAGEMENT PLAN
City of Renton
Office of Emergency Management
Adopted by Council October 23, 2017
RESOLUTION NO. 4326
City of Renton Comprehensive Emergency Management Plan 1
PROMULGATION DOCUMENT
It is the policy of the City of Renton to provide the emergency organization and resources to
minimize the effects of incidents; prepare to respond to disaster situations; maximize
population survival; preserve property; and recovery that will ensure the orderly and fast return
to normal community life in the City of Renton in the event of a natural or technological
disaster.
The City of Renton Comprehensive Emergency Management Plan (CEMP) has been developed
to establish the special policies, guidelines, and procedures that will provide response
personnel with the information and guidance required to function quickly and effectively in a
disaster situation. It is a goal of this plan to help develop city, business, and resident self-
sufficiency for a minimum of 72 hours after a disaster. This plan supersedes all previous
versions of the Renton CEMP.
It should be understood that emergencies and disasters are dynamic events that require
flexibility and the ability to solve challenges that are presented. Circumstances may dictate
deviation from this plan in order to have the best possible response. This plan may be
supplemented by the King County Comprehensive Emergency Management Plan, the Puget
Sound Regional Catastrophic Disaster Coordination Plan and Annexes, the Washington State
Comprehensive Emergency Management Plan, and other applicable plans.
All city departments are directed to take appropriate actions to implement this plan and to
maintain the necessary capabilities to respond effectively to emergencies and disasters. All
non-city entities involved in the plan are requested to cooperate with the city in order to
coordinate the total disaster response within the community.
Mayor, City of Renton Date
Emergency Management Director, City of Renton Date
Reviewed by:
Attorney, City of Renton Date
Emergency Management Director, Date
Washington State
City of Renton Comprehensive Emergency Management Plan 2
RECORD OF CHANGES
Update No. Date of Update Date Added Initials
1 10/27/2008
2 11/05/2012
3 10/23/2017
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Documents Covered by this Record
Basic Plan Hazard Specific Annexes
Emergency Support Functions Appendices
Support Annexes
City of Renton Comprehensive Emergency Management Plan 3
RECORD OF DISTRIBUTION
Name Title Agency Delivery
Date
Copies
City of Renton Comprehensive Emergency Management Plan 4
TABLE OF CONTENTS
Basic Plan ...................................................................................................................................... 10
Introductory Material ............................................................................................................... 10
Organization and Assignment of Responsibilities .................................................................... 11
Direction, Control, and Coordination ....................................................................................... 19
Communications ....................................................................................................................... 21
Plan Development and Maintenance ....................................................................................... 23
Authorities and References ...................................................................................................... 24
Glossary ..................................................................................................................................... 26
Emergency Support Function 1: Transportation .......................................................................... 40
Introduction .............................................................................................................................. 40
Policies ...................................................................................................................................... 40
Situation .................................................................................................................................... 41
Concept of Operations .............................................................................................................. 41
Responsibilities ......................................................................................................................... 44
Resource Requirements ............................................................................................................ 45
References ................................................................................................................................ 46
Terms and Definitions ............................................................................................................... 46
Appendices ................................................................................................................................ 46
EMERGENCY SUPPORT FUNCTION 2: COMMUNICATIONS, INFORMATION SYSTEMS, AND
WARNING ...................................................................................................................................... 47
Introduction .............................................................................................................................. 47
Policies ...................................................................................................................................... 48
Situation .................................................................................................................................... 48
Concept of Operations .............................................................................................................. 49
Responsibilities ......................................................................................................................... 55
Resource Requirements ............................................................................................................ 56
References ................................................................................................................................ 56
Terms and Definitions ............................................................................................................... 56
Appendices ................................................................................................................................ 57
EMERGENCY SUPPORT FUNCTION 3: PUBLIC WORKS AND ENGINEERING .................................. 58
Introduction .............................................................................................................................. 58
Policies ...................................................................................................................................... 59
Situation .................................................................................................................................... 59
Concept of Operations .............................................................................................................. 60
City of Renton Comprehensive Emergency Management Plan 5
Responsibilities ......................................................................................................................... 64
Resource Requirements ............................................................................................................ 65
References ................................................................................................................................ 65
Terms and Conditions ............................................................................................................... 65
Appendices ................................................................................................................................ 65
EMERGENCY SUPPORT FUNCTION 4: FIREFIGHTING .................................................................... 67
Introduction .............................................................................................................................. 67
Policies ...................................................................................................................................... 67
Situation .................................................................................................................................... 68
Concept of Operations .............................................................................................................. 69
Responsibilities ......................................................................................................................... 73
Resource Requirements ............................................................................................................ 73
References ................................................................................................................................ 74
Terms and Definitions ............................................................................................................... 74
Appendices ................................................................................................................................ 74
EMERGENCY SUPPORT FUNCTION 5: EMERGENCY MANAGEMENT ............................................ 75
Introduction .............................................................................................................................. 75
Policies ...................................................................................................................................... 76
Situation .................................................................................................................................... 76
Concept of Operations .............................................................................................................. 77
Responsibilities ......................................................................................................................... 80
Resource Requirements ............................................................................................................ 80
References ................................................................................................................................ 80
Terms and Definitions ............................................................................................................... 81
Appendices ................................................................................................................................ 81
EMERGENCY SUPPORT FUNCTION 6: MASS CARE, EMERGENCY ASSISTANCE, HOUSING AND
HUMAN SERVICES ......................................................................................................................... 82
Introduction .............................................................................................................................. 82
Policies ...................................................................................................................................... 84
Situation .................................................................................................................................... 85
Concept of Operations .............................................................................................................. 86
Responsibilities ......................................................................................................................... 91
Resource Requirements ............................................................................................................ 91
References ................................................................................................................................ 92
Terms and Definitions ............................................................................................................... 92
City of Renton Comprehensive Emergency Management Plan 6
Appendices ................................................................................................................................ 92
EMERGENCY SUPPORT FUNCTION 7: LOGISTICS MANAGEMENT AND RESOURCE SUPPORT ..... 93
Introduction .............................................................................................................................. 93
Policies ...................................................................................................................................... 93
Situation .................................................................................................................................... 94
Concept of Operations .............................................................................................................. 95
Responsibilities ....................................................................................................................... 101
Resource Requirements .......................................................................................................... 102
References .............................................................................................................................. 102
Terms and Definitions ............................................................................................................. 103
Appendices .............................................................................................................................. 103
EMERGENCY SUPPORT FUNCTION 8: PUBLIC HEALTH AND MEDICAL SERVICES ....................... 104
Introduction ............................................................................................................................ 104
Situation and Assumptions ..................................................................................................... 105
Concept of Operations ............................................................................................................ 106
Organization and Responsibilities ........................................................................................... 112
Authorities and References .................................................................................................... 112
Terms and Definitions ............................................................................................................. 113
Appendices .............................................................................................................................. 113
EMERGENCY SUPPORT FUNCTION 9: SEARCH AND RESCUE ...................................................... 114
Introduction ............................................................................................................................ 114
Policies .................................................................................................................................... 115
Situation .................................................................................................................................. 115
Concept of Operations ............................................................................................................ 116
Responsibilities ....................................................................................................................... 120
Resource Requirements .......................................................................................................... 120
References .............................................................................................................................. 121
Terms and Definitions ............................................................................................................. 121
Appendices .............................................................................................................................. 121
EMERGENCY SUPPORT FUNCTION 10: HAZARDOUS MATERIALS RESPONSE ............................ 122
Introduction ............................................................................................................................ 122
Policies .................................................................................................................................... 123
Situation .................................................................................................................................. 123
Concept of Operations ............................................................................................................ 124
Responsibilities ....................................................................................................................... 128
City of Renton Comprehensive Emergency Management Plan 7
Resource Requirements .......................................................................................................... 129
References .............................................................................................................................. 129
Terms and Definitions ............................................................................................................. 129
Appendices .............................................................................................................................. 129
EMERGENCY SUPPORT FUNCTION 11: AGRICULTURE AND NATURAL RESOURCES ................... 130
Introduction ............................................................................................................................ 130
Policies .................................................................................................................................... 131
Situation and Assumptions ..................................................................................................... 132
Concept of Operations ............................................................................................................ 133
Responsibilities ....................................................................................................................... 135
References .............................................................................................................................. 136
Terms and Definitions ............................................................................................................. 136
Appendices .............................................................................................................................. 136
EMERGENCY SUPPORT FUNCTION 12: ENERGY ......................................................................... 136
Introduction ............................................................................................................................ 137
Policies .................................................................................................................................... 137
Situation .................................................................................................................................. 137
Concept of Operations ............................................................................................................ 138
Responsibilities ....................................................................................................................... 141
Resource Requirements .......................................................................................................... 141
References .............................................................................................................................. 141
Terms and Definitions ............................................................................................................. 141
Appendices .............................................................................................................................. 142
EMERGENCY SUPPORT FUNCTION 13: PUBLIC SAFETY, LAW ENFORCEMENT, AND SECURITY . 143
Introduction ............................................................................................................................ 143
Situation and Assumptions ..................................................................................................... 143
Concept of Operations ............................................................................................................ 144
Organization and Responsibilities ........................................................................................... 146
Authorities and References .................................................................................................... 147
Terms and Definitions ............................................................................................................. 147
Appendices .............................................................................................................................. 147
CITY OF RENTON DISASTER RECOVERY FRAMEWORK ................................................................ 148
Introduction ................................................................................................................................ 152
Governance and Coordination .................................................................................................... 159
Recovery Support Functions ....................................................................................................... 170
City of Renton Comprehensive Emergency Management Plan 8
RSF 1. Community Planning and Capacity Building .................................................................... 173
RSF 2. Economic Recovery .......................................................................................................... 178
RSF 3. Health and Social Services ................................................................................................ 182
RSF 4. Housing ............................................................................................................................. 186
RSF 5. Infrastructure Systems ..................................................................................................... 191
RSF 6. Natural and Cultural Resources ....................................................................................... 197
Appendices .................................................................................................................................. 201
EMERGENCY SUPPORT FUNCTION 15: EXTERNAL AFFAIRS ........................................................ 220
Introduction ............................................................................................................................ 220
Policies .................................................................................................................................... 220
Situation .................................................................................................................................. 221
Concept of Operation ............................................................................................................. 222
Resource Requirements .......................................................................................................... 227
References and Resources ...................................................................................................... 227
Terms and Definitions ............................................................................................................. 227
Appendices .............................................................................................................................. 228
MAJOR CYPER INCIDENT ANNEX................................................................................................. 229
Introduction ............................................................................................................................ 229
Situation and Assumptions ..................................................................................................... 229
Concept of Operations ............................................................................................................ 230
Responsibilities ....................................................................................................................... 231
References .............................................................................................................................. 236
Terms and Conditions ............................................................................................................. 236
Appendices .............................................................................................................................. 237
DAMAGE ASSESSMENT ANNEX ................................................................................................... 238
Introduction ............................................................................................................................ 238
Policies .................................................................................................................................... 238
Situation .................................................................................................................................. 241
Concept of Operations ............................................................................................................ 242
Responsibilities ....................................................................................................................... 248
Resource Requirements .......................................................................................................... 249
References .............................................................................................................................. 250
Terms and Definitions ............................................................................................................. 250
Appendices .............................................................................................................................. 250
EVACUATION ANNEX .................................................................................................................. 251
City of Renton Comprehensive Emergency Management Plan 9
Introduction ............................................................................................................................ 251
Authorities .............................................................................................................................. 256
Critical Assumptions................................................................................................................ 257
Hazards .................................................................................................................................... 259
Concept of Operations ............................................................................................................ 259
Evacuation Operations ............................................................................................................ 262
Administration ........................................................................................................................ 271
Plan Review and Maintenance ............................................................................................... 272
Training and Exercise .............................................................................................................. 272
Appendices .............................................................................................................................. 272
City of Renton Comprehensive Emergency Management Plan 10
BASIC PLAN
Introductory Material
Purpose
In order to protect life, property, and the environment within the City of Renton, city
government shall respond to natural and human-caused disasters and shall take appropriate
actions to mitigate against, prepare for, respond to, and recover from the effects of such
events.
For the purpose of this plan, an emergency is defined as any event, natural or human-caused,
that exceeds the capability of one or more city departments to manage their response
effectively.
The Renton Comprehensive Emergency Management Plan is an all-hazards plan describing how
the City of Renton will prepare for, prevent, mitigate, respond to, and recover from any
emergency that could adversely impact the lives, property, and environment of the City’s
residents and visitors.
The CEMP includes the Basic Plan, Emergency Support Function (ESF) plans, and hazard specific
annexes. The following documents comprise the CEMP and describe how City departments
coordinate emergency management related actions, resources, and activities with other
federal, state, county, regional, private-sector, and nongovernmental organizations.
This plan is designed to meet the requirements for a comprehensive emergency management
plan as described in Washington Administrative Code 118-30 and Revised Code of Washington
38.52.
Scope
The CEMP establishes a mutual understanding of authority, responsibilities, and functions of
local government and proves a basis for incorporating essential non-governmental agencies and
organizations into the emergency management organization. All directions contained in this
Plan apply to preparedness and emergency activities undertaken by the City of Renton and
supporting organizations required to minimize the effects of emergency events and facilitate
recovery activities.
All supporting organizations listed in the CEMP have been made aware of their responsibilities
as outlined in the plan and have been provided with an opportunity to provide input to the
review and revision process. Their feedback has been incorporated into the plan.
The CEMP applies within the City of Renton municipal boundaries.
Situation Overview
Natural Hazards
City of Renton Comprehensive Emergency Management Plan 11
Renton city officials have identified the primary hazards that could potentially impact
the city. The potential effects of these hazards could disrupt public services, damage
property, and cause injury or death of persons within affected areas.
The relative probability and impact of the primary hazards are detailed in the City of
Renton Hazard Mitigation Plan and include floods, winter storms, earthquakes,
landslides and debris flows, volcanic hazards, coal mine hazards, hazardous materials
releases, and acts of terrorism or civil disturbance. Additionally, the city is subject to
major transportation disruptions and accidents, utility and infrastructure failures or
collapses, public health emergencies, and mass casualty incidents from any cause.
Vulnerable Critical Facilities
For the purposes of the CEMP, the City has identified the following facilities consider ed
critical to the regular operations of the City that could be vulnerable to the impacts of a
natural hazard.
Planning Assumptions
The information and procedures included in this Plan have been prepared utilizing the best
information and planning assumptions available at the time of preparation. As the true extent
of the impacts of a disaster cannot be known before it occurs, the City can only endeavor to
make every reasonable effort to respond based on the situation, information, and resources
available at the time. The final outcome of an emergency may be different than the expected
outcome based on these assumptions (or others).
It is assumed that any of the noted situations could create significant loss of life, injury,
property damage, and disruption of essential services in the City of Renton. These situations
may also create significant financial, psychological, and sociological impacts on the residents of
the community and the City governmental organization.
It is reasonable to assume that, with impending incidents such as storms and floods, warnings
will be issued to enable some preparation prior to the event. Other emergencies will come with
no advance warning.
In the event of a severe disaster situation, there will not likely be any significant ass istance from
nearby communities, counties, and State or Federal agencies for 2 weeks or longer. In this
situation, the City will need to rely on any available City resources and those of private
organizations, businesses, and residents within the City for initial response operations.
Organization and Assignment of Responsibilities
Organization
The initial response to or the imminent threat of an emergency will be conducted under the
guidelines of the National Incident Management System (NIMS), the Incident Command System
(ICS), and in accordance with the Emergency Support Functions (ESFs) contained in this plan.
City of Renton Comprehensive Emergency Management Plan 12
EOC Organization
Activation Levels
The EOC is organized into functional levels that coordinate with one another as well as
with external agencies and resources. The EOC Director oversees all functions as well as
Public Information activities. The Administrator from the lead Incident Command
department coordinates with key officials at the Executive/Policy level. The Emergency
Management Division of the Executive Department maintains a duty officer available 24
hours a day to activate the EOC when needed.
Level Three
Minimal staffing available to monitor the situation, answer the main EOC phone line, call
in additional staff if needed, and provide limit ed support to field operations as
requested.
Examples include: Certain weather advisories or watches, activation of a city
Department Operations Center, a planned community event, and/or minor field incident
needing minimal support.
A level three activation may also be done remotely with the EOC Duty Officer
performing all functions and utilizing the EOC Duty Officer phone as the main EOC line.
Level Two
Minimal staffing of all appropriate EOC sections to facilitate interdepartmental
coordination, public information dissemination, and information collection and
distribution through situation reports.
Examples include: moderate earthquake requiring damage assessment, major wind or
winter storm, mass evacuation, and/or moderate flooding.
Level One
Full staffing to perform all required functions of the EOC.
Examples include: major earthquake, major flood, or multiple departments involved in
full response or support to another major incident.
EOC Director
The EOC Director is responsible for coordination of EOC activities; interface with the
Policy Advisory Group, Incident Command, and other government agencies and private
organizations; and may also authorize support staff to perform functions such as public
information, liaison, safety and security.
Operations Section
City of Renton Comprehensive Emergency Management Plan 13
This section is responsible for the initial receipt and coordination of information and
requests related to field response. This section also maintains communication with field
representatives and shares vital information with other EOC workers.
This section is headed by the Operations Section Chief, who reports to the EOC Director.
The Operations Section Chief is drawn from the lead incident response department.
Department or Emergency Support Function representatives coordinate resources and
information with their own department personnel, all working together to ensure the
best possible coordination of effort for the overall response. Incident -specific agencies,
such as a pipeline company, can be added as needed. If necessary, the following
branches may be created to maintain the appropriate span of control for the Operations
Section Chief:
Emergency Services Branch (Fire/EMS and Law Enforcement representatives)
Human Services Branch (Community Services, Hospital, Mental Health, Public
Health, Schools, and Community Organizations Active in Disaster representatives
may be added)
Infrastructure Branch Planning Section
This section is responsible for the collection, evaluation and dissemination of
information related to the incident or emergency and for the preparation and
documentation of EOC Action Plans and Situation Reports. This section also maintains
information on the current and forecasted situation related to the emergency.
This section is headed by the Planning Section chief, who reports to the EOC Director.
Information collected by the cr (Logistics) and others is incorporated into organized
Situation Reports, which are then distributed to recipients within and outside the EOC.
The Message Controller monitors all information-sharing and sends key information to
the Display Processors for posting on the whiteboards. Information within the EOC may
also be shared through overhead projected display, web -based data displays, or oral
briefings. The Documentation Unit maintains incident documentation for the entire
EOC.
The Check-in Recorder in the Resources Unit oversees the check-in/check-out and
assignment of EOC staff. The Planning Section also engages technical specialists such as
mapping, hydrology, weather, and hazmat experts to provide specialize d information to
assist in incident planning. They work with the Operations Section to advise on
upcoming issues and plan for resolving them. When ready, the Demobilization Unit
coordinates the de-escalation of the EOC response.
This section is responsible for providing service, support, supplies, equipment,
personnel and other resources.
This section is headed by the Logistics Section Chief, who reports to the EOC director.
The Logistics Section handles food service, EOC security, technical assistance with
phones and computers, and other general support functions within the facility. Within
the Supply Unit, staff handle both internal and external resource requests. They identify
City of Renton Comprehensive Emergency Management Plan 14
needed resources and work with Finance/Administration to procure them. If local
resources are exhausted, resource requests are forwarded to the Kin g County ECC after
EOC Director approval. The Logistics Section may also help with volunteer and donations
management coordination.
The Communications Unit within Logistics collects and distributes incident information
within the EOC using call-takers, amateur radio operators, and message distributors. All
messages pass through the Message Controller in the Planning Section so the
information may be shared more broadly if appropriate.
Finance/Administration
This section is responsible for monitoring costs, procurements, contracts and other
financial considerations.
This section is co-located with the Logistics Section, but is headed by the Finance Section
Chief, who reports to the EOC Director. Staffed by representatives from Finance and
HR/Risk Management, the Finance/Administration Section issues checks and purchase
orders, and expends public funds to secure emergency resources located by Logistics.
They track impact of the disaster by documenting damage assessment and personnel
costs, as well as injuries or damage to city personnel or equipment, or even claims
against the city by outside agencies or individuals.
EOC Readiness
The Emergency Management Director is responsible for ensuring the maintenance and
operational readiness of the primary EOC and coordinating the readiness of the alternate EOCs.
The EOC should include facilities for feeding personnel and an emergency power source capable
of maintaining a functioning, fully staffed EOC for a minimum of 72 hours.
Primary EOC Location
Renton Fire Station #12
1209 Kirkland Ave NE
Renton, WA 98056
Alternate EOC Locations
1) Renton Fire Station #13
18802 108th Ave SE
Renton WA 98055
2) Renton Fire Station #14
1900 Lind Ave SW
Renton, WA 98057
3) Renton City Hall, 4th Floor
1055 S Grady Way
City of Renton Comprehensive Emergency Management Plan 15
Renton, WA 98057
Restoration of City and Public Services
Efforts to restore city/public services to a basic functioning level shall be generally prioritized as
listed below.
Tier I
Emergency responder communications
Vehicle access to emergency medical facilities
Fire control, hazard mitigation and general rescue
Emergency medical services
Security and public order
Water production and distribution
Waste water collection
Tier II
Electrical service
Telephone service
Natural gas service
Vehicle access on arterial and collector roadways
Internal communications
Tier III
Normal incident command to govern response then includes property protection
and protection of the economy and the environment. All other city and public
services will be restored as soon as possible at the direction of the Incident
Commander after consulting with the Mayor and the Chief Administrative
Officer.
Assignment of Responsibilities
Role of Elected Officials
The City Council’s overall role is to annually review policies and appropriate funds to
allow the Emergency Management Director and staff to plan and implement an
Emergency Management Program.
During an incident, the Council will be advised of the response and recovery plan by the
Mayor, Incident Command Department Administrator or Fire Authority Chief, and the
City of Renton Comprehensive Emergency Management Plan 16
Emergency Management Director and/or Coordinator, and will be asked to provide
input for the restoration of all city services. During an emergency, the Mayor may
authorize the imposition of required emergency powers, such as evacuation orders and
bans, and may authorize necessary condemnations.
City Council may be presented with special legislation proposals to facilitate the disaster
response or recovery.
Role of Policy Advisory Group
The Administrator from the lead Incident Command department coordinates the Policy
Advisory group, made up of the Mayor, Chief Administrative Officer, Deputy Public
Affairs Administrator and the Department Administrators. The role of the Policy
Advisory Group is to stay current on the most recent incident information from the
Emergency Operations Center (EOC), inform one another of disaster conditions and
implications for each department, and make necessary policy decisions. Issues and
conflicts that arise in an emergency should be handled at the lowest appropriate level of
the incident organization. The Policy Advisory Group is facilitated by the Mayor or his or
her designee.
The Policy Advisory Group’s role is to:
Recommend necessary policy decisions that require resolution by a
jurisdiction executive head or legislative body, such as priorities for resource
allocation; management of jurisdiction resources; clarification of command
authority; suspension of functions; and programs of city government.
Provide guidance to incident managers and establish administrative
objectives, including legal and policy restraints, limitations on authority,
political and social concerns, environmental issues, and cost considerations.
Provide guidance to Incident Commanders and PIOs regarding key messages
to integrate into the overall public message.
Propose emergency budgeting actions if required for response and recovery,
evaluate and prioritize other department and city responses to balance them
with future project needs to ensure adequate funding is provided to the
disaster response.
Recommend the discontinuation of non-essential government operations, to
keep employees off the roads and free up personnel and other resources for
use in disaster response.
Provide a liaison to local, state, and congressional elected officials during and
after a disaster to ensure appropriate assistance is brought to the local
response effort, and coordinate contacts to collect damage estimates and
response costs.
The Policy Advisory Group is initially assembled with full activation of the EOC or at the
request of any Policy Advisory Group member. The Policy Advisory Group will convene
at the appointed time at City Hall 7th Floor Conferencing Center, or other location
deemed appropriate at the time.
City of Renton Comprehensive Emergency Management Plan 17
Department Administrators
At the direction of the Chief Administrative Officer, Department Administrators may be
required to take the following steps:
Cancel scheduled employee leave
Require personnel to work beyond normal shifts for an extended period
Call back department personnel
Alter normal organization structure to complete required tasks
Reassign staff to their disaster assignments
City of Renton Administrative Services Department
Financial Documentation
Procurement
Inventory Records
Cost Recovery
EOC Technical Support
City of Renton City Attorney Department
Emergency Powers and Legislative Review
Legal Support and Advice
City of Renton Community and Economic Development Department
Agency Coordination (Boeing, franchise utilities, contractors and special purpose
districts)
Food and Water Coordination (with vendors/supply chain)
Recovery Coordination
Damage Assessment
City of Renton Community Services Department
Provide Shelter and Mass Care
Transportation Coordination for Public Needs
Human Services
Food and Water Coordination (direct delivery to populations in need)
City of Renton Court Services Department
Restore Court Services
City of Renton Executive Department
Emergency Management
City of Renton Comprehensive Emergency Management Plan 18
Communications and Warning
Emergency Powers
Continuity of Government
Intergovernmental Coordination Policy Group Coordination
Military Support
Public Information
City of Renton Human Resources and Risk Management Department
Volunteer Emergency Worker Registration
Staff Reassignment
Damage Assessment
Disaster Claims
Employee Care
City of Renton Police Department
Public Safety and Security
Evacuation
Transportation Accidents
Public Demonstrations/Civil Unrest
Bomb Threats
Crime Scene Response
Terrorism
Weapons of Mass Destruction
City of Renton Public Works Department
Maintain Transportation/Evacuation Routes
Flood Response
Maintain City Utility Services
Maintain Communication Systems
Fleet Maintenance
Energy/Fuel Supply
Renton Regional Fire Authority
Damage Assessment
Fire Suppression
Multiple Casualty Incidents
Hazardous Materials
Search and Rescue
Radiological Incidents
Confined Space
Weapons of Mass Destruction
Resource Support
City of Renton Comprehensive Emergency Management Plan 19
Direction, Control, and Coordination
Direction and Control
Incident Command
The lead city department for Incident Command will be the departmen t with the
mission most similar to the emergency situation. The lead city department shall ensure
that an Incident Commander or Unified Command structure is identified and established
in order to provide for coordinated field operations. The lead city department will
provide a qualified representative to serve in the EOC if activated.
Departmental Operations Centers
Departmental Operations Centers (DOCs) may be established by any department in
order to manage the dispatch and coordination of department-controlled or related
resources. A DOC will maintain close communication with the Incident Commander and
the EOC (when activated) regarding incident priorities and resource status to ensure
overall incident objectives are met.
Emergency Operations Center
Although field Incident Command will control on-scene activities related to the disaster,
the EOC will coordinate the overall city response to the disaster. The Emergency
Management Director, other emergency management staff, designated city staff,
agency representatives, and trained volunteers shall provide staffing at the EOC when
activated rather than the incident site. The Emergency Management Director or her/his
delegate will coordinate the activities of the EOC in the role of EOC Director.
Policy Advisory Group
Policy decisions will be referred to the Policy Advisory Group, along with a briefing and
recommendations, by the Administrator of the lead Incident Command department and
the EOC Director. The Policy Advisory Group, led by the Mayor, will advise City Council
of policy-level decisions that require their direction, and will oversee the
implementation of those decisions.
Emergency Operations Center
Introduction
The purpose of this section is to establish procedures to be followed when an incident
occurs within the City of Renton that necessitates the activation of the EOC. The
organization of the EOC and the degree of activation will depend upon the severity and
nature of the emergency and anticipated requirements for support.
City of Renton Comprehensive Emergency Management Plan 20
The purpose of the EOC is to provide centralized coordination for the community in the
event of a disaster, large-scale emergency, or regional event that could overwhelm
emergency resources. Specifically, the EOC is primarily involved with:
Collection and documentation of event information-Situational
Awareness/Common Operating Picture (critical infrastructure surveys,
information about major incidents, casualties, shelters, damage assessments,
response readiness by city assets)
Processing and distribution of event information (situation reports to city
officials, the King County ECC, neighboring jurisdictions, other emergency
services, information releases to the media and public)
Coordination of resource support (locate and procure resources as requested by
Incident Command, including requesting items or support from the county or
state as needed, prioritize and allocate scarce resources according to policy
direction)
Technical information gathering and support (forecast flood mapping, HAZUS
modeling, incident mapping, etc.)
Operations representatives for field operations (collection of event information
from various departments with field operations)
Incident Command may choose to delegate extended functions to EOC staff, but staff in
the EOC do not normally make operational decisions regarding management of the
incident. Rather, they coordinate with and support Incident Command as requested.
EOC Coordination
Although field Incident Command controls on-scene activities related to the disaster, the
EOC coordinates the overall city response to the disaster, which includes obtaining an
emergency proclamation from an authorized official and requesting additional local, State
and Federal aid to respond to the disaster. Coordination will generally be through the
following means:
Identification of a lead city department based on the nature of the disaster. The
lead city department will provide an Incident Commander to the field Incident
Management System, and a qualified representative to the EOC.
Coordination of multiple agencies and the resources required to accomplish
targeted goals.
Effective public information.
Procurement of technical expertise to assist in the disaster response and
coordination
Provision of financial and administrative resources and support to accomplish
the goals of the developed strategy.
EOC Activation
Authority to Activate EOC
City of Renton Comprehensive Emergency Management Plan 21
The City EOC may be activated by any of the following city officials or their designated
alternates:
Mayor, or their delegate
Chief Administrative Officer or delegate
Department Administrator for Police, Public Works, or Community Services or
delegate
Emergency Management Director or delegate
Authority to Request EOC Activation
In addition to the officials that may activate the EOC, the following personnel may
request activation of the EOC:
Any Department Administrator
Regional Fire Authority Chief or delegate
Police Department Deputy Chief or Commanders
Public Works Department Duty Supervisor
Procedures to Activate EOC
To activate the EOC, the requesting individual should attempt to notify one of the
following, in the preferred order:
1. EOC Duty Officer
2. Department Administrators
The Police Watch Desk is staffed 24 hours a day, 7 days a week, and can assist in
notification of the above individuals. The person requesting the EOC activation shall
indicate whether it is a level one, two or three activation. The first individual notified of
the EOC activation request will follow the EOC Duty Officer Procedures for activation of
the EOC. Valley Communications, the King County Office of Emergency
Management/Regional Communications and Emergency Coordination Center, and
Washington State Emergency Management Division should be advised that the City of
Renton is activating the EOC.
Communications
Communications Framework
General Communications Policy
The City of Renton will use normal communications and warnings systems as much as
possible during a disaster. Police and Renton Regional Fire Authority will continue to use
Valley Communications. Public Works will use their normal government Talk group,
which is 154.100 MHz.
City of Renton Comprehensive Emergency Management Plan 22
If the Valley Communications Center is not functional, or if communication needs to be
made with the EOC the following talk groups will be used.
RFA: Renton Fire Admin Talk group
Police: Renton P.S. (Public Safety)
Public Works: Government Talk group 154.100 MHz
Amateur Radio: 147.48 Renton EOC, 145.11 King County ECC
In the event of any activation, the RFA and the Police and Public Works Department
representatives will bring a mobile radio with them to the EOC to provide an alternate
means of communication with their field personnel. The EOC also has Police, Fire, Public
Works and amateur radios ready for use.
Cell Phones/Tablets/Lap Top Computers
All personnel responding to the EOC who have a cell phone(s), tablets or lap top
computer purchased through the government contract shall bring the cell phone(s) with
them as well as the appropriate AC power adapter or other recharging device.
Communication Resources
800 MHz Radio System
VHF Radios
CEMNET Radio
Amateur Radios
Weather Radio (incoming only)
Pagers (RFA Only)
Landline Telephones
Cellular Telephones
Satellite Telephones
Fax Machines
Email
Internet
AM/FM Radio (Incoming Only)
Television (Incoming Only)
Social Media
Alternate Communications
During a disaster, or when normal communication methods are not in service, amateur
radio operators may be the most reliable form of communications. Amateur radio
equipment is located at City Hall near the Police Watch Desk, at each fire station, the
Public Works Shops, In the City Hall Conference Center storage and the EOC. The City
also has a Mobile Communications Response Unit (MCRU) which can be deployed to set
up emergency communications in the field or in support of a backup EOC. In the event
that all electronic communications are unavailable, a messe nger or runner shall deliver
messages to the EOC.
City of Renton Comprehensive Emergency Management Plan 23
The Renton Emergency Communication Service (RECS) is a nonprofit team of licensed
amateur radio volunteers, established for the purpose of providing emergency
communications for the City of Renton and its service area during events which
overwhelm existing communications resources.
Plan Development and Maintenance
Planning Committee and Plan Development
The Emergency Management Director for the city shall maintain an ongoing Emergency
Management Group. The Emergency Management Group shall consist of personnel from the
following:
Executive Department
Administrative Services Department
City Attorney Department
Community and Economic Development Department
Community Services Department
Human Resource and Risk Management Department
Police Department
Public Works Department
Renton Regional Fire Authority
Other community partners when appropriate
Departments with divisions or sections with significant variations in responsibilities and
expertise may find it necessary to send more than one representative to adequately contribute
to overall emergency management planning and training. The Emergency Management Group
should also participate in the planning for, at a minimum, an annual emergency management
exercise, that exercises the plan and includes all city departments and partner agencies.
The Emergency Management Group is charged with coordinating overall emergency planning
for the city. The Emergency Management Group is responsible for contributing to the
continued development and readiness of the EOC. The Emergency Management Group shall
ensure that this plan is consistent with the King County Comprehensive Emergency
Management Plan, the Regional Disaster Plan for Public and Private Organizations in King
County, Washington, the Puget Sound Regional Catastrophic Disaster Coordination Plan, and
the Washington State Comprehensive Emergency Management Plan
Distribution of Minor and Major Plan Modifications
Changes to any part of the plan may be minor (small edits that d o not impact the Emergency
Management Program processes and/or roles and responsibilities) or major (significant
modifications to processes and/or roles and responsibilities) in nature. Minor, administrative
changes do not require signature and promulgation. All substantive changes will be briefed to
the Office of Emergency Management, the Emergency Management Group, and any EOC staff
who may have a part in EOC response. Renton Emergency Management is ultimately
responsible for updates and changes to the CEMP and will submit a revised CEMP to the
City of Renton Comprehensive Emergency Management Plan 24
Washington State Emergency Management Division and Renton City Council for approval and
formal adoption. The Emergency Management Director shall promulgate the revised CEMP
through a signed letter to all City Department Administrators, and the Office of Emergency
Management will promulgate the revised CEMP elements to all known stakeholders through
communication and training efforts.
Frequency of Updates
Portions of the Comprehensive Emergency Management Plan should be reviewed and updated
annually. The Plan shall be sent to Washington State Emergency Management every five years
for review.
Authorities and References
Continuity of Government
Emergency Interim Successors for Elected Officials
During the emergency, for a period of less than 30 days, the Council President shall
automatically assume the authority and duties of the Mayor when the Mayor is
unavailable. If both the Mayor and Council President are unavailable during an
emergency or disaster, the City Council President pro-tem will serve in the role of
Mayor. RCW 42.14.070 provides that the legislative authority shall adopt rules and
regulations providing for appointment of temporary interim successors to the elected
and appointed offices of the city.
City Council Meeting Location
Chapter 42.14 of the RCW provides that in the event of an emergency the City Council
may meet at any place within or outside the territorial limits of the city on the call of the
Council President or any two members of the governing body and shall lawfully conduct
the city’s affairs for the duration of the emergency.
In the event that the City Council Chambers are uninhabitable or if the Mayor deems it
desirable, the City Council may meet at any place within or outside the city limits.
In the event that a special meeting of the Council is called, the Council Liaison, in
communication with the City Clerk, is primarily responsible for coordinating the
notification of each Council member and notifying the public as soon as practical. The
Deputy Public Affairs Administrator or designated Public Information Officer (PIO) shall
work with the Council Liaison and City Clerk to notify the media and to complete the
public posting of the meeting.
Circumstances may necessitate that city government will not be able to meet normal
posting requirements for emergency Council meetings
Emergency Interim Successor for the Chief Administrative Officer
City of Renton Comprehensive Emergency Management Plan 25
If the Chief Administrative Officer is unavailable during an emergency, the acting Chief
Administrative Officer specified in the city’s Continuity of Operations Plan (COOP) shall
fulfill the responsibilities of that role.
Emergency Interim Successors for Appointed Officials
The person designated by the COOP within each city department will serve as the
interim successor if the Department Administrator is unavailable during an emergency.
If the interim successor of a city department is unavailable, the Department
Administrator will have a further designee to fulfill the responsibilities of that role and
direct the actions of each department. These authorities should be clearly
communicated in writing within the department and to the personnel of that
department.
Governing Laws and Authorities
The City of Renton Comprehensive Emergency Management Plan has been developed and is
maintained under the following authorities: State Revised Code of Washington (RCW)
o 35.33.081, Emergency Expenditures – Nondebatable Emergencies
o 35..33.101, Emergency Warrants
o 38.52, Emergency Management
o 38.56, Intrastate Mutual Aid System
o 39.34, Interlocal Cooperation Act
o 49.60.400 Discrimination, Preferential Treatment Prohibited
Washington Administrative Code (WAC)
o 118-04, Emergency Worker Program
o 118-30, Local Emergency Management/Services Organizations, Plans and Programs
o 296-62, General Occupational Health Standards
Federal Public Law
o 93-342, Disaster Relief Act of 1974, as amended by Public Law 100-707, the Robert T.
Stafford Disaster Relief and Emergency Assistance Act
o 96-342, Improved Civil Defense Act of 1980, as amended
o “Federal Civil Defense Act of 1950," as amended.
o 99-499, Superfund Amendments and Reauthorization Act of 1986
City of Renton Comprehensive Emergency Management Plan 26
Glossary
Definitions
Term Definition
After Action Report
(AAR)
A narrative report that presents issues found during an incident or
exercise along with recommendations on how those issues can be
resolved.
Amateur Radio
Emergency Service
(ARES)
The American Radio Relay League (ARRL) public service arm for
providing support primarily to non-government agencies during an
emergency.
American Red Cross
(ARC)
Non-profit organization that provides support of mass care,
sheltering, communication, and other services in times of disaster.
Relies on volunteers to carry out operations.
Annex The purpose of an annex is to describe operations for a particular
function. It defines the function and shows how activities of
various participants in the functional organization are coordinated.
The annex is action-oriented. It is written for, and preferably by,
the person responsible for controlling resources available to
accomplish the objectives of the function in any large-scale
emergency. It is a substantial, freestanding plan that is specific to
carry out a task.
Appendix An appendix contains details, methods, and technical information
that are unique to specific hazards identified as being likely to pose
a threat of disaster in the community. Appendices are
supplementary, helper documents, frequently changing but
without specific direction.
Area Command An organization established to oversee the management of (1)
multiple incidents that are each being handled by an ICS
organization, or (2) large or multiple incidents too which several
Incident Management Teams have been assigned. Area command
has the responsibility to set overall strategy and priorities, allocate
critical resources according to priorities, ensure that incidents are
properly managed, and ensure that objectives are met and
strategies followed. May be established at an EOC or some location
other than an ICP.
Command Staff The Command Staff consists of the Safety Officer, Liaison Officer,
and Public Information Officer, who report directly to the Incident
Commander.
Communications Unit In Incident Command structure, responsible for providing
communication services at an incident, whether it be by phone, in
person, radio, etc.…
Comprehensive
Emergency
Management Network
(CEMNET)
Dedicated 2-way Very High Frequency (VHF) low-band radio
system. Provides direction and control capability for state and local
jurisdictions for administrative use, and during an emergency or
disaster. This is an emergency management net belonging to and
City of Renton Comprehensive Emergency Management Plan 27
Term Definition
managed by the Washington State Military Department,
Emergency Management Division.
Comprehensive
Emergency
Management Plan
(CEMP)
A required plan which addressed the mitigation, preparation,
response and recovery activities associated with emergency
situations.
Concept of Operations
(CONOPS)
User-oriented document that describes the characteristics for a
proposed asset or system from the viewpoint of any individual or
organizational entity that will use it in their daily work activities or
who will operate or interact directly with it.
Continuity of
Operations (COOP)
An internal effort within individual components of a government
to ensure the capability exists to continue essential functions
across a wide range of potential emergencies.
Continuity of
Government (COG)
Measure taken by a government to continue to perform required
functions during and after a severe emergency. COG is a
coordinated effort within each branch of the government to
continue its minimum essential responsibilities in a catastrophic
emergency.
Damage Assessment The process of determining the magnitude of damage and the
unmet needs of the community as the result of a hazardous event.
Debrief/Debriefing A meeting held after an event or disaster to discuss what
happened, lessons learned, and what may or may not be shared
with the public.
Delegated Authority An official mandate calling on the individual holding a specific
position to assume responsibilities and authorities not normally
associated with that position when specified conditions are met.
Direction and Control Defines the management of emergency response and recovery.
Disaster Assessment An event, expected or unexpected, in which a community's
available, pertinent resources are expended, or the need for
resources exceeds availability, and in which a community
undergoes severe danger, incurring losses so that the social or
economic structure of the community is disrupted and the
fulfillment of some or all of the community's essential functions
are prevented.
Duty Officer Generally refers to the person designated to intake and assess
emergency events one 24/7 basis.
Emergency A sudden, usually unexpected event that does or could do harm to
people, resources, property, or the environment. Emergencies can
range from localized events to human, natural, or technological
events that damage or threaten to damage local operations.
City of Renton Comprehensive Emergency Management Plan 28
Term Definition
Emergency Alert
System (EAS)
A federally mandated program established to enable the President,
federal, state, and local jurisdiction authorities to disseminate
emergency information to the public via the Commercial Broadcast
System. Formerly known as the Emergency Broadcast System
(EBS), it requires broadcaster to relay emergency information. This
system is for immediate action emergencies where the public
needs to be informed.
Emergency
Management
The preparation for and the carrying out of all emergency
functions to mitigate, prepare for, respond to, an recover from
emergencies and disasters, to aid victims suffering from injury or
damage resulting from disasters caused by all hazards, whether
natural or technological, and to provide support for search and
rescue operations for persons and property in distress.
Emergency
Management
Assistance Compact
(EMAC)
Agreements that provide for jurisdictions in different states to
provide resources or other support to one another during an
incident.
Emergency
Management Director
The Individual within each political subdivision that has
coordination responsibility for jurisdictional emergency
management.
Emergency
Management Division
(EMD)
Washington State Emergency Management Division, responsible
for coordinating state-wide emergency management activities.
Emergency Medical
Services (EMS)
Emergency Medical Services provides care to the sick and injured
at the scene of any medical emergency or while transporting any
patient in an ambulance to an appropriate medical control,
including ambulance transportation between medical facilities. It
commonly includes trained and licensed emergency care providers
and specialized transportation vehicles
Emergency Operations
Center (EOC)
A central location from which overall direction, control, and
coordination of a single community's response to a disaster will be
established. The EOC is generally equipped and staffed to perform
the following functions: collect, record, analyze, display, and
distribute information; coordinate public information and warning;
coordinate government emergency activities; support first
responders by coordinating the management and distribution of
information and resources and the restoration of services; conduct
appropriate liaison and coordination activities with all levels of
govern
Emergency Operations
Center Director
The staff person assigned to manage the EOC during an activation
or exercise.
Emergency Support
Function
The grouping of government capabilities into an organizational
structure to provide support, resources, program implementation,
and services that are most likely needed to save lives, protect
property and the environment, restore essential services, and
City of Renton Comprehensive Emergency Management Plan 29
Term Definition
critical infrastructure, and help victims and communities recovery
from incidents.
Emergency Work Work that must be done immediately to save lives and to protect
improved property and public health and safety to avert or lessen
the threat of a major disaster
Emergency Worker Emergency worker means any person, including but not limited to,
an architect registered under Chapter 18.08 RCW, a professional
engineer registered under Chapter 18.43 RCW, or a volunteer
registered under RCW 38.52/WAC 118.04 who is registered with a
local emergency management organization for the purpose of
engaging in authorized emergency management activities or is an
employee of the state of Washington or any political subdivision
thereof who is called upon to perform emergency management
activities.
Essential Functions Those functions, stated or implied, that jurisdictions are required
to perform by statute or executive order or are otherwise
necessary to provide vital services, exercise civil authority,
maintain the safety and well-being of the general populace, and
sustain the industrial/economic base in an emergency.
Essential Operations Those operations, stated or implied, that state dep artments and
local jurisdictions are required to perform by stature or executive
order or are otherwise deemed necessary.
Essential Personnel Staff of the department or jurisdiction that are needed for the
performance of the organization’s mission-essential functions.
Evacuation A protective action which involves leaving an area of risk until the
hazard has passed.
Event A planned, non-emergency activity. ICS can be used as the
management system for a wide range of events, e.g. parades,
concerts or sporting events
Facility Any publicly or privately owned building, works, system, or
equipment built or manufactured, or an improved and maintained
natural feature. Land used for agricultural purposes is not a facility.
Federal Disaster
Declaration
See Presidential Declaration.
Federal Emergency
Management Agency
(FEMA)
Agency created in 1979 to provide a single point of accountability
for all federal activities related to disaster mitigation and
emergency preparedness, response, and recovery. FEMA provides
technical advice and funding for state and local emergency
management agencies, manages the President’s Disaster Relief
Fund and coordinates the disaster assistance activities of all federal
agencies in the event of a Presidential Disaster Declaration.
City of Renton Comprehensive Emergency Management Plan 30
Term Definition
Finance Section Chief Responsible for all costs and financial/administrative
considerations of the incident. Part of the Command and General
Staff, reporting to the Incident Commander.
Finance/Administration
Section
Responsible for all costs and financial/administrative
considerations of the incident. Section Chief reports directly to the
Incident Commander.
First Responders Those in occupations that require they respond immediately to an
emergency event. Example: firefighters, law enforcement officers,
emergency medical services personnel, public works.
Government
Emergency
Telecommunications
Service (GETS)
A service providing priority access telephone dialing during circuit
overload conditions.
Governor's
Proclamation of a State
of Emergency
A proclamation by the Governor in accordance with RCW 43.06
and 38.52 which activates the State of Washington Comprehensive
Emergency Management Plan and authorizes State resources to be
used to assist affected political jurisdictions.
Hazard Something that is potentially dangerous or harmful, often the root
cause of an unwanted outcome.
Hazard Identification
and
Vulnerability Analysis
(HIVA)
The HIVA is a comprehensive plan that is the result of a systematic
evaluation of a jurisdiction’s existing natural and technological
hazards. It includes a vulnerability assessment to such hazards and
provides guidance for mitigation efforts.
Hazard Mitigation Any measure that will reduce or prevent the damaging effects of a
hazard.
Hazmat Hazardous Materials.
Hazmat Team Team with specialized training to respond to hazardous materials
incidents.
Incident An occurrence or event, either human-caused or natural
phenomena, that requires action by emergency services personnel
to prevent or minimize loss of life or damage to property and/or
the environment.
Incident Action Plan
(IAP)
The strategic goals, tactical objectives, and support requirements
for the incident. All incidents require an action plan.
Incident Command
Post (ICP)
A centralized base of operations established near the site of an
incident. That location at which primary command functions are
executed; usually collated with the incident base.
Incident Command
System (ICS)
The combination of facilities, equipment, personnel, procedures,
and communications operating within a common organizational
structure for the purpose of coordinating the response to any
event. An all-hazard, on-scene functional management system that
establishes common standards in organization, terminology, and
procedures, provides a means (unified command) for the
City of Renton Comprehensive Emergency Management Plan 31
Term Definition
establishment of a common set of incident objectives and
strategies during multi-agency/multi-jurisdiction operations while
maintaining individual agency/jurisdiction authority, responsibility,
and accountability, and which is a component of the National
Interagency Incident Management Systems (NIMS). An equivalent
and compatible all-hazards, on-scene, functional management
system.
Incident Commander
(IC)
The individual responsible for the management of operations at
the scene of an incident.
Incident Period The time spend during which an incident or event occurs
Incidents of National
Significance
Those high-impact events that require a coordinated and effective
response by an appropriate combination of Federal, State, local,
tribal, private sector, and nongovernmental entities in order to
save lives, minimize damage, and provide the basis for long-term
community recovery and mitigation activities. All Presidential
declared disasters are considered Incidents of National
Significance.
Individual Assistance
(IA)
) Supplementary Federal assistance available under the Stafford
Act to individuals, families, and businesses; includes disaster
housing assistance, unemployment assistance, grants, loans, legal
services, crisis counseling, tax relief, and other services or relief
programs.
Integrated Public Alert
& Warning System
(iPAWS)
It is a modernization and integration of the nation’s alert and
warning infrastructure. Provides public safety officials with an
effective way to alert and warn the public about serious
emergencies using EAS, WEA, NOAA and other public alerting
systems from a single interface.
Interoperable
Communications
Alternate communications that provide the capability to perform
minimum essential departmental or jurisdictional functions, in
conjunction with other agencies, until normal operations can be
resumed.
Joint Information
Center (JIC)
A facility that may be used by affected utilities, state agencies,
counties, local jurisdictions, and/or federal agencies to jointly
coordinate the public information function during all hazards
incidents. May also be conducted virtually.
Liaison Officer The point of contact for assisting or coordinating agencies.
Local Emergency
Declaration
Local Emergency
Planning Committee
(LEPC)
A local planning group appointed by the State Emergency
Response Commission (SERC) to fulfill the planning requirements
for a Local Planning District under the Superfund Amendments and
Reauthorization Act (SARA) of 1986. As the planning body for
preparing local hazardous materials plans.
City of Renton Comprehensive Emergency Management Plan 32
Term Definition
Local Resources The combined resources, of the type needed to respond to a given
hazardous event, of the City and of the private sector. In any
request for state or federal resources, the requesting jurisdiction
must certify that local resources have been, or soon will be,
exhausted.
Logistics Chief In the incident command structure, responsible for resource
management and responding to resource requests. Oversees
Logistics Section. Reports directly to the Incident Command er.
Logistics Section In Incident Command structure, responsible for providing facilities,
services, and materials for an incident or event.
Major Disaster As defined in the Stafford Act, "Any natural catastrophe (including
any hurricane, tornado, storm, high water, wind-driven water, tidal
wave, tsunami, earthquake, volcanic eruption, landslide, mudslide,
snowstorm, or drought), or, regardless of cause, any fire, flood, or
explosion in any part of the United States, which in the
determination of the President causes damage of sufficient
severity and magnitude to warrant major disaster assistance under
this Act to supplement the efforts and available resources of
states, local governments, and disaster relief organizations in
alleviating the damage, loss, hardship, or suffering caused
thereby."
Message Controller A volunteer or staff member charged with recording and
distributing paper based messages in the EOC or public call center.
Message Distributors In the Incident Command structure, responsible for routing
information about resources reporting to the incident, resource
status, and administrative and tactical traffic.
Military Department Refers to the Emergency Management Division, the Army and Air
National Guard, and Support Services.
Mitigation Any sustained actions taken to eliminate or reduce the degree of
long-term risk to human life, property, and the environment from
natural and technological events. Mitigation assumes our
communities are exposed to risks whether or not an emergency
occurs. Mitigation measures include but are not limited to: building
codes, disaster insurance, hazard information systems, land use
management, hazard analysis, land acquisition, monitoring and
inspection, public education, research, relocation, risk mapping,
safety codes, statutes and ordinances, tax incentives and
disincentives, equipment or computer tie downs, and stockpiling
emergency supplies.
Multi-Agency
Coordination (MAC)
A system by which multiple agencies coordinate response and
limited resources.
City of Renton Comprehensive Emergency Management Plan 33
Term Definition
Mutual Aid Agreement
(MAA)
A formal or informal agreement for reciprocal assistance for
emergency services and resources between jurisdictions.
National Incident
Management System
A set of national principles expressly adopted by the City of Renton
for use in this plan and the management of future events. NIMS
provides a systematic, proactive approach guiding government
agencies at all levels, non-government organizations, and the
private sector to work seamlessly to prevent, protect against,
respond to, recover from, and mitigate the effects of incidents,
regardless of cause, size, location, or complexity, in order to
reduce the loss of life or property and harm to the environment.
This system ensures that those involved in incident
response/recovery understand what their roles are and have the
tools they need to be effective.
National Incident
Management System
(NIMS)
A concept that provides for a total approach to all risk incident
management; NIMS addresses the Incident Command System
(ICS), training, qualifications and certification, publications
management, and supporting technology. NIMS outlines a
standard incident management organization called Incident
Command System (ICS) that establishes five functional areas--
command, operations, planning, logistics, and
finance/administration--for management of all major incidents. To
ensure further coordination and during incidents involving multiple
jurisdictions or agencies, the principle of unified command has
been universally incorporated into NIMS. This unified command
not only coordinates the efforts of many jurisdictions, but provides
for and assures joint decisions on objectives, strategies, plans,
priorities, and public communications.
National Response
Framework (NRF)
The plan that establishes the basis for the provision of federal
assistance to a state and the local jurisdiction impacted by a
catastrophic or significant disaster or emergency that result in a
requirement for federal response assistance.
National Warning
System (NAWAS)
The federal portion of the Civil Defense Warning System, used for
the dissemination of warnings and other emergency information
from the National or FEMA Region Warning Centers to Warning
Points in each state. Also used by the State Warning Points to
disseminate information to local Primary Warning Points. Provides
warning information to state and local jurisdictions concerning
City of Renton Comprehensive Emergency Management Plan 34
Term Definition
severe weather, earthquake, flooding, and other activities affecting
public safety.
Non-Essential
Personnel
Staff of the department or jurisdiction wh o are not required for the
performance of the organization's mission-essential functions.
Objectives The specific operations that must be accomplished to achieve
goals. Objectives must be both specific and measurable.
Officer The Incident Command title for individuals responsible for Public
Information, liaison, and Safety.
Operational Period In Incident Command, the period of time scheduled for execution
of a given set of operation actions specified in the Incident Action
Plan
Operations Chief In an incident command structure, a representative of the principal
first response agency having overall incident management
responsibilities in the field; responsible for coordinating support to
individual incident .commanders. Oversees the Operations Section.
Reports to the Incident Commander
Operations Section In an Incident command structure, responsible for all tactical
operation at the incident.
Plan Maintenance Steps taken to ensure the plans are reviewed regularly and
updated whenever major changes occur.
Planning Chief In an incident command structure, responsible for situation
analysis and anticipating future response or recovery needs and
activities. Oversees the Planning Section. Reports directly to the
Incident Commander.
Planning Section In incident command structure, responsible for the collection,
evaluation, and dissemination of information related to the
incident, and for the preparation and documentation of IAPs
Preliminary Damage
Assessment (PDA)
The joint local, state, and Federal analysis of damage that has
occurred during a disaster and which may result in a Presidential
declaration of disaster. The PDA is documented through surveys,
photographs, and other written .information
Preparedness The range of deliberate, critical tasks and activities necessary to
build, sustain, and improve the operational capability to prevent,
protect against, respond to, and recover from domestic incidents.
Within the NIMS, preparedness is operationally focused on
establishing guidelines, protocols, and standards for planning,
training and exercises, personnel qualification and certification,
equipment certification, and publication management.
Presidential Disaster
Declaration
Formal declaration by the President that an Emergency or Major
Disaster exists based upon the request for such a declaration by
the Governor and with the verification of Federal Emergency
Management Agency preliminary damage assessments.
City of Renton Comprehensive Emergency Management Plan 35
Term Definition
Public Assistance (PA) Supplementary federal assistance provided under the Stafford Act
to state and local jurisdictions, special purpose districts, tribes, or
eligible private, nonprofit organizations.
Public Information
Officer (PIO)
The person designated and trained to coordinate disaster related
public information and media relations.
Radio Amateur Civil
Emergency Service
(RACES)
Volunteer ham (amateur) radio operators who provide reserve
communications within government agencies in times of
extraordinary need. Although the exact nature of each activation
will be different, the common thread is communications.
Radio Operators Staff or volunteers assigned to operate radios in the EOC radio
room or in the field.
Radio Room Supervisor Staff member or volunteer assigned to supervise the people and
activities in the EOC radio room.
Recovery A short-term and long-term process. Short-term operations restore
vital services to the community and provide for the basic needs of
the public. Long-term recovery focuses on restoring the
community to its normal, or improved, state of affairs, including
some form of economic viability. Recovery measures include, but
are not limited to, crisis counseling, damage assessment, debris
clearance, decontamination, disaster application centers, disaster
insurance payments, disaster loans and grants, disaster
unemployment assistance, public information, reassessment of
emergency plans, reconstruction, temporary housing, and full-
scale business resumption. Also, the extrication, packaging, and
transport of the body of a person killed in a search and rescue
incident.
Regional Coordination
Framework (RCF)
A mutual aid agreement specific to King County, which
encompasses government agencies, non-profit organizations, and
private businesses.
Renton Emergency
Communication
Service (RECS)
A non-profit team of licensed amateur radio operators who
provide emergency communications capabilities for the City of
Renton, primarily through amateur radio.
Response The actual provision of services during an event. These activities
help to reduce casualties and damage and to speed recovery.
Actions taken immediately before, during, or directly after an
emergency occurs, to save lives, minimize damage to property and
the environment, and enhance the effectiveness of recovery.
Response measures include, but are not limited to, emergency
plan activation, emergency alert system activation, emergency
instructions to the public, emergency medical assistance, staffing
the emergency operations center, public official alerting, reception
and care, shelter and evacuation, search and rescue, resource
mobilization, and warning systems activation.
City of Renton Comprehensive Emergency Management Plan 36
Term Definition
Robert T. Stafford
Disaster Relief and
Emergency Assistance
Act
(Public Law 93-288, as amended) - The act that authorizes the
greatest single source of federal disaster assistance. It authorizes
coordination of the activities of federal, state, and volunteer
agencies operating under their own authorities in providing
disaster assistance, provision of direct federal assistance as
necessary, and provision of financial grants to state and local
jurisdictions as well as a separate program of financial grants to
individuals and families. This act is commonly referred to as the
Stafford Act.
Search and Rescue
(SAR)
The act of searching for, rescuing, or recovering by means of
ground, marine, or air activity any person who becomes lost,
injured, or is killed while outdoors or as a result of a natural or
human-caused event, including instances of searching for downed
aircraft when ground personnel are used. Includes DISASTER,
URBAN, and WILDLAND SEARCH AND RESCUE.
Shelter in Place A protective action that involves taking cover in a building that can
be made relatively airtight. Generally, any building suitable for
winter habitation will provide some protection with windows and
doors closed and heating, ventilation, and air conditioning system
turned off. Increased effectiveness can be obtained in sheltering by
methods such as using an interior room or basement, taping
windows and doors, and other more elaborate systems to limit
natural ventilation. To be used as a protective action, sheltering
requires the ability to communicate to the public when it is safe
and/or necessary to emerge from the shelter.
Stafford Act See Robert T. Stafford Disaster Relief and Emergency Assistance
Act
Staging Area In an Incident Command structure, the location where incident
personnel and equipment are assigned on an immediately
available status.
Task Force A group of any type and kind of resources with common
communications and a leader temporarily assembled for a specific
mission.
Technical Specialist Personnel with special skills who are activated only when needed.
Terrorism The unlawful use of force or violence committed by an individual
or group against persons or property in order to intimidate or
coerce a government, the civilian population, or any segment
thereof in furtherance of political or social objectives.
Unified Command An application of ICS used when there is more than one agency
with incident jurisdiction or when incidents cross political
jurisdictions. Agencies work together through the designated
members of the Unified Command, to establish a common set of
objectives and strategies and a single IAP
City of Renton Comprehensive Emergency Management Plan 37
Term Definition
Warning and
Information
Advising the public of a threatening or occurring hazard and
providing information to assist them in safely preparing for and
responding to the hazard.
Washington State
Mutual Aid Agreement
(WAMAC/WAMAS)
Mutual aid agreement covering all cities, counties, and state
agencies in Washington State.
Acronyms
Acronym Definition
AC Alternating Current
ALS Advanced Life Support
ARC American Red Cross
ARES Amateur Radio Emergency
Services
ARRL Amateur Radio Relay
League
ASL American Sign Language
ATC Applied Technology
Council
BLS Basic Life Support
CAO Chief Administrative
Officer
CBO Community Based
Organization
CDC Center for Disease Control
and Prevention (HHS)
CEMNET Comprehensive
Emergency Management
Network
CEMP Comprehensive
Emergency Management
Plan
CERT Community Emergency
Response Team
COAD Community Organizations
Active in Disasters
COG Continuity of Government
CPG Comprehensive
Preparedness Guidance
CPOD Community Point of
Distribution
CTF FBI Joint Cyber Task Force
Acronym Definition
DHS Department of Homeland
Security
DNRP Department of Natural
Resources and Parks
DOC Department Operations
Center
DOD Department of Defense
DOE Federal Department of
Energy
DOH Department of Health
DOT Department of
Transportation
EAS Emergency Alert System
EHP environmental and
Historic Preservation
EMD Emergency Management
Division
EMG Emergency Management
Group
EMP Emergency Management
Plan
EMS Emergency Medical
Service
EMWIN Emergency Management
Weather Information
Network
EOC Emergency Operation
Center
EPA Environmental Protection
Agency
EPCRA Emergency Planning and
Community Right-To-Know
Act
City of Renton Comprehensive Emergency Management Plan 38
Acronym Definition
ESF Emergency Support
Function
FBI Federal Bureau of
Investigation
FBOD Finance & Business
Operations Division
FEMA Federal Emergency
Management Agency
GIS Geographic Information
System
GMA Growth Management Act
HAZMAT Hazardous Materials
HHS Department of Health and
Human Services
HIVA Hazard Identification and
Vulnerability Assessment
HMP Hazard Mitigation Plan
HOH Hard of Hearing
HR Human Resources
HSEEP Homeland Security
Exercise Evaluation
Program
HSPD Homeland Security
Presidential Directive
HVA Hazard Vulnerability
Analysis
IC Incident Commander
ICS Incident Command System
IMS Incident Management
System
IO Information Officer
JFO Joint Field Office
JIC Joint Information Center
JIS Joint Information System
KCCEMP King County
Comprehensive
Emergency Management
Plan
KCECC King County Emergency
Coordination Center
LEP Limited English Proficiency
LEPC Local Emergency Planning
Committee
Acronym Definition
MAC Multi Agency Coordination
Group
MCI Mass Casualty Incident
MOU Memorandum of
Understanding
MS-IASAC Multi-State Information
Sharing and Analysis
Center
NCH Natural, Cultural, and
Historic
NGO Non-Governmental
Organizations
NICC National Interagency
Coordinating Center
NIFC National Interagency Fire
Center
NIMS National Incident
Management System
NOAA National Oceanic
Atmospheric Association
NRF National Response
Framework
NWCG Northwest Coordination
Group
OEM Office of Emergency
Management
OSHA Occupational Safety and
Health Administration
PDA Preliminary Damage
Assessment
PDA Preliminary Damage
Assessment
PIO Public Information Officer
PSAP Public Safety Answering
Points
RCW Revised Code of
Washington
RDP Regional Disaster Plan
RFA Regional Fire Authority
RHMP Regional Hazard Mitigation
Plan
RRFA Renton Regional Fire
Authority
RSF Recovery Support Function
City of Renton Comprehensive Emergency Management Plan 39
Acronym Definition
SAR Search and Rescue
SARA Superfund Amendments
and Reauthorization Act
SBA Small Business
Administration
SERC State Emergency Response
Commission
SOG Standard Operating
Guidelines
SOP Standard Operating
Procedure
TASKC Regional Animal Services
of King County
UCG Washington State Cyber
Unified Coordination
Group
US United States
UW University of Washington
WAC Washington
Administrative Code
WAEMD Washington State
Emergency Management
Division
WASART Washington State Animal
Response Team
WSDA Washington State
Department of Agriculture
WSDOT Washington State
Department of
Transportation
WSDOT Washington State
Department of
Transportation
WSP Washington State Patrol
WSP HTCU Washington State Patrol
High Tech Crimes United
EMERGENCY SUPPORT FUNCTION 1: TRANSPORTATION
Primary Agency: City of Renton Public Works Department
Support Agencies: City of Renton Community Services Department
City of Renton Executive Department
City of Renton Police Department
King County Transportation Department
King County/Metro Transit
Private Rail Carriers
Puget Sound Energy
Renton School District Transportation
Seattle City Light
Washington State Department of Transportation
Introduction
Purpose
Emergency Support Function (ESF) 1: Transportation is to provide, in a coordinated manner, the
resources (human, technical, equipment, facility, materials and supplies) of internal and
external department and agencies to support emergency transportation needs during and
emergency or disaster impacting the City of Renton.
Scope
The City of Renton Emergency Operations Center (EOC) will coordinate with county, state and
federal agencies to supplement the transportation resource needs of the city departme nts.
Priorities for these resource requests and their allocation will also be determined in
coordination with the City of Renton EOC. These priorities will be established consistent with
the mission of this plan that calls first for the protection of life, then property, the environment,
and finally the economy.
Policies
The City of Renton Public Works Department will act as the lead agency for transportation
related issues, and as such will be responsible for three operational functions. The first is to
identify and ensure the integrity of local transportation routes for emergency response. The
second is to coordinate transportation resources with city departments as outlined above
under Scope. Third, upon activation of the City of Renton EOC, the City of R enton Public Works
Department will fill the Incident Management System (IMS) role of Ground Support/
Transportation Unit, ensuring a smooth operational transition towards large event
management.
City of Renton Comprehensive Emergency Management Plan 41
Situation
Emergency/Disaster Hazards and Conditions
The City of Renton Hazard Mitigation Plan identifies the natural and technological emergencies
or disasters the City of Renton may experience that could severely damage transportation
systems. Local transportation systems and activities could be hampered by damaged
infrastructures and disrupted communications. Specific hazards of note that would affect
transportation infrastructure include earthquake (direct damage), windstorm (debris blocking
roads), winter storms (making roads impassable), flooding (direct damage, debris deposits, or
impassable roads).
Planning Assumptions
The local transportation infrastructure will most likely sustain damage in a major
earthquake, and may be damaged in other disasters. The degree of damage will
determine the effectiveness and efficiency of the response and recovery efforts.
Disaster response and recovery activities, which require the use of the transportation
system, may be difficult to coordinate effectively when transportation infrastructure is
negatively affected.
The immediate need for the use of the transportation system for response and recovery
activities will most likely exceed the capabilities of city resources, requiring assistance
from private, county, state and federal agencies to support the local efforts.
Concept of Operations
General
It is the policy of the City of Renton that public transportation authorities are responsible for
restoring transportation systems under their control. The City of Renton Public Works
Department is the primary agency responsible for the assessment of damages to highway and
road transportation routes in the City of Renton.
Organization
The responsibility for assessment and identification of functional transportation systems in the
City of Renton is the City of Renton Public Works Departm ent. Public transportation authorities
are responsible for the restoration of transportation systems under their control.
A Ground Support/Transportation Unit from the City of Renton Public Works Department will
organize transportation resources and maintain liaison with transportation authorities. The
Transportation Unit is located in the Logistics Section of the Incident Management System.
Procedures
City of Renton Comprehensive Emergency Management Plan 42
Transportation Systems
The procedures for the assessment and restoration of transportation systems are
located with the City of Renton Public Works Department or the agency having the
system under their control.
Transportation Resources
Although an Incident Command Post or Departmental Operations Center (DOC) may
directly manage requests for transportation resources in smaller incidents, in a disaster
or complex incident, resource ordering will be coordinated with the City of Renton EOC
to eliminate potential duplication of requests and ensure overall incident priorities are
met. When the local resources are depleted, requests will be made through the county
or state.
Procedures for the coordination of transportation resources are located under the
Logistics Section of the City of Renton EOC procedures.
Mitigation Activities
Primary Agency
City of Renton Public Works Department
Mitigate transportation systems to increase the integrity and decrease damage
potential. This would include the construction of over/underpasses at rail crossings.
Support Agency
City of Renton Executive Department
Provide hazard information that may influence the staging or site storage of resources.
Preparedness Activities
Primary Agency
City of Renton Public Works Department
Develop and maintain departmental standard operating procedures and
checklists in accordance with this plan.
Develop an inventory of transportation resources in coordination with the
Renton Executive Department.
Participate in emergency management training, drills, and exercises in support of
this ESF.
Identify transportation routes that would support an evacuati on.
Support Agency
City of Renton Executive Department
City of Renton Comprehensive Emergency Management Plan 43
Coordinate with City of Renton Public Works Department to ensure operational
readiness.
Develop an inventory of transportation resources in coordination with the City of
Renton Public Works Department.
Participate in emergency management training, drills and exercises in support of
this ESF.
Response Activities
Primary Agency
City of Renton Public Works Department
Coordinate the mobilization of personnel and equipment necessary for the
assessment of transportation systems.
Conduct damage assessment to highway and road transportation routes.
Identify and coordinate emergency transportation routes in the City of Renton.
Brief deployed personnel on the known hazards and designated assignments.
Forward information of damaged transportation systems and emergency
response routes to other departments and the City of Renton EOC consistent
with the Incident Management System.
Provide limited transportation of critical supplies.
Provide a representative to the City of Renton EOC if requested.
Support Agencies
City of Renton Executive Department
Activate the City of Renton EOC, when requested.
Coordinate the release of public information and warning.
Notify the county or state of the need for activation of the Emergency Alert
System (EAS) and the potential need for transportation resources.
Provide damage assessment information as outlined in the Damage Assessment
Annex of the City of Renton Comprehensive Emergency Management Plan.
City of Renton Police Department
Provide damage assessment information as outlined in the Damage Assessment
Annex of the City of Renton Comprehensive Emergency Management Plan.
Washington State Department of Transportation
Conduct aerial reconnaissance and photographic missions, as requested, if
resources are available.
Provide a liaison to the City of Renton EOC through the county or state EOC.
Provide personnel and equipment required for engineering services as related to
the state transportation system.
Recovery Activities
City of Renton Comprehensive Emergency Management Plan 44
Primary Agency
City of Renton Public Works Department
Reconstruct, repair and maintain the city transportation system, including the
designation of alternate routes in coordination with the county and state.
Conduct damage assessment of city transportation systems and facilities, as a
member of the Preliminary Damage Assessment (PDA) team.
Provide support and coordination with the State Department of Transportation
for the assessment and restoration of state transportation systems through the
City of Renton EOC, if activated, or the City of Renton Executive Department.
Provide documentation to the City of Renton EOC or designated Applicant Agent
for the city, of costs incurred for the response and recovery efforts of city
transportation systems.
Provide information identifying alternate transportation routes to the City of
Renton EOC.
Support Agencies
City of Renton Executive Department
Washington State Department of Transportation
Coordinate recovery activities with the City of Renton Public Works Department.
Responsibilities
Primary Agency
City of Renton Public Works Department
Coordinate transportation related emergency management activities in support
of the City of Renton’s Comprehensive Emergency Management Plan.
Develop and maintain standard operating guidelines in support of the City of
Renton’s Comprehensive Emergency Management Plan.
Act as the primary agency for damage assessment on all city transportation
systems.
Provide a representative to the City of Renton EOC as requested.
Coordinate with and provide transportation system information to the City of
Renton EOC or the City of Renton Office of Emergency Management.
Support Agencies
City of Renton Executive Department
Activate the EOC
City of Renton Comprehensive Emergency Management Plan 45
Coordinate information and transportation resources with the City of Renton
Public Works Department, county, state and outside agencies.
City of Renton Community Services Department
City of Renton Police Department
Support the City of Renton Public Works Department by providing available
resources for damage assessment, emergency traffic control, repair, etc., of
transportation systems.
Washington State Department of Transportation
Support the City of Renton in transportation emergency management activities
for state transportation routes.
Puget Sound Energy
Seattle City Light
Provide personnel and equipment, when requested, to restore city
transportation routes affected by utility damage under their control.
Private Rail Carriers
Provide personnel and equipment, when requested, to restore city
transportation systems affected by rail damage under their control.
Renton School District Transportation
Support the City of Renton by coordinating school buses for the movement of
people.
King County Transportation Department
Coordinate the use of available equipment and personnel resources to assist
with emergency or disaster requirements.
King County/METRO Transit
Coordinate the use of available equipment and personnel resources to assist
with emergency or disaster requirements.
Resource Requirements
Refer to the City of Renton Public Works Department Resource Manual or the City of Renton
EOC procedures.
City of Renton Comprehensive Emergency Management Plan 46
References
City of Renton Hazard Mitigation Plan
City of Renton EOC procedures
King County Comprehensive Emergency Management Plan
Washington State Comprehensive Emergency Management Plan
Washington State Department of Transportation Disaster Plan
Puget Sound Regional Transportation Recovery Plan
Evacuation Annex to this plan
Terms and Definitions
See Basic Plan
Appendices
None
City of Renton Comprehensive Emergency Management Plan 47
EMERGENCY SUPPORT FUNCTION 2: COMMUNICATIONS,
INFORMATION SYSTEMS, AND WARNING
Primary Agency: City of Renton Executive Department
Support Agencies: City of Renton Administrative Services Department
City of Renton Community Services Department
City of Renton Police Department
City of Renton Public Works Department
King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center
Renton Emergency Communication Service
Renton Regional Fire Authority
Valley Communications Center
Washington State Emergency Management Division
Introduction
Purpose
The purpose of Emergency Support Function 2 (ESF) is to provide guidance for organizing,
establishing, and maintaining the communications capabilities necessary for the operational
requirements for the City of Renton in preparing for, responding to and recovering from
emergencies and disasters.
ESF 2 also identifies methods for rapid alerting and warning of city officials and the general
public of a potential or occurring emergency or disaster.
Scope
This ESF describes the coordination of the departments’ actions within the City of Renton that
need to be taken to establish and maintain communications and warning support in
preparation for, response to, and recovery from an emergency or disaster which affects the
population and government operations in the City of Renton. It also addresses special
considerations for communicating with significant segments of the population with limited
English proficiency and those with access or functional needs.
The systems used include voice, data, internet, radio, or personal contact through voice,
pictures, gestures, or by leveraging existing social networks. Specific procedures are addressed
in the policy and procedure manuals of participating departments and agencies.
City of Renton Comprehensive Emergency Management Plan 48
Policies
It is the policy of the City of Renton to use normal communications and warning systems as
much as possible during an emergency or disaster. The city aims to communicate emergency
messages in a manner which can be understood by its diverse population. The City of Renton
will prioritize available communications systems with life safety first, followed by critical
government functions, the protection of property, the environment and the economy. In the
event communication support is needed beyond available capabilit ies, the City of Renton will
request assistance through the King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center or directly to Washington State
Emergency Management Division.
Situation
Emergency/Disaster Hazards and Conditions
The Basic Plan portion of this plan identifies the natural and technological emergencies or
disasters the City of Renton may experience that require full support of their communication
systems.
The city's communications systems may be overwhelmed, damaged or destroyed by a natural
or technological disaster when they are needed the most. As backup communication is limited,
it will be necessary to assess, prioritize and allocate the use of all working systems.
Planning Assumptions
The City of Renton’s primary concern will be with lifesaving responses and the
restoration of vital city services necessitating the use of communication systems.
Communication systems are vulnerable, and depending on the nature of the disaster
and the extent of damage, repairs to these systems may take months.
The 800 MHz radio system may be overwhelmed and unable to handle all public safety
and emergency responder radio transmissions.
The City of Renton does not have a single warning system to alert the populati on of an
emergency or disaster, but would likely need to use multiple systems and approaches.
The nature of the incident may not allow the time to provide for warning.
Emergency information or warning relayed to the media is publicized at the discretion of
the broadcasters.
The activation of the Emergency Alert System (EAS) can be requested by the City of
Renton, but the city is not an EAS warning point and does not control the use of that
warning resource.
Following an emergency or disaster, people within Renton will expect to be informed of
the actions the City of Renton is taking to protect life and property loss.
Reverse dial telephone notification systems databases will not include all telephone
numbers of affected individuals.
Communication systems may not have sufficient capacity to handle the traffic generated
by emergency conditions.
City of Renton Comprehensive Emergency Management Plan 49
The city may be forced to rely on alternate communication systems when normal
communication systems are overwhelmed or inadequate.
Not all warning and emergency notification messages will reach the intended audiences
due to disruptions in communication systems.
Members of the community with limited English proficiency and those with access and
functional needs will have additional difficulties in receiving and understanding warning
and emergency notification messages if special efforts are not made to reach them.
Technological limitations may prevent communication with the general public, including
those with limited English proficiency and those with access or functio nal needs.
Concept of Operations
General
It is essential for the City of Renton to have reliable communications for day to day operations,
warning capabilities, response and recovery efforts, and coordination with other organizations.
The Incident Command System organization responding to the disaster or emergency will
establish a communications plan for the field units and other organizations responsible for
response and recovery efforts. The City of Renton Emergency Operations Center (EOC) may
assist Incident Command in communications coordination. Additional communication resources
may be requested by the city through the King County Office of Emergency
Management/Regional Communications and Emergency Coordination Center or to Washington
State Emergency Management Division directly.
Methods of warning the public include:
Radio and television broadcasts including City of Renton Cable Channel. Commercial
broadcasts are at the discretion of the media broadcaster.
City of Renton Critical Emergency Information web page on therentonwa.gov web site,
including e-alerts that send a text message to indicate updates to that page.
A reverse dialing system based on the E-911 landline database, which includes TDD/TTY
capability as well as text messaging options, and allows individuals to opt-in their cell
phone numbers.
National Oceanic Atmospheric Association (NOAA) Weather Radio (announces weather
forecasts only). Weather warnings, watches and advisories are issued by the National
Weather Service over the NOAA Weather Radio and other avenues.
EAS (Emergency Alert System) Relay Network (Public Safety radio and the broadcast
industry) (See Appendix 1 Emergency Alert System)
In some situations, door to door notification.
Additional communication resources for the City of Renton include:
Regular telephones
Cellular telephones
Pagers
Facsimiles
City of Renton Comprehensive Emergency Management Plan 50
Satellite telephones
800 MHz radio system
VHF radio
City of Renton e-mail (in-house notification system only)
CEMNET (Comprehensive Emergency Management Network) - Two way VHF radio
system for contact with the State EOC at Camp Murray.
Renton Emergency Communication Service (RECS) amateur radio volunteer group which
is registered as both a RACES (Radio Amateur Civil Emergency Services) and ARES
(Amateur Radio Emergency Services) group - Two-way communication via voice, limited
continuous wave/Morse code, limited radio teletype, and packet using amateur radio
frequencies.
NAWAS (National Warning System) - Federal landline warning system connecting the
state warning network. The primary "drop" is located in King County Dispatch.
Valley Communication Center – regional 9-1-1 public safety dispatch center.
Use of message runners or couriers to convey written or verbal messages between
locations if all communications are disrupted.
Use of social media sites such as Twitter, Facebook, Snapchat, Instagram, Periscope and
NextDoor.
Neighborhood Information Centers – publicized locations where written messages can
be posted for the public when electronic and media communications are unavailable.
Use of universal symbols to convey messages without words.
Leveraging community-based social networks, which may include word of mouth, email,
social media, and other means of informal information sharing by the public.
Utilizing interpreters/translators to provide messaging that can be understood by
significant segments of the population with limited English proficiency.
Organization
The responsibility for development, coordination and maintenance of communication systems
for day to day operations rests with individual departments. Technical expertise and support for
these systems may be provided by the City of Renton’s Administrative Services Department
(telephone and electronic) or the Public Works Department (radio) depending on the mode of
communication.
Procedures
Incident Command procedures are dictated by the National Incident Management
System.
Procedures detailing responsibility for and operation of emergency communications
equipment are located in the City of Renton EOC procedures, maintained separa tely.
Procedures detailing the activation of warning systems are found in the City of Renton
EOC Duty Officer Manual, maintained separately.
Mitigation Activities
Primary Agency
City of Renton Comprehensive Emergency Management Plan 51
City of Renton Executive Department
Support Agencies
City of Renton Administrative Services Department
Establish a mitigation program for all city computer and communications
systems to protect them from the effects of an emergency or disaster. Included
in this program will be the seismic protection of all essential city computer a nd
communications systems.
Explore new technologies designed to improve the reliability of communication
systems.
City of Renton Public Works Department
Establish a mitigation program for all radio and wireless communications
systems to protect them from the effects of an emergency or disaster.
Explore new technologies designed to improve the reliability of radio and
wireless communication systems.
Preparedness Activities
Primary Agency
City of Renton Executive Department
Maintain day to day operations of communications systems within headquarters,
and the City of Renton EOC.
Establish and maintain standard operating procedures for emergency operations
for those emergency communications, alert, and warning tools within their
control.
Work with RECS representatives to develop an amateur radio program that
supports emergency management operations in the City of Renton.
Provide or participate in emergency management training, drills and exercises in
support of this ESF.
Maintain inventory records of assigned equipment and report damage/needed
repairs to appropriate staff.
Pre-stage relevant emergency messages and/or maps for the automated
emergency notification system.
Maintain a resource list of translation/interpreter services.
Support Agencies
City of Renton Administrative Services Department
City of Renton Community Services Department
City of Renton Police Department
City of Renton Public Works Department
City of Renton Comprehensive Emergency Management Plan 52
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Renton Emergency Communication Service
Renton Regional Fire Authority
Valley Communications Center
Washington State Emergency Management Division
Maintain day to day operations of communications systems within the scope of
their access and expertise.
Establish and maintain standard operating procedures for emergency operations
for those emergency communications, alert, and warning tools and resources
within their control.
Participate in emergency management training, drills and exercises in support of
this ESF.
Make provisions for alternate communications at each site where significant
emergency activities are coordinated.
Maintain inventory records of assigned equipment and report damage/needed
repairs to appropriate staff.
Provide guidance or resources within their area of expertise to the City of Renton
Office of Emergency Management to pre-stage relevant emergency messages
and/or maps for use in emergency notifications.
Response Activities
Primary Agency
City of Renton Executive Department
Notify city officials and other city departments of emergency or disaster
situation.
Activate public warning and alerting systems.
Activate the City of Renton EOC if requested.
Activate the Renton Emergency Communication Service if needed.
Request communications support from the King County Office of Emergency
Management/Regional Communications and Emergency Coordination Center
and/or the Washington State Emergency Management Division if needed.
Follow standard operating procedures for emergency communications.
Relay incident information to the King County Office of Emergency
Management/Regional Communications and Emergency Coordination Center
and/or the Washington State Emergency Management Division.
Provide staff, as available, to assist in the communications function as needed.
Communicate information vital to the protection of life, property and the
environment to the City of Renton EOC.
Follow standard operating procedures for emergency operations.
City of Renton Comprehensive Emergency Management Plan 53
Update and publish information to the emergency information web page if the
necessary systems are accessible and operational.
Work together with the other city departments to develop content of warning
messages.
Coordinate the communication strategy for reaching significant segments of the
population with limited English proficiency.
Support Agencies
City of Renton Administrative Services Department
City of Renton Community Services Department
City of Renton Police Department
City of Renton Public Works Department
King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center
Renton Emergency Communication Service
Renton Regional Fire Authority
Valley Communications Center
Washington State Emergency Management Division
Provide staff, as available, to assist in the communications function as needed.
Communicate information vital to the protection of life, property and the
environment to the City of Renton EOC.
Follow standard operating procedures for emergency operations.
City of Renton Police Department
In conjunction with ESF 13, Police Department Amber Alert follow Washington
State Patrol procedures for Missing and Unidentified Person.
Assist in notifying the public of an imminent emergency according to agency
procedures and resources.
Provide technical information regarding fire, hazardo us materials, or other
hazards to the City of Renton EOC to assist in crafting appropriate emergency
messages.
King County Office of Emergency Managem ent/Regional Communications and
Emergency Coordination Center
Maintain communication with the City of Renton EOC
Renton Emergency Communication Service
Provide staff, as available, to assist in the communications function as needed.
Provide communications support to emergency operations, as requested,
relaying information as directed by city staff.
City of Renton Comprehensive Emergency Management Plan 54
Follow standard RACES (Radio Amateur Civil Emergency Services) operating
procedures and City of Renton EOC operating procedures for emergency
operations.
Renton Regional Fire Authority
Assist in notifying the public of an imminent emergency according to agency
procedures and resources.
Provide technical information regarding fire, hazardous materials, or other
hazards to the City of Renton EOC to assist in crafting appropriate emergency
messages.
Recovery Activities
Primary Agency
City of Renton Executive Department
Coordinate the repair and restoration of overall communication systems through
the Incident Management System and through the City of Renton EOC.
Repair and restore communication systems within the scope of their access and
expertise, or coordinate and direct the restoration of those systems.
Continue to provide public information and warning regarding recovery
activities. (See ESF #15)
Support Agencies
City of Renton Administrative Services Department
City of Renton Community Services Department
City of Renton Police Department
City of Renton Public Works Department
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Renton Regional Fire Authority
Valley Communications Center
Washington State Emergency Management Division
Repair and restore communication systems within the scope of their access and
expertise, or coordinates and directs the restoration of those systems.
Renton Emergency Communication Service
Continue to provide communication support for emergency operations, as
needed and directed by city staff.
Repair and restore amateur radio communication systems or provides technical
information or recommendations on the restoration of those systems.
City of Renton Comprehensive Emergency Management Plan 55
Responsibilities
Primary Agency
City of Renton Executive Department
Assess and allocate emergency communication resources during a disaster.
Provide alert and warning of the incident to the Mayor and city officials.
Maintain operational procedures for the activation of warning systems and
implement them appropriately.
Develop a functional RACES program that provides communications support for
emergency operations.
Coordinate maintenance and repair of the division’s radio communication
equipment.
Request additional communication equipment through the King County Office of
Emergency Management/Regional Communications and Emergency
Coordination Center or the Washington State Emergency Management Division
if necessary.
Coordinate the alert, warning and notification with other public information
functions covered in ESF #15
Support Agencies
City of Renton Community Services Department
City of Renton Police Department
City of Renton Public Works Department
Renton Regional Fire Authority
Coordinate maintenance and repair of their respective radio communication
equipment.
Establish a Departmental Operations Center (DOC) when department resources
require close monitoring, restricted or modified communications, and
prioritization of dispatched response.
Provide available nonessential technical communication resources to the City of
Renton EOC as requested.
Provide, upon request, personnel with skills in the area of communications to
work with Administrative Services or the City of Renton EOC Communications
Section to re-establish systems.
City of Renton Administrative Services Department
Coordinate the restoration of city government communication capabilities.
Provide equipment, maintenance and software support for telephone and
computer operations during an emergency or disaster.
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
City of Renton Comprehensive Emergency Management Plan 56
Develop the 800 MHz radio system for local emergency responders.
Coordinate the restoration of the 800 MHz radio system, if necessary.
Valley Communications Center
Develop procedures for emergency restoration of dispatch communications.
Renton Emergency Communication Service
Develop an amateur radio communications system in cooperation with the City
of Renton Office of Emergency Management that supports emergency
management operations.
Activate a notification/callout system of staff when requested.
Maintain a deployment plan for staffing critical locations specified by city staff.
Resource Requirements
Technical and support staff will be necessary to expedite the establishment of critical
communication systems. Equipment and supplies should be cached to support operations for a
minimum of 3 days. Alternate power sources should be available to operate electricity
dependent systems.
References
City of Renton EOC procedures
City of Renton EOC Duty Officer Manual
King County Emergency Management Plan
Washington State Comprehensive Emergency Management Plan
King County Amateur Radio Plan
Valley Communications Emergency Restoration Procedures
Puget Sound Regional Catastrophic Disaster Coordination Plan
RCW 38.52.070, Modified by Substitute Senate Bill 5046, Effective 7/23/2017
Memorandum of Understanding between City of Renton and Renton Emergency
Communication Service.
Terms and Definitions
Significant segment of the population means 5% of the total population of the city, or
1000 persons, whichever is smaller.
Limited English proficiency populations refers to language groups who self-identify as
not speaking English very well.
Access and functional needs includes those people who may have specific needs related
to the emergency incident. In the context of this ESF, this includes those members of
community who are blind, visually impaired, deaf, and/or have experienced hearing
loss.
Also see Basic Plan.
City of Renton Comprehensive Emergency Management Plan 57
Appendices
None
City of Renton Comprehensive Emergency Management Plan 58
EMERGENCY SUPPORT FUNCTION 3: PUBLIC WORKS AND
ENGINEERING
Primary Agency: City of Renton Public Works Department
Support Agencies: City of Renton Community and Economic Development Department
City of Renton Community Services Department
City of Renton Police Department
City of Renton Executive Department
Renton Regional Fire Authority
King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center
King County/Metro Transit
Puget Sound Energy
Seattle City Light
Washington State Department of Transportation
Introduction
Purpose
Emergency Support Function (ESF) 3 is developed for the coordination of engineering and
public works activities. This includes emergency construct ion, demolition, repair, operation and
management of water, waste water, storm water and transportation systems, the inspection of
facilities for structural condition and safety, maintenance and repair of city vehicles, and the
coordination of heavy equipment resources required to support emergency operations of the
City of Renton.
Scope
The City of Renton Public Works Department support includes technical advice and evaluations,
engineering services, construction management and inspection, emergency contr acting,
emergency repair of water, stormwater and waste water facilities, emergency response to
transportation routes, provision of potable water and emergency power. Activities within the
scope include:
Coordination of mitigation and preparedness activities.
Assists in the damage assessment immediately following the event.
Emergency clearance of debris to allow access to emergency responders to protect life,
property and the environment.
Removal of debris from public streets and roads.
City of Renton Comprehensive Emergency Management Plan 59
Temporary repair or replacement of emergency access routes to include damaged
streets, roads, bridges, and any other facilities necessary for passage of emergency
responders.
Emergency restoration of critical utility systems including temporary restoration of
water supply, waste water collection systems and drainage.
Emergency contracting to support public health and safety.
Assist in the preparation of Preliminary Damage Assessment reports as required.
Support other ESF's as outlined in the City of Renton Comprehensive Emergency
Management Plan (CEMP).
Policies
It is the policy of the City of Renton to provide public works response services to lands and
facilities under city jurisdiction. Response to private property problems shall be performed only
when a city facility, such as a utility is causing the problem or when life or public health is
threatened. The City of Renton Public Works Department may assist in the evaluation of unsafe
conditions on private property giving recommendations for repair or restoration. The City of
Renton Community and Economic Development Department may provide a structural engineer
to assess conditions on private property if there is an immediate threat to life.
Situation
Emergency/Disaster Hazards and Conditions
The City of Renton Hazard Mitigation Plan identifies the natural and technological emergencies
or disasters the City of Renton may experience that could overwhelm the City of Renton Public
Works Department. An emergency or disaster could damage or destroy structures, streets,
signals, or water, storm drainage and sewer utility systems.
Public Works personnel may also be affected by the event and unable to work or obtain the
necessary equipment to perform their standard operating procedures. Additional resources
may not be available to the city to meet emergency requirements. County, state or federal
assistance may be necessary to ensure a timely, efficient, and effective response and recovery
from the event.
Planning Assumptions
Damage assessment teams will need to be formed to establish re sponse routes and
potential work responsibilities.
Debris clearance and emergency road repairs will be given priority to support immediate
lifesaving emergency response.
Water supplies and infrastructure for firefighting will be evaluated and priority giv en to
those areas most critical.
City of Renton engineering and construction personnel and equipment may be
overwhelmed requiring resource assistance from outside the jurisdiction of the city.
Emergency supplies of potable drinking water will be coordinated system wide or at pre-
designated locations such as functional water reservoirs.
City of Renton Comprehensive Emergency Management Plan 60
Previously inspected structures and city utility systems will require re-evaluation when
after-shocks occur following an earthquake, or, in other disasters, whenever conditions
of the disaster substantially worsen.
Concept of Operations
General
The City of Renton Public Works Department will coordinate engineering and construction
activities, communicating with support agencies such as city departments, the City of Renton
Emergency Operations Center (EOC) and the Washington State Department of Transportation
as necessary to determine potential tasks.
Damage assessment will be conducted for this ESF in conjunction with ESF 1 - Transportation
and the Damage Assessment Annex, which will be forwarded to the City of Renton Public Works
Department and the City of Renton EOC, if activated. The City of Renton Public Works
Department will then develop Incident Action Plans with the support of ESF 5 - Emergency
Management and ESF 14 - the City of Renton Disaster Recovery Plan, for response and recovery
activities.
Organization
The Primary Agency responsible for the coordination of this ESF is the City of Renton Public
Works Department. They will provide public works and engineering assistance, as resources
allow, meeting the city's needs in an emergency or disaster.
Procedures
Refer to the City of Renton Public Works Operations Emergency Management Plan.
Mitigation Activities
Primary Agency
City of Renton Public Works Department
Mitigate city utility systems to increase the integrity and decrease damage
potential.
Implement hazard mitigation in the development of policy, issuing of permits
and the design and construction of city facilities, including water, sewer,
drainage, and street facilities and structures. This mitigation program will include
the designation of methods to support emergency power sources for city wells,
sewer pumping stations and fuel supplies necessary to public works operations.
Identify opportunities to lessen the effects of future emergencies or disasters
and makes them known to all agencies that could be impacted.
Support Agencies
City of Renton Comprehensive Emergency Management Plan 61
City of Renton Community and Economic Development Department
City of Renton Community Services Department
City of Renton Executive Department
Renton Regional Fire Authority
City of Renton Police Department
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Puget Sound Energy
Seattle City Light
Washington State Department of Transportation
Identify opportunities to lessen the effects of future emergencies or disasters
and makes them known to the City of Renton Public Works Department.
Preparedness Activities
Primary Agency
City of Renton Public Works Department
Develop policies and procedures for emergency response and recovery for public
works activities.
Ensure that field personnel have training, proper protection and equipment
necessary for response to an emergency or disaster.
Provide regular training to staff for home and work emergency preparedness.
Provide a liaison for city support agencies, Washington State Department of
Transportation and Puget Sound Energy.
Work with neighboring jurisdictions and water districts to establish mutual aid
and inter-local agreements.
Provide and participates in emergency management training, drills and exercises
in coordination with the City of Renton Office of Emergency Management, in
support of this ESF.
Support Agencies
City of Renton Community and Economic Development Department
City of Renton Community Services Department
City of Renton Executive Department
City of Renton Police Department
Renton Regional Fire Authority
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
City of Renton Comprehensive Emergency Management Plan 62
Puget Sound Energy
Seattle City Light
Washington State Department of Transportation
Provide training to ensure personnel are prepared to accomplish their response
and recovery activities in support of the City of Renton Public Works
Department.
Response Activities
Primary Agency
City of Renton Public Works Department
Provide personnel to conduct post disaster safety evaluation of buildings in
accordance with the Damage Assessment Annex.
Organize trained personnel to perform preliminary damage assessment of city
roads, bridges and utility systems.
Coordinate the city flood fighting operations.
Coordinate with support agencies to supply requested services and resources.
Request activation of the City of Renton EOC, if necessary
Perform or contracts major recovery work to restore damaged public facilities
under Public Law 93-288, the Disaster Relief Act.
Provide for the identification and preservation of essential records.
Provide operational control of traffic signals and flashers under the city's
jurisdiction.
Provide technical advice and limited resources for emergency disposal of
contaminated soil on city property.
Organize trained personnel to perform preliminary damage assessment of city
roads, bridges, utility systems, city vehicles and equipment.
Provide debris clearance (except on private property), emergency protective
measures, emergency and temporary repairs and/or construction on city lands,
roads, dikes, drainage, storm/sanitary sewer and water systems, and facilities.
Provide light and heavy construction equipment, supplies and personnel.
Provide for emergency restoration of city roads, water and storm/sewer
systems, construction equipment, and emergency vehicles.
Coordinate and provide for the placement of traffic control signs and barricades
for road closures, detours and potential road hazards. Provide operational
control of traffic signals and flashers under city jurisdiction.
Monitor city water supply for possible contamination.
Coordinate with support agencies to supply requested services and resources.
Request activation of the City of Renton EOC, if necessary.
Request public works resources from neighboring jurisdictions or districts
through pre-existing verbal agreements.
Register, train and coordinate volunteer workers as needed for activities
associated with this ESF.
City of Renton Comprehensive Emergency Management Plan 63
Provide and maintain city vehicles.
Support Agencies
City of Renton Executive Department
Activate the City of Renton EOC, when requested.
Request activation of damage assessment teams.
Prepare and forward situation reports to the King County Office of Emergency
Management/Regional Communications and Emergency Coordination Center or
the Washington State EOC.
Provide communication resources and support as needed.
Provide personnel to the damage assessment teams.
Renton Regional Fire Authority
Provide hazardous materials personnel and equipment to support City of Renton
Public Works Department response and recovery activities, when requested.
Provide fire suppression personnel and equipment to support City of Renton
Public Works Department response and recovery activities.
City of Renton Community Services Department
Provide maintenance personnel and equipment to support public works
response and recovery activities.
Provide Parks personnel to the damage assessment teams.
City of Renton Community and Economic Development Department
Conduct damage assessment of City of Renton Public Works Department
structures in accordance with the Damage Assessment Annex.
Provide a structural engineer to assess conditions on private property if there is
an immediate threat to life.
City of Renton Police Department
Provide police personnel and equipment to support public works response and
recovery activities.
Provide communication resources and support as needed.
King County Office of Emergency Management/Regional Communicatio ns and
Emergency Coordination Center
Provide support and resource allocation for City of Renton Public Works
Department response and recovery activities, when requested.
King County/Metro Transit
Provide resources and technical support for City of Renton Public Works
Department response and recovery activities.
City of Renton Comprehensive Emergency Management Plan 64
Washington State Department of Transportation
Reconstruct, repair, and maintain state transportation systems.
Notify City of Renton Public Works Department regarding the status of the state
transportation systems through Renton.
Coordinate with City of Renton Public Works Department on the designation of
alternate transportation routes.
Provide personnel to be part of the preliminary damage assessment team for
City of Renton Public Works Department transportation systems and facilities,
when requested.
Puget Sound Energy
Seattle City Light
Provide damage assessment evaluations to the City of Renton Public Works
Department or the City of Renton EOC if activated, to include identification of
outages and main breaks, their locations, and probable restoration times on the
utility systems within the City of Renton.
Coordination with Federal, State and Local Regulatory Agencies
United States Army Corps of Engineers
United States Environmental Protection Agency
Washington State Department of Ecology
Washington State Department of Health
Seattle-King County Public Health
Provide regulatory information, technical and resource support for the City of
Renton Public Works Department response and recovery activities.
Recovery Activities
Primary and Support Agencies
Continues with response and recovery activities until completed.
Provides documentation of costs incurred for the response and recovery efforts
of City Public Works operations to the Renton Emergency Operations Center.
Responsibilities
Primary Agency
City of Renton Public Works Department
Coordinates public works operations and engineering support for the City of
Renton for the emergency construction, demolition, repair, operation and
management of essential facilities, and the inspection of those facilities during or
following an emergency or disaster.
City of Renton Comprehensive Emergency Management Plan 65
Coordinates the inspection and repair of essential equipment and vehicles.
Support Agencies
City of Renton Community and Economic Development Department
City of Renton Community Services Department
City of Renton Executive Department
City of Renton Police Department
Renton Regional Fire Authority
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
King County/Metro Transit
Puget Sound Energy
Seattle City Light
Washington State Department of Transportation
Assist the City of Renton Public Works Department in providing support for this
ESF during an emergency or disaster.
Resource Requirements
City of Renton Public Works Emergency Management Plan.
References
City of Renton Public Works Emergency Management Plan
Washington State Comprehensive Emergency Management Plan
ATC-20 Post Earthquake Safety Evaluation of Buildings
Intertie Agreements for Emergency Water Supplies
Purveyors include City of Kent, Tukwila, and Seattle
City of Renton Hazard Mitigation Plan
Puget Sound Regional Transportation Recovery Plan
Terms and Conditions
ATC-20: Standards for seismic evaluation of buildings developed by the Applied
Technology Council
Also see Basic Plan
Appendices
None
City of Renton Comprehensive Emergency Management Plan 66
City of Renton Comprehensive Emergency Management Plan 67
EMERGENCY SUPPORT FUNCTION 4: FIREFIGHTING
Primary Agency: Renton Regional Fire Authority
Support Agencies: City of Renton Executive Department
City of Renton Public Works Department
City of Renton Police Department
King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center
King County and Zone 3 Mutual Aid Agencies
Utility Companies
Valley Communications Center
Washington State Department of Natural Resources
Washington State Patrol
Washington State Office of the Fire Marshal
Introduction
Purpose
Emergency Support Function (ESF) 4: Is developed to provide an organizational framework that
will effectively utilize all available firefighting apparatus and personnel within the City of
Renton. To control the dispatching of such equipment and manpower to locations where
needed, and provide for effective operations at the scene during an emergency or disaster.
Scope
Firefighting involves the organization and management of fire scene activities. This includes the
resource assistance of other agencies through the countywide mutual aid agreement and the
statewide mobilization plan.
For the purpose of this ESF, fire service is considered fire suppression and control. Basic
emergency medical care and immediate life safety services, such as rescue and hazardous
materials response, although delivered by the Renton Regional Fire Authority, are detailed in
other ESFs.
Policies
The guidelines established in the Renton Regional Fire Authority Operating Procedures
shall be followed in responding to an emergency or disaster. This includes the activation
of the fire Department Operating Center (DOC) to establish operational control.
All Activates within ESF #4 will be conducted in accordance with the National Incident
Management System/Incident Command System (NIMS)) and the National Response
Framework (NRF) and will utilize the Incident Command System (ICS).
City of Renton Comprehensive Emergency Management Plan 68
Priority shall be given to life safety, property conservation, and
Environmental/Economic considerations, in that order.
In the event the Renton Regional Fire Authority has exhausted all resources through
automatic mutual aid agreements, one or more of three established fire resource plans
may be activated. These three plans consist of the King County Fire Resource Plan, the
South Puget Sound Regional Fire Defense Plan and the Washington State Fire Services
Resources Mobilization Plan (RCW 38.54.030).
The City of Renton Emergency Operations Center (EOC), if activated, will be informed
when resources are reasonably expected to be exhausted. The City of Renton EOC will
communicate critical resource updates to the Policy Advisory Group if policy level
decisions are required in the continued management of the incident.
The County Critical Incident Stress Management Team through the Department
Chaplain will provide closed forum debriefings, and personal or interpersonal support
for fire personnel and their families when requested.
Fire service mutual aid will be exhausted or nearly exhausted prior to requesting
regional or state fire mobilization resources.
Valley Communications Center is the designated public safety answering point (E 9 -1-1
dispatch center) for the dispatch of fire mobilization resources. Other E 9-1-1 dispatch
centers will support Valley Communications Center upon request.
Each local, state or federal agency will assume the full cost of protection of the lands
within its respective boundaries unless other arrangements are made. Fire protection
agencies should not incur costs in jurisdictions outside their area without
reimbursement unless there is a local mutual aid agreement between those
jurisdictions. It is essential that the issue of financial limitation be clarified through
proper official channels for efficient delivery of fire services.
Coordination with and support of state and local fire suppressions organizations is
accomplished through the state forester, in cooperation with the state fire marshal,
Washington State Emergency Management Division, or other appropriate fire
suppression organizations operating under NIMS / ICS.
National support for local and state firefighting operations is coordinated through the
National Interagency Coordinating Center (NICC) located at the National Interagenc y
Fire Center (NIFC) in Boise, ID. This is coordinated among the Washington State Fire
Marshal or WEMD and the Joint Field Office (JFO).
Situation
Emergency/Disaster Hazards and Conditions
Under ideal conditions, the management of large firefighting operations is complex and
involves an immense staff, several different agencies and jurisdictions. Extremely large fires and
those resulting from, or coinciding with a major earthquake or other disaster, will place
extraordinary demands on available resources and logistics support systems.
A significant natural or technological event may result in many fire emergencies throughout the
City of Renton. Ignition sources could cause hundreds of fires during and after an earthquake.
The damage potential from fires in urban areas during and after a major earthquake is extreme.
City of Renton Comprehensive Emergency Management Plan 69
Under the worst conditions, these fires will have the potential to spread rapidly, cause
extensive damage, and pose a serious threat to life, property and the environment. Intra-
jurisdiction and mutual aid firefighting resources may be difficult to obtain and utilize due to
massive disruption of communications, transportation routes, utilities and water systems.
Planning Assumptions
Urban and rural fires may result from, or occur coincidentally with, an earthquake or as
the result of another significant event.
All forms of communications may be disrupted, particularly landline forms such as
telephone. Cellular phones and 800 MHz radio systems also rely on land based towers
and repeaters, which may be damaged. Heavy traffic from the attempted use of these
systems, and even fully functional systems, may be overwhelmed, and therefore should
not be relied upon. Backup communications such as VHF, alternate 800 MHz
frequencies (site trunking operations), mobile data computers, and amateur radio may
be needed. Valley Communications Center, if operable, will be inundated with calls and
may be unable to effectively dispatch calls. If communications are completely down, it
will be necessary for the city to manage its own resources.
Normal response will be hampered by such occurrences as bridge failures, landslides,
traffic congestion, fallen debris, flooding or fire. Fire and life safety response times will
be delayed and responses to occurrences will be prioritized.
Agencies, which commonly support large fire suppression operations (mutual aid, fire
mobilization, police, public works, the Department of Ecology, the American Red Cross,
etc.), will receive many fire and non-fire related requests. Many of the resources
normally available for use in fighting large fires may be unavailable.
Support normally given by electric, gas and water utility companies may be hampered
by the magnitude of the incident. Also, utility failure such as the disruption of
firefighting water supply may compound, or add to the size of the incident.
Availability of fire service personnel may be limited due to injuries, personal concerns,
needs or limited access to work location. First arriving recall personnel may be assigned
to initial first response for emergencies.
Concept of Operations
General
Renton Regional Fire Authority (RRFA) will manage and coordinate firefighting activities within
the city. Other RRFA functions may be carried out concurrently and by the same personnel
during the course of firefighting. The RRFA is signatory to a countywide mutual aid agreement.
The fire service also cooperates in a statewide mobilization plan. This plan is activated through
a detailed request to the South Puget Sound Regional Coordinator through Valley
Communications Center. RRFA is also a participant in the Zone 3 Fire Operations Chief
Coordinators, for large-scale incidents.
The Fire Chief or designate will activate the Departmental Operations Center (DOC) to manage
and support complex or significant field incidents, or high call volume events. The Duty Chief or
City of Renton Comprehensive Emergency Management Plan 70
on-duty North Battalion Chief/Safety Officer will be an overall coordinator of fire service
activities during or following a disaster. The DOC will coordinate with the field command post
and the City of Renton EOC as necessary.
Communications will be through established channels. The primary mode of emergency
communications would take place on the 800 MHz radio communications system. Secondary
communications are outlined in RRFA Communication Guide and include Site Trucking, State
Ops, VHF radios, MDC, pagers and Ham Radios.
Organization
The Renton Regional Fire Authority has the responsibility for the accomplishment of
firefighting activities in the Renton Regional Fire Authority service area.
The fire stations have pre-designated response areas and provide backup as necessary
to the other stations.
The Response Operations Division is responsible for all Suppression, EMS, Technical
Rescue, Water Rescue, and Hazardous Material activities.
The Office of the Fire Marshal is responsible for providing International Fire and Building
Code inspections, plans checking, public education and fire investigation.
Support Services Division and Administration are responsible for, Fleet, facilities,
security, logistics and other support needs.
Procedures
The Renton Regional Fire Authority policies and procedures outline mutual aid partners and
DOC guidelines to be used for large incidents.
Mitigation Activities
Primary Agency
Renton Regional Fire Authority
Develop and implement fire prevention and fire safety programs.
Review building plans, issue permits and perform inspections of general
businesses, fire code permitted occupancies, multi-family housing and other
licensed facilities in an effort to reduce the risk of fire.
Review, evaluate, inspect and issue permits for the storage and use of hazardous
materials in an effort to reduce the risk of a release or spill.
Work with Renton Emergency Communication Service (RECS) as described in ESF
2.
Preparedness Activities
Primary Agency
Renton Regional Fire Authority
City of Renton Comprehensive Emergency Management Plan 71
Provide training to fire personnel responsible for suppression operations,
including the Incident Management System, safety procedures, and
communications.
Prepare pre-incident fire surveys of large and/or high hazard facilities in Renton
to enhance response capabilities.
Review the Washington State Fire Services Resource Mobilization Plan annually
and update the City of Renton Comprehensive Emergency Management Plan
appropriately.
Review mobilization communication needs with the South Puget Sound Regional
Coordinator annually per the Washington State Fire Services Resource
Mobilization Plan.
Coordinate preparedness and planning efforts with hazardous material facilities
in the City of Renton under the Superfund Amendment and Reauthorization Act
(SARA) Title III Program. The SARA Title III Program is covered in ESF 10 –
Hazardous Materials Response.
Response Activities
Primary Agency
Renton Regional Fire Authority
Assume full responsibility for fire suppression and immediate life safety services
within the City of Renton and Renton Regional Fire Authority service area
utilizing the Incident Management System.
Confine and extinguish fires, conduct technical rescue operations, and provide
command structure to emergency operations within the Renton Regional Fire
Authority response area.
Develop and implement strategic incident action plans.
The DOC will maintain operational command and control over field activities.
Request the support of mutual aid agreement signatories to the Renton Regional
Fire Authority as needed.
Respond to assist those mutual aid signatories when requested if, within the
Renton Regional Fire Authority service area, staffing levels and the situational
demands for service allows the rendering of aid, without reducing the level of
protection in that service area.
Request the assistance of support agencies.
Provide a fire liaison and/or other personnel to the City of Renton EOC, as
requested.
Request additional personnel and resources as needed beyond mutual aid
agreements, through the King County Fire Resource Plan, the South Puget Sound
Fire Defense Plan or the Washington State Fire Services Resource Mobilization
Plan.
Perform damage assessment and triages fire and emergency services responses.
Activate the City of Renton EOC, if requested.
City of Renton Comprehensive Emergency Management Plan 72
Assist in the coordination and documentation necessary for the recovery of
disaster expenses following a State Fire Mobilization or a Presidential Disaster
Declaration.
Support Agencies
City of Renton Executive Department
City of Renton Police Department
City of Renton Public Works Department
Utility Companies
Utilize the ICS for all emergency/disaster response activities in accordance with
the NIMS and NRF (National Response Framework
Provide equipment and personnel to support fire suppression activities when
requested, as available.
Provides documentation of costs incurred for the response and recovery efforts
to the City of Renton Executive Department
Manage debris removal and provide transportation and infrastructure support.
Manage evacuations of impacted areas as necessary
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
RECS (Renton Emergency Communication Services
Provides communications support to firefighting operations as requested.
King County and Zone 3 Mutual Aid Agencies
Valley Communications Center
Serve as a Public Safety Answering Point (PSAP), providing call receiving and
dispatch services, and procure additional firefigh ting resources for Renton
Regional Fire Authority.
Recovery Activities
Primary Agency
Renton Regional Fire Authority
Conduct a post-incident review to evaluate the incident.
Provides estimates for damage and costs incurred by the incident to City of
Renton Executive Department.
Compile the appropriate documentation for the incident report.
Continues to assist in the coordination and documentation necessary for the
expense recovery process associated with a Presidential Declaration or state Fire
Services Resource Mobilization.
City of Renton Comprehensive Emergency Management Plan 73
Support Agencies
City of Renton Police Department
City of Renton Public Works Department
Utility Companies
Assist the Renton Regional Fire Authority t in evaluating the incident and
providing information for the incident report.
Provide estimates for damage and costs incurred by the incident to the
designated city personnel tasked with tracking eligible expenses for
reimbursement.
Responsibilities
Primary Agency
Renton Regional Fire Authority
Manage and support firefighting and emergency medical activities
Support Agencies
City of Renton Executive Department
City of Renton Police Department
City of Renton Public Works Department
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Mutual Aid Agencies
Northwest Coordination Group (NWCG)
Renton Emergency Communication Service (RECS)
Utility Companies
Valley Communications Center (Public Safety Answering Points)
Washington State Department of Natural Resources
Support firefighting activities of the Renton Regional Fire Authority Department
consistent with this ESF and the Renton Regional Fire Authority Department
Standard Operating Procedures.
Resource Requirements
Prior to requesting additional resources through the Washington State Fire Services
Mobilization Plan, the primary and support agencies will provide the available personnel,
facilities and equipment to support firefighting activities.
City of Renton Comprehensive Emergency Management Plan 74
References
Renton Regional Fire Authority
Department Standard Operating Procedures
Zone 3 Fire Ground Incident Practices and Tactics
King County Fire Resource Plan
South Puget Sound Regional Fire Defense Plan
Washington State Fire Services Resource Mobilization Plan
Valley Communication High Call Volume Events Procedure
Terms and Definitions
See Basic Plan.
Appendices
Request for Resources based on Fire Mobilization requirements
ICS 201 for IMT resource
City of Renton Comprehensive Emergency Management Plan 75
EMERGENCY SUPPORT FUNCTION 5: EMERGENCY MANAGEMENT
Primary Agency: City of Renton Executive Department
Support Agencies: All other City of Renton Departments
Renton Regional Fire Authority
King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center
Washington State Emergency Management Division
Department of Homeland Security
Introduction
Purpose
Emergency Support Function (ESF) 5: The purpose of emergency management is to collect,
analyze, and share information about a potential or actual emergency or disaster to enhance
the preparedness, mitigation, response and recovery activities of the City of Renton. Emergency
management supports overall activities for incident management in Renton, and liaises with
county, state and federal emergency management agencies for multi-agency coordination.
Emergency Management maintains the Emergency Operations Center (EOC) in a state of
readiness.
Scope
This ESF applies to city departments, as well as private and volunteer organizations that
commonly report to the EOC during an activation. ESF 5 facilitates information flow in the pre -
incident preparedness phase in order to place assets on alert or to pre-position assets for quick
response. During the post-incident response phase, ESF 5 transitions and is responsible for
support and planning functions. ESF 5 activities include those functions that are critical to
support and facilitate multiagency planning and coordination for operations for large scale
incidents. This includes alert and notification, staffing of the EOC, incident action planning,
provide support operations, logistics and material direction and control, information
management, facilitation of requests for assistance, resource acquisition and management,
worker safety and health management, facilities management, financial management, and
other support as required.
ESF Activation & Plan Maintenance
ESF 5 may be activated independently or in conjunction with other ESFs, depending on the
needs of the situation. The ESF 5 Primary Agencies will be responsible for review and revision of
this annex.
City of Renton Comprehensive Emergency Management Plan 76
Policies
The Incident Command System (ICS) will be used in any size or type of disaster to
manage response personnel, facilities, and equipment.
ESF 5 is responsible for coordinating the city support infrastructure in the affected area
in the anticipation of requirements for preparedness, response, and recovery and in
support of additional response activities.
ESF 5 is responsible for requesting, coordinating, analyzing and disseminating necessary
information from city departments to support response and recovery efforts.
ESF 5 will provide guidance for each city department in making their reports, if needed.
Incidents should be handled at the lowest level. If the city becomes overwhelmed and in
need of outside support, existing mutual aid agreements will be used. Support beyond
or in addition to mutual aid will be coordinated through ESF 5 up to the county, state,
federal and non-governmental organizations. Conversely, ESF 5 will facilitate requests
for support from these agencies.
In circumstances that include a component of terrorism, civil disturbance, or ot her law-
enforcement sensitive intelligence, the City of Renton Police Department will be the
lead agency in information coordination to ensure proper intelligence-handling
procedures are established and enforced.
Situation
Emergencies or disasters may occur in a local jurisdiction at any time causing significant human
suffering, injury and death, public and private property damage, environmental degradation,
economic hardship to businesses, families, individuals, and disruption of local government.
These hazards are identified in the hazard identification and vulnerable assessment (HIVA)
included in the Hazard Mitigation Plan, which is a supporting document to the CEMP.
Emergency/Disaster Hazards and Conditions
The hazards identified in the HIVA could disrupt public services, damage property, and cause
injury or death of persons within affected areas.
Primary hazards include floods, winter storms, earthquakes, landslides and debris flows,
volcanic hazards, coal mine hazards, hazardous materials releases, and acts of terrorism or civil
disturbance. Additionally, the city is subject to major transportation disruptions and accidents,
utility and infrastructure failures or collapses, public health emergencies, and mass casualty
incidents from any cause.
Planning Assumptions
The urgency of the event may direct the focus toward response operations and EOC
activation. As a result, initial reporting to outside agencies may be delayed.
Early in the course of the event, little information will be available and inform ation may
be vague and inaccurate.
Reporting to outside agencies will improve as the event matures.
City of Renton Comprehensive Emergency Management Plan 77
Concept of Operations
General
During disasters or emergencies, the need for rapid decisions and actions may require that
emergency management plans and procedures supersede normal business operations.
The departments and outside agencies operating in the EOC will work to develop situational
awareness/common operating picture for the incident. This will include receiving periodic
reports from field representatives and Department Operation Centers. Additionally, the City of
Renton EOC staff will request information from other agencies, public and private.
The City of Renton EOC Planning Section is responsible for the collection, analysis, synthesis and
distribution of information gathered. This will be delivered in the form of a Situation Report.
The SitRep may be shared with the field command, city departments, partner agencies, and the
media as appropriate. The Planning Section is responsible for ongoing maint enance of
situational awareness/common operating picture and distribution of this information as it
changes throughout the event. City of Renton department representatives in the City of Renton
EOC will develop reporting procedures with their field representatives and/or DOCs to facilitate
information flow between the field and the EOC.
Organization
The City of Renton EOC is organized utilizing the basic concepts of the National Incident
Management System and consists of the functional areas needed for coo rdination of the event,
which could include Operations, Planning, Logistics, and Finance/Administration sections, and
other core functions such as Public Information and Communications.
Procedures
See the City of Renton EOC procedures.
See individual department/division's standard operating procedures.
Mitigation Activities
Primary and Support Agencies
Any city department or outside agency involve in a current mitigation project.
Preparedness Activities
Primary Agencies
City of Renton Executive Department
Prepare standardized reporting formats for citywide use.
Establish reporting procedures for all departments.
Prepare a standard template for the Mayor's Proclamation of Emergency.
City of Renton Comprehensive Emergency Management Plan 78
Facilitate emergency management training, drills and exercises in support of this
ESF. City of Renton Police Department will facilitate and participate in
emergency management training, drills and exercises in support of this ESF as
well.
Support Agencies
All City of Renton Departments
Renton Regional Fire Authority
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Washington State Emergency Management Division
Participate in emergency management training, drills and exercises in support of
this ESF.
Response Activities
Primary Agencies
City of Renton Executive Department
Coordinate the activation and needed staffing of the EOC.
Coordinate and prepare periodic situation reports for dissemination to inside
and outside partners and stakeholders. .
Provide briefings on the incident periodically to city policy group or
departments/divisions as appropriate.
Prepare the Mayor's Proclamation of Emergency.
Request information from city departments, volunteer organizations and the
private sector, as necessary.
City of Renton Police Department
Provide briefings on the incident periodically to the EOC and city
departments/divisions as appropriate.
Request information from city departments, volunteer organizations and the
private sector, as necessary.
The City of Renton Police Department may contact federal agencies to include
the Department of Homeland Security or the Federal Bureau of Investigation to
solicit information related to the current incident.
Support Agencies
All City of Renton Departments
Renton Regional Fire Authority
Department of Homeland Security
City of Renton Comprehensive Emergency Management Plan 79
Federal Bureau of Investigation
Collect information from their field representatives, if applicable, to distribute to
the City of Renton EOC as appropriate.
Provide a liaison to the City of Renton EOC, as available.
Analyze information specific to their department/agency and make
recommendations to the City of Renton EOC Director on actions to be taken.
Make requests from field representatives, if applicable, for special information.
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Washington State Emergency Management Division
Share information regarding regional effects with the City of Renton EOC. Solicit
input and participation from the City of Renton in regional decision-making
based on the best available information, usually including a regular policy
conference call schedule.
Recovery Activities
Primary Agency
City of Renton Executive Department
City of Renton Police Department
Prepare situation reports as necessary.
Continue compiling information and documentation as necessary.
Review and revise reporting procedures and formats as necessary.
Prepare, submit and track all documentation necessary for federal and state
reimbursement of Presidential declared disasters.
Support Agencies
All City of Renton Departments
Renton Regional Fire Authority
Department of Homeland Security
Federal Bureau of Investigation
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Washington State Emergency Management Division
External agencies and stakeholders identified as part of the recovery process
according to the Long Term Recovery Plan.
Continue to provide information to the Executive Department or EOC, as
necessary.
Review and revise reporting procedures as necessary.
City of Renton Comprehensive Emergency Management Plan 80
Responsibilities
Primary Agencies
City of Renton Executive Department
City of Renton Police Department
Coordinate the collection, evaluation, documentation and dissemination of
information in regards to potential or actual emergencies or disasters that could
affect the City of Renton.
Provide emergency management staff to the City of Renton EOC and/or field
operations as needed.
Support Agencies
All City of Renton Departments
Renton Regional Fire Authority
Department of Homeland Security
Federal Bureau of Investigation
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Washington State Emergency Management Division
Support the City of Renton Executive Department in the collection, evaluation
and dissemination of information in regards to potential or actual emergencies
or disasters that could affect the City of Renton.
Provide personnel to the City of Renton EOC when requested and if available to
serve in support functions or liaison roles.
Resource Requirements
Standard office machines, computers, printers, facsimile machines, charts, boards, and
communications equipment.
Emergency/Disaster Liaison from the support agencies to the City of Renton EOC.
Communication links between the City of Renton EOC and the support agencies that are
not located within the EOC.
References
Regional Disaster Plan for Public and Private Agencies in King County, Washington
Washington Mutual Aid System (WAMAS)
Puget Sound Regional Catastrophic Framework and Annexes
King County Comprehensive Emergency Management Plan
King County Hazard Mitigation Plan
Washington State Comprehensive Emergency Management Plan
Emergency Management Assistance Compact
City of Renton Comprehensive Emergency Management Plan 81
Terms and Definitions
See Basic Plan
Appendices
None
City of Renton Comprehensive Emergency Management Plan 82
EMERGENCY SUPPORT FUNCTION 6: MASS CARE, EMERGENCY
ASSISTANCE, HOUSING AND HUMAN SERVICES
Primary Agency: City of Renton Community Services Department
Support Agencies: American Red Cross
City of Renton Executive Department
City of Renton Police Department
Greater Renton Community Organizations Active in Disaster
Emergency Feeding Program
Regional Animal Services of King County
Washington State Animal Response Team
Introduction
Purpose
Emergency Support Function (ESF) 6: Mass care is developed to coordinate efforts to provide
sheltering (humans and pets), feeding, and emergency first aid following an emergency or
disaster requiring response assistance, to operate a system to collect, receive, and report
information about the status of survivors and to per sons unable to provide for themselves
assist with the unification of families within the affected area, and to coordinate bulk
distribution of emergency relief supplies vital to the delivery of services, to survivors following
an incident within the City of Renton.
Scope
The needs of emergency workers and the general population are often the same during times
of disaster. An emergency worker care program will be established by the Renton Community
Services Department to meet these needs. This program will be established with the guidance
and assistance of the American Red Cross but will not be dependent upon the American Red
Cross for delivery. Pet and animal shelters will be guided by the Renton Police Department
because people may not leave hazardous areas without their pets; pet shelters will be
established as needed. The Community Services Department will work with people who have
pets but that cannot be housed in the shelter by arranging housing vouchers with hotels and
apartments that allow pets.
As part of the National Response Framework, the American Red Cross, largely through the
utilization of volunteers, plans and prepares to support local jurisdictions in regional mass care
needs. The City of Renton Community Services Department will work with the American Red
Cross, in addition to local partners organized through the Renton Community Organizations
Active in Disaster (COAD), in an effort to facilitate delivery of the following mass care services
established by the American Red Cross and their volunteers but the Community Services
Department will retain primary responsibility for the following functions:
City of Renton Comprehensive Emergency Management Plan 83
Shelter
The provision for emergency shelter includes the use of designated shelter sites in
existing structures, creation of temporary facilities such as tent cities, or the temporary
construction of shelters. The city may partner with other cities or King County to
participate in regional mass sheltering efforts or to support populations with medical,
functional and/or access needs.
Feeding
The provision for feeding the general public and emergency workers is through a
combination of fixed sites, mobile feeding units, and bulk food distribution.
Emergency First Aid
Emergency first aid services may be provided to impacted persons and workers at mass
care facilities and at designated sites within the affected area as described in ESF 8,
Health and Medical Services.
Disaster Welfare Information
Disaster welfare information regarding individuals residing within the affected area will
be collected and provided (as capabilities allow) to immediate family members outside
the area, through a disaster welfare information system. This will also help in the
reunification of family members within the area who were separated at the time of the
event.
Bulk Distribution of Emergency Relief Items
Sites will be established within the affected area for distribution of emergency relief
items. The bulk distribution of these items may be accomplished regionally, and will be
determined by the requirements to meet urgent needs of impacted persons for
essential items. The Emergency Feeding Program is currently established as a fixed
community point of distribution.
Transportation to Shelters
Facilitate providing transportation for the general population, including individuals with
functional and access needs that either do not have caretakers or cannot otherwise
provide their own transportation. Transportation for people needing specialized
transportation for medical needs will be coordinated through ESF 8.
Animal Shelters
City of Renton Comprehensive Emergency Management Plan 84
Domestic animal shelters will be established at location(s) determined by the Renton
Police Department depending on the location and scope of the event. . Livestock and
non-domestic pet needs will be coordinated with King County and the Washington State
Animal Response Team (WASART).
Initial response activities will focus on meeting urgent needs of impacted persons on a mass
care basis with available resources. FEMA (the Federal Emergency Management Agency) and
other government and private agencies may provide disaster assistance such as loans, grants,
and temporary housing. Coordination of these assistance programs will be administered by a
long-term recovery team through ESF 14.
Policies
The City of Renton will maintain a directory of shelters identified by the American Red
Cross or designated by the City for shelter use.
In coordination with the Damage Assessment Annex, shelter facilities will receive
priority consideration for structural inspections to ensure the safety of occupants.
The American Red Cross and King County Parks have formed a partnership with several
jurisdictions to store containers supplied with cots, bariatric cots, blankets, etc., in cities
and at county facilities. The City of Renton will maintain a list of shelter supply locations
within the City of Renton, and will follow agreement terms in applicable MOUs to access
and use these supplies.
In accordance with the National Response Framework, mass care activities will include
persons with access and functional needs include persons with additional needs before,
during, and after an incident in functional areas, including but not limited to:
maintaining independence, communication, transportation, supervision, medical care.
Individuals in need of response assistance may include: those who have disabilities; who
live in institutionalized settings; who are elderly; who are children; who are from diverse
cultures; who have limited English proficiency or are non -English speaking; or who are
transportation disadvantaged.
The city shall include persons with access and functional needs as described about in ESF
6 planning and testing.
The city recognizes the special needs of children, particularly as they related to issues of
safety and welfare in the shelter setting and the need for swift reunif ication with
families.
All persons, regardless of access or functional need, shall have equal access to available
state supported general population shelter if they are able to meet their own needs,
have a reliable caretaker(s), or with some assistance from volunteers, to assist with
personal and/or medical care.
Shelters shall accommodate service animals that accompany persons with access or
functional needs.
During a disaster and when requested to support a jurisdiction’s sheltering efforts, the
city will make every reasonable effort to provide facilities that are compliant with
applicable laws pertaining to accessibility. Persons with access or functional needs shall
receive the same standard of care and services as accorded to all others, regardless of
the venue in which they are sheltered.
City of Renton Comprehensive Emergency Management Plan 85
All persons involved in the direct provision of disaster case management services shall
be subject to criminal history background checks and verification of appropriate
training.
Persons requiring acute or skilled medical care cannot be accommodated in a general
population shelter and shall be sheltered under ESF 8 in a medical shelter.
Situation
Emergency/Disaster Hazards and Conditions
Depending on the emergency or disaster, a significant percentage of the population of Renton
could be displaced from their homes. In an earthquake, structures may be damaged and unsafe
for occupancy. In many disasters, roads may be disrupted or blocked, preventing access to
individual homes. Although homes may be undamaged, the abse nce of utilities could also drive
people from their homes to seek shelter. Disruption of roads may make it difficult for displaced
residents to reach shelter services.
Planning Assumptions
The amount of damage to structures, essential systems and services could rapidly
overwhelm the capacity of the City of Renton to assess the event and respond
effectively to basic and emergency human needs.
Damage to roads, airports, communications systems, etc., could hamper emergency
response efforts. The movement of supplies could be seriously impeded. Many
professional emergency workers and others who normally would help during an event
could be unable to reach their assigned posts.
Emergency facilities could be severely damaged or inaccessible.
Thousands of people could be forced from their homes, depending on such factors as
the time of occurrence, area demographics, building construction, and existing weather
conditions.
There may be numerous dead and injured.
Thousands of family members may be separated immediately following a sudden-
impact event, such as children at school and parents at work. There may be transients,
tourists, etc., also involved.
Planning for ESF 6 is based on a worst-case scenario in which an event occurs without
warning at a time of day that will produce maximum casualties. Consideration should
also be given to other events that could cause numerous casualties and require the
temporary relocation of impacted persons.
Many impacted persons will remain with or near their damaged homes. Some will go to
mass shelters, others will find shelter with friends and relatives, and some will also go to
public areas such as fire and police stations looking for guidance. However, fire and
police stations will not be viable locations for public shelter.
The magnitude of the event will determine the need for large, long-term shelters.
The restoration of communication systems, disrupted by damages and overloads, may
take weeks.
City of Renton Comprehensive Emergency Management Plan 86
Large numbers of spontaneous volunteers will require a planned staging area,
registration and operational procedures.
Large numbers of impacted persons with pets will not go to sh elters if pets are not
accepted.
Concept of Operations
General
The City of Renton Community Services Department has been designated the primary
agency responsible for managing the activities of ESF 6. Resources from the private
sector will also be applied to the response and recovery effort. The Community Services
Department will provide an Emergency Shelter Operations Manual for the designated
sites. The City will attempt to provide emergency shelter training for staff and
volunteers through coordination with the American Red Cross.
The City of Renton will coordinate with the American Red Cross through the City of
Renton EOC. The capability of the American Red Cross to provide representation to the
EOC is not assumed. If American Red Cross liaison staff cannot support the City of
Renton EOC, communications will be established through the King County Regional
Communications Center and Emergency Coordination Center (KCRCECC) or Washington
State Emergency Operations Center (EOC).
The City of Renton has numerous Community Services parks, open spaces, and ball fields
that may accommodate recreational vehicles, tents, etc., in the event of an emergency
or disaster.
The City of Renton Police Department with coordinate with Regional Animal Service of
King County and WASART agencies to accommodate pet and animal shelters in the
event of an emergency or disaster.
The City of Renton Community Services has established a Memorandu m of
Understanding (MOU) with Catholic Community Services and Harambee Church,
respectively, to provide cold weather shelters
Organization
The City of Renton Community Services Department will manage the mass care needs of
emergency workers with the support of the American Red Cross and other agencies. The
American Red Cross, as capabilities allow with their personnel, network of volunteers and like
agencies, will support the Renton Community Services Department in delivering and managing
the mass care services as described in this ESF, although their shelter operations support will be
limited to the general population.
Types of Shelters include but are not limited to:
General Population Shelters/Dormitory
Warming/Cooling, Day Sheltering
Disaster Meal Sites
Special Populations Shelters
City of Renton Comprehensive Emergency Management Plan 87
Pet Shelters
Livestock Shelters
Medical Needs Shelters
Mass Care Staff Shelters
Emergency Responder Shelters
Procedures
City of Renton Community Services Department standard operating procedures provide
guidance on implementation of this ESF and maintenance of a working relationship with the
American Red Cross.
The American Red Cross procedures will govern operation of shelters set up by the American
Red Cross, as well as utilization of American Red Cross volunteers.
Mitigation Activities
Primary Agency
City of Renton Community Services Department
Maintain city facilities.
Support Agencies
None
Preparedness Activities
Primary Agency
City of Renton Community Services Department
Develops plans and procedures for shelter operations. .
Develops partnership plans with the American Red Cross.
Develops and participates in emergency management training, drills, and
exercises in support of this ESF.
Support Agencies
American Red Cross
Develops partnership plans with City of Renton Community Services
Department.
Participates in emergency management training, drills, and exercises in support
of this ESF.
City of Renton Executive Department
City of Renton Comprehensive Emergency Management Plan 88
Assists the City of Renton Community Services Department with the
development of plans and procedures for shelter operations.
Facilitates partnership plans between the City of Renton Community Services
and the American Red Cross.
Supports the development of and participates in emergency management
training, drills and exercises in support of this ESF.
City of Renton Police Department
Provides security, if needed, at human and pet shelters located within the City of
Renton.
Establishes, organizes, and develops a pet sheltering operation.
Facilitates partnership plans between the City of Renton Community Services
Department and other agencies on pet sheltering needs.
Supports the development of and participates in emergency management
training, drills and exercises in support of this ESF.
City of Renton Human Resources and Risk Management
Develops plans and procedures for the reassignment of city staff and the
registration and use of volunteers during an emergency or disaster.
Participates in emergency management training, drills and exercises in support
of this ESF.
Response Activities
Primary Agency
City of Renton Community Services Department
Activates and operates emergency shelters.
Coordinates response efforts with the American Red Cross.
Provides referrals for emergency assistance and human services.
Supports the development of and participates in emergency management
training, drills and exercises in support of this ESF.
Support Agencies
American Red Cross
As resources allow, and potentially in a regionalized model, provides the following
services:
Food, Shelter and Emergency Supplies: During a disaster, first priority is to
ensure that people have a safe place to stay, food, and emergency supplies. Red
Cross works with government and community partners to open shelters where
residents will find comfort with a hot meal, recovery information, and a place to
rest. For emergency workers and people returning to their homes, the Red Cross
mobilizes emergency response vehicles from which disaster workers distribute
City of Renton Comprehensive Emergency Management Plan 89
food, water, and essential clean-up items that might not be immediately
available in the community.
Welfare Information: Disasters often disrupt regular communication channels
and can separate families. Through the Red Cross’ nationwide network of
chapters, family members may request welfare information regarding their loved
ones. The Red Cross “Safe and Well” Web site enables people within a disaster
area to let their families and friends outside of the affected region know that
they are all right. Clients register on Safe and Well, by going to
http://redcross.org/safeandwell. Red Cross call agents at 1-800-RED-CROSSwill
register individuals without computers or connectivity.
Client Casework and Recovery Planning and Assistance: To help people with
disaster-caused needs, Red Cross provides individualized client services through
casework. Particular attention is given to those who have experienced significant
damage or loss of their homes. This casework process consists of an in-depth
interview that allows the worker to assess the client’s immediate needs. With
this information, the caseworker can connect the client with items, financial
assistance and/or referrals to local resources which can meet those immediate
needs. The caseworker also engages the client in a brief planning process which
can help identify action steps for the client to follow in the first few days or
weeks after a disaster. Red Cross caseworkers work closely with local, state and
federal government to ensure clients have access to all available resources.
Disaster Health and Mental Health Services: After an emergency, injuries can
ensue, essential prescription medicines lost, and the shock and stress of sudden
loss can overwhelm a person’s normal coping skills. The Red Cross deploys
licensed health and mental health professionals who are specifically trained and
equipped for disaster responses to help. Disaster health professionals are
available for emergency first aid, medical assessment, triage and replacement of
emergency medications. Our Disaster Health Services team meets these needs
through item distribution, financial assistance or referrals to community
partners. Disaster mental health professionals in shelters and service locations
provide mental health assessments, crisis intervention and a sympathetic ear to
those in need.
Provides preliminary and detailed damage assessments of the affected area to
determine the number of dwellings and public shelters damaged and the extent
of damage.
Coordinates, within its agreements, the provision of relief efforts by any
volunteer organizations actively engaged in providing relief assistance to disaster
survivors.
Coordinates its relief activity with participating and support agencies and
affected areas through liaisons to the state, county, and local jurisdiction EOCs.
Makes recommendations to the City of Renton EOC for the establishment of
mass care priorities.
City of Renton Human Resources Risk Management
Reassigns city personnel and registers and assigns volunteers as requested.
City of Renton Comprehensive Emergency Management Plan 90
City of Renton Police Department
Washington State Animal Response Team
Regional Animal Services of King County
Provides support in organizing animal sheltering for the Community Services
Department.
REACH
Provide cold weather shelters for the homeless populations.
Emergency Feeding Program
Establish and run a community point of distribution for disaster supplies.
City of Renton Executive Department
Coordinate City of Renton EOC Operations.
The Salvation Army
Greater Renton Community Organizations Active in Disaster
Provide support to the Renton Community Services Department as resources
and capabilities allow.
Recovery Activities
Primary Agency
City of Renton Community Services Department
Continues to operate shelters as capabilities allow.
Assist in services or arranging longer term housing
Referrals to other agencies for appropriate services
Support Agencies
City of Renton Police Department
Demobilizes pet sheltering operations
Provides the long-term resources for unwanted pets
American Red Cross
City of Renton Executive Department
City of Renton Human Resources and Risk Management Department Greater Renton
Community Organizations Active in Disaster
Salvation Army
Support recovery activities consistent with their mission and capabilities.
City of Renton Comprehensive Emergency Management Plan 91
Continues to support mass care recovery activities through the Renton
Community Services Department.
Responsibilities
Primary Agency
City of Renton Community Services Department
Provides overall coordination for the accomplishment of this ESF.
Support Agencies
American Red Cross
As resources allow:
Supports efforts to provide sheltering, feeding, and emergency first aid following
a natural or technological event requiring response and recovery assistance.
Operates a disaster welfare information system to collect, receive, and report
information regarding the status of impacted persons and assist with family
reunification within the event area.
Coordinates bulk distribution (potentially regionally) of emergency relief supplies
necessary to this ESF.
City of Renton Police Department
Regional Animal Services of King County
Washington State Animal Response Team
Supports and maintains efforts to provide pet sheltering and feeding following a
natural event requiring response and recovery assistance.
Operates and/or supports a pet and animal shelter system that can collect,
receive and report information reuniting pet owners with their pets.
Greater Renton Community Organizations Active in Disaster
Emergency Feeding Program
Supports the City of Renton Community Services Department in the accomplishment of ESF 6
within the limits of their expertise and resources.
Resource Requirements
Resources that may have to be mobilized in support of mass care activities include the
transportation of cots, blankets, air mattresses, sleeping bags, portable toilets, water
containers, cooking equipment, registration forms, tables, chairs, medical supplies,
animal kennels and food dishes, tents, fencing, and transport vehicles. Many of these
supplies will already be in shelter locations or can be obtained through normal supply
channels.
City of Renton Comprehensive Emergency Management Plan 92
Personnel resources will include American Red Cross staff, volunteers such as veterans
groups, labor unions, scouting organizations, professional associations, and City of
Renton employees trained in shelter operations and private organizations with whom
the American Red Cross has agreements. Skilled individuals will be identified from
among these groups.
References
American Red Cross Disaster Service Program Guidance
City of Renton Shelter Operations Manual
City of Renton Animal Sheltering Plan
Mass Care Regional Plans
Greater Renton Community Organizations Active in Disaster (COAD) Emergency
Coordination Plan
Terms and Definitions
See Basic Plan
Appendices
None
City of Renton Comprehensive Emergency Management Plan 93
EMERGENCY SUPPORT FUNCTION 7: LOGISTICS MANAGEMENT AND
RESOURCE SUPPORT
Primary Agency: City of Renton Executive Department
Support Agencies: All other City of Renton Departments
Renton Regional Fire Authority
King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center
Private Sector Organizations
Public Health – Seattle and King County
Voluntary Organizations
Washington State Emergency Management Division
Introduction
Purpose
Emergency Support Function (ESF) 7: Resource management was developed to assist local
government requiring logistical and resource support prior to, during, and/or after an
emergency or disaster.
Scope
Resource support involves the procurement and allocation of resources beyond normal day to
day operations. These resources include equipment, materials, facilities, contracted services,
supplies, and personnel required to support the city's departments/divisions during the
response and recovery phases of an emergency or disaster. Resource support may continue
until the demobilization/disposition of all resources is complete .
Policies
All activities within ESF 7 will be conducted in accordance with the National Incident
Management System.
It is the policy of the City of Renton that departments/divisions utilize their own
resources or mutual aid agreements before requesting outside resources. It is not
necessary to wait to make a request for outside resources until the city is already out of
resources; the request may be initiated earlier to coordinate delivery of outside
resources to arrive at the point in time when exhaustion of city resources is anticipated.
In a single incident response, emergency resource requests may be handled through the
field Incident Command organization, but may be delegated to the City of Renton
Emergency Operations Center (EOC) at the discretion of the Incident Commander.
When multiple incidents occur simultaneously, as in a regional disaster, and a field
Incident Command structure has not been established to embrace the scope of the
City of Renton Comprehensive Emergency Management Plan 94
entire emergency, emergency resource requests will be coordinated through the City of
Renton EOC.
In accordance with Chapter 38.52 RCW, RCW 35A.33.120, and Renton Municipal Code,
the City of Renton has emergency powers that include purchasing and resource
procurement necessary to respond to disasters. RCW 35A.33.080 authorizes the City
Council to approve expenditures without public notice or hearing. Under the policy
direction of the Mayor, the Logistics and Finance Sections of the City of Renton EOC are
responsible for city emergency procurements. The Logistics Section of the City of Renton
EOC has the responsibility for locating and ordering resources. The City of Renton EOC
Finance Section will offer support, documentation and handle actual purchase
arrangements in the process. This information will be coordinated with the City of
Renton Administrative Services Department of the city in order to maintain required
documentation.
Supporting departments support ESF 7 by providing department resources,
procurement lists, and personnel to staff the ESF 7 function in the EOC.
Personnel within non-mission-critical functions in their own city departments may be
reallocated to disaster assignments as needed. Volunteers may be used to staff the ESF
7 function at the EOC. Volunteers will be registered as Emergency Workers per WAC
118.04.
The Regional Disaster Framework for Public and Private Organizations in King County,
Washington to which the City of Renton is a signatory, provides a financial agreement
between signatory partners when mutual aid resources are requested. This fin ancial
agreement, when invoked, supersedes other financial arrangements which may govern
normal response operations and resource sharing between jurisdictions. It also
describes the resource management and procurement process coordinated by King
County when local city resources are insufficient to meet the demands of the incident.
Situation
Emergency/Disaster Hazards and Conditions
A significant emergency or disaster may damage or limit the existing resources needed to
maintain vital city services or to care for the general public in need of disaster assistance.
Certain disasters may significantly impact transportation infrastructure and/or vendor
operations and may inhibit the availability and flow of resources into and within the city.
Refer to the Renton Hazard Identification and Vulnerability Analysis within the King County
Hazard Mitigation Plan for details on hazards as well as the Basic Plan portion of City of Renton
Comprehensive Emergency Management Plan.
Planning Assumptions
The city may not have all the resources required, either in type or quantity, to respond
to a disaster. These insufficiencies may be created by one or more of the following
conditions:
o The extent of the damage overwhelms available resources.
City of Renton Comprehensive Emergency Management Plan 95
o Normally available resources are damaged, lost, or unable to be moved from one
place to another due to the incident.
o The nature of the event requires resources not normally used within the city.
o Personnel are injured or unable to report to work due to impacts of the
emergency or disaster.
o Disruptions in the vendor supply chain and/or increased regional demand may
make regularly available resources unavailable or in short supply.
Resource replacement or supplementation will likely need to come from outside
sources.
Outside resources may not be immediately available. Depending upon the area affected
by the disaster, resources may have to be procured from out of state. The normal
process is to request resources first from King County, which will coordinate a request
to the state. However, cities in Washington can make requests directly to the state.
Concept of Operations
General
City departments/divisions will first utilize normal procedures for their day to day or
mutual aid resources before requesting outside assistance. The City of Renton
Administrative Services Department may assist departments by providing procedural
guidance for emergency resource procurement. The Policy Advisory Group, in
consultation with the City of Renton Administrative Services Department, will provide
policy guidance on financial limits which may be applied to resource procurement.
Department Operations Centers (DOC) may be established by any department in order
to manage the dispatch and coordination of department-controlled or related
resources. A DOC will maintain close communication with the Incident Commander
and/or the City of Renton EOC regarding incident priorities and resources status to
ensure overall incident objectives are met. Any procurement done at the DOC level
needs to be coordinated with the Administrative Services Department which maintains
all procurement documentation for the incident.
The City of Renton EOC procedures identify the process for the emergency procurement
of resources. The Logistics Section of the EOC is responsible for the locating and
ordering of emergency resources. The Finance Section may offer support and will
document the resource procurement process and handle the actual
purchasing/payment for the transaction.
Department and EOC resource lists and directories in the will be used to identify
locations within the city, as well as vendors, suppliers or other outside sources where
resources may be procured to replace, or supplement those needed to fulfill the
responsibilities of this ESF. Whenever possible, resources should be procured from
Renton businesses.
The Greater Renton Community Organizations Active in Disaster (COAD) will be used to
identify organizations which may be able to provide additional resources for the
response/recovery effort.
Organization
City of Renton Comprehensive Emergency Management Plan 96
This ESF will be coordinated by the Logistics Section Chief when the City of Renton EOC
is activated. If the City of Renton EOC is not activated, the Emergency Management
Director will perform or delegate this coordination.
The Policy Advisory Group, in concert with the City of Renton Administrative Services
Department will establish limits and guidance on resource procurement parameters if
needed.
The Logistics Section is responsible for coordination of City of Renton EOC emergency or
disaster resource requests and procurement. The Finance Section is responsible for the
contracts and documentation of resources procured through the City of Renton EOC as
well as spending limits and payment options.
Individual departments/divisions will determine quantities and use of equipment,
personnel and supplies based on need. The Emergency Management Director may hold
a briefing during the response and recovery phases of an emergency or disaster to
determine department/ division's needs as well as the necessity of City of Renton EOC
activation.
The City of Renton Human Resources and Risk Management Department will coordinate
the registration of civilian volunteers within the city per Chapter 118 -04 WAC,
Emergency Worker Program and Chapter 38.52 RCW.
The City of Renton Human Resources and Risk Management Department will coordinate
the overall reassignment and deployment of non-mission-critical personnel from city
departments as requested by the City of Renton EOC.
Procedures
Resource requests beyond the capability of normal day to day operations will be
received and processed through the City of Renton EOC. Requests for resources may be
initiated by the Incident Command organization in the field, by DOCs, or by other
organizations or entities that have been granted access to the City of Renton EOC
through standing plans or agreements, whether formal or informal.
Resource procurement will be driven by the operational needs of the incident.
Therefore, normal procurement procedures established by the City of Renton may be
waived to support the urgencies of the emergency or disaster. Waiver of these
procedures is supported by Renton City Code.
Mitigation Activities
Primary and Support Agencies
None
Preparedness Activities
Primary Agency
City of Renton Fire Executive Department
City of Renton Comprehensive Emergency Management Plan 97
Develops and maintains the Renton Comprehensive Emergency Management
Plan identifying existing department and division resources and coordinating
which city department has responsibility for each ESF/Annex capability.
Maintains the EOC in order to be ready at any time for an activation.
Coordinates the strategic placement of critical emergency supplies within the
city.
Develops and maintains Continuity of Operations Planning for the city.
Coordinates acquisition, development and maintenance of shared resource lists,
directories and databases.
Ensure resource typing and inventory records are maintained for the city.
Provide emergency management training, drills and exercises in support of this
ESF to city department/divisions.
Provide public education, encouraging residents to be prepared and self-
sufficient for at least 7 days.
Support Agencies
City of Renton Administrative Services Department
Work with primary and support agencies to establish and review policies and
procedures governing procurement and purchasing.
Participate in emergency management training, drills and exercises in support of
this ESF.
Assist in identifying existing departments/divisions resource inventories of major
equipment, maintaining and updating records to provide to the City of Renton
EOC.
Assist in maintaining vendor/supplier records to identify where department
resources may be supplemented, replaced or repaired during an emergency or
disaster.
City of Renton Human Resources and Risk Management Department
Establish a personnel resource registration program as outlined in Chapter 118-
04 WAC Emergency Worker Program.
Participate in emergency management training, drills and exercises in support of
this ESF.
Coordinate the overall reassignment and deployment of non -mission-critical
personnel from city departments as requested.
All Other City of Renton Departments
Renton Regional Fire Authority
Participate in emergency management training, drills and exercises in support of
this ESF.
Identify existing departments/divisions resources available to assist in the
response and recovery activities of an emergency or disaster.
City of Renton Comprehensive Emergency Management Plan 98
Maintain inventory records to accurately represent departmentally controlled
assets and resources.
Identify resource vendors, suppliers or locations where departmentally
controlled assets may be supplemented, replaced or repaired during an
emergency or disaster.
Identify and establish procedures to relocate essential resources away from
hazard potential areas (as identified in the Renton section of the King County
Hazard Mitigation Plan).
Response Activities
Primary Agency
City of Renton Executive Department
Coordinate activation of the City of Renton EOC if requested.
Receive direction from the Policy Advisory Group and the Administrative Services
Department on any limits or other parameters established for procurement.
Coordinate or delegate the procurement of resources within the organizational
structure of the City of Renton EOC.
Provide available personnel and resources for emergency or disaster work.
Conduct a department/division briefing to determine the scope of the
emergency or disaster, resource needs, EOC activation, and status of city
response and recovery capabilities.
Forward situation reports and resource requests to the King County Office of
Emergency Management/Regional Communications and Emergency
Coordination Center or the Washington State Emergency Management Division
and other partner agencies.
Support Agencies
City of Renton Administrative Services Department
Attend department/division briefings to coordinate disaster infor mation and
request resources needed to accomplish response and recovery activities.
Provide representation as requested to assist the City of Renton EOC’s Finance or
Logistics Sections with procurement and documentation.
Relocate essential resources away from hazard areas if vulnerable to the
disaster.
City of Renton Community Services Department
Attend department/division briefings to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
Provide available personnel and resources for emergency or disaster work.
Relocate essential resources away from hazard areas if vulnerable to the
disaster.
City of Renton Comprehensive Emergency Management Plan 99
Make city parks facilities available for personnel registration, staging, relocation,
donations management, debris removal, and emergency worker or general
population shelters.
City of Renton Community and Economic Development Department
Attend department/division briefings to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
Provide available personnel and resources for emergency or disaster work.
Relocate essential resources away from hazard areas if vulnerable to the
disaster.
Provide coordination to perform damage assessment activities.
Provide guidance on resource needs for long-term recovery.
City of Renton Human Resources and Risk Management Department
Attend department/division briefing to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
Assist the City of Renton EOC as requested with personnel issues.
Organize and register civilian volunteers to be utilized in the City of Renton EOC
when requested.
Provide available personnel and resources for emergency or disaster work.
Coordinate the reassignment of other city personnel for disaster assignments.
Relocate essential resources away from hazard areas if vulnerable to the disaster.
All Other City of Renton Departments
Renton Regional Fire Authority
Attend department/division briefings to coordinate disaster information and
request resources needed to accomplish response and recovery activities.
Provide available personnel and resources for emergency or disaster work.
Relocate essential resources away from hazard areas if vulnerable to the
disaster.
Provide representative or subject matter expert to the EOC when requested.
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Private Sector Organizations
Public Health – Seattle & King County
Voluntary Organizations
Washington State Emergency Management Division
Provide resource support to the city as able to assist in the response and
recovery phases of emergency or disaster operations.
City of Renton Comprehensive Emergency Management Plan 100
Recovery Activities
Primary Agency
City of Renton Executive Department
Continue to coordinate response and recovery activities through the City of
Renton EOC, if activated.
Conduct a post-incident review to evaluate the City of Renton EOC procedures to
include the resource procurement and allocation process.
Continue communication with the county and state through situation reports.
In accordance with the Renton Disaster Recovery Plan (ESF 14) assist
departments/divisions in compiling documentation for costs incurred by the
emergency or disaster.
Coordinate revision of City of Renton’s EOC, CEMP and other emergency
management policies and procedures to correct deficiencies learned from the
emergency or disaster.
Update inventory lists of departmentally controlled assets and resources.
Update resource lists with information gained as a result of the disaster.
Support Agencies
City of Renton Administrative Services Department
Follow appropriate policies and procedures in completing the required
documentation to justify emergency services, contracts, purchases and
expenditures.
Attend a post-incident review to evaluate the City of Renton EOC procedures to
include the resource procurement and allocation process.
Compile documentation for departmental costs incurred and volunteers utilized.
Revise internal policies and procedures to correct deficiencies learned from the
emergency or disaster.
Submit revised inventory lists of departmentally controlled assets and resources
for inclusion in City of Renton EOC documentation.
Submit a revised resource list of vendors and other suppliers or locations for
inclusion in City of Renton EOC documentation.
Coordinate FEMA reimbursement process if a Presidential Disaster Declaration is
issued for the event.
City of Renton Human Resources and Risk Management Department
Continue to support response and recovery activities.
Assist departments/divisions with disaster insurance claims for personnel
injuries/death, damaged or destroyed city resources.
Forward completed documentation for departmental costs incurred and
volunteers utilized to the Administrative Services.
Revise policies and procedures to correct deficiencies learned from the
emergency or disaster.
City of Renton Comprehensive Emergency Management Plan 101
Submit revised inventory lists of departmentally controlled assets and resources
for inclusion in City of Renton EOC documentation.
Submit a revised resource list of vendors and other suppliers or locations for
inclusion in City of Renton EOC documentation.
Work with the City Attorney to handle documentation of liability claims filed
against the city.
All Other City of Renton Departments
Renton Regional Fire Authority
Continue to support response and recovery activities.
Forward completed documentation for departmental costs incurred by the
emergency or disaster to the Administrative Services Department.
Revise policies and procedures to correct deficiencies learned from the
emergency or disaster.
Submit revised inventory lists of departmentally controlled assets and resources
for inclusion in City of Renton EOC documentation.
Submit revised inventory lists of departmentally controll ed assets and resources
for inclusion in City of Renton EOC documentation.
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Private Sector Organizations
Public Health – Seattle & King County
Voluntary Organizations
Washington State Emergency Management Division
Continue to provide resource support as requested.
Responsibilities
Primary Agency
City of Renton Executive Department
Ensure that operational response and recovery activities are properly
coordinated. Resources are to be procured within the parameters established by
the Policy Advisory Group and the City of Renton Administrative Services
Department, and under the emergency powers provided by city code and state
statute.
Work toward the reduction of outside resource needs and the facilitation of
resource procurement during an emergency or disaster through:
o Educational programs that encourage area populations including
businesses to be self-sufficient for a minimum of two (2) weeks.
o Training of city departments/divisions that emphasize the need to
safeguard city resources from the effects of an emergency or disaster.
City of Renton Comprehensive Emergency Management Plan 102
o The collection and compilation of resource inventories, and procurement
data.
Support Agencies
All Other City of Renton Departments
Renton Regional Fire Authority
Maintain departmentally controlled resource inventories.
Establish departmental programs that preserve and safeguard resources from
the effects of an emergency or disaster.
Prepare plans and/or maintain data that facilitates the procurement of available
resources, which are likely to be needed during an emergency or disaster.
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Private Sector Organizations
Public Health – Seattle & King County
Voluntary Organizations
Washington State Emergency Management Division
Provides resource support as available to assist in the response and recovery
phases of an emergency or disaster.
Resource Requirements
Greater Renton Community Organizations Active in a Disaster (COAD) contacts list
City of Renton EOC resource lists
City of Renton department-specific inventory records
City of Renton vendor records
References
Chapter 38.52 RCW
Chapter 35A.33 RCW
Chapter 118-04 WAC
City of Renton Municipal Code
Washington State Comprehensive Emergency Management Plan
King County Comprehensive Emergency Management Plan
City of Renton EOC resource lists
Greater Renton COAD Database
Regional Disaster Framework for Public and Private Organizations in King County,
Washington
Logistics Management and Resource Toolkit to the Puget Sound Regional Catastrophic
Disaster Coordination Plan
King County Hazard Mitigation Plan
City of Renton Comprehensive Emergency Management Plan 103
City of Renton Disaster Recovery Plan (ESF 14)
Terms and Definitions
See Basic Plan
Appendices
None
City of Renton Comprehensive Emergency Management Plan 104
EMERGENCY SUPPORT FUNCTION 8: PUBLIC HEALTH AND MEDICAL
SERVICES
Primary Agency: Renton Regional Fire Authority
Public Health – Seattle and King County
Support Agencies: American Red Cross
City of Renton Executive Department
King County Emergency Medical Services
King County Medical Examiner
Private Ambulance Companies
Valley Medical Center
Introduction
Purpose
Emergency Support Function (ESF) 8: The purpose of this annex is to outline the local
organization, operational concepts, responsibilities, and procedures/guidelines to accomplish
coordinated public health and medical services to reduce death and injury during emergency
situations and restore essential health and medical services within a disaster area.
Scope
This ESF will identify and meet the health and medical needs of individuals and communities
impacted by an emergency or disaster through coordination with Public Health Seattle & King
County and the City of Renton.
ESF Activation & Plan Maintenance
ESF 8 may be activated independently or in conjunction with other ESF’s, depending on the
needs of the situation.
Policies
The City of Renton and Renton Regional Fire Authority will use mutual aid agreements when
the city’s resources are depleted or committed. The Incident Command System (ICS) should be
used in any size or type of disaster to manage response personnel, facilities, and equipment.
It is the policy of the Renton Regional Fire Authority to operate under the King County
Comprehensive Emergency Management Plan, Emergency Support Function 8 (ESF) for disaster
related health and medical services. Emergency Medical Technicians or other responders who
provide emergency medical assistance in the City of Renton shall operate under King County's
procedures and protocols.
City of Renton Comprehensive Emergency Management Plan 105
A Mass Casualty Incident (MCI) may be declared to allow Emergency Medical Services
personnel to follow the established written emergency protocols as referenced in the Seattle -
King County Mass Casualty Incident (MCI) Plan.
Situation and Assumptions
Situation
Emergencies or disasters may occur in a local jurisdiction at any time causing significant human
suffering, injury and death, public and private property damage, environment degradation,
economic hardship to business, families, individuals, and disruption of local government.
A significant natural disaster or technological event that overwhelms the City of Renton
would demand county, state, and federal public medical care assistance.
Hospitals, nursing homes, pharmacies and other medical/health care facilities may b e
structurally damaged or destroyed. Those facilities that survive with little or no
structural damage may be rendered unusable or only partially usable because of
damage to utilities (power, water, sewer), or the inability of staff to report for duty.
Medical and health care facilities which remain in operation and have the necessary
utilities and staff may be overwhelmed by the "walking wounded" and seriously injured
patients who are transported there in the immediate aftermath of an
emergency/disaster occurrence.
Medical supplies and equipment will likely be in short supply. Most health care facilities
maintain only inventory stock to meet their short-term (24 to 36 hours) normal patient
load needs. Disruptions in local communications and transportation s ystems could
prevent timely resupply.
Uninjured persons who require daily medications such as insulin, antihypertensive
drugs, and digitalis may have difficulty in obtaining these medications because of
damage or destruction of normal supply locations and general shortages within the
disaster area.
Damage to transportation systems may delay medical transports and outside assistance
from other agencies.
Damages to drinking and wastewater systems may complicate health care and possibly
add to the victim or patient totals.
Hazardous Materials incidents will present unique problems to patient care as the
patients themselves may become contaminated and considered hazardous.
Assumptions
Resources within the affected area will be inadequate to clear casualties from the scene
or treat them in local hospitals. Additional medical capabilities will urgently be needed
to supplement and assist in triage and treat casualties in the affected area and to
transport to the closest appropriate hospital or other health care faci lity. Medical
resupply will be needed throughout the event area.
City of Renton Comprehensive Emergency Management Plan 106
Damage to chemical and industrial plants, sewer lines and water distribution systems,
along with secondary hazards such as fires, will result in toxic environmental and public
health hazards to the surviving population and response personnel.
The damage and destruction caused by a natural or technological event will produce
urgent needs for mental health crisis counseling for victims, their families, and
emergency responders.
Disruption of sanitation services and facilities, loss of power, and massing of people to
shelters may increase the potential for disease and injury.
Public health emergencies may require implementation of public health measures to
contain and control communicable diseases or spread of environmental hazards.
It is likely that public demand for health information and health and medical services
will increase during disasters.
The use of gymnasiums and community centers as temporary medical shelters,
alternate care facilities, and family assistance centers may be necessary. Warehouses or
airport hangars may be used as temporary morgues as needed by the King County
Medical Examiner.
Members of our community who are seniors, children, disabled, homeless, non -English
speakers, low-income or otherwise in need of ongoing support, will be more vulnerable
during and after an emergency. A partnership approach will be needed between
government, private industry, volunteer agencies and the media to ensure essential
health-related information and services reach vulnerable residents during an
emergency.
Health and medical services will be restored during the recovery period as soon as
practical and within the limitations and capabilities allowed of affected agencies.
Concept of Operations
General
The local agencies and organizations located in the EOC should work to meet the information
requirements of the EOC staff.
Notifications
The City will establish the overall health and medical response and recovery objectives.
Coordination of incident information with ESF-8 agencies.
Identification and coordination of medical resources.
Management of the acquisition and use of medical resources.
Activation of the health and medical Joint Information System (JIS) as needed to
coordinate the content and timing for release of accurate and consistent health and
medical information to the public, media, and community response partners.
Coordination of health and medical information.
Investigation into the cause and manner of death resulting from an emergency or
disaster.
Overseeing regional health and medical surge capacity measures associated with added
capacity or mobilization of volunteer personnel.
City of Renton Comprehensive Emergency Management Plan 107
Collaborating with local Emergency Operating Centers (EOCs) to provide logistical
support for medical needs shelters, alternate care facilities, medication centers,
mortuary operations, family assistance centers, and other field response locations.
Implementing local medication distribution strategies directed by the Local Health
Officer.
Coordinating with Bloodworks Northwest to support the blood distribution system.
Identification of potential sites and support staff for temporary emergency clinics.
Emergency care at shelters and congregate care facilities.
Coordination of medical transportation resources.
Communicable disease and environmental health investigation and mitigation.
Support of recovery activities aimed at restoring health and medical services to pre-
event status.
The provision of basic and advanced life support services shall be provided as per
existing standard operating procedures, patient care guidelines and treatment/transfer
protocols as promulgated or coordinated by the Emergency Medical Services Division of
Public Health – Seattle & King County.
The American Red Cross may support the Emergency Medical Services response with
additional resources within the scope of their mission and as resources are available.
Organization
The Renton Regional Fire Authority responds to medical emergencies within the City of Renton
and King County Fire Districts 25 and 40.
Public Health - Seattle & King County is the lead agency in providing health medical, and
mortuary response within King County.
Procedures
The Renton Regional Fire Authority operates under the King County Emergency Medical
Services guidelines. For a Mass Casualty Incident the Renton Regional Fire Authority follows
procedure written in the Seattle-King County Mass Casualty Incident (MCI) Plan. Public Health -
Seattle & King County follows procedures written in the King County, Washington,
Comprehensive Emergency Management Plan, ESF 8, Health, Medical, and Mortuary Services.
As a region the Puget Sound area follows guidance provided in the Pre-Hospital Emergency
Triage and Treatment Annex and the Victim Information and Family Assistance Annex to the
Puget Sound Regional Catastrophic Disaster Coordination Plan.
Mitigation
Primary and Support Agencies
City of Renton Comprehensive Emergency Management Plan 108
Public Health – Seattle & King County
Communicable disease surveillance, investigation, and community containment.
Environmental health protective actions such as vector control, environmental
sampling, and food product embargoes.
Development of medical stockpiles.
Preparedness Activities
Primary Agencies
Renton Regional Fire Authority
Provide ongoing medical service training to their personnel.
Provide CPR training to the public through periodic classes.
Establish transport procedures to facilitate disaster operations.
Works with local health care providers to establish disaster treatment centers
within the City of Renton.
Public Health – Seattle & King County
Develop operational and tactical plans for health and medical response.
Coordinate and manage health and medical training and exercise opportunities
for healthcare providers throughout the region.
Assess the region’s vulnerability to the health impacts of emergencies and
disasters.
Provide ongoing health protection activities such as vaccinations, provider
education, and food and water safety assurance.
Support Agencies
American Red Cross
Provide first aid training classes to the public.
Valley Medical Center
Provide training and education in support of emergency readiness.
Response
Primary Agencies
Renton Regional Fire Authority
Establish Incident Command for on scene emergency operations.
Provide basic life support (BLS) to ill or injured persons.
Coordinate the transport of ill or injured persons.
Request additional medical services dependent upon the number of injuries.
Request critical incident stress debriefing teams.
City of Renton Comprehensive Emergency Management Plan 109
Request assistance via the City of Renton EOC to the King County Office of
Emergency Management/Regional Communications and Emergency
Coordination Center.
Coordinate response efforts with primary agencies.
Establish first aid stations when needed.
Outreach to vulnerable populations (during preparedness and response times) to
inform them of the health impacts of emergencies and recommend protective
actions.
Support evacuation of medical facilities with aid cars, ambulances and other
logistical support.
Coordinate with Renton EOC to make facilities such as community centers
available to serve as medical sites such as medication centers, alternate care
facilities, or family assistance centers.
Support the evacuation of medically fragile residents if a city evacuation is
recommended (Public Health is lead for coordinating this function).
Implement disease control measures such as school closures or cancellation of
public gatherings at the direction of the Local Health Officer.
Provide representatives or subject matter experts to the Renton EOC if
requested.
Public Health - Seattle & King County
Provide leadership and direction in responding to health and medical
emergencies across King County consistent with the authority of the Local Health
Officer.
Activate the ESF 8 Area Command Center, Joint Information System and MAC
Group as appropriate.
Provide medical advice and treatment protocols regarding communicable
diseases and other biological hazards to EMS, hospitals, and healthcare
providers.
Maintain 24 / 7 Duty Officer program and serve as the primary point of
notification for health and medical emergencies in King County.
Coordinate assessment and response to disaster consequences affecting food
safety, water quality, and sanitation.
Coordinate and collaborate with community response agencies in ident ifying
environmental impact, remediation, and recovery activities.
Coordinate the response of regional veterinarian services and animal care
groups.
Direct response activities to vector-borne public health emergencies.
Support mass care sheltering plans throughout the county in coordination with
the American Red Cross and ESF 6 Mass Care agencies. Public Health’s role in
mass care sheltering will focus on assisting with environmental health
assessments at shelters.
Provide epidemiological surveillance, case investigation, and follow-up to control
infectious disease, including acts of bioterrorism and outbreaks of food borne
illness.
City of Renton Comprehensive Emergency Management Plan 110
Assess the health and medical impacts and potential consequences posed by
emergencies and disasters and determines appropriate courses of action.
Direct and manage medical surge capabilities including medical needs shelters,
alternate care facilities, medication centers and temporary morgues.
Coordinate and manage incident information and medical resources for
healthcare agencies across King County.
Direct and manage regional isolation, quarantine, and other control measures
necessary in response to disease outbreaks.
Direct and manage mass vaccination and antibiotic dispensing operations.
Coordinate requests for medical resources with private vendors, the King County
Office of Emergency Management/Regional Communications and Emergency
Coordination Center and the State EOC, as needed.
Support the King County Department of Community and Human Services and the
American Red Cross in meeting demands for regional mental health services.
Direct the development and dissemination of health messages to the public,
media, response partners, and community based organizations.
Activate the Public Health Information Call Center as needed.
Activate the Community Communications Network during emergencies to
provide public health and related information to community based organizations
(CBO) and healthcare providers serving vulnerable populations and to receive
incident information from CBOs.
Support Agencies
City of Renton Public Works Department
Monitor and assure safe drinking water supply.
Provide emergency repairs to utility systems as necessary.
American Red Cross
Acquaint families with available health resources and services and make
appropriate referrals.
Provide supportive counseling for the family members of the dead and injured.
Provide emergency first aid, supportive counseling, health care for minor
illnesses and injuries to individuals in mass care shelters if qualified personnel
are available, and coordinates support activities at other sites with Public Health -
Seattle/King County.
Valley Medical Center
Provide direct medical care to injured and ill persons at appropriate fixed and
other facilities.
King County Emergency Medical Services
Provide advanced life support (ALS) services in response to ill or injured persons.
Provide limited emergency medical transportation capability.
Provide Medical Services Officer, if requested.
City of Renton Comprehensive Emergency Management Plan 111
Coordinate regional critical incident stress management for first responders.
City of Renton Police Department
Provide limited first aid capability.
Assist the Medical Examiner with the identification of deceased persons.
Secure medical scene.
King County Medical Examiner
Provide notification of emergency morgue locations.
Authorize the release of the deceased.
Coordinate transportation of the deceased.
Track incident related deaths resulting from emergencies and disasters.
Manage disaster related human remains.
Oversee a family assistance center to provide a private, safe and secure place for
survivors of disaster victims to gather, and to facilitate necessary communication
with the KCMEO, and to facilitate the coordination of psycho-social support.
Private Ambulance Companies
Assist in the transportation of the injured.
Recovery
Primary Agencies
Renton Regional Fire Authority
Public Health - Seattle & King County
Participate in a debriefing to evaluate the incident.
Continue response and recovery efforts in support of this ESF.
Support Agencies
American Red Cross
City of Renton Executive Department
City of Renton Police Department
City of Renton Public Works Department
King County Emergency Medical Services
King County Medical Examiner
Private Ambulance Companies
Valley Medical Center
Participate in a debriefing to evaluate the incident.
Continue response and recovery efforts in support of this ESF.
City of Renton Comprehensive Emergency Management Plan 112
Organization and Responsibilities
Organization
Primary Agencies
Renton Regional Fire Authority
Public Health - Seattle & King County
Coordinate the planning and response activities for medical and health
assistance in the event of an emergency or disaster.
Support Agencies
American Red Cross
City of Renton Executive Department
City of Renton Police Department
City of Renton Public Works Department
King County Emergency Medical Services
King County Medical Examiner
Private Ambulance Companies
Valley Medical Center
Responsibilities
These agencies provide support to the Renton Regional Fire Authority and Public Health -
Seattle & King County in planning for and providing medical and public health assistance for an
emergency or disaster as resources are available.
Medical resources including transportation, facilities, equipment and supplies are managed
through ESF 8 Area Command utilizing the WATrac information management system.
Non-medical resources may be requested through King County Office of Emergency
Management/Regional Communications and Emergency Coordination Center through the
Renton EOC.
Authorities and References
King County, Washington, Emergency Management Plan, Emergency Support Function
(ESF) 8, Health, Medical, and Mortuary Services
Renton Regional Fire Authority Mass Casualty Incident Plan
King County Emergency Medical Services Protocol
Pre-Hospital Emergency Triage and Treatment Annex to the Puget Sound Regional
Catastrophic Disaster Coordination Plan
City of Renton Comprehensive Emergency Management Plan 113
Victim Information and Family Assistance Annex to the Puget Sound Regional
Catastrophic Disaster Coordination Plan
Seattle-King County Mass Casualty Incident (MCI) Plan
Terms and Definitions
See Basic Plan
Appendices
None
City of Renton Comprehensive Emergency Management Plan 114
EMERGENCY SUPPORT FUNCTION 9: SEARCH AND RESCUE
Primary Agency: Renton Regional Fire Authority
City of Renton Police Department
Support Agencies: City of Renton Community and Economic Development Department
City of Renton Public Works Department
King County Office of Emergency Management
Mutual Aid Agencies
Voluntary Organizations
Washington State Department of Transportation, Aviation Division
Washington State Emergency Management Division
Washington State Military Department, National Guard
Introduction
Purpose
The purpose of this Emergency Support Function (ESF) is to provide guidance and coordination
for a variety of search and rescue operations within the City of Renton.
Scope
State law encompasses both wildland and disaster search and rescue within the definition of
search and rescue, RCW 38.52.010 Section 7. The federal government separates the two and
covers wildland search and rescue in the National Search and Rescue Plan, and disaster search
and rescue, specifically urban search and rescue, in the National Response Framework. Search
and rescue in this Emergency Support Function (ESF) is defined as land and/or water search and
rescue including both wildland and disaster search and rescue. Urban search and rescue wi ll be
coordinated by Renton Regional Fire Authority and supported by the City of Renton Police
Department.
Air search and rescue is defined by Chapter 47.68 RCW and Chapter 468.200 WAC.
ESF Activation and Plan Maintenance
Land search and rescue operations are primarily initiated, conducted and directed by
the City of Renton Police Department.
Air search and rescue for missing for downed civil aircraft is the responsibility of the
Washington State Department of Transportation (WSDOT) per Chapter 47.68 RCW.
The National Incident Management System will be utilized for the on-scene
management of search and rescue operations within the City of Renton.
Water search and rescue operations are primarily initiated, conducted and directed by
the Renton Regional Fire Authority.
City of Renton Comprehensive Emergency Management Plan 115
Policies
It is the policy of the City of Renton to request land search and rescue services via the Valley
Communications Center from King County Dispatch (King County Sheriff’s Office), the King
County Office of Emergency Management, Washington St ate Emergency Management Division,
or the City of Renton Emergency Operations Center (EOC).
Land Search and Rescue
o The City of Renton Police Department will request search and rescue resources
when requested by the on scene incident commander, via the Vall ey
Communications Center from King County Dispatch
o The Washington State Emergency Management Division will issue a mission
number to an authorized official in response to a downed or missing aircraft and
will coordinate this with the Washington State Depar tment of Transportation,
Aviation Division. The Aviation Division Incident Commander may obtain the
mission number on behalf of the City of Renton in order to facilitate response.
o The City of Renton Public Works Department is responsible for providing heavy
equipment in support of search and rescue operations.
o The City of Renton Community and Economic Development Department will
provide technical advice concerning building safety and structural stability if
needed.
o Water search and rescue operations are primarily initiated, conducted and
directed by the Renton Regional Fire Authority.
Air Search and Rescue
o Air search and rescue for missing or downed civil aviation aircraft is the
responsibility of Washington State Department of Transportation, Aviation
Division (Chapter 47.68 RCW).
o Upon location of downed aircraft, the incident becomes a land search and rescue
operation under the direction and control of the City of Renton Police
Department. The Washington State Department of Transportation Aviation
Division Incident Commander provides support as available and assumes
responsibility for the crash site for investigatory purposes.
Water Search and Rescue
o Water search and rescue operations are primarily initiated, conducted and
directed by the Renton Regional Fire Authority.
Situation
Emergency/Disaster Hazards and Conditions
The City of Renton is vulnerable to airline crashes, terrorist activities, earthquakes and
volcanic eruptions. Such disasters can result in large, multi-jurisdictional search and
rescue operations.
Earthquakes pose a severe threat. A major earthquake would trigger search and rescue
operations involving Renton Regional Fire Authority personnel, City of Renton
personnel, statewide search and rescue volunteers, the Washington National Guard,
responders from neighboring jurisdictions, federal response agencies including the
City of Renton Comprehensive Emergency Management Plan 116
military, and the Federal Emergency Management Agency Urban Search and Rescue
Task Forces.
Planning Assumptions
Natural and technological disasters will greatly increase the scope of search and rescue
operations.
A major earthquake in the Puget Sound area will result in multi -jurisdictional search and
rescue operations.
As the population and industry in our community continues to grow the likelihood of
search and rescue operations increases as well.
Concept of Operations
General
Land search and rescue operations are primarily initiated, coordinated, and directed by
the City of Renton Police Department. Requests for additional resources, including
special skills, expertise, or equipment beyond those available through locally dispatched
mutual aid agencies, are coordinated through the Renton Regional Fire Authority or the
City of Renton EOC upon request by the on scene incident commander.
Air search and rescue for missing or downed civil aircraft is the responsibility of
Washington State Department of Transportation, Aviation Division.
The City of Renton EOC may be activated to support search and rescue operations, at
the request of the involved department or on scene incident command er.
Water search and rescue operations are primarily initiated, coordinated and directed by
the Renton Regional Fire Authority.
The Renton Regional Fire Authority to request land search and rescue services via the
Valley Communications Center from King County Dispatch (King County Sheriff’s Office),
the King County Office of Emergency Management, Washington State Emergency
Management Division, or the City of Renton Emergency Operations Center (EOC).
Organization
The city of Renton Police Department is responsible for search and rescue operation within our
jurisdictions. The Renton EOC will provide support for the ESF
Procedures
Land Search and Rescue
o When requested the City of Renton office of Emergency Management will
request search and rescue resources through the King County Office of
Emergency Management. The Washing State Emergency Management Division
will issue a mission number to an authorized official in response to a downed or
missing aircraft and will coordinate this with the WSDOT Aviation Division. The
City of Renton Comprehensive Emergency Management Plan 117
Aviation Division Incident Commander may obtain the mission number on behalf
of City of Renton Emergency Management in order to facilitate the response.
o The city of Renton Public Works Department is responsible for providing heavy
equipment in support of search and rescue operations
o The City of Renton Community & Economic Development Department will
provide technical advice concerning building safety and structural stability.
Air Search and Rescue
o Air search and rescue for missing or downed civil aviation aircraft is the
responsibility of WSDOT Aviation Division (RCW chapter 47.68)
o Upon location of the downed aircraft, the incident becomes a land search and
rescue operation under the direction and control of the City of Renton Police
Department. The WSDOT Aviation Incident Commander provides support as
available and assumes responsibility for the crash site for investigatory purposes.
Mitigation Activities
Primary and Support Agencies
None
Preparedness Activities
Primary Agencies
Renton Regional Fire Authority
Develop standard operating procedures to coordinate water search and rescue
operations.
Develop programs to provide education to the community and training for
search and rescue personnel.
Coordinate and maintain a liaison with the City of Rent on EOC, mutual aid
agencies and area search and rescue teams.
Participate in emergency management training, drills and exercises in support of
this ESF.
City of Renton Police Department
Develop standard operating procedures to coordinate land search and rescue
operations.
Amber Alert follow Washington State Patrol procedures for Missing and
Unidentified Person as addressed in ESF 13
Develop programs to provide education to the community and training to search
and rescue personnel.
Coordinate and maintain a liaison with the City of Renton EOC, mutual aid
agencies and area search and rescue teams.
Participate in emergency management training, drills and exercises in support of
this ESF.
City of Renton Comprehensive Emergency Management Plan 118
Support Agencies
City of Renton Community and Economic Development Department
City of Renton Public Works Department
City of Renton Executive Department
Mutual Aid Agencies
Voluntary Organizations
Plan for and prepare to provide support to the City of Renton in support of this
ESF.
Participate in emergency management training, drills and exercises in support of
this ESF.
Response Activities
Primary Agencies
Regional Fire Authority
Initiate, coordinate and direct water based search and rescue operations within
the City of Renton.
Request water search and rescue resource assistance through mutual aid
agreements, or the City of Renton EOC as needed.
Request activation of the City of Renton EOC when needed.
Coordinate resource requests.
Coordinate documentation and provide situation reports to the county or the
state.
Support volunteer worker activities.
City of Renton Police Department
Initiate, coordinate and direct land based search and rescue operations within
the City of Renton.
Request land search and rescue resource assistance through mutual aid
agreements, via Valley Communications Center from King County Dispatch, the
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center or the City of Renton EOC.
Support Agencies
City of Renton Executive Department
City of Renton Community and Economic Development Department
Provide trained personnel for technical advice concerning damage assessment of
structures through the City of Renton’s Damage Assessment Annex of the
Comprehensive Emergency Management Plan.
City of Renton Comprehensive Emergency Management Plan 119
City of Renton Public Works Department
Mutual Aid Agencies
Voluntary Organizations
Washington State Military Department, National Guard
Provide personnel and equipment to support search and rescue activities.
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Washington State Emergency Management Division
Assist in the request and procurement of search and rescue resources.
Washington State Department of Transportation, Aviation Division
Direct and control air search and rescue operations for downed or missing civil
aircraft.
Recovery
Primary Agency
Renton Regional Fire Authority
Assist in the coordination and documentation necessary for the disaster recovery
process.
Participate in the post-incident review.
City of Renton Police Department
Conduct a post-incident review to evaluate the incident.
Compile appropriate documentation for the incident report.
Provide documentation of costs incurred by the incident to the City of Renton
Executive Department.
Support Agencies
City of Renton Executive Department
City of Renton Community and Economic Development Department
City of Renton Public Works Department
Participate in the post-incident review.
Provides documentation of costs incurred by the incident .
Mutual Aid Agencies
Voluntary Organizations
Participate in the post-incident review process.
City of Renton Comprehensive Emergency Management Plan 120
Responsibilities
Organization
The City of Renton Police Department is responsible for land search and rescue operations
within our jurisdiction. Renton Regional Fire Authority will provide support upon request by the
on scene incident commander for this ESF.
Responsibilities
Primary Agencies
Regional Fire Authority
Direct water based search and rescue operations.
Conduct search and rescue operations in damaged buildings.
Assess the need for structural collapse rescue teams and requests appropriate
resources.
City of Renton Police Department
Direct land search and rescue operations for missing persons.
Support Agencies
City of Renton Community and Economic Development Department
City of Renton Public Works Department
City of Renton Executive Department
Mutual Aid Agencies
Voluntary Organizations
Washington State Department of Transportation, Aviation Division
Washington State Military Department, National Guard
Provide appropriate support to search and rescue programs.
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Washington State Emergency Management Division
Assist in the request and procurement of search and rescue resources.
Resource Requirements
The Renton Regional Fire Authority will provide resources necessary for conducting search and
rescue operations. When all resources are exhausted, a request will be made through the
Renton EOC or King County Office of Emergency Management for additional resources specific
to the response needs.
City of Renton Comprehensive Emergency Management Plan 121
References
Chapter 38.52 RCW
Chapter 47.68 RCW
Chapter 118.04 WAC
Chapter 468.200 WAC
National Response Framework, ESF 9
National Search and Rescue Plan
(U.S. Department of Defense Joint Publication 3-50.1)
Washington State Comprehensive Emergency Management Plan
King County Comprehensive Emergency Management Plan
Structural Collapse and Rescue Annex to the Puget Sound Regional Catastrophic Disaster
Coordination Plan
Terms and Definitions
See Basic Plan
Appendices
None
City of Renton Comprehensive Emergency Management Plan 122
EMERGENCY SUPPORT FUNCTION 10: HAZARDOUS MATERIALS
RESPONSE
Primary Agency: Renton Regional Fire Authority
Support Agencies: City of Renton Community Services Department
City of Renton Police Department
City of Renton Public Works Department
City of Renton Executive Department
Fuel Providers and Pipeline Companies
King County Bomb Squad
King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center
Public Health – Seattle and King County
Puget Sound Clean Air Agency
U.S. Coast Guard
U.S. Department of Transportation
Washington State Department of Ecology
Environmental Protection Agency
Washington State Department of Transportation
Washington State Department of Labor and Industry
Washington State Patrol
Washington State Military Department
King County Zone 3 Agencies
Automatic and Mutual Aid Agencies
Introduction
Purpose
Emergency Support Function (ESF) 10: The purpose of this annex is to designate local
jurisdiction responsibilities for managing emergent hazardous material incidents and other
unanticipated releases and to identify local jurisdiction responsibilities for hazardous materials
in order to minimize exposure and/or damage to human health and safety or to the
environment caused by the actual or threated release of hazardous materials and other
releases within the City of Renton.
City of Renton Comprehensive Emergency Management Plan 123
Scope
To provide guidance for off-site emergency planning and notification to minimize exposure
and/or damage to human health and safety or to th e environment as required by Title III of the
Superfund Amendments and Reauthorization Acts of 1986 (SARA), and known as the
Emergency Planning and Community Right-to-Know Act (EPCRA).
Policies
OSHA regulation 29CFR 1910.120 (q), Washington Administrative Code WAC 296-305-03002,
and WAC 296-824 identifies the training levels for hazardous materials response teams. This is
the minimum level of training provided to the Renton Regional Fire Authority Hazardous
Material Response Team.
The guidelines established in the Renton Regional Fire Authority and Zone 3 Hazardous
Materials Providers Standard Operating Procedures shall be followed in responding to a
hazardous material incident.
The King County Local Emergency Planning Committee (LEPC) plans for hazardous material
emergencies by collecting information from public and private organization with chemical
inventories. This is required under the SARA Title III/EPCRA Program.
The Revised Code of Washington Title 70.136.010 outlines the intent of the legislature t o
promote and encourage advance planning, cooperation, and mutual assistance between
applicable political subdivision of the state and persons with equipment, personnel, and
expertise in the handling of hazardous materials incidents, by establishing limitations on liability
for those persons responding in accordance with the provision of RCW 70.136.020 through
70.136.070.
Washing Administrative Code 118-40 covers hazardous chemical emergency response planning
and community Right-To-Know reporting
Situation
Emergency/Disaster Hazards and Conditions
Hazardous materials may be released during a naturally occurring event like earthquakes or
during an industrial accident, terrorism or illegal activity. The City of Renton has a high volume
of hazardous materials used, manufactured, stored and transported, which increases the
likelihood of a significant release. Illegal drug labs and dumping create yet another concern. The
coordination of emergency response operations of hazardous material incidents may require
multi-agency and multi-disciplinary responses. Disciplines involved may include hazardous
materials technicians, firefighters, emergency medical service providers, law enforcement,
environmental containment and clean-up specialists, fish and wildlife experts, and
environmental/public health.
City of Renton Comprehensive Emergency Management Plan 124
SARA/EPCRA facilities are required to maintain plans for warning, notification, evacuation and
site security under numerous regulations. Copies are filed with the Renton Regional Fire
Authority.
Planning Assumptions
A hazardous material incident may develop slowly or occur without warning.
Actual or threatened releases of hazardous materials often require immediate response.
Most hazardous material incidents are minor in scope and can be handled by trained
facility personnel and/or the Renton Regional Fire Authority Hazardous Materials
Response Team. However, the potential exists for a large-scale incident, which would
require multiple resources and the need for mass evacuation of downwind populations
or sheltering in place.
The number and severity of major incidents can be minimized by prevention programs.
Concept of Operations
General
The Renton Regional Fire Authority has the primary responsibility for protecting life, the
environment and property threatened by hazardou s materials incidents, except where this has
been specifically preempted by state or federal laws or regulations. Hazardous materials
response is organized under the National Incident Management System.
The agency with primary authority is dependent on the location of the event. The Renton
Regional Fire Authority is the Incident Command Agency for the City of Renton under Chapter
70.136RCW. When an incident occurs on a state highway, the Washington State Patrol will
establish a Unified Command System with surrounding fire departments, emergency medical
services, and other state and federal agencies.
Organization
Response is organized under the National Incident Management System. The City of Renton
Director of Emergency Management has been designated the Community Emergency
Coordinator as required under SARA / EPCRA for the city. The response and recovery efforts will
be coordinated through the on-scene Incident Commander or the City of Renton EOC, if
activated.
Procedures
Based on the Hazardous Materials Response Plan and Procedures, the response will vary
dependent upon the location and magnitude of the hazardous materials release and the
population impact. Response and recovery efforts include containing and controlling the
release, warning the public, request for assistance, notification of state and federal agencies,
restoration of businesses and requests for cleanup resources. Additionally, requests for
recovery of response and cleanup costs and monitoring the site may be necessary.
City of Renton Comprehensive Emergency Management Plan 125
Mitigation Activities
The international Fire and building Codes, United States EPA regulations, Washington State
Department of Ecology Codes and Puget Sound Air Pollution Control have regulations and codes
relating to the safe storage, use, handling and disposal methods of h azardous materials,
Inspections by fire and building personnel also contribute to the overall safety of works, the
public and environment. The City of SeaTac may provide assistance to residents with hazardous
materials disposal problems
Preparedness Activities
Primary Agency
Renton Regional Fire Authority
Participate in training required by 29CFR 1910.120.
Participate in drills and exercises in support of this ESF.
Coordinate, participate and evaluate hazardous material drills and exercises for
SARA / EPCRA Title III facilities with the King County LEPC.
Maintain emergency response plans and Tier II files for facilities, which fall under
the SARA / EPCRA Title III law.
Provide emergency management training, drills and exercises in support of this
ESF.
Support Agencies
Office of the Fire Marshal
Manage and enforce city codes relating to the storage, use and handling of
hazardous materials to lessen the impact of a hazardous material incident.
Enforces the international Fire code requiring facilities to have hazardous
materials management plans, which provide local responders with vital
information for hazardous materials response to specific facilities.
City of Renton Community & Economic Development Department
Manages and enforces city codes relating to the storage, use and handling or
hazardous materials to lessen.
Response Activities
Primary Agency
Renton Regional Fire Authority
Provide initial response to, and size-up of hazardous material incidents.
Assume the role of on-scene Incident Commander.
Assist in containing and controlling the hazardous material.
Contact the appropriate outside agencies for assistance, if necessary.
Coordinate efforts with outside agencies.
City of Renton Comprehensive Emergency Management Plan 126
When required and in accordance with department Standard Operating
Procedures, notify the Renton Regional Fire Authority Duty Chief, the City of
Renton Emergency Management Duty Officer, King County Office of Emergency
Management/Regional Communications and Emergency Coordination Center
and Washington State Emergency Management Division of the size and impact
to the area.
Provide technical advice to the Incident Commander in the enforcement of all
city codes relating to the storage, use and handling of hazardous materials.
Assist in response and population protection measures such as sheltering in
place.
Review and stores copies of Emergency Response Plans and Spill Prevention
Plans for facilities within the City of Renton.
Support Agencies
City of Renton Police Department
Provide traffic control, area security and communication support.
Assist in response and population protection measures such as sheltering in
place.
Assist in evacuation of potentially affected populations to safe environments as
directed.
City of Renton Public Works Department
Supply information on City of Renton infrastructure and regulate critical utilities.
Provide necessary resources as required by the Incident Commander.
Assist in containing and isolating the hazardous material within the limits of staff
training and available personal protective equipment.
Assist in traffic control.
City of Renton Executive Department
Activate Renton EOC if requested to provide support to ESF 10 incidents.
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Activate the King County Emergency Coordination Center if required.
Coordinate additional resources at the request of the Incident Command agency.
Mutual Aid Agencies
Provide response resources as requested by the Incident Commander per mutual
aid agreements.
Fuel Providers and Pipeline Companies
King County Bomb Squad
Port of Seattle Bomb Squad
City of Renton Comprehensive Emergency Management Plan 127
Public Health - Seattle & King County
Puget Sound Clean Air Agency
U.S. Department of Transportation, Coast Guard
U.S. Environmental Protection Agency
Washington State Department of Ecology
Washington State Department of Labor and Industry
Washington State Patrol
Washington State Department of Transportation
Washington State Military Department
Provide resources, technical support, guidance and possible enforcement, as
necessary.
Recovery Activities
Recovery Activities are undertaken primarily by the party responsible for the release. Where
the responsible party is not identified or cannot pay for cleanup, limited state and federal
assistance may be provided for costs of both response and recovery. Title 4 RCW 4.24.314
identifies the owner or transporter as responsible for the cost of cleanup from a hazardous
materials release.
Washington State Department of Ecology is the lead agency in King County for recovery from
hazardous materials incidents. Washington State Department of Health is the state lead for
radiological incidents. The King County Office of Emergency Management is the coordinating
agency for these efforts.
Primary Agency
Renton Regional Fire Authority
Coordinates the response and recovery efforts to hazardous materials incidents
Develops hazardous materials emergency response plans and procedures.
Coordinates response and recovery activities related to disasters as described in
Direction and Control and other portions of this plan as required.
Support Agencies
City of Renton Police Department
City of Renton Public Works Department
City of Renton Executive Department
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Washington State Department of Ecology
City of Renton Comprehensive Emergency Management Plan 128
Washington State Department of Health
King County Bomb Squad
Port of Seattle Bomb Squad
Washington State Patrol
Washington State Department of Transportation
Use Department of Transportation
Coast Guard
Responsible Party
Recovery activities are undertaken primarily by the party responsible for the release.
Where the responsible party is not identified or cannot pay for the cleanup, limited
state and federal assistance may be provided for costs of both response and recovery.
Title 4 RCW4.24.314 identifies the owner or transporter responsible for the cost of
cleanup from a hazardous material release.
Responsibilities
Primary Agency
Renton Regional Fire Authority
Coordinate the response and recovery efforts to hazardous material incidents .
Develop hazardous materials emergency response plans and procedures.
Participate in the King County LEPC.
Support Agencies
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Participate in the King County LEPC.
Maintain Tier II records and plans from facilities required under SARA Title III and
the Clean Air Act.
Develop and distribute public education information related to hazardous
material issues per the Community Right to Know Act.
City of Renton Police Department
City of Renton Public Works Department
City of Renton Executive Department
Fuel Providers and Pipeline Companies
King County Bomb Squad
Port of Seattle Bomb Squad
City of Renton Comprehensive Emergency Management Plan 129
Public Health – Seattle & King County
Puget Sound Clean Air Agency
United States Department of Transportation, Coast Guard
United States Environmental Protection Agency
Washington State Department of Ecology
Washington State Department of Labor and Industry
Washington State Patrol
Washington State Department of Transportation
Washington State Military Department
King County Zone 3 Agencies
Assist in the response and recovery from hazardous material releases.
Resource Requirements
Hazardous material releases require substantial amounts of specialized equipment, supplies
and training. Many specialized monitoring devices may be needed as well as training,
decontamination equipment and technical information resources.
References
SARA Title III, 40 CFR 355, PL 99-499, Chapter 118-40WAC
SARA Title III Emergency Response Plans
International Fire Code
International Building Code
King County Hazardous Materials Emergency Response Plan
Renton Regional Fire Authority Standard Operating Procedures
Zone 3 Haz-Mat Providers Emergency Response Plan
Title 70 RCW 70.136
Title 4 RCW 4.24.314
Terms and Definitions
See Basic Plan.
Appendices
None
City of Renton Comprehensive Emergency Management Plan 130
EMERGENCY SUPPORT FUNCTION 11: AGRICULTURE AND NATURAL
RESOURCES
Primary Agency: City of Renton Community Services Department
Support Agencies: City of Renton Executive Department
City of Renton Police Department
Renton Regional Fire Authority
King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center
Public Health – Seattle and King County
Washington State Department of Agriculture
Washington State Department of Health
Washington State Department of Archaeology and Historic Preservation
Greater Renton Community Organizations Active in Disaster
Emergency Feeding Program
Heritage Emergency National Task Force
American Red Cross
Introduction
Purpose
Emergency Support Function (ESF) 11: supports local and State authorities and other Federal
agency efforts to:
Provide nutrition assistance;
Manage the distribution of food supplies and water to the affected public and
emergency responders during and following a major emergency or disaster event;
Provide for the safety and well-being of animals during an emergency response or
evacuation situation; and
Protect, preserve and restore issues related to natural, cultural and historic sites
affected by emergencies and/or disasters.
Scope
ESF-11 provides for the management, safe handling and distribution of food and water for the
needs of large groups of people within the City of Renton during and immediately after a major
emergency or disaster. It also addresses the safety and well-being of household pets, and the
protection of natural, cultural and historic properties within this jurisdiction.
City of Renton Comprehensive Emergency Management Plan 131
ESF-11 may be activated independently or in conjunction with other ESFs, depending on the
situation. It may closely support ESF-6: Mass Care, Emergency Assistance, Housing and Human
Services, ESF-14: Renton Disaster Recovery Plan and will utilize procedures under ESF-7:
Logistics Management and Resource Support.
A goal of the City of Renton Comprehensive Emergency Managemen t Plan is to help develop
city, business, and resident self‐sufficiency for a minimum of 72 hours after a disaster.
Policies
Food and Water
Public information regarding food and water storage, contamination/decontamination
and emergency distribution points should be disseminated per ESF-15: Public
Information.
City of Renton Emergency Operations Center (EOC) will work closely with local volunteer
and non-profit agencies to determine the emergency food and water needs of the
affected population.
EOC will coordinate with local agencies, commercial facilities, volunteer organizations
and appropriate purveyors for the supply and distribution of food and water to the
affected population.
Food safety actions will be guided and coordinated by State and County food safety
officials, emergency preparedness and response officials, Homeland Security officials
and internal policies and procedures of Washington State Departments of Agriculture
and Health, such as Washington Administrative Code (WAC) 246-125: Department of
Health Food Service.
Emergency food stocks will be purchased or procured under the provisions of Revised
Code of Washington (RCW) 38.52.070: Local Organization and Joint Local Organizations
Authorized – Establishment, Operation – Emergency Powers, Procedures.
The City will not accept unprocessed donated goods during a time of disaster. Only
those goods that can quickly be placed into the community, or specifically requested,
will be accepted.
Animals and Plants
Renton Police Animal Sheltering Emergency Operations Plan will guide the City’s
response to domestic animal care following a major emergency or disaster.
Animal evacuation and sheltering should be conducted in conjunction with human
evacuation and sheltering efforts. Animals should be sheltered near their owners to the
extent possible.
While Incident Command will assist with animal issues, the priority will remain the
health and safety of residents.
WAC 16: Department of Agriculture guides agricultural protocols and responses related
to animal and crop diseases and pests.
Natural, Cultural, and Historic (NCH) Resources
City of Renton Comprehensive Emergency Management Plan 132
Actions initiated under ESF-11 to protect, preserve, conserve, rehabilitate, recover, and
restore NCH resources will be guided by the existing internal policies and procedures of
the agencies providing support for the incident.
King County EOC will coordinate with local, state, tribal and federal partners to assess,
protect, preserve, conserve, inform long-term recovery and restore identified natural
resources and/or cultural sites.
Structures registered in national historical registries, or those structures eligible for
inclusion in those registries, may be subject to special considerations.
RCW 27.53: Archaeological Sites and Resources establishes penalties for disturbing
known archeological sites on either public or private land without a permit from
Department of Archaeology and Historic Preservation.
RCW 27.44: Indian Graves and Records describes procedures for responding to
discoveries of human skeletal remain and establishes penalties for known disturbance of
Native Indian cairns, graves and rock markings.
Situation and Assumptions
Situation
A significant emergency or disaster will deprive substantial numbers of people of the
ability to prepare or gain access to food and water.
In order to provide for the safety and security of Renton residents, animals and
property, the City will work to ensure the care and shelter of pets in the event of an
emergency.
Natural, cultural or historic preservation and restoration issues may arise during an
emergency or as a result of a disaster. Areas covered include terrestrial and aquatic
ecosystems; biological resources, including fish and wildlife; threatened and endangered
species, migratory birds; historic and prehistoric resources; mapping and geo spatial
data; geology; hydrology, including real-time water flow data; data on earthquakes and
other natural hazards; on- and offshore minerals; energy; and coal mining.
The City has limited experience in coordinating the distribution of foods, water and
donated goods in large quantities and will rely upon the expertise of outside agencies
and organizations to accomplish these tasks whenever possible.
Assumptions
No guarantee is implied by this plan. Because assets and personnel may be
overwhelmed, the City and County can only endeavor to make every reasonable effort
to respond to a hazardous event based on the situation, information, and resources
available at that time.
During the first 72 hours of an emergency, shelters and individuals are expected to re ly
on their own resources, and those available in their immediate area, for food and water.
Food and Water
City of Renton Comprehensive Emergency Management Plan 133
A wide variety of outside agencies have the ability to provide mass care services,
including coordination support. The City will work with all of these organizations
in providing for the needs of the community.
A significant emergency may deprive substantial numbers of local residents from
access to safe and reliable supplies of food and water.
Congregate care feeding areas will be the primary locations for the distribution
of food and water supplies.
Food warehouses located in the City are not available for the sole use of the City
and must be considered a regional resource.
If not handled properly, food and water can become vehicles for illness and
disease transmission, which must be avoided.
Seattle & King County Public Health will provide guidance to the City and to
individuals to ensure the safety of food and water made available to the public.
Animals and Plants
Any displacement or evacuation of people from their homes may cause
household pets and livestock to be placed at risk for food, shelter, and care.
Owners will be expected to provide food, water, husbandry, and exercise for
their pets during the times they are in emergency shelters.
Some animal diseases are very contagious (e.g. – foot and mouth disease) and
would be very difficult to identify, isolate, control, and eradicate in an
emergency shelter environment.
Some plant diseases are very infectious to other plants and can be very difficult
to identify, isolate, control and eradicate.
The Washington State Department of Agriculture, in collaboration with identified
stakeholders and legal authorities (local, state, federal and tribal), takes the lead
in managing animal and/or plant health emergencies.
Natural, Cultural, and Historical Resources
Cultural heritage institutions (such as museums, libraries, archives, records
repositories, and historical societies) may have sensitive collections that require
specific actions in the event of a disaster or emergency.
Concept of Operations
It is the policy of the City of Renton to provide emergency organization and resources to
minimize the effects of incidents; prepare to respond to disaster situations; maximize
population survival; preserve property; and recovery that will ensure the orderly and
fast return to normal community life in the City of Renton in the event of a natural or
technological disaster.
This Plan may be supplemented by the King County Comprehensive Emergency
Management Plan, the Puget Sound Regional Coordination Plan and Annexes, the
Washington State Comprehensive Emergency Management Plan, and other applicable
plans. All operations will function in cooperation of the National Incident Management
City of Renton Comprehensive Emergency Management Plan 134
System (NIMS) to assure a comprehensive approach to emergency management is
achieved.
Food and Water
The Renton EOC will coordinate with regional public messaging to provide
emergency information and instructions to the public, through the media, of
locations and hours of operation of any facility feeding victims and/or
emergency workers. The public will also be advised when any feeding facility
ceases operation.
Requests for food and water should be made to local sources before requesting
outside help from mutual aid partners.
King County Office of Emergency Management will coordinate information on
food supplies, monitor the situation and identify any potential shortfalls that
exist or might occur.
Management and procurement of food and water in the City for disaster victims
and workers will be coordinated by the Logistics Section in the Renton EOC, with
the assistance of the Finance/Administration Department. They will coordinate
with county, state and federal resources as appropriate.
In the event potable water distribution is necessary, the King County DEM will
work with other agencies, such as local fire services, and Seattle & King County
Public Health Department, Washington State Emergency Management
Division/EOC or National Guard to provide emergency water supplies.
Seattle & King County Public Health Department will provide inspections, testing,
public education, and other actions necessary to insure the safety and sanitation
of food and water supplies, for as long as those services continue to provide food
and water to the general public.
Various non-profit organizations will provide disaster victims with food, water,
clothing, shelter, first aid and other immediate needs following a disaster. These
efforts must be coordinated with the EOC during an event to ensure resources
are allocated in the most beneficial way. These organizations will be encouraged
to join the Community Organizations Active in Disaster (COAD) group in order to
maintain regular contact with the Emergency Management Division.
Animals and Plants
The Renton Police Department has jurisdictional authority and will direct and
control all activities related to animal sheltering, protection and control during
an emergency.
If a possible foreign animal/insect/crop/disease is confirmed on a premise, the
state veterinarian, WA Department of Agriculture and the Federal Area
Veterinarian in Charge become the Unified Command. As a Unified Command,
they would coordinate the response with local, other state and federal agencies.
Natural, Cultural, and Historic Resources
City of Renton Comprehensive Emergency Management Plan 135
King County OEM will coordinate information and requests pertinent to this
function during an emergency or disaster and assist state, tribal and federal
resources.
King County OEM will monitor response operations to protect sensitive
resources and minimize damage to natural and cultural resources.
King County will assist the public in recovering treasured heirlooms damaged by
disasters by directing the public to online information and organizations that can
provide advice and assistance.
The King County OEM will coordinate with ESF-3: Public Works and Engineering
on the removal of debris affecting NCH resources.
Responsibilities
Preparation
Exercise overall responsibility for the coordination of ESF-11 activities.
Develop Standard Operating Procedures/Guidelines (SOPs/SOGs) and checklists to
support ESF-11 activities. Work with support agencies to keep this Annex up-to-date.
When requested, deploy a representative to the EOC to assist with agriculture and
natural resources activities.
Maintain an accurate roster and activation procedures of personnel assigned to perform
ESF-11 duties during a disaster.
Maintain current food resource directories to include maintaining points of contact.
Identify likely transportation needs and coordinate with ESF-1.
Coordinate with appropriate agencies to ensure procedures/guidelines are in place to
inspect the food supply and ensure food safety.
Advise the EOC of health hazards.
Primary action officers for all ESF-11 agencies should complete ICS 100, 200, 700
training courses.
Identify pet boarding facilities and private organizations that may provide emergency
shelters for animals.
Identify local agribusiness operators with equipment and personnel to assist with animal
stop movement and quarantine activities.
Develop mutual aid agreements with government agencies, professional associates and
private agencies and organizations with personnel and equipment to support ESF-11
activities.
Determine resources available for natural, historic, and cultural resources protection.
Cultural heritage institutions (such as museums, libraries, archives, records repositories,
and historical societies) should be encouraged to develop emergency plans, including
having contingency plans in place for their collections in the event of a disaster or
emergency. Nonprofit networks, such as the Heritage Emergency National Task Force,
can provide information on cultural and historic resources at risk.
Response
Activate plans.
City of Renton Comprehensive Emergency Management Plan 136
Establish communications between EOC and Incident Management Team to determine
resource needs to support incident response and operations
Ensure communication lines are established and participants are clear on what actions
need to be taken if a highly contagious disease or insect is suspected or confirmed.
Recovery
Help maintain movement restrictions as required by local, state, and federal authority.
Continue to render support when and where required as long as emergency conditions
exist.
Participate in after-action reports and meetings.
Make changes to plans and procedures/guidelines based on lessons learned.
References
City of Renton Animal Sheltering Emergency Operations Plan
Community Organizations Active in Disaster
Emergency Support Function (ESF)-3: Public Works and Engineering
ESF-6: Mass Care, Emergency Assistance, Housing and Human Services
ESF-7: Logistics Management and Resource Support
ESF-14: Renton Disaster Recovery Plan
ESF-15: Public Information
Heritage Emergency National Task Force
Revised Code of Washington (RCW) 38.52.070: Local Organization and Joint Local
Organizations Authorized – Establishment, Operation – Emergency Powers, Procedures
RCW 27.53: Archaeological Sites and Resources
RCW 27.44: Indian Graves and Records
Washington Administrative Code 246-125: Department of Health Food Service
Washington State Comprehensive Emergency Management Plan, ESF-11
See Basic Plan
Terms and Definitions
See Basic Plan.
Appendices
None
EMERGENCY SUPPORT FUNCTION 12: ENERGY
Primary Agency: City of Renton Community Services Department
City of Renton Public Works Department
Support Agencies: City of Renton Executive Department
Fuel Provides, including Overlake Oil
City of Renton Comprehensive Emergency Management Plan 137
Puget Sound Energy
Seattle City Light
Introduction
Purpose
Emergency Support Function (ESF) 12: The purpose of this annex is to provide for effective use
of available electric power, water resources, telecommunications, natural gas, and petroleum
products required to meet essential needs, and to facilitate restoration of energy and utility
systems affected by an emergency or disaster. The City of Renton includes commercial and
public utilities in their coordination of damage assessments, operational capabilities, and
restoration actions.
Scope
The term ‘energy/utility’ includes producing, refining, transporting, generating, transmitting,
conserving, building, distributing, and maintaining energy/utility systems and system
components. All energy/utility systems are considered critical infrastructure.
Assessments are current energy/utility capabilities, capacities, and reserves within the
City of Renton
ESF-12 collects, evaluates, and shares information on energy/utility system damages
and estimates on the impact of energy/utility system outages within the affected areas.
ESF-12 also provides information concerning the energy/utility restoration process such
as projected schedules, percent of completion of restoration, geographic information on
the restoration and other information as appropriate.
ESF-12 facilitates the restoration of energy systems through legal authorities and
waivers.
ESF-12 also provides technical expertise to the utilities, conducts field assessments, and
assists government and private-sector stakeholders to overcome challenges in restoring
the energy system.
Policies
The City of Renton Executive Department will establish a liaison relationship with public or
private utility providers to coordinate disaster and emergency needs and services.
Where an agency representative for a fuel provider or power utility company is not available to
sit directly within the City of Renton Emergency Operations Center (EOC), a liaison relationship
will be established with the representative within the King County Regional Communications
and Emergency Coordination Center, or directly with the on -call person for that agency.
Situation
Hazards Analysis
City of Renton Comprehensive Emergency Management Plan 138
Power outages or petroleum supply interruptions may be triggered by a variety of hazards
including windstorms, winter storms, earthquakes, and severe flooding.
Planning Assumptions
The occurrence of a major disaster could destroy or damage portions of the city's e nergy
and utility systems and disrupt petroleum supplies.
Widespread and possibly prolonged electric power failures could occur in a major
disaster.
Transportation, media, and telecommunications infrastructures will be affected.
Delays in the production, refining, and delivery of petroleum-based products occur as a
result of transportation infrastructure problems and loss of commercial electrical
power.
Concept of Operations
Responding to energy or petroleum shortages or disruptions and their effects is ne cessary for
preservation of the public health, safety and general welfare of the City of Renton's residents.
Activities during an energy emergency could include:
Assessing fuel and electric power damage.
Assessing energy supply and demand.
Coordinate the identification of requirements to repair energy systems.
Coordinate with county, state and federal officials as well as private agencies, to
establish priorities for repair of damaged energy systems.
Coordinate temporary, alternate, or interim sources of emergency fuel and power;
obtaining current information regarding damage to energy supply and distribution
systems.
Assessing the requirements for restoration.
Organization
The electric power industry within the state is organized into a network of public a nd
private generation and transmission facilities, which form a part of the Northwest Power
Pool. Through such networks, the electric power industry has developed a capability to
transmit electric power under even the most extreme conditions. Power is then
distributed by local utilities to individual end users, which have varying levels of
distribution reliability. Many end users with high reliability needs (e.g., hospitals, and
media) have their own in-house generation sources.
Major natural gas companies through common pipelines originating in other states
distribute natural gas within Washington State.
Procedures
Power to city facilities will be assessed by and measures taken by the City of Renton
Community Services Department to provide emergency power.
City of Renton Comprehensive Emergency Management Plan 139
Contact with utility providers may be established by the City of Renton EOC to
coordinate resources, establish priorities, assess and document damages and provide
information to the public. The City of Renton EOC may initiate information programs to
keep the public informed of utility status and any restrictions.
Utility providers may send a liaison to the City of Renton EOC to facilitate coordination
and may provide communications equipment to be in contact with field units.
Requests for assistance are primarily made by utility providers through existing mutual
aid agreements with other providers. The City of Renton EOC may assist with
coordinating outside resources, upon request.
The City of Renton EOC may advise public utilities operating in Renton of federal or state
restrictions, or any emergency restrictions or operating policies established by the city.
Fueling procedures and locations will be established by the City of Renton Public Works
Department.
Mitigation Activities
Primary Agencies
City of Renton Community Services Department
City of Renton Public Works Department
Take appropriate steps to make power and fuel infrastructure disaster resilient.
Support Agencies
Fuel Providers, including Overlake Oil
Puget Sound Energy
Seattle City Light
Take appropriate steps to make power and fuel infrastructure disaster resilient.
Preparedness Activities
Primary Agencies
City of Renton Community Services Department
Maintain a list of city facilities and their power needs.
City of Renton Public Works Department
Establish alternate fueling strategies to ensure fleet vehicles can be refueled.
Support Agencies
City of Renton Executive Department
Maintain an operational EOC and standard operating procedures for that EOC for
the City of Renton.
City of Renton Comprehensive Emergency Management Plan 140
Maintain the city of Renton Comprehensive Emergency Management Plan.
Identify area supplies of petroleum fuels for city emergency response activities.
Fuel Providers, including Overlake Oil
Puget Sound Energy
Seattle City Light
Maintain individual agency emergency plans.
Response Activities
Primary Agencies
City of Renton Community Services Department
City of Renton Public Works Department
Assist in debris clearance.
Provide available resources to supplement temporary energy systems for the
city.
Support Agencies
City of Renton Executive Department
Activate the City of Renton EOC, if requested.
Coordinate activities with the King County Office of Emergency
Management/Regional Communications and Emergency Coordination Center.
Coordinate volunteer, private, state and federal emergency supplemental energy
and utility resources.
Fuel Providers, including Overlake Oil
Puget Sound Energy
Seattle City Light
Provide a liaison to the City of Renton EOC if requested and as available.
Gather, assess, and report information to the City of Renton EOC on energy
system damage and community impacts.
Follow internal policies and procedures to facilitate the restoration of energy
systems.
Recovery Activities
Primary Agencies
City of Renton Community Services Department
City of Renton Public Works Department
City of Renton Comprehensive Emergency Management Plan 141
Continue to assess status of energy and fuel systems.
Support Agencies
City of Renton Executive Department
Fuel Providers, including Overlake Oil
Puget Sound Energy
Seattle City Light
Continue to provide support for recovery operations.
Responsibilities
Primary Agencies
City of Renton Community Services Department
City of Renton Public Works Department
Assist in debris clearance.
Provide available resources to supplement temporary energy systems for the
city.
Support Agencies
City of Renton Executive Department
Fuel Providers, including Overlake Oil
Puget Sound Energy
Seattle City Light
Provide information or support during response to an energy emergency based
on the nature, severity, and extent of the emergency or disaster.
Coordinate with the appropriate agencies to acquire or provide supplemental
energy and utility needs in an emergency or disaster.
Resource Requirements
Resources that may be necessary in an energy emergency may include supplemental electrical
energy such as generators, reserve petroleum sources, utility contingency plans, maps and
office supplies.
References
Agency-specific Emergency Operations Plans
Terms and Definitions
See Basic Plan
City of Renton Comprehensive Emergency Management Plan 142
Appendices
None
City of Renton Comprehensive Emergency Management Plan 143
EMERGENCY SUPPORT FUNCTION 13: PUBLIC SAFETY, LAW
ENFORCEMENT, AND SECURITY
Primary Agency: City of Renton Police Department
Support Agencies: Renton Regional Fire Authority
City of Renton Executive Department
City of Renton Public Works Department
Mutual Aid Agencies
Introduction
Purpose
To effectively coordinate law enforcement activities within the City of Renton in response to an
emergency or disaster.
Scope
The intent of this Emergency Support Function (ESF) is to outline the law enforcement
procedures required to effectively respond to a citywide emergency or disaster.
ESF Activation & Plan Maintenance
This ESF may be activated independently or in conjunction with other ESF’s, dependin g on the
needs of the situation
Policies
The City of Renton Police Department will, within the limits of its resources and a uthority,
coordinate and support essential law enforcement operations. Coordination between the City
of Renton Police Department and other law enforcement agencies is facilitated by the
Washington Mutual Aid Peace Officers Powers Act (Chapter 10.93 RCW). City of Renton Police
Department personnel sent to assist other jurisdictions will maintain their own supervision and
chain of command.
Situation and Assumptions
Situation
Any disaster may generate a need for law enforcement activity. The primary hazards are
detailed in the City of Renton Hazard Mitigation Plan and include floods, winter storms,
earthquakes, landslides and debris flows, volcanic hazards, coal mine hazards, hazardous
materials releases, and acts of terrorism or civil disturbance. Additionally, the city is subject to
major transportation disruptions and accidents, utility and infrastructure failures or collapses,
public health emergencies, and mass casualty incidents from any cause.
City of Renton Comprehensive Emergency Management Plan 144
Assumptions
The City of Renton Police Department will exhaust its resources before requesting
assistance from other agencies.
City of Renton personnel will provide assistance and resources as available during an
emergency or disaster.
Landline communications may be interrupted. Cellular, satellite telephone and
conventional and amateur radio communication will be relied upon heavily, if available.
Congested frequencies should be expected.
Valley Communications Center, if operable, will be inundated with calls, possibly
requiring the City of Renton Police Department to dispatch their own calls.
Normal response will be hampered by such occurrences as bridge failures, landslides,
fallen debris, flooding or fire. Police response times will be delayed and response to
incidents may need to be prioritized.
Mutual Aid agencies and other resources normally available to support police
operations may be unavailable as a result of the incident.
Concept of Operations
In times of an emergency or disaster, law enforcement agencies are called upon to provide a
wide range of functions. These include, but are not limited to, warning and evacuation, search
and rescue, emergency medical services, communications, access control, and enforcement of
emergency traffic regulations.
Assistance between law enforcement agencies within the state is facilitated by the signatory
agencies to the Mutual Law Enforcement Assistance Agreement.
When the City of Renton Police Department resources are exhausted, supplemental assistance
may be requested through the Renton Emergency Operations Center.
Law enforcement units provided by other levels of government will remain under the command
of their parent agency.
The City of Renton Police Department will coordinate citywide emergency or disaster law
enforcement activities.
Notifications
City of Renton law enforcement response will be in accordance with the operational procedures
of the City of Renton Police Department and the City of Renton Comprehensive Emergency
Management Plan.
A Division Commander or designee of the City of Renton Police Department will report to the
City of Renton Emergency Management Duty Officer or EOC, if activated, to coordinate law
enforcement notifications and activities with other response functions.
Preparedness
City of Renton Comprehensive Emergency Management Plan 145
Primary Agency
City of Renton Police Department
Develops emergency standard operating procedures for the effective use of the
department's resources.
Assists the City of Renton Office of Emergency Management in the coordination
of emergency management plans.
Provides assistance with and participates in emergency management training,
drills and exercises in support of this ESF.
Support Agencies
Renton Regional Fire Authority
City of Renton Public Works Department
Mutual Aid Agencies
Develops and maintains procedures to help support the City of Renton Police
Department during emergencies or disasters.
Participates in emergency management training, drills and exercises in support
of this ESF.
Response
Primary Agency
City of Renton Police Department
Provides law enforcement operations within the City of Renton.
Provide command representatives to the City of Renton EOC and coordinates
requests for additional law enforcement assistance through the Incident
Management System.
Assists the Renton Regional Fire Authority in the receipt and dissemination of
warning information.
Provides security to city facilities, as requested.
Coordinates law enforcement and emergency traffic control throughout the City
of Renton.
Relative to Amber Alerts, follows Washington State Patrol procedures for
Missing and Unidentified Person.
Provides communication resources in support of emergency operational needs.
Provides Public Information Officer support to the EOC upon request.
Support Agencies
City of Renton Executive Department
Activate the City of Renton EOC, if requested.
City of Renton Comprehensive Emergency Management Plan 146
Issue warnings and request activation of the Emergency Alert System, as
necessary.
Assist in the coordination and documentation necessary for the disaster recovery
process.
City of Renton Public Works Department
Mutual Aid Agencies
Provide personnel and equipment to support the City of Renton Police
Department for special emergency assignments.
Recovery Activities
Primary and Support Agencies
See ESF 14 - Long-Term Community Recovery, published as the City of Renton Disaster
Recovery Plan.
Mitigation Activities
Primary and Support Agencies
None
Organization and Responsibilities
Organization
Law enforcement operations are conducted by the City of Renton Police Department within the
limits of its resources and authority. In the event additional state law enforcement resources
are required, they may be requested through the City of Renton Emergency Operations Center
(EOC) if activated or, in preferred order, the City of Renton EOC Duty Officer, the King County
Office of Emergency Management/Regional Communications and Emergency Coordinati on
Center, or the Washington State Emergency Management Division.
Responsibilities
Primary Agency
City of Renton Police Department
Responsible for law enforcement activities within the City of Renton as outlined
under Concept of Operations in this ESF.
Support and External Agencies
Renton Regional Fire Authority
City of Renton Comprehensive Emergency Management Plan 147
City of Renton Executive Department
City of Renton Public Works Department
Mutual Aid Agencies
Augment and support the City of Renton Police Department in the
accomplishment of law enforcement operations during an emergency or
disaster.
Authorities and References
Authorities
See Basic Plan
References
Washington Mutual Aid Peace Officers Powers Act, Chapter 10.93 RCW
City of Renton Disaster Recovery Plan
See basic plan
Terms and Definitions
See Basic Plan
Appendices
None
City of Renton Comprehensive Emergency Management Plan 148
CITY OF RENTON DISASTER RECOVERY FRAMEWORK
PARTIAL UPDATE | AUGUST 2016
City of Renton Comprehensive Emergency Management Plan 149
TABLE OF CONTENTS
Introduction ................................................................................................................................ 152
How the Framework is Organized .......................................................................................... 152
Connection to 2012 Disaster Recovery Plan ....................................................................... 152
Purpose ................................................................................................................................... 154
Scope ....................................................................................................................................... 154
Recovery Context .................................................................................................................... 154
General Planning Assumptions ........................................................................................... 154
Recovery Continuum ........................................................................................................... 155
Foundations of Recovery in the Response Phase ............................................................... 156
Overarching Guidance ............................................................................................................ 157
Governance and Coordination .................................................................................................... 159
Organizational Structure ......................................................................................................... 159
Recovery Responsibilities ....................................................................................................... 160
Office of Emergency Management ......................................................................................... 160
Damage Assessment ............................................................................................................... 162
Damage Assessment in the Response Phase ...................................................................... 162
Preliminary Damage Assessment........................................................................................ 163
Administration, Finance, and Logistics ................................................................................... 165
Administration and Finance ................................................................................................ 165
Logistics and Resource Support .......................................................................................... 166
Communications for Public Information and Outreach ......................................................... 167
Ongoing Maintenance of the Recovery Framework ............................................................... 167
Plan Development ............................................................................................................... 167
Planning Process ................................................................................................................. 168
Public Input ......................................................................................................................... 168
Recovery Framework Transition ......................................................................................... 168
Recovery Framework Maintenance .................................................................................... 168
Recovery Support Functions ....................................................................................................... 170
RSF 1. Community Planning and Capacity Building .................................................................... 173
Planning Assumptions ............................................................................................................. 173
Guiding Principles ................................................................................................................... 173
Decision-Making Framework .................................................................................................. 174
Key Considerations ................................................................................................................. 174
Recovery Goals and Strategies................................................................................................ 175
City of Renton Comprehensive Emergency Management Plan 150
RSF 2. Economic Recovery .......................................................................................................... 178
Planning Assumptions ............................................................................................................. 178
Guiding Principles ................................................................................................................... 178
Decision-Making Framework .................................................................................................. 179
Key Considerations ................................................................................................................. 179
Recovery Goals and Strategies................................................................................................ 180
Resources ................................................................................................................................ 181
RSF 3. Health and Social Services ................................................................................................ 182
Planning Assumptions ............................................................................................................. 182
Guiding Principles ................................................................................................................... 182
Decision-Making Framework .................................................................................................. 182
Partner Agencies ................................................................................................................. 183
Key Considerations ................................................................................................................. 183
Recovery Goals and Strategies................................................................................................ 184
Resources ................................................................................................................................ 185
RSF 4. Housing ............................................................................................................................. 186
Planning Assumptions ............................................................................................................. 186
Guiding Principles ................................................................................................................... 186
Decision-Making Framework .................................................................................................. 187
Key Considerations ................................................................................................................. 187
Recovery Goals and Strategies................................................................................................ 188
Resources ................................................................................................................................ 190
RSF 5. Infrastructure Systems ..................................................................................................... 191
Planning Assumptions ............................................................................................................. 191
Guiding Principles ................................................................................................................... 192
Decision-Making Framework .................................................................................................. 192
Infrastructure System Responsibilities ............................................................................... 193
Partner Agencies ................................................................................................................. 193
Key Considerations ................................................................................................................. 194
Recovery Goals and Strategies................................................................................................ 194
Debris Management ........................................................................................................... 195
Resources ................................................................................................................................ 196
RSF 6. Natural and Cultural Resources ....................................................................................... 197
Planning Assumptions ............................................................................................................. 197
Guiding Principles ................................................................................................................... 197
City of Renton Comprehensive Emergency Management Plan 151
Decision-Making Framework .................................................................................................. 198
Key Considerations ................................................................................................................. 198
Recovery Goals and Strategies................................................................................................ 198
Partner Agencies ................................................................................................................. 199
Resources ................................................................................................................................ 200
Appendices .................................................................................................................................. 201
Definitions and Acronyms ....................................................................................................... 201
Resources ................................................................................................................................ 201
Legal Authorities ................................................................................................................. 201
Recovery Responsibility Tables ............................................................................................... 203
Stakeholder Interviews ........................................................................................................... 215
RSF 1. Community Planning and Capacity Building ............................................................ 215
RSF 2. Economic Recovery .................................................................................................. 216
RSF 4. Housing ..................................................................................................................... 218
Policies .................................................................................................................................... 220
Concept of Operation ............................................................................................................. 222
Response Activities ............................................................................................................. 225
Police Department .............................................................................................................. 232
All City Departments ........................................................................................................... 232
City of Renton Comprehensive Emergency Management Plan 152
INTRODUCTION
How the Framework is Organized
The Plan is organized into four sections.
This section, Section 1.0 Introduction, provides the purpose, scope, and overarching guidance
that should lead recovery efforts. This section also provides a reference guide to link th e Renton
Recovery Framework with relevant legal authorities and City, county, state, and federal plans.
Section 2.0 Governance and Coordination, describes the basic organizational structure, public
responsibilities, and central activities of disaster recovery. This section demonstrates how
everyone in the City of Renton has a role to play.
Section 3.0 Recovery Support Functions, details post-disaster Goals and Strategies in six
separate Recovery Support Functions (RSFs) incorporated from the NDRF. In adopting this
framework, Renton’s recovery effort will better interface with county, state, and federal
entities if necessary.
Section 4.0 Appendices, provides definitions and acronyms, a list of relevant federal, state, and
local resources for disaster planning and a detailed list of recovery responsibilities, organized by
city division, and linked to the appropriate section of the Recovery Framework. Information on
stakeholder interviews held in drafting the Framework are also included in this section.
Connection to 2012 Disaster Recovery Plan
The City of Renton completed a Disaster Recovery Plan in 2012. This current document is an
update of the 2012 Plan and a restructure of the content to align with the National Disaster
Recovery Framework (NDRF) and its Recovery Support Functions (RSF). In addition to the NDRF,
this update is guided by the Comprehensive Preparedness Guidance (CPG) 101 and 201
published by the Federal Emergency Management Agency (FEMA).
Exhibit 1 shows the reorganization of information from the 2012 Plan to the 2016 Framework
and Exhibit 2 summarizes which RSFs were fully updated in the 2016 revision. Other RSFs will
be similarly updated in future revisions of the Framework.
City of Renton Comprehensive Emergency Management Plan 153
Exhibit 1. 2012 Recovery Plan/2016 Recovery Framework Crosswalk
2012 Renton Disaster Recovery Plan 2016 Disaster Recovery Framework Restructure
Annex A. Damage Assessment Section 2.0 Governance and Coordination
Annex B. Public Infrastructure Section 3.0 Recovery Support Functions
- RSF 5. Infrastructure Systems
Annex C. Human Services (with
housing)
Section 3.0 Recovery Support Functions
- RSF 3. Health and Social Services
- RSF 4. Housing
Annex D. Permits and Inspections
Section 3.0 Recovery Support Functions
- RSF 2. Economic Recovery
- RSF 4. Housing
Annex E. Economic Section 3.0 Recovery Support Functions
- RSF 2. Economic Recovery
Annex F. Debris Management Section 3.0 Recovery Support Functions
- RSF 5. Infrastructure Systems
Annex G. Environmental
Considerations
Section 3.0 Recovery Support Functions
- RSF 6. Natural and Cultural Resources
Exhibit 2. Recovery Support Function Update Summary
RSF Title 2016 Framework Update Status
RSF 1. Community Planning and Capacity
Building
New section
RSF 2. Economic Recovery Substantially updated
RSF 3. Health and Social Services Not substantially updated
RSF 4. Housing New section
RSF 5. Infrastructure Systems Not substantially updated
RSF 6. Natural and Cultural Resources Not substantially updated
Appendices provide greater detail about roles and responsibilities of City departments and
identify regional public, nonprofit, and private sector partners that offer programs or services
relevant to that function. Several City departments will have responsibilities that 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 Framework, each
department with responsibility for one or more recovery functions will be able to develop
City of Renton Comprehensive Emergency Management Plan 154
and/or update its programs and procedures for disaster recovery and provide the appropriate
level of training to City staff.
Purpose
It is the purpose of the City of Renton Disaster Recovery Framework 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.
Scope
This Disaster Recovery Framework addresses incidents of local, regional, state, and national
significance, including, but not limited to, presidentially declared disasters in King County,
Washington State, in which the City of Renton is located.
The Recovery Framework applies to all City of Renton departments and provides an operational
framework to guide coordinated recovery efforts. It recognizes that an effective disaster
recovery strategy engages other public, private, and nonprofit partners as well as the public at
large. The Framework supports and integrates State and Federal plans that aid in recovery
operations.
Recovery Context
The following section describes the recovery process and its relationship with other emergency
management phases.
General Planning Assumptions
The following points describe the underlying assumptions that guide this Recovery Framework.
Catastrophic Disaster Realities
The Puget Sound Region is vulnerable to natural and man-made hazards, 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.
City of Renton Comprehensive Emergency Management Plan 155
Critical infrastructure and transportation lifelines are likely to incur significant damage in
a large-scale disaster event. Repair, restoration, and/or reconstruction may take days,
weeks, or even years to complete.
The private sector will often bear the brunt of a major disaster event, and will be a key
partner in recovery efforts.
Small businesses are particularly vulnerable after a disaster; major disasters often result
in the closure of half of all impacted small businesses.
Recovery Challenges and Opportunities
Non-governmental organizations will provide direct services and programs that are
crucial to recovery efforts.
Survivors with 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.
The local public and, in major events, people from all over the nation and world will
seek opportunities to donate or volunteer to assist with recovery efforts.
Recovery Sequencing
Recovery begins almost as soon as a disaster event occurs, often concurrent with
emergency response. For the purposes of this Disaster Recovery Framework it is
assumed that immediate threats to life and property have been addressed and that the
operational focus has shifted to short-term recovery activities such as meeting basic
human needs and restoring essential services and critical infrastructure. Response
actions outlined in the Renton Comprehensive Emergency Management Plan (CEMP)
take precedence as long as threats remain to life and property.
Initial short-term recovery activities are organized and directed at the Renton
Emergency Operations Center (EOC), but longer-term recovery programs will transition
to normal, non-emergency lines of authority. The transition will occur over a period of
time as various elements of the community recover in phases.
City departments will develop procedures and provide appropriate training to staff with
designated roles and responsibilities in this Disaster Recovery Framework.
Events of regional, statewide, or national significance may require cross-jurisdictional
cooperation in recovery efforts such as sheltering and temporary housing, debris
management, infrastructure restoration, etc.
Repair, restoration, and/or reconstruction of public infrastructure and the resumption
of essential services may take days, weeks, or even years to complete.
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.
City of Renton Comprehensive Emergency Management Plan 156
Once basic needs are satisfied and critical systems are stabilized and/or functional, the period
of long-term recovery begins and can last months or even years. It is during this period that
government, nonprofit organizations, the private sector, and residents work together to rebuild
the community, make permanent repairs to housing and infrastructure, and promote economic
recovery. The goal of long-term recovery is to bring about a sense of normalcy and, where
possible, to rebuild the community better than its pre-event condition, see Exhibit 3.
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.
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 saf ety 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.
Disaster
Event
Response
•Emergency Response
•Immediate Life Safety
•Emergency Protective Measures
Short-Term
Recovery
•Damage Assessment
•Essential Service and Critical Service Restoration
Long-Term
Recovery
•Economic Recovery
•Permanent Repairs and Restoration
•Community Rebuilding
Exhibit 3. Disaster Recovery Continuum
City of Renton Comprehensive Emergency Management Plan 157
Short-Term Recovery
In most disasters short-term recovery is initially coordinated at the EOC, under the direction of
the Emergency Management Director and in accordance with policies set forth by the Mayor
and the Policy Group. Various Emergency Support Functions 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
Restoration of critical infrastructure and essential services
Health and social services
Environmental management
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
Housing, health, and social services
Economic recovery
Environmental management
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.
Overarching Guidance
The following points are themes from stakeholder interviews conducted in development of the
Disaster Recovery Framework in July 2016. These themes apply to disaster recovery in general
and support every Recovery Support Function.
City of Renton Comprehensive Emergency Management Plan 158
1. The best way to ensure a successful recovery is to organize and prepare before a disaster
and to leverage full community resources, including Renton’s community-based
organizations and businesses.
Regularly discuss City roles in a recovery. Agreements should be in p lace, documented,
and understood for response and recovery phases.
Recovery will require more than just the City and other public agencies. Community
resources need to be leveraged and Greater Renton Community Organizations Active in
Disaster (COAD) is key to that.
Maintain ongoing contact with businesses. With this, relationships are in place to move
through recovery and the City knows where the challenges exist in rebuilding the
economy at a neighborhood and a City level.
Continue to address the availability of quality, affordable housing, as outlined in the
2014 Community Needs Assessment for Human Services and Housing, with a focus on
implementable, sustainable, and resilient solutions (e.g. seismic retrofits).
2. Public involvement is critical to ensure a speedy but sustainable recovery from a disaster
event.
Community consultation is important to long-term recovery. Full recovery will require
the combined and coordinated resources of Renton’s entire community.
All residents should have a voice and a role in recovery of their community.
3. Take guidance from the Goals and Strategies outlined in Renton’s Comprehensive Plan
and Community Plans.
Renton’s economic development policies encourage collaboration between the public
and private sectors to ensure the long-term economic health of Renton and its
residents. A healthy economy provides jobs and opportunities and helps pay for vital
public services such as education, parks, transportation, police and fire protection, and
human services. The policies encourage a mix of high-tech, creative jobs, as well as
retail, service, and office land uses that will result in a diversified employment base. The
policies encourage high quality development necessary to sustain a high standard of
living in Renton.
Renton’s housing policies align with the Growth Management Act’s (GMA) housing goal
to “Encourage the availability of affordable housing to all economic segments of the
population of this state, promote a variety of residential densities and housing types,
and encourage preservation of existing housing stock.” The City states that housing
availability, location, and affordability directly impact a household’s ability to access
jobs, schools, and services, and their housing policies aim to bolster the social and
economic well-being of all of Renton’s residents.
City of Renton Comprehensive Emergency Management Plan 159
GOVERNANCE AND COORDINATION
Organizational Structure
The City of Renton manages disaster recovery operations in accordance with the National
Incident Management System (NIMS) as outlined in the Renton CEMP. Widespread catastrophic
damage may require regional collaboration with King County, Washington State, and the
Federal Government. City leadership will allocate staff and other resources to regional efforts
as able.
The City’s roles in disaster recovery efforts are described in Exhibit 4.
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.
Exhibit 4. Disaster Recovery Effort Organizational Structure
•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.
MAYOR
•The City Council is the legislative branch of City government that establishes recovery
policy and approves expenditures and contracts.
CITY COUNCIL
•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.
ADVISORY GROUP
•The Recovery Management Team will include members of the Advisory Group as
designated by the Mayor, and other community leaders and stakeholders.
RECOVERY MANAGEMENT TEAM
•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.
EMERGENCY MANAGEMENT DIRECTOR
City of Renton Comprehensive Emergency Management Plan 160
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.
Recovery Responsibilities
The Renton Recovery Responsibility Tables outline the basic responsibilities of Renton City
departments for disaster recovery. Standard Operating Procedures (SOPs) may be devel oped 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.
Office of Emergency Management
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.
Unless taken on directly by a Recovery Management Team, 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.
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 si tuational
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.
City of Renton Comprehensive Emergency Management Plan 161
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 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 determines
the most effective manner of distribution in consultation with impacted departments
and the Mayor’s Office.
City of Renton Comprehensive Emergency Management Plan 162
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.
Damage Assessment
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
and COAD.
Damage information will be generated from a multitude of sources, including community groups.
Every City department will have a role to play in the damage assessment process, even if only to
report damages to its own facilities or operations.
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.
Damage Assessment in the Response Phase
A complete and accurate damage assessment is needed to begin the recovery process and is a
key component of situational awareness for responders, emergency managers, policy makers,
and community leaders.
Exhibit 5. EOC Situation Report and Recovery Status Report as Central Information Source
City of Renton Comprehensive Emergency Management Plan 163
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 hou rs 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.
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.
City of Renton Comprehensive Emergency Management Plan 164
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 th e 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 an 800 number which can be
obtained from the King County Office of Emergency Manage ment. 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.
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 with the Regional Fire Authority and the city, 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
City of Renton Comprehensive Emergency Management Plan 165
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.
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
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 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.
The following are resources on ATC protocols:
Applied Technology Council, ATC-20 Procedures for Post-earthquake Safety Evaluation
of Buildings
Applied Technology Council, ATC-45 Procedures for Safety Evaluation of Buildings after
Wind Storms and Floods
Administration, Finance, and Logistics
Administration and Finance
The Administrative Services Department is responsible for managing all aspects of recovery
finance and procurement, including the following tasks:
City of Renton Comprehensive Emergency Management Plan 166
Expenditure tracking and reporting
Administering and tracking of emergency procurement waivers
Managing special accounts for recovery
Administering Federal and State recovery grants
The Administrative Services 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 Assistan ce 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 Administrative Services 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.
City of Renton Comprehensive Emergency Management Plan 167
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 Deputy Administrator of Public Affairs in the Mayor’s Office has lead responsibility for the
City’s public information activities throughout the recovery process. The Deputy Administrator
of Public Affairs may be located in the Mayor’s Office, or another location from which they may
effectively coordinate the public information function of the City. When the EOC is activated, a
lead PIO within the EOC will coordinate with the Deputy Administrator of Public Affairs for key
messages.
In a regional event, multiple agencies and entities issue public information messages, increasing
the possibility of conflicting information. To reduce inaccuracies and misinformation, the City
utilizes a Joint Information System (JIS) to coordinate information with participating local, tribal,
State, and Federal agencies. City of Renton Communications staff may also deploy to a Joint
Information Center (JIC) with other regional jurisdictions, including the King County Emergency
Coordination Center JIC.
Methods of communicating with the public to convey recovery information include:
City of Renton emergency information web page 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.
Ongoing Maintenance of the Recovery Framework
Plan Development
The City of Renton Disaster Recovery Framework was originally created as a Disaster Recovery
Plan. It was developed with participation by a broad range of stakehold ers and partners,
including City departmental staff, neighboring cities, King County, the State of Washington, the
Renton Fire Authority, 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 Framework.
City of Renton Comprehensive Emergency Management Plan 168
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 the original 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 was posted to the City website on December 13,
2011, to solicit public comment. Notice of publication was published in the Renton Reporter
and posted in Renton City Hall, and on the Public Meetings Calendar on the City website. In
addition, the public was invited to comment on the Disaster Recovery Plan at a regular City
Council meeting on February 27, 2012. Comments from all venues and sources will continue to
be accepted and integrated in future update cycles as deemed appropriate.
Recovery Framework Transition
The City of Renton completed a Disaster Recovery Plan in 2012. This Draft Disaster Recovery
Framework is a partial update of the 2012 Plan and a restructure of the content to align with
the National Disaster Recovery Framework (NDRF) and its Recovery Support Functions (RSF).
This update is also guided by Comprehensive Preparedness Guidance (CPG) 101 and 201
published by the Federal Emergency Management Agency (FEMA).
The new Framework includes six RSFs. Three of the six RSFs are updated in this draft using input
from stakeholder interviews, consultant knowledge and experience of disaster recovery
planning, and targeted research. Eleven stakeholder interviews were conducted with City staff
and key partners, representing a range of viewpoints in housing, human services, and
community and economic development.
This draft will be presented to the City of Renton Emergency Management Group (EMG) on
August 4, 2016 and the EMG will provide feedback to be incorporated into a final draft along
with consultant identified areas of development that the City may pursue in subsequent
revisions.
Recovery Framework Maintenance
City of Renton Comprehensive Emergency Management Plan 169
Departments are expected to develop implementing procedures for roles and responsibilities
outlined in this Disaster Recovery Framework. Procedures should be submitted to the Office of
Emergency Management for inclusion in the Appendix.
Designated departments with responsibilities outlined in the Framework 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 Framework 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 Report.
Recommended improvements to the Framework will be included in the next update. At a
minimum, the City of Renton Disaster Recovery Framework, including its RSFs, will be reviewed
and updated once every four years.
The Office of Emergency Management retains responsibility for keeping a Master Copy of this
plan up-to-date and for distributing updates to City departments.
City of Renton Comprehensive Emergency Management Plan 170
RECOVERY SUPPORT FUNCTIONS
Recovery Support Functions (RSFs) aim to expedite recovery of disaster-impacted residents,
families, businesses, and communities. The six RSFs within this section group core recovery
capabilities to facilitate problem-solving, improve access to resources, and foster
communication among the City, residents, businesses, and local and neighborhood
organizations.
The six RSF sections parallel the National Disaster Recovery Framework and include:
1. Community Planning and Capacity Building (new section in 2016 update)
2. Economic Recovery (substantially updated in 2016)
3. Health and Social Services (has not been substantially updated)
4. Housing (new section in 2016 update)
5. Infrastructure Systems (has not been substantially updated)
6. Natural and Cultural Resources (has not been substantially updated)
Exhibit 6 and Exhibit 7 summarize the information contained in each RSF and their goals.
Exhibit 6. Recovery Support Function Outline
City of Renton disaster Recovery framework
Exhibit 7. Recovery Support Function Goals
RSF 1. Community
Planning and Capacity
Building
RSF 2. Economic
Recovery
RSF 3. Health and
Social Services RSF 4. Housing RSF 5. Infrastructure
Systems
RSF 6. Natural and
Cultural Resources
1. Mobilize local
organizations, faith-
based and
neighborhood
groups, and major
employers to be
active players in
recovery.
2. Ensure an effective
procurement and
processing system
during recovery by
setting up MOUs
with local service
providers as part of
recovery planning.
3. Use a variety of
materials, methods,
and access sites to
communicate
recovery efforts to
the entire
community.
4. Coordinate City
approach to reach
out to large
foundations and
philanthropists.
1. Prioritize permit
processes that are
essential to life and
safety; suspend or
reduce non-
essential permitting
processes to
expedite recovery.
2. Encourage property
owners to
investigate
contractors and
provide tools to
ensure compliance
with licensing
requirements and
prevent fraud.
3. Connect small
businesses to loan
assistance,
employees, goods,
and markets
through early and
ongoing outreach.
4. Coordinate with
partners or directly
provide time-
This RSF was not
substantially updated
Delivery of
assistance, services,
and programs
designed to
alleviate the
impacts of disaster
and to meet basic
human needs.
1. Mass care
2. Emergency
assistance
3. Human services
1. Assess housing
needs and available
resources to
establish a Housing
Recovery Strategy.
2. Identify strategies to
further streamline
City processes to
expedite housing
recovery.
3. Identify interim
housing solutions
based on needs and
priorities of
neighborhoods.
4. Connect
homeowners and
renters with existing
housing resources
and create
educational
materials to help
rebuild smarter and
safer.
5. Facilitate the
provision of
affordable, safe,
and sustainable
This RSF was not
substantially updated
Restore
infrastructure and
essential services
that civil society
cannot operate
without. Every
aspect of recovery
is dependent on at
least one
infrastructure
system.
4. Restore
Infrastructure
Systems (e.g.
transportation,
power, sewer,
communications,
etc.)
5. Provide continuity
of governmental
services through
functional
government
facilities.
This RSF was not
substantially updated
Contain and
remediate adverse
environmental
impacts likely to exist
post disaster in order
to reduce the impacts
on public health and
community recovery.
1. Address
environmental
consequences and
damages (e.g.
hazardous
materials release,
drinking water
contamination,
wetlands damage,
etc.)
City of Renton Comprehensive Emergency Management Plan 172
5. Promote and
encourage donations
and volunteer
resources.
limited, quality
childcare.
5. Seek out
opportunities to
diversify Renton’s
industry portfolio.
housing for all
impacted
residents.
6. Coordinate Debris
Management
2. Oversee work of
other RSFs to
reduce
environmental
impact (e.g. debris
management,
repair and
reconstruction,
etc.)
RSF 1. COMMUNITY PLANNING AND CAPACITY BUILDING
The Community Planning and Capacity Building RSF provides guidance and support for
community engagement during disaster recovery. Included in this RSF are recommendations for
development of Citywide and community-focused recovery priorities. Community engagement
is a cross-cutting recovery activity, and will inform the activities within each RSF.
Goals and Strategies are outlined here alongside suggested ways to leverage current
community resources and build capacity.
Planning Assumptions
State and federal agencies offer grant assistance programs to offset the burden of
disaster recovery. However, the terms and funding amounts may change over time and
not align with community priorities.
City departments will develop procedures and
provide appropriate training to staff with
designated roles and responsibilities in this RSF, and
will work with local organizations and community
groups to build capacity for disaster recovery
efforts.
The level and method of community planning and
engagement will depend on the impact and the
location of the disaster event. City, community, and
neighborhood resources may be available at
different times and at varying levels.
Language diversity in Renton will present challenges
for coordinated communications from the City.
Many local organizations will need City funding or
quick, flexible funds in order to serve the community during recovery. The Renton
Community Foundation is a 501(c)(3) that hosts a fund that can receive cash funds for
disaster relief on behalf of the City. These funds can be leveraged by COAD and
community groups during recovery.
Guiding Principles
The community is best positioned to know resident needs during recovery and has the
most effective means of communication. The City should be a listening partner to
coordinate and support activities for community-wide recovery.
COAD’s primary mission is helping the City address unmet human needs recovery.
Inclusion and coordination of community organizations during recovery will maximize
the efficiency of participating organizations, prevent duplication of services, and speed
up recovery.
Simplicity is key. Streamlining processes and procedures for help during recovery will
build community buy-in for City recovery activities.
GREATER RENTON
COMMUNITY
ORGANIZATIONS ACTIVE IN
DISASTER (COAD)
Neighborhoods, schools,
businesses, government, faith
communities, and non-profit
organizations who identify,
network, organize, and
deploy resources to address
the unmet human needs in
disaster recovery.
City of Renton Comprehensive Emergency Management Plan 174
Practicing recovery is crucial to planning for recovery. The City should make an effort to
include local organizations and community groups in disaster response and recovery
training.
Decision-Making Framework
Community planning and capacity building will be coordinated by the Mayor’s Office and
Greater Renton COAD, with input from the Mayor’s Inclusion Task Force, the Department of
Community & Economic Development, and every City department. Community engagement is a
cross-cutting recovery activity, and will inform the activities within each RSF.
Renton has many public, nonprofit, and private organizations that will play an important role in
disaster recovery. To be successful, the City must leverage the existing ecosystem of partners,
which includes neighborhoods, schools, businesses, government, faith communities, and
nonprofit organizations.
For specific responsibilities related to RSF 1, see Recovery Responsibility Tables in the
Appendix.
Key Considerations
Disaster preparedness messaging to residents has been to prepare for a minimum of
three days to a week or more, but many people living in and around Renton don’t have
the resources and will not be prepared for post -disaster, let alone long-term recovery.
Local nonprofit organizations will need capacity building before a disaster in order to be
effective during recovery. The City can encourage recovery functions and capacity by
engaging in partner organizations’ strategic planning.
Renton has a neighborhood program, but some neighborhoods are more active than
others, and not all neighborhoods have a neighborhood organization that they rally
around. Many communities in Renton are not defined by geography but rather race,
ethnicity, religion, or social experience.
The Greater Renton COAD is critical to productive community engagement before,
during, and following a disaster.
The City will need a mechanism in place to manage cash donations.
Mobility barriers, such as lack of safe pedestrian pathways or accommodation for those
living with disabilities, will prevent individuals and families from accessing services
during recovery.
Promotional materials will need to be available in different languages and community
leaders will need to be in contact with the City to help non -English speaking residents
who are illiterate.
Simple icons or stick figure drawings may be an effective method of communication
across ages and languages.
Churches are critical to outreach to elderly and ESL communities in Renton.
Libraries can play crucial roles in helping their communities prepare for and respond to a
disaster or emergency through building community resilience, sharing information,
facilitating networking, providing shelter, and contributing to recovery staffing.
City of Renton Comprehensive Emergency Management Plan 175
Many cities have experienced disasters and have learned lessons about response and
recovery. Renton could reach out to these cities to learn from their successes and
mistakes.
Recovery Goals and Strategies
1. Mobilize local organizations, faith-based and neighborhood groups, and major employers
to be active players in recovery.
A. Identify and inventory groups and resources needed for coordination in a recovery
effort.
o Engagement of Latino, Somali, Chinese, Ukrainian, Russian, and Vietnamese
communities in Renton will be critical to a successful recovery.
o Faith-based facilities may serve as locations to coordinate with community leaders
and neighborhood groups.
B. Leverage community leaders in the Mayor’s Inclusion Task Force and local groups fo r
communications and on-the-ground neighborhood assessments and status updates.
C. Equip community groups with quick and low-cost tools to complete assessments.
Examples include online and print surveys, kiosks, and guides for small group discussion.
D. Reach out and provide support to the Greater Renton Community Organizations Active
in Disaster (COAD) and invite identified community groups. Greater Renton COAD is
critical to productive community engagement before, during, and following a disaster.
See Exhibit 3.
Source: Greater Renton COAD Emergency Coordination Plan, May 2009.
EOC
Mass Care FLO Clothing FLO Food FLO Emotional/Spiritual
FLO Donated Good FLO
Emergent
Volunteer
Management FLO
COAD Unmet Needs
Committee
Exhibit 8. Recovery Phase COAD Organizational Structure
FLO= Functional Lead
Organization
City of Renton Comprehensive Emergency Management Plan 176
2. Ensure an effective procurement and processing system during recovery by setting up
MOUs with local service providers as part of recovery planning.
A. Identify and inventory the critical services that will
require supporting and funding throughout responses
and recovery.
o Food banks such as Northwest Harvest will require
funds in order to maintain services, especially
when there is greater demand.
o Large apartment complexes in Renton often
function like neighborhoods and can be a key
connection to many of Renton’s residents.
o Apartment Manager Association gets together for
crime prevention and have access to renters, who
may be more difficult to locate through City data
than homeowners.
3. Use a variety of materials, methods, and access sites to
communicate recovery efforts to the entire community.
A. Renton is a diverse community with geographic
constraints. The City should utilize existing
touchpoints with residents to share information and
build capacity after a disaster.
o Possible access sites include:
Churches and mosques
Summer lunch sites
King County Library branches
Recreation centers
Day care facilities
Grocery and hardware stores
4. Coordinate City approach to reach out to large foundations and philanthropists.
A. To be successful in receiving and managing funds, the City should coordinate and align
requests.
o The City may choose to support one or more local, non-governmental groups to lead
the management of donated funds.
o Boeing, Walmart, and PACCAR all have a local presence in Renton and large
foundations. Past City experience of applying for funds has been a cumbersome
process, but will be necessary in recovery.
COMMUNITY AND
NEIGHBORHOOD GROUPS
Apartment Manager
Association
Centro Rendu (St.
Vincent De Paul)
City Summer Lunch sites
Mayor’s Inclusion Task
Force
Northwest Harvest
Renton Ecumenical
Association of Churches
(REACH)
Renton Rotary Club
Renton Salvation Army
Renton Veteran’s
Center
St. Anthony’s Catholic
Parish
City of Renton Comprehensive Emergency Management Plan 177
5. Encourage private donations and volunteer resources.
A. Encourage and facilitate creative fundraising, especially with social media and
crowdsourcing platforms.
o Service groups like Renton Rotary may have rapid resource funds to tap into while
waiting for federal and state assistance.
o Renton may be able to leverage its connections with the Seattle Seahawks and its
large fan base to bring volunteers and flexible funds to the recovery process.
Resources
Greater Renton Community Organizations Active in Disaster (COAD) Emergency
Coordination Plan, 2009
2016 Renton Community Resource Directory
City of Renton Older Adult Business Plan, April 2015
City of Renton Community Needs Assessment for Human Services and Housing, June
2014
City of Renton Comprehensive Emergency Management Plan 178
RSF 2. ECONOMIC RECOVERY
The Economic Recovery RSF presents goals and strategies designed to restore Renton’s
economy following a disaster. It focuses on the coordinated efforts that would be necessary to
maintain Renton’s major employers, small businesses, and workforce – all key components of a
successful recovery. Economic recovery is strongly interconnected with housing, human
services, and community-building, therefore there are frequent ties and overlaps with RSF 1.
Community Planning and Capacity Building and RSF 4. Housing.
To expand its recovery abilities, the City should leverage partner agencies and local business
partners.
Planning Assumptions
Physical damage to public facilities and infrastructure
may impact other critical systems, essential functions,
and commercial interests.
Interdependencies between various elements of
public infrastructure may lead to interruptions in
essential services in undamaged areas. Similar
interdependencies between commercial entities are
likely to impact businesses that did not incur direct
damage.
Long-term impacts of business damage, including the
ability of firms to re-open, may be difficult to assess.
Temporary recovery-related businesses such as
inspections and construction will be important for
rebuilding. However, it will be challenging to verify
and regulate them.
Without jobs, many residents will leave Renton and
seek work elsewhere.
The City will provide outreach to small businesses to
let them know of available assistance during recovery.
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.
Guiding Principles
In early recovery the City should prioritize restoring businesses that provide critical
services for the community, such as grocery stores, gas stations, and healthcare. Once
the community is stable the City can move forward to stabilize major employers in order
to get residents back into jobs.
Restoring utilities is necessary to keep major employers, especially businesses in
aerospace, technology, food processing, and manufacturing. Bringing working water,
PARTNER AGENCIES
Public Health Seattle-
King County
Puget Sound Energy
Washington Association
of Building Officials
Washington State
Department of Labor
and Industries
Renton, Issaquah, and
Kent school districts
Small Business
Administration (SBA)
Federal Reserve System
Archdiocese of Seattle
LOCAL BUSINESS PARTNERS
Chamber of Commerce
Downtown Business
Association
Small Business
Development Center
Retail Center
Management
companies
City of Renton Comprehensive Emergency Management Plan 179
wastewater, and electricity systems to major employers would need to be a priority
during recovery.
Restoring childcare is essential to economic recovery. For people to get back to work,
their children need to be cared for.
Restoring opportunities for education is essential for people to be able to know that
their children are in a safe, stable and supportive, learning environment. Students need
predictable schedules and reliable facilities in order to resume learning.
Economic recovery should be guided by the sustainability and resiliency goals described
in the Renton Comprehensive Plan, specifically the desire to build a diverse economic
industry base in areas of Aerospace, Healthcare, and Creative industries (high -tech,
design, software, local artesian, gaming, and architecture, etc.) as described in the
Renton Comprehensive Plan.
Decision-Making Framework
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.
Renton has many public, nonprofit, and private organizations that will play an important role in
economic recovery. To be successful, the City must leverage the existing ecosystem of partners,
which includes neighborhoods, schools, businesses, government, faith communities, and
nonprofit organizations. The Community Economic Development Department and Public Works
can access some of this network through Greater Renton COAD.
For specific responsibilities related to RSF 2, see Recovery Responsibility Tables in the
Appendix.
Key Considerations
It is unlikely that the City will be able to access an infusion of capital to jumpstart the
economy beyond state or federal assistance.
Renton struggles with a lack of diversity in its industry portfolio. It is largely dependent
on the aerospace industry, which in the case of a large disaster and disrupted
production, may not stay in Renton during or after recovery.
Residents in Renton are served by a mix of municipal and non-municipal water and
sewer districts.
Traffic congestion is a challenge in and around Renton, and may be especially bad in
recovery. Any impairment to State Route 167 and/or Interstate 405 would create a
standstill for residents moving in and out of the City.
Disasters often result in an influx of construction contractors from out -of-state areas to
meet local demand for rebuilding.
Renton has three overlapping school districts: Renton, Issaquah, and Kent. School
districts are major land and property owners within the City limits.
City of Renton Comprehensive Emergency Management Plan 180
Recovery Goals and Strategies
1. Prioritize permit processes that are essential to life and safety and suspend non -essential
permitting processes to expedite recovery.
A. Strike a responsible balance between an expedited recovery process and requirements
to rebuild sustainably in accordance with all applicable codes and regulations.
B. Provide customer-friendly experience for residents while ensuring their homes and
businesses are rebuilt to code, with minimal environmental impact, and greater
resiliency.
C. Expand City hours of operation and send field permitting and inspection teams to
damaged areas.
D. Offer one-stop review and permitting services for property owners undertaking
reconstruction activities.
2. Encourage property owners to investigate contractors for hire and provide tools to ensure
compliance with licensing requirements and prevent fraud.
A. 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.
o City staff and project managers may search for debarred and excluded companies at
www.sam.gov.
B. Through ongoing community outreach, encourage property and business owners to
undertake due diligence in hiring contractors.
3. Connect both big and small businesses to loan assistance, employees, goods, and markets
through early and ongoing outreach.
A. Reach out to large employers to understand what is necessary to keep them in business.
B. Use Downtown Business Group, Chamber of Commerce, Small Business Development
Center, and Small Business Administration (SBA) to reach out to small businesses in
Renton. Through these connections, tell the story of businesses to federal funders.
o In a disaster, SBA can make recovery loan tools available to small businesses.
C. Reach out to management companies at large retail centers, e.g. The Landing, to be in
contact with national retailers.
4. Coordinate with partners or directly provide time-limited, quality childcare.
A. Set up or coordinate childcare in recreation areas, schools, and community centers.
o Partner with the YMCA and other nonprofits in advance and develop MOUs to
provide childcare services in recovery.
B. Encourage major employers and school districts to provide term-limited, in-house
childcare to facilitate economic recovery.
City of Renton Comprehensive Emergency Management Plan 181
5. Seek out opportunities to diversify Renton’s industry portfolio.
A. Expand the industry portfolio to ensure economic resiliency into the future.
Resources
City of Renton Older Adult Business Plan, April 2015
Renton Business Plan, 2015
City of Renton Comprehensive Emergency Management Plan 182
RSF 3. HEALTH AND SOCIAL SERVICES
The purpose of the Health and Social Services RSF to the City of Renton Disaster Recovery
Framework is to establish a coordinated approach to addressing post -disaster humanitarian
needs through mass care efforts, shelter and temporary housing assistance, and the delivery of
other emergency human services programs.
This RSF, like the Disaster Recovery Framework as a whole, applies to all City departments and
provides an operational framework to guide coordinated human service delivery efforts among
a network of community based organizations (CBOs) and other jurisdictions at the local, State,
and Federal levels. The RSF supports and integrates other plans and programs that aid in
recovery operations.
Planning Assumptions
For the purposes of this Health and Social Services RSF 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 RSF.
Environmental damage to the natural or built environment may have far -reaching
impacts to public health.
Guiding Principles
Human services and job recovery go hand in hand. People will need things and help and
housing to get them into jobs to keep the community afloat.
Need case managers and counseling. Most people will get housing and food if they can –
but they will need help to manage meds and counseling.
Residents rely on an effective and equitable human services delivery system to meet
their basic physical, economic, and social needs.
Decision-Making Framework
A large-scale event that overwhelms the City’s capability to meet basic human needs will
require regional collaboration through the King County ECC or through other regionalized
humanitarian and mass care efforts. City leadership will provide staff and resource support to
these efforts as able.
City of Renton Comprehensive Emergency Management Plan 183
The Community Services Administrator provides oversight of human service delivery efforts in
accordance with the Mayor’s policy direction. 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.
For specific responsibilities related to RSF 3, see Recovery Responsibility Tables in the
Appendix.
Partner Agencies
American Red Cross
Public Health Public Health Seattle-King County
Greater Renton COAD
Salvation Army
Renton Housing Authority
[Insert Community Resource Guide]
Key Considerations
Housebound Residents or those requiring oxygen and dialysis will require special
outreach and ongoing checkups. The City currently has no data on this population or
system to track who and where these people are.
o Consider an opt-in registry for pre-disaster preparation. People might be willing
to self-identify for disaster preparedness.
People in Renton are likely to be impacted by a significant natural disaster or human -
caused incident. Impacts may include 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.
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.
City of Renton Comprehensive Emergency Management Plan 184
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.
Mobility barriers, such as lack of safe pedestrian pathways or accom modation for those
living with disabilities, will prevent individuals and families from accessing services
during recovery.
Recovery Goals and Strategies
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 RSF addresses immediate needs as well as
longer-term recovery needs in three major categories: mass care, emergency assistance, and
human services.
Mass Care
Feeding operations
Bulk distribution of emergency items
Collecting and providing information on victims to family me mbers
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
Health and Social Services
Personal property replacement (to reunite people with keepsake belongings, when
possible)
Disaster loans
Food stamps
Crisis/grief counseling
Disaster unemployment
City of Renton Comprehensive Emergency Management Plan 185
Disaster legal services
Support for survivors with access or functional needs
Other State and Federal benefits
Elementary/middle/high school education opportunities
Pre-school/child care
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), Renton Housing Authority, local service clubs/organizations and religious organizations,
and other disaster relief and human services organizations, may provide valuable direct services
and case management experience in support of this RSF.
Resources
City of Renton Community Needs Assessment for Human Services and Housing, June
2014
City of Renton Older Adult Business Plan, April 2015
Community Resource Guide
City of Renton Comprehensive Emergency Management Plan 186
RSF 4. HOUSING
The Housing RSF provides guidance and support for the rehabilitation and reconstruction of
destroyed or damaged housing post-disaster and the development of new, accessible housing
solutions. Housing is only one critical piece of the larger recovery process that must be
coordinated across City, local, state, and federal agencies RSF 1. Community Planning and
Capacity Building, RSF 2. Economic Recovery, RSF 3. Health and Social Services, and RSF 5.
Infrastructure Systems all have relevant interconnectedness with housing recovery.
Goals and strategies for reestablishing housing in Renton post-disaster are outlined here.
Planning Assumptions
Housing is a challenging and critical component of Renton’s recovery; without access to
adequate and affordable housing residents will leave Renton to find affordable housing
elsewhere.
Large-scale emergencies are likely to deplete local and regional recovery resources.
Assistance from other cities and regions, King County, the State of Washington, and the
Federal Government will be requested as needed and the City should be prepared to
coordinate across these levels of government.
The City of Renton has limited capabilities to address human needs in a large-scale
disaster. The EOC requests additional resources and program support through the K ing
County ECC from the State of Washington and the Federal Government, which
administer many of the disaster housing programs.
Impact to public services and infrastructure serving residential buildings will affect
housing recovery.
The City can anticipate an influx of businesses related to repairing and rebuilding
housing, and there may be challenges around regulating them.
Long-term housing recovery is a slow process and, depending on the scale of the
disaster, it could be many years before Renton’s housing stock is replenished.
Guiding Principles
A complete and accurate assessment of physical damage to residential property is a key
determinant of occupancy and viability and in turn the creation and implementation of
both interim and permanent housing strategies.
The City should plan to support the needs of the whole community and prioritize
vulnerable populations with the greatest need.
Housing recovery should be guided by the goals and values outlined in the Renton
Comprehensive Plan, specifically to:
o Adopt best available housing practices and implement innovative techniques to
advance the provision of affordable, fair, healthy, and safe housing for renters,
homeowners, and the homeless.
Coordinate housing repair and reconstruction with development of infrastructure and
public services, such as water, sewer, utilities, and transit.
City of Renton Comprehensive Emergency Management Plan 187
Recovery efforts should contribute to the City’s
sustainability and resilience against future disasters.
Renton has strong neighborhoods and the City should
maintain a robust communication process with its
partners and established community groups
throughout the recovery process. (See RSF 1.
Community Planning and Capacity Building.)
Decision-Making Framework
The Community and Economic Development Department and
the Human Services office of the Community Services
Department will be co-lead agencies for permitting,
redevelopment planning, plan reviews, environmental
compliance, housing recovery solutions, coordination of
housing recovery financing, and the facilitation of the
rehabilitation and reconstruction of Renton’s housing stock.
Events of regional, statewide, or national significance may
require cross-jurisdictional cooperation in recovery efforts
with King County, Washington, State, and/or the Federal
Government. To expand their recovery abilities, the City
should leverage partner agencies and other community
housing resources (found in the Renton Community Resource
Directory and additional resources called out here).
The Community and Economic Development Department, as
well as other collaborating departments, should anticipate
supplemental surge staffing during the recovery process as
well as the allocation of staff and other resources to regional
efforts as able.
For specific responsibilities related to RSF 4, see Recovery
Responsibility Tables in the Appendix.
Key Considerations
Pre-disaster Renton is faced with an aging housing
stock and existing affordability issues, both of which
could pose a challenge in maintaining and creating
affordability during recovery. Pre-disaster housing needs should be addressed now to
position Renton for a faster recovery post-disaster.
Money may be diverted to denser, higher need areas before reaching Renton. The City
should be prepared to expect a delay in necessary funds for recovery.
Post-disaster, repair and reconstruction occur at an accelerated pace which creates
design, construction, labor, materials, logistics, inspection, and financing issues.
Recovery could be expedited if certain planning regulations were relaxed as local, state,
and federal law allows. Partnering with neighboring jurisdictions and coordinating
PARTNER AGENCIES
Association of Washington
Housing Authorities –
Housing Authorities Risk
Retention Pool
Building Owners and
Managers Association
King County Housing
Authority
Puget Sound Energy
Puget Sound Regional
Council
Renton Housing Authority
Washington Association of
Building Officials
Washington State
Department of Labor and
Industries
COMMUNITY HOUSING
RESOURCES
Apartment Manager
Association
Cascade Neighborhood
Association
Catholic Community
Services (CCS)
Habitat for Humanity
Housing Search NW
Neighborhood House
Rebuilding Together
Red Cross
City of Renton Comprehensive Emergency Management Plan 188
exemptions with the appropriate government agencies should be considered within
reason.
Disasters often result in an influx of construction contractors from out -of-state areas to
meet local demand for rebuilding. This influx can be hard to regulate and sometimes
lead residents becoming victims of contractor fraud.
Recovery should focus on preventing extreme increases in housing prices and
maintaining housing affordability within the City. Using technical assistance, policy, and
other available means to address this should be explored.
Redevelopment of large portions of housing stock could provide opportunities for
smarter redevelopment – greener, more vibrant neighborhoods, and higher quality
housing stock.
Renton has strong neighborhood communities.
Minimize loss of historic buildings where possible.
Recovery Goals and Strategies
1. Assess housing needs and available resources to establish a Housing Recovery Strategy.
A. Ensure the damage and structural assessments of residential housing (See Damage
Assessment and Structural Assessment) are robust enough to establish a baseline
inventory and Housing Needs Assessment that will be used throughout the recovery
process and help justify finding requests.
o Maintain and manage assessment data throughout the recovery process to
accurately respond to local, regional, and federal requests for information.
B. Establish both short- and long-term housing recovery strategies based on the housing
needs assessment that outline steps needed to reestablish housing stock in the City.
o Typical housing recovery programs include: Temporary housing, Rental/loan
assistance, Repair assistance, Replacement, Identification and provision of accessible
housing, and Disaster loans.
o Communicate strategies to the public, making use of established community groups
and physical posting boards to get the word out. (SeeRSF 1. Community Planning
and Capacity Building.)
2. Streamline City processes to expedite housing recovery.
A. Strike a responsible balance between an expedited recovery pro cess and requirements
to rebuild sustainably in accordance with all applicable codes and regulations.
B. Encourage rapid and appropriate decisions regarding land use and housing location in
the community.
C. Prepare for surge operations and/or request outside assistance to meet customer
demand for permitting, inspections, and code enforcement.
o Expand City hours of operation and send field permitting and inspection teams to
damaged areas.
o Offer one-stop review and permitting services for property owners undertaking
reconstruction activities.
City of Renton Comprehensive Emergency Management Plan 189
D. Provide customer-friendly experience for residents while ensuring their homes are
rebuilt to code, with minimal environmental impact, and greater resiliency.
3. Identify interim housing solutions based on needs and priorities of neighborhoods.
A. Leverage existing housing agencies, partners, and community groups to identify and
implement interim housing solutions.
B. Preserve or rehabilitate existing affordable housing where it is decent, safe, and sanitary
in order to protect neighborhood stability and character.
C. Take advantage of undamaged rental stock for both temporary and long-term housing.
D. Facilitate transition from shelters to interim and permanent housing making use of
existing housing match resources such as Housing Search NW and Renton Housing
Authority’s Risk Retention Pool.
4. Connect homeowners and renters with existing housing resources and create educational
materials to help rebuild smarter and safer.
A. Communicate applicable codes and permits, so that residents can ensure compliance
with all applicable codes and for obtain all necessary permits when rebuilding and
repairing damaged property.
B. Help residents guard against fraud and unsafe housing conditions. See Goal 2. in RSF 2.
Economic Recovery.
C. Assign a City lead on federal, state, and local assistance programs that can create
materials to share with residents who are navigating different housing repair and
reconstruction loans.
D. Leverage existing Human Services Assistance and Discount Programs.
o Facilitate applications for utility payment relief for residents, especially when utility
services aren’t available or housing units are vacant but still incurring minimum
payments.
o Connect homeowners with legal resources for navigating complex relationships with
banks related to mortgages, pre-foreclosure, and foreclosure.
E. Partner with the existing community networks to help provide services, resources, and
communications so that all residents have information available to identify housing
solutions for themselves.
5. Facilitate the provision of affordable, safe, and sustainable housing for all impacted
residents.
A. Address available funding and affordability in repair and reconstruction of residential
properties.
o Coordinate housing recovery across region with King County ECC for federal monies,
and with local, state, and federal groups for gap-filling measures.
o Be proactive in exploring negotiations with banks for temporary mortgage relief for
City residents.
City of Renton Comprehensive Emergency Management Plan 190
o Explore ways to increase the City’s affordable housing incentives post-disaster to
maintain affordability through new development.
B. Stimulate repair, reconstruction, and redevelopment that creates safe housing for
residents.
o Expand capacity and resources of existing housing repair program to leverage
existing expertise in small repairs like roofs, furnaces, foundations, and water
heaters.
o Promote hazard mitigation measures where practicable and cost-effective and/or
where required by law.
C. Build toward a more sustainable and resilient Renton.
o Encourage development in safe zones with code compliance to barrier against future
disasters.
o Maintain standards that contribute to thoughtful rebuilding in a resilient manner,
but explore where certain rules can be relaxed in an effort to get residents back in
their homes.
o Make use of Renton’s existing Comprehensive Plan to guide decisions around best
land use and City vision.
Resources
Housing and Human Services Element of the City of Renton Comprehensive Plan, June
2015 and subsequent updates
City of Renton Comprehensive Emergency Management Plan 191
RSF 5. INFRASTRUCTURE SYSTEMS
The purpose of the Public Infrastructure Restoration RSF 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.
This RSF, like the Disaster Recovery Plan as a whole, applies to all City departments and
provides an operational framework to guide coordinated infrastructure restoration effort s. The
RSF supports and integrates State, Federal, and private utility plans and programs that aid in
recovery operations.
Planning Assumptions
Recovery begins almost as soon as a disaster event occurs, often concurrent with
emergency response. For the purposes of this Infrastructure Systems RSF 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, including debris management.
A complete and accurate assessment of physical damages to public infrastructure and
facilities and of interruptions to essential services will inform an effective prioritization
of recovery actions.
Private owners of infrastructure and service providers will work closely with local
governments to develop restoration priorities.
Private entities and public agencies may hesitate to share information if deemed
proprietary.
City departments will develop procedures and provide appropriate training to staff with
designated roles and responsibilities in this RSF.
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.
Areas with significant debris issues may become apparent through damage assessment
and restoration activities as well as from damage reports from the public.
City of Renton Comprehensive Emergency Management Plan 192
Residents and business owners will want to have keepsake possessions identified and
returned versus being disposed of.
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.
Guiding Principles
[To be developed in subsequent updates]
Recovery begins almost as soon as a disaster event occurs, often concurrent with
emergency response.
Response action outline in the Comprehensive Emergency management Plan take
precedence as long as threats remain to life and property.
A complete and accurate assessment of physical damages to public infrastructure and
facilities and of interruptions to essential services are critical to informing an effective
prioritization of recovery actions.
Disaster debris management is a high priority.
A navigable and functioning airport is essential to recovery operations.
The King County Emergency Coordination Center (KCECC) is the central coordination
point for regional debris management efforts. The Renton Emergency Operations
Center (EOC) provides support coordination between City and regional activities.
City departments are expected to develop procedures and provide appropriate training
to staff with designated roles and responsibilities in this RSF.
Restoration of communication and transportation infrastructure is vital to recovery
operations.
Decision-Making Framework
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 Administrative
Services 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.
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 of Renton Comprehensive Emergency Management Plan 193
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.
Infrastructure System 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 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 outlin ed
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.
Partner Agencies
Cable/media providers
Fuel pipeline distribution and delivery companies
Hospitals/Urgent Care Centers
Internet providers
Renton School District
Issaquah School District
Kent School District
Catholic Archdiocese of Seattle (schools & parishes)
University of Washington (UW) Medicine (Valley Medical Center)
Public Health Seattle-King County Public Health
King County Library System
Puget Sound Energy
Telephone companies
Wireless/cell-phone carriers
Backhaul providers (fiber)
King County Department of Natural Resources
National Response Center
Renton Regional Fire Authority
United States Department of Transportation
Washington State Department of Ecology
Waste Management Republic Waste
Debris removal vendors
Burlington Northern/Santa Fe Railway
Federal Aviation Administration
City of Renton Comprehensive Emergency Management Plan 194
National Guard
King County Metro
Sound Transit
Washington State Department of Transportation
King County Wastewater
Utilities and Transportation Commission
Key Considerations
Many aspects of disaster recovery are dependent on the restoration of infrast ructure
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.
Recovery Goals and Strategies
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)
In addition, the continuity of government and other essential services is dependent upon the
functionality of facilities such as:
Hospitals
Schools
Government buildings, including service yards (fleet, materials, equipment)
Community centers
Restoring this infrastructure and associated services is therefore a high priority action that
begins early in short-term recovery.
City of Renton Comprehensive Emergency Management Plan 195
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.
Debris Management
There are four principal phases of post-disaster debris management operations:
1. Debris Clearance and Removal: Debris management begins as soon as public works personnel
and responders undertake debris clearance actions to allow emergency access for life safety and
to protect property, infrastructure, and the environment.
2. Temporary Debris Storage: Large volumes of disaster debris or problem waste may need to be
stored prior to processing and disposal. Locations of temporary storage sites may depend on the
type of debris generated.
3. Debris Processing: Processing of debris is the separation of various waste and debris types and
their preparation for disposal. Different types of disaster debris may be governed by varying
rules and authorities. Construction and demolition debris is handled differently from hazardous
waste or recyclable material.
4. Permanent Debris Disposal: Permanent disposal of debris and waste may make use of local and
regional landfills or, depending on available capacity, may warrant the development of
additional disposal sites. Another option is to haul disaster debris that cannot be recycled or
otherwise reused to areas outside the Puget Sound Region. Property owners, businesses, and
residents will also generate significant disaster waste from cleanup, demolition, and
reconstruction. Higher than normal customer volumes should be expected at transfer stations
and drop box facilities.
City of Renton Comprehensive Emergency Management Plan 196
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 Republic Services is a key partner in waste processing and disposal. High-impact
disasters will require additional vendor support and/or increased coordination through the King
County 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.
Resources
Seattle-King County UASI Area Debris Management Plan
City of Renton Comprehensive Emergency Management Plan 197
RSF 6. NATURAL AND CULTURAL RESOURCES
The purpose of the Natural and Cultural Resources RSF 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 RSF establishes a framework for identifying and evaluating post-disaster environmental
impacts and for developing strategies to work cooperatively to resolve them.
In addition, the Natural and Cultural Resources RSF identifies departmental responsibilities for
ensuring that community recovery and rebuilding are implemented in compliance with all
applicable environmental rules and regulations.
This RSF, like the Disaster Recovery Plan as a whole, applies to all City departments and
provides an operational framework to guide coordinated environmental management efforts.
The RSF supports and integrates State and Federal plans and programs that aid in recovery
operations.
Planning Assumptions
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.
Environmental damage may impede the progress of community recovery.
For the purposes of this RSF, 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.
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.
The Puget Sound Region is vulnerable to natural and man-made hazards, including acts
of terrorism, which have the potential to create large volumes of debris over a
widespread area.
Guiding Principles
[To be drafted in further updates]
City of Renton Comprehensive Emergency Management Plan 198
Long-term coordination between environmental and resource agencies from all levels of
government, tribes and other entities will be required occur to ensure that
reconstruction and redevelopment comply with local, State, and Federal environmental
regulations.
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 RSF.
The City of Renton values cultural heritage and natural resources. Prioritize preservation
where human life, health and safety are not compromised.
Decision-Making Framework
In most cases, more than one department will have a role in cleanup and remediation.
With support from the EOC, other fire departments, an d 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 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.
Key Considerations
Environmental damage to the natural or built environment may have far -reaching
impacts to public health.
Recovery Goals and Strategies
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
City of Renton Comprehensive Emergency Management Plan 199
Airborne contamination
Agricultural runoff
Wetlands damage
Impacts to threatened and endangered species
Damage to historical and archaeological resources
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.
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.
Partner Agencies
Public Health Seattle-King County Public Health
Washington State Department of Ecology
Washington State Historic Preservation Office
United States Army Corps of Engineers
Puget Sound Clean Air Agency
Washington State Department of Fish & Wildlife
Washington Department of Natural Resources
Muckleshoot Indian Tribe
US Environmental Protection Agency (EPA)
City of Renton Comprehensive Emergency Management Plan 200
Resources
Renton History Museum
Arts & Culture Master Plan
City of Renton Comprehensive Emergency Management Plan 201
APPENDICES
Definitions and Acronyms
COAD. Community Organizations Active in Disaster
CPG. Comprehensive Preparedness Guidance
RSF. Recovery Support Functions
NDRF. National Disaster Recovery Framework
FEMA. Federal Emergency Management Agency
Resources
Below is a listing of relevant documents and legal authorities in disaster recovery planning.
Local References and Resources
City of Renton Comprehensive Emergency Management Plan
City of Renton Comprehensive Plan
City of Renton Hazard Mitigation Plan (incl. Hazard Identification and Vulnerability
Assessment)
City of Renton Debris Management Plan
City of Renton Continuity of Operations Plan
King County Comprehensive Emergency Management Plan
King County Hazard Mitigation Plan (incl. Hazard Identification and Vulnerability
Assessment)
King County Regional Disaster Plan
Regional References and Resources
Washington State Comprehensive Emergency Management Plan
Washington State Emergency Management Disaster Assistance Guide for Local
Governments
Federal References and Resources
Comprehensive Preparedness Guide (CPG) 101 and 201
Homeland Security Exercise and Evaluation Program (HSEEP)
National Incident Management System (NIMS), Department of Homeland Security
National Response Framework, Federal Emergency Management Agency
Legal Authorities
Local Legal Authorities
Renton Municipal Code, Title III, Chapter 5, Fire & Emergency Services Department
King County Code, Chapter 2.56, Emergency Management
King County Code, Chapter 12.52, Emergency Powers
City of Renton Comprehensive Emergency Management Plan 202
State Legal Authorities
Revised Code of Washington (RCW):
o 35.33.081, Emergency Expenditures
o 35.33.101, Emergency Warrants
o 38.52, Emergency Management
o 39.34, Interlocal Cooperation Act
o 40.10, Essential Records
o 42.14, Continuity of Government Act
o 43.43, (Subparts 960-975), State Fire Service Mobilization
o 70.136, Hazardous Materials Incidents
Washington Administrative Code (WAC):
o 118-04, Emergency Worker Program
o 118-30, Local Emergency Management Services Organizations, Plans, and
Programs
Federal Legal Authorities
Federal Civil Defense Act of 1950, as amended
Public Law 93-288, the Robert T. Stafford Disaster Relief and Emergency Assistance, as
amended
Title 44, Code of Federal Regulations, parts 9, 10, 13, 59, 204, and 206
Public Law 96-342, Improved Civil Defense
Public Law 99-499, Superfund Amendments and Reauthorization Act of 1986
City of Renton Comprehensive Emergency Management Plan 203
Recovery Responsibility Tables
Department/Division Primary Responsibilities Reference
Sections/RSFs Supporting Responsibilities Reference
Section/RSFs
Executive
Advisory Group policy & coordination 2.0 Recovery expenditure tracking 2.5
Intergovernmental coordination 2.0 Recovery Status Report input and review 2.3
Continuity of government 2.0
Public information 2.6
Communication of damage assessment, restoration &
debris management, and environmental information
to the media and public 2.4, 2.6
Response Capability Assessment 2.4
Policy direction for recovery efforts 1.4, 2.0
City Council
Law and policy making for recovery efforts 2.0
Continuity of government 2.0
Fire & Emergency
Services
EOC direction and coordination 2.3 Resource support and logistics 2.5
Recovery Status Report development/distribution 2.3 Recovery expenditure tracking 2.5
Damage assessment, Data analysis & validation 2.4 Public information (JIC/JIS) coordination 2.6
Short-term recovery coordination 1.5, 2.0 Mass care/shelter coordination support 1.5
Volunteer management 1.5 Shelter transportation coordination 1.5
City of Renton Comprehensive Emergency Management Plan 204
Situation Report 2.3, 2.4 Situation Report 2.3
Cross-jurisdictional coordination for debris
management
1.5
RSF 5, RSF 6
Response Capability Assessment 2.4
Windshield Survey initial damage assessment 2.4
Emergency medical/first aid delivery 1.5
Fire plan review 2.4
Fire investigation and inspection 2.4
City of Renton Comprehensive Emergency Management Plan 205
Department/Division Primary Responsibilities Reference
Sections/RSFs Supporting Responsibilities Reference
Section/RSFs
Administrative
Services
Recovery expenditure tracking 2.5 Situation Report & Recovery Status Report input 2.3, 2.4
Vendor contract management (including Solid Waste) 2.5 Communications support 2.6
Recovery finance management 2.5 Information technology support 2.5
Data recovery 2.5 Procurement of emergency goods/supplies/services 2.5
Damage assessment 2.4
Response Capability Assessment
2.4
Emergency procurement 2.5
Information technology systems recovery 2.5
Communications systems recovery 2.5, 2.6
Administration of recovery procurement procedures 2.5
City of Renton Comprehensive Emergency Management Plan 206
Department/Division Primary Responsibilities Reference
Sections/RSFs Supporting Responsibilities Reference
Section/RSFs
Community &
Economic
Development
(Preliminary) Damage assessment 2.4 Recovery expenditure tracking 2.5
Capital improvement permitting
1.5
RSF 2, RSF 4,
RSF 5, RSF 6 Situation Report & Recovery Status Report input 2.3,2.4
Response Capability Assessment 2.4 Donations management
2.5
RSF 1, RSF 3
Windshield Survey initial damage assessment 2.4
ATC building assessments (public and private)
2.4
RSF 4, RSF 5
Other building inspections 2.4,
RSF 4, RSF 5
Construction plan review
1.5
RSF 2, RSF 4,
RSF 5, RSF 6
Code compliance/enforcement
1.5
RSF 2, RSF 4,
RSF 5, RSF 6
(Engineered) Structural assessments
1.5
RSF 2, RSF 4,
RSF 5, RSF 6
Permit issuance for commercial and residential
reconstruction
1.5
RSF 2, RSF 4,
RSF 5, RSF 6
Post-reconstruction building inspections 2.4
City of Renton Comprehensive Emergency Management Plan 207
RSF 2, RSF 4,
RSF 5
Coordination of field permit team operations
2.4
RSF 2, RSF 4,
RSF 5
Public works plan review
1.5
RSF 2, RSF 4,
RSF 5, RSF 6
Department/Division Primary Responsibilities Reference
Sections/RSFs Supporting Responsibilities Reference
Section/RSFs
Community &
Economic
Development
Public information counter
1.5
RSF 2, RSF 4,
RSF 5, RSF 6
Engineering Review
1.5
RSF 2, RSF 4,
RSF 5, RSF 6
Inspection and approval of reconstruction permits
2.4
RSF 2, RSF 4,
RSF 5
Inspection of mass care facilities
2.4
RSF 2, RSF 4,
RSF 5
Environmental compliance
1.5
RSF 5, RSF 6
City of Renton Comprehensive Emergency Management Plan 208
Land use permitting
1.5
RSF 4, RSF 5,
RSF 6
GIS mapping
1.5
RSF 2, RSF 4,
RSF 5, RSF 6
Critical/Sensitive areas review
1.5
RSF 2, RSF 4,
RSF 5, RSF 6
Business community outreach and information
2.0
RSF 1, RSF 2
Public/private coordination
2.0
RSF 1, RSF 2
City of Renton Comprehensive Emergency Management Plan 209
Department/Division Primary Responsibilities Reference
Sections/RSFs Supporting Responsibilities Reference
Section/RSFs
Public Works
GIS mapping and analysis
1.5
RSF 2, RSF 4,
RSF 5, RSF 6 Recovery expenditure tracking 2.5
Both preliminary & detailed damage assessment &
reporting (all City infrastructure, utilities) 2.4 Situation Report & Recovery Status Report input 2.3,2.4
Debris management/clearance, Demolition debris
processing
2.4
RSF 5, RSF 6 Emergency vendor contracting 1.5, 2.5
Structural assessments of critical infrastructure
1.5
RSF 2, RSF 4,
RSF 5, RSF 6 Heavy equipment resource support RSF 5, RSF 6
Restoration of transportation infrastructure
1.5
RSF 2, RSF 5 Signage RSF 5, RSF 6
Traffic management
RSF 5 ATC building assessment (public and private) 2.4
Restoration of water/sewer/storm water
infrastructure
RSF 2, RSF 4:
RSF 5, RSF 6 Equipment/vehicle repair
2.5
RSF 5, RSF 6
Response Capability Assessment (including for all City
infrastructure, utilities) 2.4
Windshield Survey initial damage assessment 2.4
Provision of potable water for shelters and
congregate areas RSF 5
Solid waste service coordination for shelters RSF 5
Coordination with utility crews RSF 5, RSF 6
City of Renton Comprehensive Emergency Management Plan 210
Water quality monitoring/sampling/testing RSF 5, RSF 6
Flood hazard monitoring RSF 5, RSF 6
Structural assessments of utility and transportation
infrastructure
2.4
RSF 5
Capital improvement permitting
1.5
RSF 2, RSF 4,
RSF 5, RSF 6
Debris clearance for water/sewer/storm systems &
infrastructure repair/restoration
2.4
RSF 5, RSF 6
Permanent repairs/reconstruction
2.4
RSF 5, RSF 6
Department/Division Primary Responsibilities Reference
Sections/RSFs Supporting Responsibilities
Reference
Section/RSFs
Public Works
Coordination with other jurisdictions’ transportation
agencies RSF 5
Transportation system inspections RSF 5
Temporary roadway/bridge repairs RSF 5
Traffic management RSF 5
Renton Municipal Airport debris clearance &
restoration of infrastructure
2.4
RSF 5
City of Renton Comprehensive Emergency Management Plan 211
Roadway debris clearance
RSF 5
Hazardous materials coordination RSF 5, RSF 6
Temporary debris storage & processing RSF 5, RSF 6
Infrastructure/transportation restoration RSF 5
Community Services
Shelter, mass care and feeding coordination 1.5 Recovery expenditure tracking 2.5
Natural resources management RSF 6 Recovery Status Report input 2.3, 2.4
Open space restoration RSF 6 Debris management RSF 5, RSF 6
Facilities management
RSF 1, RSF 5,
RSF 6 Alternate facilities location
1.5
RSF 5
Damage assessment 2.4
Human service program delivery RSF 1, RSF 3
Coordination with non-profit service providers RSF 1, RSF 3
Response Capability Assessment (including all City
facilities) 2.4
Emergency worker care 1.5
Disaster welfare information and referrals RSF 3
City of Renton Comprehensive Emergency Management Plan 212
Coordination with human service CBOs RSF 1, RSF 3
City of Renton Comprehensive Emergency Management Plan 213
Department/Division Primary Responsibilities Reference
Sections/RSFs Supporting Responsibilities
Reference
Section/RSFs
Police
Public safety RSF 5 Recovery expenditure tracking 2.5
Access control RSF 5 Situation Report & Recovery Status Report input 2.3, 2.4
Traffic direction/control RSF 5
Pet sheltering RSF 5
Missing persons coordination RSF 5
Damage assessment
2.4
Windshield Survey initial damage assessment 2.4
Response Capability Assessment 2.4
Human Resources &
Risk Management
Coordination of Preliminary Damage Assessment
activities 2.4 Recovery expenditure tracking 2.5
Employee care 2.5 Volunteer management 2.3
Staff re-assignment 2.5
Disaster claims processing 2.5
Insurance coordination 2.5
Response Capability Assessment 2.4
Citywide personnel accountability 2.5
Coordination of Windshield Survey data collection 2.4
Damage assessment data analysis and validation 2.4
City Attorney
Legal analysis and advice 2.1, 2.5 Recovery expenditure tracking 2.5
Preparation of recovery legislation and contracts 2.1, 2.5 Situation Report & Recovery Status Report input 2.3, 2.4
City of Renton Comprehensive Emergency Management Plan 214
Municipal Court Preside over criminal misdemeanors, gross
misdemeanors, traffic infractions and other City code
violations 2.1, 2.5 Recovery expenditure tracking 2.5
Restore continuity of court operations and processing
and maintenance of court records 2.1, 2.5 Situation Report & Recovery Status Report input 2.3, 2.4
City of Renton Comprehensive Emergency Management Plan 215
Stakeholder Interviews
RSF 1. Community Planning and Capacity Building
Stakeholder Interviews
The following individuals were interviewed in the development of RSF 1. Community Planning and Cap acity Building.
Preeti Shridhar, City of Renton Communications Director
Benita Horn, City of Renton Inclusion and Equity Consultant
Karen Bergsvik, City of Renton Human Services Director
Erika Rhett, former City of Renton Senior Planner, current Renton res ident, and BERK Senior Associate
Stakeholder Questions
The following questions served as the basis of discussion on community planning and capacity building during disaster recover y.
Community Engagement
a. What information would the City of Renton want to co mmunicate to residents during disaster recovery?
b. What input would the City want to solicit from residents during disaster recovery efforts?
c. What barriers or challenges related to communication would you anticipate? What specific populations would you
want to reach?
d. What existing tools, partnerships, or organizational structures (block watch, neighborhood groups, etc.) could the City
leverage in community engagement during recovery?
e. What tools, resources, and partners would the City use to reach various ethnic, religious, and neighborhood
populations?
f. How could the City use online tools and physical centers to facilitate access to resources (bridging issues related to
economic recovery, health and social services, housing, and other topics)?
g. How and when will these decisions be made? Who will coordinate the City’s overall community engagement efforts?
Leveraging Whole-Community Resources
City of Renton Comprehensive Emergency Management Plan 216
h. What community resources, including local philanthropy, business interests, and others, could be leveraged to
support recovery? How should this targeted outreach be coordinated?
Closing Questions
i. How could recovery be seen as an opportunity to make the Renton community better than it was before?
j. Are there key community issues that should be addressed in recovery planning that we haven’t mentioned here?
k. What are the top two things the City should do before a disaster occurs to help make recovery a success?
RSF 2. Economic Recovery
Stakeholder Interviews
The following individuals were interviewed in the update of RSF 2. Economic Recovery.
Deborah Needham, City of Renton Emergency Management Director
Cliff Long, City of Renton Economic Development Director
Jennifer Henning, City of Renton Planning Director
Stakeholder Questions
The following questions served as the basis of our d iscussion on economic recovery after a major disaster response.
1. What priorities should Renton consider in seeking to return to a full functioning economy following a disaster?
2. What would be required to help Renton’s major employers recover? What kind of support and assistance would major
employers need in order to recover? Housing? Transportation infrastructure? Childcare? What partners would be important
in this work? What role would the City play?
3. How could the City support business recovery among small businesses? What partners would be important in this work?
What role would the City play?
4. How could the City facilitate any changes to regulations that would make reopening businesses easier?
5. How could Renton generate an infusion of capital to jumpstart the economy?
City of Renton Comprehensive Emergency Management Plan 217
6. How could a disaster serve as an opportunity to rebuild the Renton economy so that it is better than it was before? What
long-term economic development goals should guide recovery efforts?
7. Are there key issues that should be addressed in long-term recovery planning that we haven’t mentioned here?
8. What are the top two things the City should do before a disaster occurs to help make recovery a success?
City of Renton Comprehensive Emergency Management Plan 218
RSF 4. Housing
Stakeholder Interviews
The following individuals were interviewed in the development of RSF 4. Housing.
Mark Gropper, Renton Housing Authority Executive Director
Stephen Gray, Renton Housing Authority Program Coordinator
Errol Flagor, Renton Housing Authority Maintenance Operations Supervisor
Sean McCarty, Renton Housing Authority Maintenance Contract & Procurement Foreman
Jill Richardson, Renton Housing Authority Operations Administrator
Karen Bergsvik, City of Renton Human Services Director
Erika Rhett, former City of Renton Senior Planner, current Renton resident, and BERK Senior Ass ociate
Stakeholder Questions
1. The following questions served as the basis of our discussion on housing during disaster recovery.
2. What data currently exists about Renton’s housing supply and needs? How can this inform recovery?
3. How can Renton encourage, support, and facilitate residential recovery following a disaster? Consider for a) subsidized
housing and b) market-based housing.
a. Repair/Reconstruction permitting process – Any efficiencies that can be made post disaster? Expedited review and
permitting processes? Any ways to increase reviewer capacity post-disaster? Any standard exemptions that could be
made without sacrificing safety/city goals?
b. How could the City support rebuilding of substantively damaged housing stock?
4. What partnerships and resources will be important to tap, again thinking about a) subsidized housing and b) market -based
housing?
a. What housing-related resources would be important to leverage?
b. What existing partnerships would be important? Consider affordable housing providers, market -rate housing
providers, employers, community-based organizations, and others.
City of Renton Comprehensive Emergency Management Plan 219
5. How do you recommend coordinating housing recovery efforts? What partners and governmental agencies will be important
to include?
6. What steps could Renton take to avoid or address blight in residential neighborhoods?
7. Is there an opportunity to reconfigure Renton’s housing stock post-disaster? How could Renton recover so that housing was
better than it was before the event?
a. How does the existing planning framework and Comprehensive Plan come into play post-disaster?
b. Does Renton want to encourage development in safe zones pre- and post-disaster, either through re-zoning or
buyouts?
c. Any existing programs/incentives to encourage seismic retrofitting?
8. Are there key issues that should be addressed in long-term recovery planning that we haven’t mentioned here?
9. What are the top two things the City should do before a disaster occurs to help make recovery a success?
City of Renton Comprehensive Emergency Management Plan 220
EMERGENCY SUPPORT FUNCTION 15: EXTERNAL AFFAIRS
Primary Agency: City of Renton Executive Department
Support Agencies: City of Renton Community Services Department
City of Renton Police Department
City of Renton Public Works Department
Renton Regional Fire Authority
King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center
Washington State Emergency Management Division
Introduction
Purpose
Emergency Support Function (ESF) 15 – Public Information is responsible for keeping the public
information concerning a threatened or actual emergency situation and to provide protective
action guidance as appropriate to save lives and protect property.
This plan supports the Incident Command System (ICS) Public Information Officer (PIO) function
and the Joint Information Center and Joint Information System (JIC/JIS). The joint information
system is to coordinate information before it is released to the public and the news media.
The purpose of Emergency Support Function 15 (ESF) is to establish uniform policies for the
effective development, coordination and dissemination of information to the public in the
event of a disaster.
Scope
The City of Renton’s public information requirements will be determined by the severity of the
disaster or emergency as determined by the City of Renton Emergency Management Director.
ESF 15 provides for public information, education, and media relations functions that together
comprise the Joint Information System (JIS). The JIS may be coordinated internally or with other
agencies. Emergency public information actions before, during, and following an emergency will
be determined by the severity of the emergency as declared by involved jurisdictions, state
agencies, or as perceived by the public. A significant emergency public information response
will involve many state, county, local, private sector, media, and non-profit organizations.
Public Information identifies those agencies and defines their responsibilities within the JIS. ESF
15 also addresses special considerations for communicating with significant segments of the
population with limited English proficiency and those with access or functional needs.
City of Renton Comprehensive Emergency Management Plan 221
Policies
Public information activities will provide vital information citywide in a timely,
consistent and unified method to state, county, local, private sector agencies, media,
and non-profit organizations. Local jurisdictions will provide immediate and vital
information to the general public and state, county, local, private and tribal
organizations regarding response and recovery activities.
The City of Renton may start an emergency public information operation to augment or
enhance the normal communications capabilities of the City.
The City of Renton aims to communicate messages in a manner which can be
understood by its diverse population.
The City of Renton Executive Department has lead responsibility as the official
spokesperson for city’s public information activities.
The City of Renton’s Public Information Officers (PIOs) may be located at the City of
Renton EOC, in the Mayor’s Office, a Joint Information Center, or another location from
which they may effectively coordinate the public information function of the City.
During any activation of the City of Renton EOC, City of Renton staff from individual
departments will be available to staff the EOC, field locations, or a Joint Information
Center (JIC). The disaster procedures for each department should anticipate this fact
and build in appropriate staffing.
Situation
Emergency/Disaster Hazards and Conditions
The City of Renton and surrounding region will periodically experience emergency situations
that require the coordinated dissemination of critical information to the public. The City of
Renton does not have a single warning system to communicate with the population, but would
use multiple systems depending on the need. The means of dissemination include the news
media (radio, television (including Channel 21 in Renton), cable, print), reverse dial telephone
system mass notifications, the City of Renton’s website, social media applications,
neighborhood information centers, and if warranted by situation, hand distribution. Potential
emergency situations include natural, technological, and human-caused events. Public
information is critical to alerting residents to an impending emergency, dire cting and informing
them during the emergency, and assisting them in the response and recovery phases of the
event.
Planning Assumptions
The public needs timely and accurate information for protection of life and property
during response to, and recovery from a disaster or emergency situation.
In case of an emergency, every effort will be made to communicate in a timely, effective
manner; however, normal means of communication may not be available. In those
City of Renton Comprehensive Emergency Management Plan 222
situations non-traditional means of communicating with the public, such as radio,
billboards, flyers, newsprint, and community networks, will be established and utilized.
Members of the community with limited English proficiency and those with access and
functional needs will have additional difficulties in receiving and understanding warning
and emergency notification messages if special efforts are not made to reach them.
Technological limitations may prevent communication with the general public, including
those with limited English proficiency and those with access or functional needs.
Depending on the nature and magnitude of the emergency, different levels of public
information will be required. Public information may in fact be a primary objective
during an emergency. During an emergency, timely and accurate public information will
help protect people’s health and safety and will help manage expectations about
response capabilities. Conversely, it also could work to dispel public views that an
incident is a bigger emergency than it actually is because of the way the media covers
the story, making it critical for agencies to coordinate key messages.
Rumors or misinformation can cause unnecessary distress among residents, provoke
counter-productive public actions, and impede response and recovery efforts. PIOs must
focus on providing accurate and timely information using all dissemination methods
including rumor control as a primary goal.
When external agencies are key stakeholders in the incident, particularly when they
have been incorporated into a Unified Command structure to manage the incident, they
will have a vested interest in the public information message. The Incident Commander
and/or City of Renton Policy Advisory Group will direct key public information messages.
Regional events involving multiple agencies may be coordinated through the King
County Joint Information Center or Joint Information System.
Concept of Operation
The following systems and procedures will be applicable to the response and recovery phase of
any disaster or emergency situation.
The City of Renton will provide timely and vital information to the public regarding
response and recovery activities.
To reduce inaccuracies and misinformation, the City of Renton will utilize a Joint
Information System (JIS) to coordinate information with participating local, county,
tribal, state, and federal agencies, and other organizations as required.
Based on the urgency of the situation and the need for inter-agency cooperation, the
city’s assigned PIO will attempt to coordinate with other agencies to gather emergency
public information relevant to the City of Renton and share with the Mayor’s Office.
In a minor emergency incident, an on-scene PIO may be the only portion of the JIS
utilized.
In a disaster, the public information function within the City of Renton EOC becomes the
focal point for the receipt of information, and therefore is a logical location for the
preparation and distribution of emergency public information if so delegated by the City
of Renton Mayor’s office.
City of Renton Comprehensive Emergency Management Plan 223
A JIC may be established by the City of Renton EOC or at the direction of the City of
Renton Mayor’s Office to augment the public information function of the EOC, and to
incorporate external stakeholders in the development and delivery of the public
information message. A JIC is established when non -City agencies are key stakeholders
in an incident. A JIC brings together diverse parties in order to coordinate information
prior to public release. Involvement of other agency/organization PIOs will be
determined by the scope and nature of the disaster. If the event is large enough, the JIC
may be established by King County.
The JIC, if established internally or regionally, becomes the focal point for dissemination
of all emergency public information about emergency and disaster response and
recovery operations. The purpose of the JIC is to coordinate information and provide a
forum for the sharing of information within the region, and a central point for the media
to get information.
Under the JIS/JIC concept, each agency representative has the commitment to share
and coordinate information with all other participating agencies prior to release to the
media and public.
PIOs serve as part of the JIS and coordinate information from their respective agencies
regarding their involvement in the response and recovery operation of an emergency
event and work in conjunction with the City of Renton Mayor’s Office to disseminat e
and coordinate public information communications and messages.
PIOs, whether within a JIC or the City of Renton EOC, are responsible for setting up news
briefings for key disaster officials; writing and disseminating news releases to
appropriate media outlets; monitoring and analyzing TV, radio, newspaper, and Internet
disaster news coverage; distributing this information throughout the JIS; and preparing
background information and fact sheets. PIOs work closely with the City of Renton
Mayor’s Office, response agencies, and the City of Renton EOC Director (or the City of
Renton Emergency Management staff if the EOC is not activated).
A virtual JIC may be initiated through technological means when geographical
restrictions, incident management requirements, and other limitations preclude
physical attendance by public information officers/liaisons at a central location.
Communication resources may be utilized by the City of Renton to retrieve and
broadcast a public alert to specific jurisdictions and locations throughout the city,
county, and state. For more information regarding communication resources see ESF 2 –
Communications, Information Systems, and Warning.
A media room may be designated at a location separate from the City of Renton EOC to
be used for news briefings, interviews, and press conferences.
The public information function for an emergency may co-locate near the disaster area
to support local public information efforts or may relocate to a JIC as needed.
Notifications
Organization
City of Renton Comprehensive Emergency Management Plan 224
The City of Renton operates under the National Incident Management System.
ESF 15 describes the operation of the public information function within the
Incident Management System.
In a disaster or major emergency, the City of Renton Mayor’s Office will appoint
or designate a trained Information Officer (IO) to coordinate the key messages
and overall public information strategy for the JIS.
The City of Renton EOC Director will appoint a PIO to serve as the Lead PIO
within the City of Renton EOC. The Lead PIO will coordinate with the Information
Officer (IO) for the Policy Advisory Group.
Procedures
Upon notification, a designated city PIO will report to the City of Renton EOC to
coordinate and disseminate accurate and timely disaster-related information.
This person will normally serve as the Lead PIO in the City of Renton EOC.
In the event the City of Renton EOC is not activated, a designated city PIO or
another designated City PIO will work with the City’s emergency management
staff to issue appropriate press releases, situation reports and conduct media
interviews.
A designated City PIO will coordinate working with the Incident Commander to
ensure there is appropriate PIO staffing. Depending on the severity of the
situation, if the City of Renton EOC is activated on a 24 hour schedule additional
PIO staffing may be required.
Mitigation Activities
None
Preparedness Activities
Identify areas where public education programs (e.g., personal preparedness) are
needed, inclusive of plans for first responders and f amilies.
Develop 24-hour shift change and staffing procedures and checklists for supporting
agencies.
Identify emergency support function-specific training requirements.
Identify locations for media briefing.
Encourage city department’s spokespersons to attend public information courses.
Develop and maintain a roster of Public Information personnel, including shift change
and staffing procedures and contact information (home address; telephone, cellular,
and facsimile numbers; and email addresses).
Develop equipment lists.
List and maintain available media resources (station call letters, names, addresses, and
telephone numbers) that will be used to disseminate emergency information to the
public.
City of Renton Comprehensive Emergency Management Plan 225
Prepare media advisory and release templates.
Ensure the support departments/agencies can access their respective networks from
the City of Renton EOC.
Develop and maintain an accurate media contact list including print and broadcast
media languages other than English that serve the Renton community.
Maintain active social media accounts and promulgate them during pre-disaster times.
Develop procedures for rumor control inquiries.
Develop a list of volunteer groups.
Maintain interpreter/translator service resources.
Prepare a list and map of neighborhood information centers.
Maintain generic pre-translated materials that can be easily customized to the specific
emergency.
Response Activities
Coordinate with Incident Commanders to determine the scope, magnitude, extent and
the potential duration of the incident.
Request ESF 15 support PIOs based on incident assessment.
Obtain a status report on all local and county activities as needed.
Collect information concerning ESF field operations and activities.
Coordinate with the City of Renton EOC, ESF agencies and state, county, federal, private,
and tribal organizations to develop a flow of information, including situation reports,
health advisories and other public information releases concerning response and
recovery efforts.
Provide life safety, life-sustaining, or health-related messaging in a manner which can be
understood by significant segments of the population with limited English proficiency
and those with access and functional needs. This may include the use of universal
symbols to convey messages without words, or utilization of interpreters/translators.
Leverage community-based social networks, which may include word of mouth, email,
social media, and other means of informal information sharing by the public.
Attend briefings and gather information for situation updates.
Document and maintain a record of incoming and outgoing communications.
If a JIC is activated, send one or more PIOs to that location, if appropriate.
Conduct media briefings on a regular basis.
Monitor media and implement rumor control process when appropriate.
Inform the King County Office of Emergency Management/Regional Communications
and Emergency Coordination Center Duty Officer, the Washington State Emergency
Management Division PIO or others as needed of response activities when appropriate.
Arrange interpreter/translator services as needed.
Recovery Activities
Coordinate with appropriate agencies to deactivate the JIC, if activated.
City of Renton Comprehensive Emergency Management Plan 226
Disseminate information on recovery programs or available disaster assistance
programs available, including targeted outreach to significant segments of the
population with limited English proficiency or access and functional needs by
communicating with them in a manner which can be understood.
Keep elected officials informed of recovery activities.
Provide information and support to the State Coordinating Officer during federally
declared disasters.
The City of Renton EOC will coordinate with the Information Officer before deactivating
the public information function.
Responsibilities
City of Renton Executive Department (Duties specific to the INFORMATION OFFICER)
Assess the communications/public affairs implications of the incident.
Assess the need for translator/interpreter services.
Support the chief elected official with disseminating emergency public
information.
Designate appropriate communications/public affairs staff person to serve a s the
City of Renton PIO to coordinate all city public information.
Coordinate City of Renton EOC public information and assist JIC as needed.
Coordinate public information activities with other participating agencies.
Assist local officials with disseminating information.
Collect and coordinate information from all sources (e.g., city departments,
county, state, rumor control) to monitor overall response.
Obtain approval for release of information from the City of Renton.
Conduct and/or coordinate regular news conferences including arranging for
interpreter services if appropriate.
Enlist department staff to respond to media questions on technical or
department issues if necessary.
Provide maps, charts, status boards, schematics or other displays that clarify the
disaster situation in support of news conferences and/or briefings.
Monitor media broadcasts and articles to check for accuracy. Monitor and log
incoming calls for information and rumors.
Coordinate public information through the chief elected official and with the
designated Lead PIO.
City of Renton Community Services Department
City of Renton Police Department
City of Renton Public Works Department
Renton Regional Fire Authority
City of Renton Comprehensive Emergency Management Plan 227
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Washington State Emergency Management Division
Provide PIO(s) to assist (if necessary) at the scene, in a local or regional JIC, or
the City of Renton EOC as requested by the chief elected official or City
Emergency Manager.
Assist the Lead PIO by providing pertinent public information for dissemination
to media sources and, as appropriate, fact sheets for distribution to the public.
Participate in news conferences and briefings upon request.
Coordinate information with other PIO(s).
Monitor and log incoming calls for information and rumors. Monitor media
broadcasts and articles for accuracy.
Provide subject matter experts for media interviews and press conferences, as
requested and appropriate. Assess and respond to the need to provide
additional communications to those with access and functional needs and
significant segments of the population with limited English proficiency.
Resource Requirements
Resource requirements, including staffing, office equipment, including computers, tablets, and
phones, office supplies, portable drives, chargers, batteries, and functioning office facilities.
These will be tailored to the type, location, and magnitude of each specific disaster and full, or
partial activation of this ESF will be addressed on a case-by-case basis.
References and Resources
RCW 38.52.070, Modified by Substitute Senate Bill 5046, Effective 7/23/2017
City of Renton EOC procedures
King County Emergency Management Plan
Washington State Comprehensive Emergency Management Plan
Puget Sound Regional Catastrophic Disaster Coordination Plan
City of Renton Communications Manual
Available media resources (names, addresses, email telephone numbers, both office and
mobile)
Terms and Definitions
Significant segment of the population means 5% of the total population of the City of
Renton, or 1000 persons, whichever is smaller.
Limited English proficiency populations refers to language groups who self-identify as
not speaking English very well.
Access and functional needs includes those people who may have specific needs related
to the emergency incident. In the context of this ESF, this includes those members of
City of Renton Comprehensive Emergency Management Plan 228
community who are blind, visually impaired, deaf, and/or have experienced hearing
loss.
Neighborhood Information Centers are publicized locations where written emergency
messages can be posted for the public when electronic and media communications are
unavailable, explained further in ESF 2.
Also see Basic Plan.
Appendices
None
City of Renton Comprehensive Emergency Management Plan 229
MAJOR CYPER INCIDENT ANNEX
Primary Agency: City of Renton Administrative Services Department
Support Agencies: City of Renton Executive Department
City of Renton Police Department
All other City of Renton Departments
Introduction
Background
The City uses a variety of systems, services, and devices that reply upon both internal and
external computer networks in order to function properly. These networks as a whole are
commonly referred to “cyberspace” and failures in them, regardless of cause, are commonly
referred to as “cyber incidents”. Cyber incidents have the potential to disable city services,
release non-disclosable information to unknown parties, and create public safety issues, among
other things.
Purpose
This incident annex outlines fundamental steps in the City’s response to a major cyber incident,
including assignment of responsibility and critical actions that must be taken to prepare for,
respond to, and recover from a cyber incident.
Policies
The Administrative Services Department is responsible for securing and maintaining City
information technology assets in accordance with industry standard best practices. They
are further responsible for developing and implementing policies and procedures that
ensure the City’s ability to prevent, detect, and respond to cyber incidents.
All employees, volunteers, and others with access to City computer systems are
required to be familiar with and comply with all policies and procedures related to
information technology use and security.
All City departments are expected to activity participate in continuity of operations
planning that accounts for loss of information technology services. Continuity of
operations planning must include identification of critical services and p rocedures for
continuing those services during the loss or all or some of the City’s cyber infrastructure.
Situation and Assumptions
Emergency Conditions
City of Renton Comprehensive Emergency Management Plan 230
The City’s vulnerability to a major cyber incident is directly related to the amount of planning
and prevention activities that have been undertaken and the degree to which system users are
able to rapidly detect, isolate, and report potential incidents. Emergency conditions related to a
major cyber incident may be created from both internal and external sources and which have
the potential to cause critical life safety and other essential services to fail.
Planning Assumptions
The City has a robust cyber security and computer/internet use policy that is regularly
updated to reflect best practices
The City provides training to all system users on acceptable use policies, social
engineering awareness, and incident identification/notification procedures.
Major cyber incidents can occur with or without warning
Major cyber incidents may be malicious or accidental/inadvertent, but initial response
must not be dependent on determining which.
Cyber vulnerabilities are both technological and human caused and will continue to exist
regardless of the number of safeguards put in place and the amount of training
conducted.
Regardless of cause, major cyber incidents have the potential to shutdown critical
infrastructure, negatively affect life safety, reveal protected information, and to cause
harm to people, data, and physical assets.
Incidents may start and end on systems that are outside of the City’s direct control.
Close coordination with county, state, federal government partners, as well as private
sector entities and NGOs will likely be required in a major cyber incident.
Concept of Operations
The City’s Administrative Services Department Information Technology Division provides
the following services to support all City departments
o Voice and Data communication systems
o File and Print systems
o Wired and wireless networks
o Servers and file storage
o Routers, switchers, gateways, & firewalls
o Business systems support. application software development, databases
o GIS systems and services
o Access to the internet and inter-governmental networks
Information Technology issues contracts for certain types of work and services,
including:
o Software/hardware maintenance
o Print/copier maintenance
o Software/database hosting
o Network security
City of Renton Comprehensive Emergency Management Plan 231
o Internet services
o Phone services
Information Technology routinely works with other government organizations to
exchange information and best practices
Information Technology works in conjunction with Emergency Management to assist
departments in developing appropriate expectations and continu ity of operations plans.
Information Technology bases its own continuity of operations plan upon the needs of
other City departments.
Information technology maintains detailed, confidential procedures for cyber incident
response that are based on current best practices.
Information technology maintains non-disclosable lists of available cyber incident
detection and response resources, including tools and outside vendors.
Information technology utilizes up-to-date services, tools and techniques to detect
adverse events on their networks and other systems.
All system users are trained and know when and how to report possible cyber incidents
and how to avoid common network intrusion and social engineering techniques.
Responsibilities
Administrative Services Department
Serve as lead department for major cyber incident response
o Provide subject matter expertise to the EOC and key decision-makers
o Provide personnel and technology to detect, isolate, and eliminate threats and
to restore systems after the threat has been dealt with.
Serve as liaison to other cyber response organizations, which may include but is not
limited to:
o Washington State Fusion Center
o Multi-State Information Sharing and Analysis Center (MS-IASAC)
o Washington State Cyber Unified Coordination Group (UCG)
o Hardware and software vendors
o Cybersecurity vendors
o Cybersecurity response teams (government, private, or combined)
City of Renton Executive Department
Serve as lead for managing consequences that extend beyond the direct effects o n
computers and server systems.
o Manage the EOC
o Coordinate briefings for key decision-makers, in coordination with Information
Technology
o Ensure that life safety needs internally and externally are being addressed by
appropriate departments or agencies
City of Renton Comprehensive Emergency Management Plan 232
Serve as liaison to other emergency management organizations, which may include but
is not limited to:
o Other City EOCs.
o King County Emergency Coordination Center
o Washington State Emergency Operations Center
o Private sector EOCs
Coordinate with Public Affairs for release to public of appropriate information and/or
notification to individuals of protected information release.
Police Department
Serve as lead for any criminal investigation that results from the incident and is within
the City’s jurisdiction
o Provide law enforcement subject matter expertise to the EOC
o Conduct criminal investigations pursuant to established policy and procedure
o Serve as liaison to other law enforcement entities with a role in cyber incident
response, which may include but is not limited to:
Washington State Fusion Center
FBI Joint Cyber Task Force (CTF)
Washington State Patrol High Tech Crimes United (WSP HTCU)
Other local or county law enforcement agencies
All City Departments
Provide representation to the EOC as needed
Implement Continuity of Operations plans as required
City of Renton Comprehensive Emergency Management Plan 233
Major Cyber Incident Checklist
Supplemental
Action Items Information
PRE-INCIDENT PHASE
Continue to enhance,
maintain and revise, as needed, the appropriate emergency
response plans relating to cyber security, including the CEMP and annexes.
Arrange for personnel to participate in necessary training and devel op
exercises relevant to cyber -attacks.
Ensure the contact lists are current and establish a pre-event duty roster
allowing for 24/7 operational support to the EOC.
Participate in City, County, regional, State, and Federal cyber security
preparedness activities, seeking understanding of interactions with
participating agencies in a cyber-security scenario.
Analyze cyber vulnerabilities, exploits, and attack methodologies.
Identify new equipment or capabilities required to prevent or respond t o new or
emerging threats and hazards, or to improve the ability to address existing
threats.
Inform Emergency Manager of any major developments that could
adversely affect response operations
RESPONSE PHASE
Activate the EOC and appropriate DOCs and establish Incident Command. For
larger events that cross multiple jurisdictions, participate in Unified Command.
Conduct situational and periodic readiness assessments
Execute contracts and procure goods and services to support cyber security.
Ensure financial and property accountability for cyber security activities.
City of Renton Comprehensive Emergency Management Plan 234
Estimate emergency staffing levels and request personnel support.
Develop work assignments for ICS positions (recurring). ICS Form 203: Organization
Assignment List
Notify supporting agencies (dependent on the type of incident) and the
Mayor/City Council.
Determine the type, scope, and extent of the cyber security incident
(recurring). Verify reports and obtain estimates of the area that may be
affected.
ICS Form 209: Incident
Status Summary
Ensure that all required notifications have been completed.
Consider other local, regional, State, and Federal agencies that may been
affected by the incident. Notify them of the status.
Determine the need for additional r esources and request them as
necessary through appropriate channels (recurring).
Activate mutual aid agreements. Activation includes placing backup teams on
standby and alerting resource suppliers of both potential and current needs.
City of Renton Comprehensive Emergency Management Plan 235
Major Cyber Incident Checklist
Supplemental
Action Items Information
Formulate emergency public information messages and media responses
utilizing “one message, many voices” concepts (recurring).
Public information will be reviewed and approved for r elease by the EOC
Director and lead Public Information Officer before dissemination to the
public
and/or media partners.
Record all EOC activity and completion of individual personnel tasks
(recurring). All assignments, person(s) responsible, and significant actions
taken should be documented in logbooks.
EOC Planning Section
Position Checklist, ICS
Form 214: Unit Log
Record all incoming and outgoing messages (recurring). All messages,
and the person sending or receiving them, should be documen ted as part
of the EOC log.
Develop and deliver situation reports (recurring). At regular intervals,
the EOC Director and staff will assemble a situation report.
ICS Form 209: Incident
Status Summary
Develop an Incident Action Plan (recurring). This document is
developed by the Planning Section and approved by the EOC Director.
The Incident Action Plan should be discussed at regular intervals and
modified as the situation changes.
ICS Form 202: Incident
Objectives, ICS Form 203:
Organization Assignment
List, ICS Form 204:
Assignment List, ICS Form
205: Incident Radio
Communications Plan, ICS
Form 206: Medical Plan,
Safety Message, Incident
Map
City of Renton Comprehensive Emergency Management Plan 236
References
National Cyber Incident Response Plan, Department of Homeland Security, 2016
Computer Security Incident Handling Guide (Revision 2) National Institute of Stand ards
and Technology, 2012
Washington State Significant Cyber Incident Annex, Washington Military Department –
Emergency Management Division, 2015
ISO 27032 – Information Technology – Security techniques – Guidelines for
cybersecurity, International Standards Organization, 2012
Terms and Conditions
See Basic Plan.
Implement objectives and tasks outlined in the IAP (recurring).
Coordinate with private -sector partners as needed.
RECOVERY/DEMOBILIZATION PHASE
Ensure an orderly demobilization of emergency operations in accordance
with current demobilization and community recovery plans.
ICS Form 221:
Demobilization Plan
Activate, if necessary, the appropriate recovery strategies, continuity of
operations plans, and/or continuity of government plans.
Continuity of
Operations/Government
plans
Release mutual aid resources as soon as possible.
Conduct a post -event debriefing to identify success stories,
opportunities for improvement, and development of the After Action
Report/Improvement Plan.
Deactivate/demobilize the EOC.
Correct any response deficiencies reflected in the Improvement Plan.
Revise any applicable emergency response plans based on the success
stories and/or lessons learned during the response.
City of Renton Comprehensive Emergency Management Plan 237
Appendices
None
City of Renton Comprehensive Emergency Management Plan 238
DAMAGE ASSESSMENT ANNEX
Primary Agency: City of Renton Human Resources and Risk Management Department
Support Agencies: All Other City Departments
City of Renton Court Services
Renton Regional Fire Authority
King County Office of Emergency Management/Regional
Communications and Emergency Coordination Center
Public Health – Seattle and King County
Puget Sound Energy
Seattle City light
Washington State Emergency Management Division
Introduction
Purpose
The purpose of this Annex is to establish uniform policies and procedures for damage and
response capability assessment following an emergency or disaster within the City of Renton’s
service area.
Scope
Disasters can cause injury to individuals, damage to public and private property, and the
environment. Damage assessment will determine a priority of response efforts, the need for
additional resources and facilitate smooth coordination and administration of recovery,
reconstruction and redevelopment efforts. Eligibility for various forms of disaster aid will also
be determined from the damage assessment efforts of this Annex.
Policies
Non-catastrophic Events
Response Capability Assessment
Following an event, all city departments will assess the condition of their personnel,
structures and equipment. From this assessment, determination will be made as to the
capability of that department to operationally respond to the needs of the event and
provide vital city services. This information will be forwarded to the Community and
City of Renton Comprehensive Emergency Management Plan 239
Economic Development Department Human Resources and Risk Management
Department or the Emergency Operation Center (EOC) if activated to evaluate the need
for outside assistance to replace those resources lost to the event. The goal of the
Response Capability Assessment is to be completed within one hour and can be
performed by Fire & Emergency Services Renton Regional Fire Authority, Police, Public
Works, Community Services, Community and Economic Development Human Resources
and Risk Management Department, or other available City of Renton personnel.
Initial Damage Assessment
The Initial Damage Assessment is conducted immediately following the Response
Capability Assessment. The Initial Damage Assessment is used to further determine
response capabilities by assessing response routes such as roadways and bridges. In
addition to roadway assessment, the Initial Damage Assessment is used to do drive-by
triage of high hazard, high population areas and to provide a quick overview and
assessment of the Renton area that will be used to correctly dispatch response units to
the areas in the greatest need. This information will then be forwarded to the City of
Renton Community and Economic Development Department Human Resources and Risk
Management Department or the City of Renton Emergency Operations Center (EOC) if
activated to determine the need for mobilization of additional city resources and/or
request outside resources. Additionally, this information will be used to provide the
same quick overview of Renton’s condition to the King County Office of Emergency
Management/Regional Communications and Emergency Coordination Center. The goal
of the Initial Damage Assessment is a completion time of three to six hours and can be
performed by City of Renton Regional Fire & Emergency Services Department Authority,
City of Renton Police Department, City of Renton Public Works Department, City of
Renton Community Services Department, City of Community and Economic
Development Department City of Renton Human Resources and Risk Management
Department, or other available City of Renton personnel.
Preliminary Damage Assessment (PDA)
In the event an incident goes beyond the normal response capabilities of the City of
Renton and it becomes apparent that the city may be eligible for federal disaster
assistance, a Preliminary Damage Assessment (PDA) must be completed and forwarded
to the King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center.
The PDA serves to further develop the status of Renton by providing more in depth
assessment of the population, structures, utilities and other infrastructure.
This assessment begins to determine monetary loss values and identifies hazardous
areas and structures unable to be documented by the Initial Damage Assessment. All
structure assessments will utilize procedures as established under the Applied
Technologies Council structure assessment program known as ATC - 20. The data
City of Renton Comprehensive Emergency Management Plan 240
collected from this assessment is an important element of the resource request process.
Resources allocated by the county or state will be on a need and availability basis with
those jurisdictions having the greatest damage or greatest need receiving the highest
priority. Monetary loss values will also trigger federal assistance, making the timely
assessment of the Renton area even more important.
Results of the Initial Damage Assessment may identify the need for appropriately
trained outside personnel to assist in the PDA. Targeted co mpletion time for the PDA is
twenty-four (24) hours. Information gathered during this time will be forwarded to the
City of Renton Human Resources and Risk Management Community and Economic
Development Department and the City of Renton Emergency Operations Center (if
activated). The City of Renton Fire & Emergency Services Department City of Renton
Emergency Management Division will provide the compiled data to King County Office
of Emergency Management/Regional Communications and Emergency Coordination
Center.
Detailed City Damage Assessment
If the PDA results in a Presidential Disaster Declaration authorizing "Public Assistance,"
then detailed damage assessments of City of Renton facilities, buildings, equipment,
infrastructure and systems must be completed by all city departments and submitted to
the City of Renton Human Resources and Risk Management Department Community
and Economic Development Department and the City of Renton Emergency Operations
Center (if activated).
Eligible costs include but are not limited to those activities that go above and beyond
normal job duties and are specific to the event. Tracking and documentation of
expenses, overtime and certain other eligible emergency work activities carried out by
City of Renton personnel, the contracted cost of outside agencies, and the repair or
restoration of damaged facilities and infrastructure to their pre-disaster condition may
be among the reimbursable costs. There will be an "incident period" established by the
Federal Emergency Management Agency (FEMA) which generally begins at the start of
the event and will last as long as FEMA determines is necessary to include all normal
damages from the event. Damage assessment reports will be completed jointly by the
City of Renton, state and federal personnel for these costs. Early and complete
documentation of all staff time, contractor costs, equipment rentals, equipment use,
and other expenses is vital to maximize the reimbursement following the event.
General Building Damage Assessment
Buildings or structures may be assessed for damage in the event that damage
constitutes a probable hazard to life safety or "Individual Assistance" is authorized by
the Presidential Disaster Declaration. The Community and Economic Development
Department will assemble teams comprised of Building Inspectors, Fire Inspectors,
Public Works Engineers and Inspectors, and/or other personnel trained under ATC
City of Renton Comprehensive Emergency Management Plan 241
procedures to inspect and placard damaged structures. Inspection records will also be
kept in accordance with the ATC procedures. The inspection and placarding records
created by these Inspectors will be compiled and submitted to King County Office of
Emergency Management/Regional Communications and Emergency Coordination
Center by the Fire & Emergency Services City of Renton Emergency Management
Division Department, with duplicate copies being kept by the City of Renton for
reference in recovery and reconstruction.
Catastrophic Events
As in non-catastrophic events, the Response Capability Assessment and Initial Damage
Assessment will be performed to the best of the city’s ability, dependent on local conditions. It
may be determined from these first two steps that the disaster is overwhelming and beyond
the City of Renton’s resource capability to obtain the preliminary monet ary damage assessment
as requested by King County. In this case, the Washington State Comprehensive Emergency
Management Plan states "that the need for a Preliminary Damage Assessment is eliminated for
those jurisdictions that are especially hit hard." In those cases, the City of Renton will request
resources through King County Office of Emergency Management/Regional Communications
and Emergency Coordination Center to assess damage for Public and Individual Assistance in
the city.
Situation
Emergency/Disaster Hazards and Conditions
Renton city officials have identified the primary hazards that could potentially impact the city.
The potential effects of these hazards could disrupt public services, damage property, and
cause injury or death of persons within affected areas, any of which could require the conduct
of a damage assessment.
The primary hazards are detailed in the City of Renton Hazard Mitigation Plan and include
floods, winter storms, earthquakes, landslides and debris flows, volcanic hazards, coa l mine
hazards, hazardous materials releases, and acts of terrorism or civil disturbance. Additionally,
the city is subject to major transportation disruptions and accidents, utility and infrastructure
failures or collapses, public health emergencies, and mass casualty incidents from any cause.
Planning Assumptions
The emergency or disaster has caused enough damage to require an assessment of
damages.
Not all damage will be immediately apparent.
Roads and other infrastructure may be seriously damaged and may hamper the ability
of personnel to conduct timely and complete damage assessments.
City of Renton Comprehensive Emergency Management Plan 242
Concept of Operations
General
Response Capability Assessments, Initial Damage Assessment and PDAs are tools used to
determine the safety and recovery needs of the residents, workers, and visitors in Renton as
well as to determine the eligibility for disaster assistance. The City of Renton Human Resources
and Risk Management City of Renton Community and Economic Development Department is
the lead agency for coordinating damage assessment throughout the City of Renton and will
provide assistance and information to state or federal damage assessment teams. The compiled
damage assessments for the City of Renton will be forwarded by the City of Renton EOC (if
activated) or by the city’s Executive Department Emergency Management division to King
County Office of Emergency Management/Regional Communications and Emergency
Coordination Center and on to Washington State Emergency Management Division to seek
federal disaster assistance.
Organization
Damage assessment is coordinated by the City of Renton Human Resources and Risk
Management Department Community and Economic Development Department in conjunction
with the City of Renton EOC (if activated), and with the City of Renton Fire & Emergency
Services Department Renton Regional Fire Authority or City of Renton Emergency Management
Division Executive Department otherwise. The City of Renton Community and Economic
Development Department’s Development Services Division will provide bu ilding damage
assessment data to the City of Renton Human Resources and Risk Management Department
City of Renton Emergency Executive Department Management Division. After compiling the
assessments from all departments and the Renton Regional Fire Authority, the City of Renton
Human Resources and Risk Management Department Community and Economic Department
will work with the City of Renton EOC (if activated), or with the City of Renton Fire & Emergency
Services Department City of Renton Executive Department Emergency Management Division
otherwise, to separate the private and public damage, and forward the results to the King
County Office of Emergency Management/Regional Communications and Emergency
Coordination Center.
The results (or anticipated results) of the PDA may determine if the city seeks a local emergency
proclamation by the Mayor of the City of Renton.
Procedures
Response Capability Assessment and Initial Damage Assessment Survey
These procedures are to be performed as outlined in the Policies section of this ESF. In
addition, city personnel are instructed to report areas of damage they observe during
response efforts, or while out in the field to their supervisor or to their department
City of Renton Comprehensive Emergency Management Plan 243
representative in the City of Renton EOC. The EOC will then coordinate with the City of
Renton Human Resources and Risk Management City of Renton Community and
Economic Development Department to determine which level of damage assessment is
appropriate to perform and will request assignment of the appropriate perso nnel.
Damage assessment needs to be restarted following every aftershock from a major
earthquake or after any significant changes in the scope of another disaster.
Damage Assessment
If damages cannot be adequately assessed through the Initial Damage Assessment, the
City of Renton Human Resources and Risk Management Community and Economic
Development Department or the City of Renton EOC, if activated, or the City of Renton
Executive Department Emergency Management Division or the City of Renton Fire &
Emergency Services Department otherwise, will request detailed city damage
assessments from all city departments/divisions. If determined to be necessary,
Community and Economic Development Department City of Renton Human Resources
and Risk Management Department Community and Economic Development
Department with appropriately trained personnel will conduct building damage
assessments, utilizing ATC-trained building inspectors and /or ATC-trained teams of fire
inspectors, building inspectors, engineers, trained volunteers and others. The individual
inspectors or teams will be assigned to perform rapid surveys, place appropriate
placards on the buildings and prepare building damage assessment reports.
The damage assessment reports will be forwarded to the City of Renton Human
Resources and Risk Management Community and Economic Development Department
and the City of Renton EOC, if activated otherwise the Fire & Emergency Services
Departments City of Renton Executive Department Emergency Management Division.
These reports will be shared with neighboring jurisdictions and the King County Office of
Emergency Management/Regional Communications and Emergency Coordination
Center according to EOC procedures.
The ATC inspectors and/or teams for individual structures will determine where damage
assessment is severe or difficult to determine and where the rapid survey will be
required, followed by a detailed damage assessment by engineers paid for by the
property owners.
Damage Verification
When the possibility of a Presidential Disaster Declaration is anticipated, the City of
Renton Human Resources and Risk Management City of Renton Community and
Economic Development Department will work together with the City of Renton Fire &
Emergency Services Department City of Renton Executive Department Emergency
Management Division to coordinate the collection of information within Renton for the
PDA, including repair estimates for damages incurred to public facilities, systems and
City of Renton Comprehensive Emergency Management Plan 244
infrastructure and all other costs incurred by city departm ents as a result of the
incident. Teams of federal and state inspectors will determine the eligibility of the costs
submitted. This follows the federal guidelines of the Public Assistance Program.
Mitigation Activities
Primary Agency
City of Renton Human Resources and Risk Management Department
City of Renton Community and Economic Development Department
Identifies opportunities to lessen the effects of future emergencies or disasters
and makes them known to all city departments that could be impacted.
Support Agencies
All City of Renton Departments
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Public Health - Seattle & King County
Puget Sound Energy
Seattle City Light
Washington State Emergency Management Division
Identifies opportunities to lessen the effects of future emergencies or disasters
and takes steps to develop projects to mitigate the hazards.
Preparedness Activities
Primary Agency
City of Renton Human Resources and Risk Management
City of Renton Community and Economic Development Department
Prepares detailed administrative procedures to implement damage assessment
programs for all city departments.
Supplies damage assessment forms and placards for field use.
Provides training, drills and exercises in support of this ESF to city
departments/divisions and support agencies.
Follows established procedures to coordinate damage assessment of city
facilities following an emergency or disaster.
Support Agencies
City of Renton Comprehensive Emergency Management Plan 245
City of Renton Community and Economic Development Department
City of Renton Community Services Department
City of Renton Emergency Management Division Executive Department
City of Renton Human Resources and Risk Management Department
City of Renton Regional Fire Authority & Emergency Services Department
City of Renton Police Department
City of Renton Public Works Department
Develops procedures to evaluate damage to public and private property,
infrastructure utilities, etc.
Follows established procedures to conduct damage assessment of cit y facilities
following an emergency or disaster.
Identifies and trains staff to conduct Response Capability Assessments, Initial
Damage Assessment Surveys and Preliminary Damage Assessments.
Participates in emergency management training, drills and exercises in support
of this ESF.
Follows procedures in accordance with the Applied Technologies Council (ATC)
Standards to conduct building damage assessments.
Identifies and trains staff to conduct Building Damage Assessments in
accordance with ATC.
City of Renton Administrative Services Department
City of Renton City Attorney Department
City of Renton Court Services Department
City of Renton Executive Department
City of Renton Human Resources and Risk Management Department
Develops detailed administrative procedures to conduct damage assessment of
department facilities and assets following an emergency or disaster.
Develops detailed administrative procedures to perform a Response Capability
Assessment within the Department/Division.
Identifies and trains appropriate staff to conduct Response Capability
Assessments, Initial Damage Assessment Surveys and Preliminary Damage
Assessments.
Participates in emergency management training, drills and exercises in support
of this ESF.
Response Activities
Primary Agency
City of Renton Comprehensive Emergency Management Plan 246
City of Renton Human Resources and Risk Management Community and Economic
Development Department
Requests Response Capability Assessments, Initial Damage Assessment Surveys
and Preliminary Damage Assessment to determine initial damage reports.
Carries out a coordinated Damage Assessment process utilizing department
personnel and other city staff and volunteers.
Coordinates the process of conducting building damage assessments.
Assembles damage assessment information and provides it to the EOC.
Requests detailed city damage assessments from all city departments/divisions.
Determines the ability to provide service to the community.
Provides available ATC trained staff to conduct building damage assessments of
public and private buildings and structures as needed .
Support Agencies
City of Renton Executive Department
Conducts damage assessments for city facilities through completion of the
Response Capability Assessment.
Determines the ability to provide service to the community.
Provides completed damage assessments to the Community and Economic
Development Department or the EOC, if activated.
The Executive Department Emergency Management Division coordinates
operation of the EOC.
City of Renton Community and Economic Development
City of Renton Human Resources and Risk Management Department
City of Renton Community Service Department
Conducts damage assessments for city facilities through completion of the
Response Capability Assessment.
Provides available ATC trained staff to conduct building damage assessments of
public and private buildings and structures as needed.
Reports building damage assessment results to the Human Resources and Risk
Management Community and Economic Development Department or the EOC, if
activated.
Renton Regional Fire Authority
City of Renton Police Department
City of Renton Public Works Department
City of Renton Comprehensive Emergency Management Plan 247
Conducts an evaluation of damage to city facilities infrastructure and utilities
through completion of the Response Capability Assessment and the Initial
Damage Assessment Survey.
Determines the ability to provide service to the community.
Provides completed damage assessments to the Human Resources and Risk
Management Department Community and Economic Development Department
or the EOC, if activated.
Provides available ATC-trained staff for building damage assessment
assignments.
City of Renton Administrative Services Department
City of Renton City Attorney Department
City of Renton Court Services Department
City of Renton Executive Department
City of Renton Human Resources and Risk Management Department
Conducts damage assessments for city facilities through completion of the
Response Capability Assessment.
Determines the ability to provide service to the community.
Provides completed damage assessments to the Human Resources and Risk
Management Community and Economic Development Department or the EOC, if
activated.
Public Health Seattle King County
Provide information related to public health risks and impacts to the City of Renton
EOC.
Puget Sound Energy
Seattle City Light
Provides damage assessment system evaluations to the City of Renton EOC for
identification of outages, main breaks, their locations, and probable restoration
times on the utility systems within the City of Renton’s jurisdiction.
Recovery Activities
Primary Agency
City of Renton Human Resources and Risk Management
Community & Economic Development Department
Continues to coordinate damage and impact assessments.
Prepares damage assessment reports for the EOC if activated, or for the
Emergency Management Division to be forwarded on to King County Office of
City of Renton Comprehensive Emergency Management Plan 248
Emergency Management/Regional Communications and Emergency
Coordination Center and/or Washington State Emergency Management Division.
Notifies Mayor of impacts to the city from the emergency or disaster.
Maintains city copies of building damage assessment reports.
Arrange for an escort, if requested, to accompany State or FEMA inspectors on a
tour of damaged areas within the city.
Continues to provide information as requested by the State and FEMA to
support disaster cost-recovery activities.
Support Agencies
City of Renton Administrative Services Department
City of Renton City Attorney Department
City of Renton Community and Economic Development Department
City of Renton Community Services Department
City of Renton Court Services Department
City of Renton Emergency Executive Department
City of Renton Fire & Emergency Services Department
City of Renton Human Services and Risk Management Department
City of Renton Police Department
City of Renton Public Works Department
Renton Regional Fire Authority
Continues to conduct damage and impact assessments.
Prepares damage assessment reports and provides them to the Human
Resources and Risk Management Community and Economic Development
Department or Emergency Operations Center for compilation.
Public Health – Seattle & King County
Puget Sound Energy
Seattle City Light
Continues to conduct impact assessments and share information with the EOC.
Responsibilities
Primary Agency
City of Renton Human Resources and Risk Management Community and Economic
Development Department
City of Renton Comprehensive Emergency Management Plan 249
Coordinates the collection of damage information.
Support Agencies
Renton Regional Fire Authority
City of Renton Executive Department
Provide damage or impact assessment information to the City of Renton EOC
according to established communication procedures.
The Executive Department Emergency Management Division (or the EOC if
activated), Analyzes and disseminates damage information through situation
reports.
City of Renton Administrative Services Department
City of Renton City Attorney Department
City of Renton Community and Economic Development Department
City of Renton Community Services Department
City of Renton Court Services Department
City of Renton Executive Department
City of Renton Fire & Emergency Services Department
City of Renton Human Resources and Risk Management Department
City of Renton Police Department
City of Renton Public Works Department
King County Office of Emergency Management/Regional Communications and
Emergency Coordination Center
Washington State Emergency Management Division
Public Health – Seattle & King County
Puget Sound Energy
Seattle City Light
Provide damage or impact assessment information to the City of Renton EOC
according to established communication procedures.
Resource Requirements
Damage assessment resources are requested through the Human Resources and Risk
Management Community and Economic Development Department or the City of Renton
EOC if activated, otherwise the City of Renton Regional Fire & Authority, or the
Emergency Services Department Management Division of the Executive Department.
City of Renton Comprehensive Emergency Management Plan 250
o Damage assessment forms and placards located in Fire and Building Inspection
vehicles with additional resources in the EOC.
o Building, Construction, and Fire Inspector vehicles will be utilized first and
additional vehicles will be requested from Engineering, Equipment Rental or
Facilities Division Motor Pool.
o Office space for the damage assessment personnel during the recovery process.
Other resource requirements are to be requested through the City of Renton EOC.
References
Washington State Public Assistance Manual, December 2010April 2017
Washington State Comprehensive Emergency Management Plan, 20112016
FEMA Publication P262, Guide to Federal Aid in Disasters, July 20082013
ATC-20 Post Earthquake Safety Evaluation of Buildings
ATC-45 Field Manual: Safety Evaluation of Buildings after Wind Storms and Floods
City of Renton Emergency Operations Center Procedures Manual
Terms and Definitions
See Basic Plan.
Appendices
None
City of Renton Comprehensive Emergency Management Plan 251
EVACUATION ANNEX
Primary Agency: City of Renton Police Department
Support Agencies: City of Renton Public Works Department
City of Renton Community Services Department
City of Renton Executive Department
Renton Regional Fire Authority
Introduction
Purpose of Plan
The purpose of this Evacuation Annex is to establish guidelines for use by the City of Renton to
ensure the safe and orderly evacuation of residents who are threatened by an emergency or
disaster. The goal is to move people, animals and resources from areas that are in danger to
safety.
Scope
Geographic Scope
This plan is an Annex to the City of Renton’s Comprehensive Emergency Management Plan
(CEMP) and is designed to supplement the Emergency Support Functions contained in the
CEMP.
This Evacuation Annex is specific to the City of Renton; however it may apply to unincorporated
areas for which the City provides fire and emergency medical services under contract. Currently
this includes Fire Districts 25 and 40. While the City of Renton is not primarily responsible for
evacuation of unincorporated areas, evacuations in these areas may occur related to an
emergency response by the Fire & Emergency Services Department. Police service for the
unincorporated areas is provided by the King County Sheriff’s Office and evacuation of those
areas would need to be conducted in coordination with them. All areas covered in this Annex
are located in King County. In addition to unincorporated areas, Renton shares boundaries with
the cities of Kent, Tukwila, Newcastle, and Seattle. An evacuation that requires moving people
out of City limits may require the involvement of King County and one or more of these cities. A
map of the City and service areas is attached as Appendix A.
Renton has natural hazards that must be considered in evacuation planning. The Cedar River
runs through residential and commercial areas of the City. Portions of the business district are
located in the flood plain of the Green River. The inundation impact of the Cedar River Flood
Plain would be mostly residential, while the inundation impact of the Green River Flood Plain
City of Renton Comprehensive Emergency Management Plan 252
would be mostly commercial. Inundation maps of the flood hazard areas for the Cedar and
Green Rivers are attached as Appendix B.
Renton has additional hazards that may impact evacuation pl anning. Numerous gas pipelines
traverse the City, and while these do not represent a hazard under normal conditions, they may
become a factor if destabilized by an earthquake, landslide, construction activity or other
disruptive events. A map of gas pipelines is attached as Appendix C.
Renton has areas that have been identified for their potential landslide risks. If evacuation is
necessary because of inclement weather this may become a factor. A map of slide risk areas is
attached as Appendix D.
There are Police, Fire/EMS and Public Works facilities located in the area covered by this Annex.
In addition to personnel, many of these facilities contain equipment and other resources that
are needed to execute an evacuation. These resources may need to be moved to a different
location if the facility is deemed to be within the hazard area. These areas/facilities could be
appropriate for staging areas, evacuee collection points or equipment relocations sites during
an evacuation. These areas and facilities are marked on the different hazard maps.
The City of Renton has a number of SARA Title II/Hazardous locations that should be considered
when planning an evacuation route. Current information about these sites and their potential
impact on an evacuation can be obtained from the Hazardous Materials Coordinator in the Fire
& Emergency Services Department.
Potential Evacuation Populations
According to the Washington Office of Financial Management the population for Renton is
83,650 as of April 1, 2009. An additional 40,000 (approximately) people reside in the
unincorporated areas served under contract by the Fire & Emergency Services Department.
Renton is comprised of residential, business, commercial, industrial and mixed use areas. Land
use is an important consideration in evacuation planning as the population numbers and
density vary according to location and time of day/day of the week. The business, commercial
and industrial areas have large populations that come to Renton during business hours using
both public and private transportation. Renton also has several businesses and a community
college that employ large numbers of workers and/or experience a large influx of customers
during their business hours. If evacuation is necessary while these businesses are open, extra
coordination will be needed to avoid gridlock from private vehicles as well as to evacuate
people who use public transportation.
A map showing land use designations is attached as Appendix E. Maps showing City of Renton
Arterial Streets (Principal, Minor and Collector) are attached as Appendix F.
Special Populations
City of Renton Comprehensive Emergency Management Plan 253
The City of Renton’s Evacuation Annex assumes that special or vulnerable populations
and the people/facilities that care for them prepare on their own for disaster and
evacuations in order to assure that their needs are adequately met. These populations
include but are not limited to: low/limited English proficiency, deaf/hard of hearing,
blind and deaf-blind, incarcerated, low-income, refugees, those with cognitive and/or
mobility impairments, those in hospice care, the homeless, children, those with (severe)
medical dependencies/conditions, medically fragile, the addicted and the elderly.
Communicating with Low/Limited English Proficiency (LEP) Populations:
Communicating with LEP populations can sometimes be challenging, therefore,
responders should be advised to speak slowly and clearly and try re -wording messages
if/when individuals do not understand. Short words (and phrases) such as “fire” or
“flood” are much more useful than involved explanations. Often, one person in a larger
family will be bi-lingual or able to translate even if the other family members don’t
speak or understand enough English. Ask if there is a family member who does speak
English. The use of young children as interpreters should be avoided, as this can be
traumatizing. Even if individuals do not understand verbal instructions, handing them a
map (if they are available) with a route or destination marked on it can be a solution.
Ensuring good communication is one of the easiest ways to ensure safety.
Communicating with the Deaf and Hard of Hearing (HOH):
Responders communicating with the deaf and HOH should speak loudly and clearly, use
a pen and paper and/or American Sign Language (ASL). It is tempting t o tell them where
to go and not explain the situation and/or assume they cannot be self -sufficient, but this
leads to misunderstanding and fear. Additional effective modes of communication are
enunciating so that an individual can read your lips and using calm and relevant (not
panicky) hand gestures. Individuals who know ASL should be placed in roles where they
can interact with evacuating populations to best serve the deaf and HOH. Deaf or HOH
individuals may communicate their lack of hearing by moving their hand from their
mouth to ear. Individuals who are deaf-blind may have communication devices called
deaf-blind communicators which they may use to communicate. Deaf-blind individuals
also communicate via tactile sign language.
Boarding Homes/Assisted Living Facilities:
There are independent retirement communities as well as living facilities that combine
independent living with assisted living in Renton. Facilities that provide assisted living
are required to have disaster plans in place and trained staff on what to do in the event
of an emergency (WAC 388-78A-2700). However, many of these facilities do not have
the transportation resources to carry out a full-scale evacuation and while many
residents have their own vehicles, coordinating routes and destinations could be
difficult. Other issues that may arise include special needs of residents who require
assisted living services (and would require transportation to an appropriate shelter) and
a possible lack of medical supplies. Renton’s facilities in this category include: Chateau
City of Renton Comprehensive Emergency Management Plan 254
at Valley Center, Merrill Gardens, The Lodge at Eagle Ridge, Renton Villa, ORA-MAC INC
#2 and four facilities run by the Good Shepherd Lutheran Home. The Fire & Emergency
Services Department has a list of these facilities and their contact information.
Independent living facilities are not required to have evacuation/emergency plans or
supplies. In Renton, these facilities include: Cedar River Court, Houser Terrace, Golden
Pines, Hillcrest Terrace, Evergreen Terrace (all maintained by Renton Housing Authority)
Cedar River Terrace, Spencer Court and Evergreen Place.
Adult Family Homes
Adult family homes are required by Washington State Law (388-76-10830) to have
emergency plans to meet the needs of their residents and provisions for evacuating
their residents/charges. These are individuals who, if there is a possible need for them
to evacuate, should evacuate as soon as possible due to their special needs, frailty and
medical conditions. Washington State Law limits the number of residents in adult family
homes to six (6), however there is often only one care giver on duty at a time taking care
of these six (6) residents. Issues could arise with regard to lack of staff, since the
majority of residents have mobility issues (wheelchairs, walkers) or are bedridden. Adult
family home providers and staff will need information about medical needs shelters if
shelters are set up. Many adult family home providers and caregivers have a low -English
proficiency which could make understanding the need for evacuations, evacuation
routes and procedures challenging. There are 75 adult family homes within the City of
Renton and 25 that are not within the City but are in the Fire & Emergency Services
Department’s response areas. The Fire & Emergency Services Department has a list of
these facilities including addresses and 24 hour contact numbers.
Nursing Homes & Hospitals:
Nursing homes and hospitals are required by law to have emergency plans, have their
staff prepared, and be ready to aid in an emergency. Issues that may arise in the
evacuation of nursing homes include a lack of beds/facilities to transport patients to, as
well as transportation resources appropriate for nursing home populations. Many of
these individuals are mobility impaired, bedridden or require the supervision of a
medical professional. Most nursing homes do not have adequate transportation
resources to independently perform a complete evacuation. In general there are not
enough beds in nearby hospitals to accommodate the number of patients from one
evacuated facility, in certain types of disasters when even more people are in need of
medical assistance it will be impossible to provide beds to all individuals who may
require them in a hospital evacuation. Renton’s two nursing homes are: Talbot Center
for Rehabilitation and Healthcare and Regency at Renton. Renton’s one hospital is Valley
Medical Center.
Rehabilitation Centers:
Renton has one residential rehabilitation facility Griffin Home, Friends of Youth for
Youth (substance abuse, sexual behavior, conduct disorder and mental health) is located
City of Renton Comprehensive Emergency Management Plan 255
at 2500 Lake Washington Blvd N, 98056. Griffin Home does have an emergency plan
which includes the appropriate information per Washington State Law. The residents
are males. There are four residential buildings on the campus and the staff have the
flexibility to move residents from one building to another if necessary. The Griffin Home
is prepared to be self-sufficient for a minimum of seven (7) days. If residents needed to
be transferred, there are contracts with the State of Washington and the Federal
Government to take on the responsibility of transferring residents for temporary/long -
term housing.
Methadone Clinics
There is one out-patient methadone clinic, the Renton Clinic, located at 2838 N.E.
Sunset Blvd. If needed, Public Health – Seattle & King County assumes the lead for
methadone clinics in disasters with regard to distribution, dosing, security and
mobilizing roving distribution centers. Methadone distribution is strictly contro lled by
the Federal Government and has high security issues (it is used as a recreational drug as
well as an antidote to heroin). EMTs should not dispense or be responsible for
methadone because of the legal ramifications and security issues. If an issue e merges
with regard to methadone distribution, security or the Renton Clinic, contact Public
Health – Seattle & King County immediately. Methadone treatment centers like the
Renton Clinic are required by law to have disaster plans and staff trained in what to do
in the event of an emergency. As of 2009, the Renton Clinic has a plan in place and staff
trained in their emergency/disaster responsibilities.
Renton City Hall Jail
City Hall houses a jail below its first floor. Situations that would result in the need to
evacuate include fire or major disaster. Law enforcement personnel will be in charge of
the evacuation of the jail as well as the supervision, transportation and relocation of
inmates. There are multiple options for evacuation of inmates in the jail. They include:
Optional early release of non-serious offenders
Optional furlough for non-serious offenders
Inmates relocated to other jail facilities:
o King County jail system
o Out of area jails with which the Police Department has pre -arranged
agreements. These facilities include Yakima and Okanogan County.
o Neighboring county jails such as Snohomish and Pierce County. However,
there is no agreement in place with these facilities and they may decline the
request.
Parties Involved in Planning and Conducting an Evacuation
This Evacuation Annex was developed by the Fire & Emergency Services Department’s Office of
Emergency Management with input from other departments including Police, Public Works,
Community & Economic Development and Community Services.
City of Renton Comprehensive Emergency Management Plan 256
Depending on the scale of an evacuation, involvement of the City’s regional public and private
partners may be needed. The following is a list of participants who may be called upon for
support:
King County Office of Emergency Management
The cities of Kent, Tukwila, Newcastle, Maple Valley and Seattle
Renton School District
Kent School District
Issaquah School District
Federal Emergency Management Agency
Washington Emergency Management
American Red Cross (ARC)
Washington State Animal Response Team (WASART)
The City maintains MOUs with a variety of other entities including businesses and non -
governmental organizations for services during emergencies or disasters. A list is available at
Q:\Emergency Management\Memorandums of Understanding. Additional department-specific
MOUs may also be of use during an evacuation and can be obtained from department
administrators.
Many plans, reports and technical data were referenced and incorporated into the Evacuation
Annex. The following is a comprehensive list of sources:
City of Renton Comprehensive Emergency Management Plan (CEMP)
City of Renton Hazard Mitigation Plan (HMP)
City of Renton Land Use Code
Flood Studies and Failure Plans for Cedar and Green Rivers
Olympic Pipeline Plan
King County Comprehensive Emergency Management Plan (KCCEMP)
King County UASI Evacuation Template
Hazard Identification Vulnerability Analysis (HIVA)
Regional Hazard Mitigation Plan (RHMP)
Regional Disaster Plan (RDP)
Washington State Hazard Mitigation Plan
Hazard Analysis for the State of Washington
Washington State Comprehensive Emergency Management Plan
Revised Code of Washington
National Incident Management System
National Response Framework
Authorities
This Evacuation Annex is part of the City of Renton’s CEMP and was developed pursuant to
relevant local, county, state and federal statutes and regulations. Every effort has been made to
City of Renton Comprehensive Emergency Management Plan 257
ensure that the Annex is compatible with the Federal Emergency Management Agency (FEMA)
guidelines and the Revised Code of Washington, Chapter 38.52, as well a s other local plans.
Federal
Code of Federal Regulations Title 44, Part 205 and 205.16.
Public Law 920, Federal Civil Defense Act of 1950, as amended.
Public Law 100-707, Robert T. Stafford Disaster Relief and Emergency Assistance Act.
Public Law 93-288, Disaster Relief Act of 1974, as amended.
Public Law 96-342, Improved Civil Defense 1980.
Public Law 99-499, Superfund Amendments and Reauthorization Act (SARA) of 1986,
Title III, Emergency Planning Community Right-to-Know Act (EPCRA).
Public Law 105-19, Volunteer Protection Act of 1997.
Homeland Security Act of 2002.
Homeland Security Presidential Directive/HSPD-5.
Homeland Security Presidential Directive/HSPD-8.
National Response Plan of 2004, as amended.
Pets Evacuation and Transportation Standards Act of 2006.
State of Washington
Chapter 38.52, Revised Code of Washington (RCW), Emergency Management.
Chapter 38.08, RCW, Powers and Duties of Governor.
Chapter 38.12, RCW, Militia Officers.
Chapter 38.54, RCW, Fire Mobilization.
Chapter 35.33.081 and 35.33.101, RCW, as amended.
Chapter 34.05, RCW, Administrative Procedures Act.
Chapter 43.06, RCW, Governor's Emergency Powers.
Chapter 43.105, RCW, Washington State Information Services Board (ISB).
Chapter 118-04, Washington Administrative Code (WAC), Emergency Worker Program.
Title 118, WAC, Military Department, Emergency Management.
Washington State CEMP.
Local
King County Emergency Management Plan.
Regional Disaster Plan.
City of Renton Comprehensive Emergency Management Plan.
Critical Assumptions
Regulatory Issues in the State of Washington Relevant to Conducting an
Evacuation
City of Renton Comprehensive Emergency Management Plan 258
If requested, Zone 3 partners and the King County Office of Emergency Management will
endeavor to support the City of Renton with carrying out evacuation and sheltering activities
and provide coordination with federal, state, volunteer and private agencies.
Local Parameters
This Annex will be used in conjunction with the City of Renton’s CEMP. Evacuation(s) will be
conducted in accordance with the National Incident Management System (NI MS) and the
National Response Framework (NRF) and will utilize the Incident Command System (ICS).
Local Limitations
The information and procedures included in this Annex have been prepared utilizing the best
information and planning assumptions available at the time of preparation. There is no
guarantee implied by this Annex that in major emergencies and disaster situations a perfect
response to all incidents will be practical or possible. As Renton's response resources may be
overwhelmed and essential systems may be nonfunctioning, the City can only endeavor to
make every reasonable effort to respond based on the situation, information and resources
available at the time the situation occurs. The following are some local limitations that were
identified:
Evacuation will cause higher than normal traffic flows creating the need for traffic
direction and control.
Available resources may be utilized to support evacuation and sheltering-in-place before
being used in other capacities.
Obstructions and damage to transportation systems such as bridge failures, landslides,
fallen debris, flooding or fire may limit evacuation routes.
The availability of resources such as buses and emergency workers may be
compromised or non-existent, prompting the need to utilize mutual aid, private, zone,
county and state agencies for support. Agencies that commonly support these efforts
may be unavailable as a result of the emergency.
Some people will be unwilling to evacuate.
People will evacuate with their pets.
Refueling of private and public vehicles will be an issue.
Getting evacuation informational messages to the public will need to utilize multiple
means of communications.
It is assumed that City resources will be quickly overwhelmed. It is likely that the City’s
Emergency Operations Center (EOC) will be requesting assistance from surrounding
jurisdictions and various levels of government.
Schools, hospitals and adult care facilities will need to have their own facility evacuation
and relocation plans in place.
Sheltering for special needs/medically fragile people will need to be handled regionally.
Public Health – Seattle & King County is the lead for this.
City of Renton Comprehensive Emergency Management Plan 259
The ARC does not staff special needs shelters but they may staff local shelters. Pets are
not allowed in ARC shelters.
Hazards
All-Hazards
This Annex is intended to be applicable and adaptable across all types and scopes of hazards
that would necessitate an evacuation. It has also been vetted with evacuation plans from
neighboring jurisdictions in the event an evacuation affe cts more than the City of Renton.
Hazards which pose specific risk to the City of Renton have been identified in the Hazard
Identification Vulnerability Analysis within the City’s Hazard Mitigation Plan and the CEMP.
Concept of Operations
The City of Renton is responsible for the development of a plan to evacuate and provide mass
care services for residents in the event of an emergency and should be prepared, if necessary,
to receive and care for people evacuated from an adjacent area directly impacted by a disaster.
Mass care services are coordinated according to the CEMP’s Emergency Support Function (ESF)
six (6). Evacuation operations have four basic components: 1) Evacuation of the population; 2)
Support of evacuees passing through the City of Renton; 3) Reception of evacuees; and 4)
Support of agencies performing components 1-3. In the event an evacuation overwhelms the
City’s resources, assistance may be requested from Zone 3 partners, King County and/or the
State of Washington.
Acknowledgment of State and Local Response Authorities
County
Upon request by the City of Renton, Zone 3 partners and/or the King County Office of
Emergency Management will coordinate intra-county resources and support for
evacuation and sheltering operations.
State
Upon request by the City of Renton, the State of Washington Emergency Management
Division (Washington EMD) will support local government units with carrying out
evacuation and sheltering activities. Washington EMD will coordinate with federal,
state, volunteer and private agencies.
Local
At the local level four types of evacuations have been defined each requiring a different
resource commitment.
City of Renton Comprehensive Emergency Management Plan 260
Site Evacuation
Site evacuation involves a small number of residents. This typically includes residents and/or
workers at the site and people from adjacent occupancies or areas. The residents are evacuated
and collected at a specified, generally upwind, perimeter location. Evacuation holding times are
typically short, generally less than two hours and residents are permitted to return to their
businesses or homes.
Intermediate Level Evacuation
Intermediate level evacuation involves a larger number of residents (generally greater than
100) and/or a larger geographic area. Evacuees may be displaced for two to four hours or more.
Evacuation completion times will be somewhat longer than a site evacuation. Collecting,
documenting and controlling the evacuees may require more resources. Off -site collection sites
and/or shelter areas may need to be established. Some evacuees may leave the area on their
own or be sent home by employers. Site perimeters may become larger and perimeter security
may require more resources. Close coordination between involved departments and agencies
will be required. The EOC may be activated to support in cident activities as the situation
warrants.
Large Scale Evacuation
During a large scale evacuation, thousands of residents may need to be evacuated. Rapid
initiation of the evacuation process may be required and evacuation completion time frames
may be extended. Evacuees may be out of their homes and businesses for many hours or days.
Off-site collection sites and/or shelter areas may need to be established and maintained for an
extended time. Documentation and tracking of evacuees may become very resource intensive.
Close coordination with all responding agencies will become more critical. Evacuation
perimeters and security of the evacuated area may be expanded and require more resources to
maintain. The Emergency Operations Center (EOC) will be activated to support the incident
activities.
Mass Evacuation
A mass evacuation could be required due to a real or anticipated major disaster which likely
impacts multiple jurisdictions and may affect hundreds of thousands of people and a large
geographic area. The situation may require the implementation of regional evacuation and
sheltering operations. Local resources will be exhausted and significant state and federal
assistance will be required to support the evacuation and sheltering operation.
Identification of Relevant Agencies
Local
City of Renton Comprehensive Emergency Management Plan 261
In the City of Renton an evacuation may be ordered by any of the following City officials
or their designated alternates:
Mayor or delegate;
Chief Administrative Officer or delegate;
Department Administrator for Fire & Emergency Services, Police, Public Works,
or Community Services or their delegate; or
Emergency Management Director or delegate.
County
If an evacuation is necessary in unincorporated areas outside city limits, the King County
Sheriff’s Office has the authority to recommend an evacuation of residents. In this case,
extra coordination may be needed with the City of Renton which provides fire and
emergency services to unincorporated areas under contract and may assist with
evacuation efforts.
State
During a state of emergency, the Governor can issue such orders as he or she deems
necessary for the security of persons or property (Chapter 38.08, RCW, Powers and
Duties of Governor).
Incident Command System
Incident Command System (ICS)
The Incident Command System (ICS) structure will be implemented during an
emergency evacuation. The Incident Commander (IC) will determine the necessary
sections, branches and groups required for an emergency evacuation specific to the
circumstances and incident hazards known at the time of the event. Depending on the
scale and complexity of the event the following command structures may be used:
Local, discrete site incident with an evacuation managed by the Incident
Command Post (Single Command, IC).
Local evacuation within City of Renton boundaries involving multiple
departments (Unified Command).
Local to small regional evacuation requiring coordination with other affected
jurisdictions and King County (Area Command).
Large regional evacuation requiring coordination at the local, state and federal
level (Incident Management Team).
Inter-Agency Communication Systems and Procedures
City of Renton Comprehensive Emergency Management Plan 262
The Fire & Emergency Service Department is the primary agency responsible for the
Inter-Agency Communication Systems and Procedures as outlined in the City of Renton
CEMP’s ESF two (2).
Public Communications
The Executive Department, Communications Division, is the primary agency responsible for
public communications as outlined in the City of Renton’s CEMP ESF 15.
Evacuation Operations
The sequence of an evacuation can be divided into six phases in the following order:
1. Incident Analysis
2. Warning
3. Preparation to Move
4. Movement and En-Route Support
5. Reception and Support
6. Return
This portion of the Annex identifies tools and resources that could be utilized in an emerg ency
evacuation situation. The IC will direct the development of specific evacuation plans and routes
at the time of the emergency, specific to the incident hazards known at the time of the event.
Incident Analysis
Evacuation management involves the collection and processing of significant amounts of
information from many sources. The Emergency Operations Center (EOC) will play a critical role
in the information flow to and from incident command and/or unified command posts.
Command and Control
The decision to evacuate prior to, during or following an incident will be made on a
case-by-case basis. The decision will depend upon the nature, scope and severity of the
emergency. Factors to consider are the number of people affected, actions necessary to
protect the public, and length of time available in which to effect evacuation. Activation
of the EOC will likely be necessary. Though it is preferable to have an evacuation order
signed by the Mayor (or designee) for any evacuation larger than a “Site Evacuation”,
the safety of the residents of Renton is the foremost concern and evacuations that are
necessary to immediately protect lives will not be delayed due to the lack of such an
order.
There are three types of evacuations:
Alert - Affected areas are warned of current or projected threats. Businesses and
residents with special needs, mobile property, business stock, and pets or
City of Renton Comprehensive Emergency Management Plan 263
livestock should begin precautionary movement. The decision to evacuate
remains with the individual resident.
Request – An evacuation Request is appropriate when a hazard is likely to affect
residents and the certainty and severity of the hazard is moderate to high.
Evacuation is highly recommended but the decision to evacuate remains with
the individual. Residents are advised that there may be little to no advance
notice before an evacuation Order is issued. This evacuation will require more
resources to implement.
Order - Current conditions present specific and immediate threat(s) to the life
and safety of persons within the identified area. Everyone must evacuate
immediately. When an evacuation Order is issued the amount of time available
to evacuate will be limited and depending on the events preceding and after the
Order may not be sufficient. This type of evacuation is very resource intensive.
Planning
The Planning Section will gather needed situational awareness information which may
include the following:
The nature of the incident.
Approximate number injured, if any.
Location.
Scale of evacuation area in terms of area and population.
Best approach routes.
Where responding units should report (staging area).
If hazardous materials are involved.
If evacuation and sheltering is necessary.
Additional resources that may be needed.
Weather and other conditions as events unfold.
Based on the information gathered by the planning section recommendations will be
made to the IC.
Operations
The Field IC will be responsible for assessing the situation and performing the following tasks as
necessary:
Conduct rapid size-up and determine need to evacuate.
Determine initial evacuation boundaries.
Staff the command post and field ICS organization appropriately.
Order the alert of outside agencies and departments and request activation
of the EOC.
City of Renton Comprehensive Emergency Management Plan 264
Provide the EOC with current status and request support if needed.
Logistics
The Logistics Section will respond to all requested logistical needs and will look ahead to
identify future resource needs and availability based on information provided by the
Planning Section.
Finance
The Finance Section will ensure compliance with existing disaster financial policies,
make recommendations for emergency policies and establish administrative controls to
manage the expenditure of funds, provide reasonable accountability, and secure
necessary documentation for bill payment and reimbursement requests. They will assist
the Logistics Section with purchasing and acquisition needs.
Warning / Notification
The decision whether to evacuate must be carefully considered in terms of timing and nature of
the incident. An evacuation effort involves an organized and supervised effort to relocate
people from an area of danger to a safe location. Although evacuation is an effective means of
moving people out of a dangerous area, due to its complexity, length of time for
implementation and the stress it puts upon the population, it is considered a last resort option.
Command and Control
The decision to evacuate, warn and notify rests with the IC. The IC will immediately
advise his/her Administrator, who will advise the Mayor. Whenever possible these
decisions will be made in conjunction with the Mayor or designee. A Public Information
Officer (PIO) will be added to the Command Staff if not already assigned in order to
facilitate Communications, Warning and Public Information requirements.
Planning
The Planning Section will be responsible for all planning associated with the evacuation,
including identification of alternate routes, en-route support and planning for re-entry.
Operations
All communication efforts will follow the protocols outlined in ESF two (2) –
Communications and ESF 15 – Public Affairs. Decisions regarding methods of notification
and warning will be made depending on the scale and immediacy of the evacuation and
the resources available.
City of Renton Comprehensive Emergency Management Plan 265
Logistics and Finance
The Logistics Section will respond to all requested logistical needs and will look ahead to
identify future resource needs and availability based on information provided by the
Planning section.
The Finance Section will ensure compliance with existing disaste r financial policies,
make recommendations for emergency policies and establish administrative controls to
manage the expenditure of funds, provide reasonable accountability and secure
necessary documentation for bill payment and reimbursement requests. They will assist
the Logistics Section with purchasing and acquisition needs.
Preparation to Move
The third phase in the evacuation function is to prepare to move those in the affected area. To
successfully implement a large-scale evacuation it is essential that all affected communities,
regions and the state work together prior to and during the evacuation process. An effective
evacuation is closely dependent upon the provision and coordination of evacuation information
and instructions.
Command and Control
Once the decision has been made to evacuate, the IC shall direct personnel to carry out
the necessary activities and to determine whether Unified Command with other
organizations is necessary. Command will also have the responsibility for approving the
evacuation plan created by the Planning Section.
Planning
The Planning Section will be responsible for all evacuation planning for which pre-plans
do not exist, in cooperation with all involved departments and agencies. Any evacuation
plan will be approved by the IC prior to implementation. Evacuation planning
considerations include, but are not limited to:
Command structure: single jurisdiction, multiple jurisdiction or large area.
Communication needs and availability. Whenever possible, evacuation
operations will be conducted on separate channels from response operations
and routine traffic. ESF two (2) addresses communications, information systems
and warning.
Implementation of a building marking/recording system that incorporates three
designations: 1) Occupants have been informed and will evacuate; 2) Occupants
notified but refused to evacuate; and 3) Notification attempted but no occupant
available to receive (information should be posted on doors in that event).
Need for a mobile command post.
Procedures for security and admission to restricted areas.
City of Renton Comprehensive Emergency Management Plan 266
Procedures to identify and credential those with authority to travel in restricted
areas (emergency vehicles, essential personnel, etc.).
Number of buildings to be notified and number of personnel needed to conduct
notification in a given time period.
Availability and issuance of personal protective equipment and devices when
needed.
Ability to shelter-in-place versus evacuation as appropriate and ability to convey
such information to building occupants.
Ability to brief all incident personnel on evacuation or shelter-in-place
procedures, building marking/recording system and critical life safet y
information.
Criteria that must be met before re-entry will be allowed and identification that
must be provided by occupants before they will be allowed to re-enter the
impacted area.
Availability of neighboring jurisdiction, regional disaster plan, county, state and
federal assets to assist in evacuation.
Operations – Preparation to Move
The actual evacuation process would normally be managed in the Operations Section as
an Evacuation Branch. Additional branches or divisions may be needed including but not
limited to:
Medical Branch
Haz Mat Branch
Fire / Rescue Branch
Geographic Divisions within the Evacuation Branch
Evacuation Branch
Branch directors receive the plan and objectives from Command and direct groups in
completing them. The Evacuation Branch must be provided with sufficient resources to
effectively complete the task. Groups will also need to be established and report to the
Evacuation Branch officer. Group assignments within the Evacuation Branch will be
assigned as necessary. Groups to be considered include:
Transportation Group
Public Information Group
Geographic Divisions (Multiple Groups)
Police Liaison Group
Staging Group
Geographic Division
Reception Division
Shelter Division
City of Renton Comprehensive Emergency Management Plan 267
Other Agency Liaison Groups
Other Divisions and Groups as necessary
Logistics and Finance
The Logistics Section will respond to all requested logistical needs and will look ahead to
identify future resource needs and availability based on information provided by the
Planning Section.
The Finance Section will ensure compliance with existing disaster financial policies,
make recommendations for emergency policies and establish administrative controls to
manage the expenditure of funds, provide reasonable accountability and secure
necessary documentation for bill payment and reimbursement requests. They will assist
the Logistics Section with purchasing and acquisition needs.
Movement and En-Route Support
Many modes of transportation may be used to facilitate movement of evacuees. Ideally
evacuees will be responsible for providing their own transportation but the City will assist with
transportation to the extent resources are available. Priority will be given to evacuees who are
physically unable to self-evacuate.
Command and Control
Command during the movement phase remains with the IC as described in the previous
section.
Planning
The primary mode of transportation that will be used during evacuation efforts will be
privately owned automobiles. However, it is critical that evacuation plans identify and
provide other safe modes of transportation for those people who cannot evacuate by
private vehicle as well as special needs populations. The City of Renton owns limited
transportation assets that could be used for evacuation. The Regional Disaster Plan
allows for other local and regional transportation resources such as school districts,
Sound Transit, King County Metro and others to be made available. If transportation
resources are needed they may be requested through the King County OEM. However, if
the evacuation is regional these assets may not be available or sufficient.
Additional planning efforts will be needed to address the needs of a population in
motion. It should be anticipated that evacuees en-route may require fuel, towing, car
repair, medical services, water, food and other items. Plans will also be needed for
staffing and security of evacuation pick-up and drop-off points.
Evacuation Route Determination
City of Renton Comprehensive Emergency Management Plan 268
Primary evacuation routes consist of the major interstates, highways and prime arterials
within and adjoining the City of Renton. The City will work with neighboring
jurisdictions, the county and state EOCs and other applicable agencies/departments to
identify evacuation points, shelter locations and transportation routes.
It will be necessary to identify evacuation points before evacuation routes are
announced to the public. Evacuation routes will be determined based on the location
and extent of the incident and will include as many pre-designated transportation
routes as possible. Important roadway characteristics and factors that should be
considered when selecting an evacuation route include:
Shortest route to the designated destination areas;
Maximum capacity;
Ability to increase capacity and traffic flow using traffic control strategies;
Maximum number of lanes that provide continuous flow through the evacuation
area;
Availability of infrastructure to disseminate real-time conditions and messages to
evacuees en-route, such as variable message boards;
Minimal number of potentially hazardous points and bottlenecks, such as
bridges, lane reductions, etc.; and
Access to needed en-route support such as fuel, medical care, food and water.
A map of the City of Renton arterial streets showing principal, minor and collector
arterials is attached as Attachment F. Traffic conditions must be monitored along
evacuation routes and operational adjustments should be made as necessary to
maximize efficiency. These adjustments may include the identification of secondary
evacuation routes.
A multi-jurisdictional evacuation will require close coordination with all affected
agencies to ensure that evacuation routes do not conflict.
Operations
If transportation resources are available, one or more staging areas may need to be established
as well as support operations to keep transportation resources running the duration of the
evacuation.
Individuals who do not have their own transportation to leave the evacuation area will need to
gather at identified pick-up points and be transported using alternate transportation resources.
These pick-up points should be sufficiently large enough to safely accommodate the anticipated
number of evacuees, must be easy to find and must have sufficient access for the types of
transportation resource that will be using it. Well-known locations such as schools, libraries,
churches or shopping centers should be considered as pick-up points as they are places that are
easily identifiable and where people tend to gather.
City of Renton Comprehensive Emergency Management Plan 269
Drop-off points to deliver evacuees will also need to be established outside the danger zone.
These drop-off points may be shelters ready to receive evacuees or may serve as staging areas
for evacuees to await future transportation to shelters. Pick-up and drop-off areas may need to
be staffed and supplied to meet the short-term needs of evacuees including food, water and
medical services.
Law enforcement resources may be needed at pick-up and drop-off points and to facilitate the
movement of en-route populations. Law enforcement may also be needed to secure the
transportation resources staging area.
It will be critical to maintain communication between the pick-up and drop-off points,
transportation resource staging area, en-route support and Incident Command.
Logistics and Finance
The Logistics Section will respond to all requested logistical needs and will look ahead to
identify future resource needs and availability based on information pro vided by the
Planning Section.
The Finance Section will ensure compliance with existing disaster financial policies,
make recommendations for emergency policies and establish administrative controls to
manage the expenditure of funds, provide reasonable accountability and secure
necessary documentation for bill payment and reimbursement requests. They will assist
the Logistics Section with purchasing and acquisition needs.
Reception and Support
The requirements for mass care support will vary depending upon the scope of the evacuation.
Shelter will initially be provided to evacuees through the establishment of evacuation pick-up
and drop-off points. These evacuation points will serve as temporary safe zones for evacuees
and will provide basic needs such as food, water and restrooms. The City of Renton may open
shelters within the City if it is a localized event or participate in regional shelter operations
during a larger scale event. ESF six (6) addresses mass care, emergency assistance, housing and
human services.
Command and Control
The City of Renton Community Services Department is the primary agency responsible
for ESF six (6) but would likely seek support from regional resources such as the ARC and
other non-profit or private organizations.
Planning
The City will partner with the ARC to provide general population shelter facilities. The
City will utilize City employees as shelter workers pursuant to ESF six (6) and will
City of Renton Comprehensive Emergency Management Plan 270
augment staffing with ARC staff and volunteers. Mass care supplies have been procured
and pre-staged at several locations in partnership with the ARC and King County Parks.
Operations
The ARC maintains a list of pre-approved shelters in the Renton area including capacity.
During an emergency, it is probable that unofficial or private shelters will be activated
and may request support or coordination from the City.
Logistics and Finance
The Logistics Section will respond to all requested logistical needs and will look ahead to
identify future resource needs and availability based on in formation provided by the
Planning Section.
The Finance Section will ensure compliance with existing disaster financial policies,
make recommendations for emergency policies and establish administrative controls to
manage the expenditure of funds, provide reasonable accountability and secure
necessary documentation for bill payment and reimbursement requests. They will assist
the Logistics Section with purchasing and acquisition needs.
Return
Command and Control
The decision to return evacuees to their homes will be the responsibility of the on-site IC. The
IC will retain control of the incident as residents are allowed to return to their homes or
workplaces.
Planning - Return
The planning section will jointly develop a return plan for evacuees coordinating with all
involved agencies and ensuring effective communication. Priorities for re-entry include:
Safety
Security
Damage Assessment
Restoration of Services
Communication of Information
The impacted areas must be thoroughly investigated to ensure it is sa fe for residents to
return. This assessment will include verification that:
Structures and trees are deemed safe;
Damage and safety assessments have been completed;
There are no leaking or ruptured gas lines or downed power lines;
City of Renton Comprehensive Emergency Management Plan 271
Water and sewer lines have been repaired;
Search and rescue operations have been completed;
There are no hazardous materials that can threaten public safety or appropriate
warnings have been issued;
Water has been deemed safe or appropriate warnings have been issued;
Major transportation routes are passable and debris have been removed from
public right-of-way; and
There is no threat to public safety and other significant hazards have been
eliminated.
The public will be notified of the re-entry status using communication methods outlined
in ESF two (2) and ESF 15.
Operations
If re-entry is to be restricted or partial, the Operations Section must have procedures in
place to properly identify residents, support personnel, first responders, contractors,
insurance adjusters, media and others who have legitimate reasons to be in the
previously closed area. Staffing for re-entry points must be obtained, included additional
law enforcement personnel if necessary. Transportation may need to be provided for
those who were transported out of the area initially. The IC will be responsible for
determining when re-entry has been completed and making appropriate notifications.
At this point, Operations may become a primarily human services oriented section and
appropriate staff must be added to provide those services and related information.
Logistics and Finance
The Logistics Section will respond to all requested logistical needs and will look ahead to
identify future resource needs and availability based on information provided by the
Planning Section.
The Finance Section will ensure compliance with existing disaster financial policies,
make recommendations for emergency policies and establish administrative controls to
manage the expenditure of funds, provide reasonable accountability and secure
necessary documentation for bill payment and reimbursement requests. They will assist
the Logistics Section with purchasing and acquisition needs.
Administration
This Plan is an Annex to the City of Renton’s CEMP and should be considered part of the CEMP
and updated accordingly. Many of the ESFs contained in the CEMP will be utilized during an
evacuation and should be referenced in any evacuation.
Resource Management
City of Renton Comprehensive Emergency Management Plan 272
Evacuations can be resource-intensive. The resources needed to conduct an evacuation will
depend on many factors. The City will use its available resources to conduct an evacuation until
such time as the scope of the evacuation overwhelms existing resources. Resource requests will
then be handled regionally through supportive agreements.
Supportive Agreements
It is likely that an evacuation will overwhelm existing City capabilities. For additional resources
the City will look for support from mutual aid partners, neighboring jurisdictions and others as
outlined in the King County Regional Disaster Plan.
Emergency Funding Mechanisms
All agreements and understandings entered in to for the purchase, lease or use of equipment
and services will be in accordance with the provisions of Renton’s Municipal Code and
Procedures. An Emergency Proclamation issued by the Mayor may suspend select rules and
regulations affecting purchasing. All costs incurred in conducting an evacuation must be
stringently documented in order to seek reimbursement if eligible.
Post-Evacuation After-Action Reports
The City recognizes the value of conducting a debrief and creating an after-action report
following an evacuation This allows for the review of how the evacuation was executed and
helps to illustrate what can be done by involved parties to better prepare for the next eve nt.
Plan Review and Maintenance
Planning is an ongoing process. This Evacuation Annex will need to be adapted to reflect growth
and change of the City and its surrounding jurisdictions. This Annex should be evaluated and
updated along with the entire CEMP at least every four years. It may also be necessary to
update this Annex following an event in accordance with the after-action report or as new
policies or programs are implemented that would impact an evacuation.
Training and Exercise
This Evacuation Annex will be incorporated in trainings and exercises in accordance with the
City’s multi-year training and exercise schedule and in accordance with HSEEP guidelines.
Appendices
Appendix A: City Boundaries and Services Areas
Appendix B1-B8: Flood Hazards - Green and Cedar Rivers
Appendix C: Gas Pipelines
Appendix D: Landslide Map
Appendix E: Comprehensive Land Use
Appendix F: Arterial Streets
City of Renton Comprehensive Emergency Management Plan 273
Appendix G: Evacuation Routes