HomeMy WebLinkAbout2024-12-17 Council Special Packet 530Agenda
Edmonds City Council
SPECIAL MEETING NOTICE
COUNCIL CHAMBERS
250 5TH AVE NORTH, EDMONDS, WA 98020
DECEMBER 17, 2024, 5:30 PM
Edmonds City Council Agenda
December 17, 2024
Page 1
PERSONS WISHING TO JOIN THIS MEETING VIRTUALLY IN LIEU OF IN-PERSON ATTENDANCE CAN
CLICK ON OR PASTE THE FOLLOWING ZOOM MEETING LINK INTO A WEB BROWSER USING A
COMPUTER OR SMART PHONE:
HTTPS://ZOOM.US/J/95798484261
OR JOIN BY PHONE: US: +1 253 215 8782 WEBINAR ID: 957 9848 4261
1. CALL TO ORDER
2. APPROVAL OF THE AGENDA
3. AUDIENCE COMMENTS
4. COUNCIL BUSINESS
1. WA Traffic Safety Commission Interagency Agreement (10 min)
2. 2025 Arlington Airport Contract (5 min)
3. Comprehensive Emergency Management Plan (10 min)
4. Ordinance Suspending Boards Committees & Commissions for the 2025-2026 Biennium (10 min)
5. CONVENE IN EXECUTIVE SESSION TO DISCUSS PENDING OR POTENTIAL LITIGATION PER RCW
42.30.110(1)(I) (20 MIN.)
6. RECONVENE IN OPEN SESSION
ADJOURNMENT 6:55 PM
City Council Agenda Item
Meeting Date: 12/17/2024
WA Traffic Safety Commission Interagency Agreement
Staff Lead: Assistant Chief Rod Sniffen
Department: Police Services
Preparer: Alexandra Ehlert
Background/History
Attached is the agreement we enter into annually with the Washington State Traffic Commission to be
participants with the Target Zero Task force. Although its 16 pages in length, its defines our
responsibilities and duties in order to receive grant funds paying for our Officers that participate in
regional traffic safety efforts such as Holiday DUI emphasis, U Drive/U Text/U Pay, Click-it or ticket, etc.
The funding pays for straight time and portions of benefits we pay as part of their salary. This agreement
is not costing us anything, it only approves reimbursement from the award.
It has been approved as to form by legal on10/11/24.
Staff Recommendation
I am requesting if you would be amenable to adding it on a consent agenda as quickly as possible.
Narrative
<Type or insert text here>
Attachments:
WEMS Contract
4.1
Packet Pg. 2
4.1.a
Packet Pg. 3
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 4
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 5
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 6
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 7
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 8
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 9
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 10
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 11
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 12
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 13
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 14
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 15
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 16
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 17
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
4.1.a
Packet Pg. 18
At
t
a
c
h
m
e
n
t
:
W
E
M
S
C
o
n
t
r
a
c
t
(
W
A
T
r
a
f
f
i
c
S
a
f
e
t
y
C
o
m
m
i
s
s
i
o
n
I
n
t
e
r
a
g
e
n
c
y
A
g
r
e
e
m
e
n
t
)
City Council Agenda Item
Meeting Date: 12/17/2024
2025 Arlington Airport Contract
Staff Lead: Chief Michelle Bennett
Department: Police Services
Preparer: Alexandra Ehlert
Background/History
The Arlington Airport Contract was approved in 2024. Nothing has changed, and Sharon Cates approved
the attached contract to form on 10/29/24. This would renew the contract for 2025. We are not
committed to paying anything, this is a contract for the rate we pay if we need to use the airport for
EVOC/driving training in 2025.
Staff Recommendation
We are requesting that the contract be approved to go to consent agenda for the Mayor to sign for
2025.
Narrative
<Type or insert text here>
Attachments:
Arlington Airport 2025 Contract
4.2
Packet Pg. 19
1
ARLINGTON MUNICIPAL AIRPORT
USE AGREEMENT
VARIABLE SECTION:
General
The City of Arlington/Arlington Municipal Airport and the City of Edmonds (“permittee”) agree
that the permittee, may use and occupy the following prescribed real property: that part of the
land within the boundary of the Arlington Municipal Airport that is shown on the attached Exhibit
A.
Such use is for the purpose of conducting driver training for the Edmonds Police Department for
the 2025 Calendar Year
1. Fees – This land use permit is issued for the periods listed above and may be reviewed by the
Arlington City Council and Airport Commission on a yearly basis. This entire agreement is open
to review and possible approval/disapproval on an annual basis by the City of Arlington/Arlington
Municipal Airport. It is revocable for any breach of the conditions noted herein. An
administrative fee of $100 plus sales tax is required each year this agreement is renewed.
Permittee is responsible for all damages.
The property being utilized shall be considered rented for any day in which the permittee
conducts the event. This shall include the set -up and teardown of the event. The payment for
this use fee shall be mailed or hand delivered to the City of Arlington or the Arlington Municipal
Airport Office.
Acreage required for this usage totals 2 acres, which equals $178.14 per day plus sales tax. The
land use fee shall be paid quarterly.
The permittee shall have the right of first refusal regarding use of the event site if another user
approaches the airport for the use of the entire event site.
[remainder of this page blank]
4.2.a
Packet Pg. 20
At
t
a
c
h
m
e
n
t
:
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
2
0
2
5
C
o
n
t
r
a
c
t
(
2
0
2
5
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
C
o
n
t
r
a
c
t
)
2
MASTER SECTION:
1. Late Charges - There shall be assessed and the permittee shall pay upon any installment of
the use fee or portion thereof not paid within twenty (20) days after such fee installment is
due and payable, a late charge penalty for each week or fraction thereof the use fee or
portion thereof is not paid equal to five percent (5%) of the amount for such use fee or portion
thereof (plus accrued late charge penalties, if any) due and payable. The amount of such late
charge penalty shall be added to the amount due each month, and the total thereof shall be
subject to a late charge for each succeeding month of fraction thereof in the amount of five
percent (5%) of the total.
2. Insurance
A. Insurance Term
The permittee shall procure and maintain for the duration of the use or rental period
insurance against claims for injuries to persons or damage to property which may arise
from or in connection with the use of the facilities and the activities of the permittee and
his or her guests, representatives, volunteers and employees.
B. No Limitation
Permittee’s maintenance of insurance as required by the agreement shall not be
construed to limit the liability of the permittee to the coverage provided by such
insurance, or otherwise limit the City’s recourse to any remedy available at law or in
equity.
C. Required Insurance
Permittee’s required insurance shall be as follows:
General Liability insurance shall be at least as broad as Insurance Services Office (ISO)
occurrence form CG 00 01 covering premises, operations, products-completed operations
and contractual liability. The City shall be named as an additional insured on permittee’s
General Liability insurance policy using ISO Additional Insured-Managers or Lessors of
Premises Form CG 20 11 or an endorsement providing at least as broad coverage. The
General Liability insurance shall be written with limits no less than $1,000,000 each
occurrence, $1,000,000 general aggregate.
The insurance policy shall contain, or be endorsed to contain that the permittee’s
insurance coverage shall be primary insurance as respect the City. Any insurance, self -
4.2.a
Packet Pg. 21
At
t
a
c
h
m
e
n
t
:
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
2
0
2
5
C
o
n
t
r
a
c
t
(
2
0
2
5
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
C
o
n
t
r
a
c
t
)
3
insurance, or self-insured pool coverage maintained by the City shall be excess of the
permittee’s insurance and shall not contribute with it.
D. City Full Availability of Permittee Limits
If the permittee maintains higher insurance limits than the minimums shown above, the
City shall be insured for the full available limits of Commercial General and Excess or
Umbrella liability maintained by the permittee, irrespective of whether such limit s
maintained by the permittee are greater than those required by this contract or whether
any certificate of insurance furnished to the City evidences limits of liability lower than
those maintained by the permittee.
E. Certificate of Insurance and Acceptability of Insurers
The permittee shall provide a certificate of insurance evidencing the required insurance
before using the Premises.
Insurance is to be placed with insurers with a current A.M. Best rating of not less than A:
VII. Participation in a City risk pool with equivalent coverage shall be considered
compliant with this section.
3. Event Equipment - The permittee will supply at its expense all equipment to conduct the event
including portable toilets, tents, portable operations buildings, food vending operations, fencing,
and other miscellaneous equipment, such as aviation band radios, cell phones, etc.
It is agreed that: (A) The permittee will provide their own security service and also adequate fire
extinguishers and signage to comply with requirement imposed by the Arlington Fire
Department. (B) The permittee will provide adequate signage and guidance on roads and streets
surrounding the airport to citizens attending the event. (C) The permittee shall observe all federal,
state and local laws, orders or regulations applicable to the premises including the erection of
antennas, signs, displays, and shall keep the premises in a neat, orderly, safe and sanitary
condition. (D) The permittee shall not close any roadway normally in public use without proper
approval.
4. Set-Up/Teardown - (A) The permittee shall coordinate the setup, erection, cordoning, blocking,
rerouting, teardown, fencing, or other activities to prepare the premises for the event, all of
which may have the potential for disrupting normal airport operations, with the Airport Manager
prior to commencement of the same. A detailed plan may be required by the Airport Manager
prior to approving the same. Permittee acknowledges that plans for activities which may interfere
with the operational surfaces of the airport, including all runways, taxiways, landing areas, and
surface roads, must be provided to the Airport Manager during regular business hours and in
sufficient time for the Airport Manager to review and approve the same, and to give prior notice
to the Federal Aviation Administration and the local users of the operational surfaces.
(B) All labor required for the setup, erection, cordoning, blocking, rerouting, teardown, fencing,
or other activities to prepare the premises for the event shall be provided by permittee and at
permittee’s expense. In the event permittee wishes to contract with the airport for any of these
4.2.a
Packet Pg. 22
At
t
a
c
h
m
e
n
t
:
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
2
0
2
5
C
o
n
t
r
a
c
t
(
2
0
2
5
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
C
o
n
t
r
a
c
t
)
4
services, the same shall be done by separate written agreement following the provision of an
estimate for the same. Any charges resulting from said written agreement will provide for the
reimbursement to the airport of its actual costs to provide the services. Provision of these
services by the airport is discretionary, and is subject to the permittee providing the airport with
sufficient advance notice so as to allow for planning to avoid undue hardship or excessive
overtime costs.
(C) The permittee shall not cut any trees on the property without the prior approval of the Airport
Manager, and shall take all reasonable precautions to prevent and suppress forest, brush and
grass fire; to prevent the pollution of any water on or in the vicinity of the l and; and to provide
for the protection of game birds or animals and or domesticated animals known to frequent the
areas of occupation. In addition, the permittee shall return the used site to the condition of that
area prior to the event. This will include collection and removal of all litter, dismantling of all use
structures, fences, portable toilets and other items connected with the event. Any vegetation
disturbed during the use (i.e. turf) shall be returned to original condition. This will include
seeding, fertilizing, watering, grooming and any other means necessary to return the vegetation
to a condition that equals or betters its pre-event state. Also any pavement breakdown due to
this use will be brought back to pre-use standard.
(D) Any and all airport surfaces used by the permittee shall be returned to the airport in a
condition at least as good as before the event. Where any vegetation has been disturbed,
permittee shall restore the same using appropriate landscaping practices, including the
application of topsoil, fertilizer, seeding and watering, to ensure proper repair or restoration. The
airport shall remain responsible for maintaining in the operational surface s of the airport during
the term of the use agreement; the responsibility for checking and grooming all non -operational
surfaces shall be permittees.
(E) Permittee shall not alter any airport surface or facility without the prior written approval of
the Airport Manager. Airport may, in airport’s discretion, agree to share in the costs of any such
improvements deemed by airport to be appropriate and of general benef it to the airport or its
users.
5. Safety - The permittee will take all reasonable steps to ensure and support safe flying
conditions in and around the airfield. This will include, but not be limited to, briefing all
participants on observing safe practices around the airfield, staying away from the active runway,
taxiways and aircraft parking areas and respecting an aircraft’s right -of-way at all times. The
permittee’s representative shall meet with the Airport Manager as necessary for safety briefings
on the airfield situation. Additionally, to facilitate the above items, an airport site visit or
orientation tour is highly recommended.
6. Area of Usage - As discussed and agreed upon the permittee’s event shall only utilize the area
as depicted on the attached site map.
7. Accidents/Indemnity - The Permittee has personally inspected the premises and is informed
as to all risks which may be associated with the planned activities on the premises above
described. Being fully informed as to the risks and in consideration of being given the privilege
to utilize the property, Permittee, on behalf of itself and its elected and appointed officials,
employees and agents, agree to assume all risks in connection with Permittee’s use of the
4.2.a
Packet Pg. 23
At
t
a
c
h
m
e
n
t
:
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
2
0
2
5
C
o
n
t
r
a
c
t
(
2
0
2
5
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
C
o
n
t
r
a
c
t
)
5
property and further agrees to hold harmless and defend the City of Arlington, its elected and
appointed officials, employees and volunteers, for any injury or damages which may occur to
Permittee, its elected and appointed officials, employees, volunteers or invitees while on the
property. Permittee further agrees to hold harmless, defend and indemnify the City of Arlington,
its elected and appointed officials, employees and volunteers from and against any and all claims,
suits, actions or liabilities for injury or death of any person, or for loss or damage to property,
which arises out of the use of Premises or from any activity, work or thing done, permitted, or
suffered by Permittee in or about the Premises, except only such injury or damage as shall have
been occasioned by the sole negligence of the City.
8. Utilities - The permittee hereby covenants and agrees to pay all charges for heat, light, water
and sewer, and for all other public utilities which shall be used in or charged against the event
during the full term of this use agreement. Permittee shall at its cost construct and keep in repair
a suitable septic tank or other lawful sewage system, in accordance with Snohomish County
Health and Sanitary Regulations. Any permits therefor which may be required shall be secured
by permittee at permittee’s expense prior to installation.
9. Munitions - The permittee understands that permission to use the airport land does not grant
permission to use any type of munitions, smoke, pyrotechnics, chemical training agent, gas, or
explosive training devices to include blank rifle ammunition. Permission to use such devices w ill
be given separately and is always subject to immediate verbal revocation by the Airport Manager
or his representatives. If the permittee desire to use such devices, he must specify in writing at
least six months in advance to the Airport Manager or his representative the following: type,
smoke and noise producing effects, persistency of smoke, pyrotechnics the intended use site and
the time of use. Further, permittee shall obtain approval from the Puget Sound Air Pollution
Control agency at least one month prior to use. A copy of said approval shall be given to the
Airport Manager. Further, permittee must guarantee that all such devices or their residue will be
removed from the airfield and safely disposed of prior to his departure. The Airport Manager
reserves the right to approve in part or in entirety or deny completely the use of such devices.
Additionally, the presence of weapons, whether real or fake, requires the written permission of
the Airport Manager. In such case the only weapons loaded with l ive ammunition will be those
used by the Arlington Police Department. The permittee shall inform the local law enforcement
officers to include the Arlington City Police Chief, Snohomish County Sheriff and the local
Washington State Patrol office of the number and type of weapons to be used at least four weeks
in advance.
10. Usage - The permittee shall conduct and carry on in said premises only the business usage for
which said premises are to be used, and shall not use the premises for illegal purposes. The
permittee will cooperate with and notify the responsible enforcement agency of any illegal or
unlawful activity which becomes known during the period of occupancy.
11. Access - The permittee will allow the Airport Manager or his/her representative free access
at all times to said premises for the purpose of inspection. Nothing herein shall be constructed
as in anyway limiting the authority of the airport/city building official under existing law.
4.2.a
Packet Pg. 24
At
t
a
c
h
m
e
n
t
:
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
2
0
2
5
C
o
n
t
r
a
c
t
(
2
0
2
5
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
C
o
n
t
r
a
c
t
)
6
12. Notice - All notices and consents hereunder shall be given in writing, delivered in person or
mailed by certified mail, postage pre-paid, to the receiving party at its address, or to such other
address as the receiving party may notify the sender beforehand refe rring to its use agreement.
13. Governmental Fees - All fees due under applicable law to the city, county or state on account
of any legal inspection made on premises by any officer thereof, shall be paid by permittee.
14. Liens and Insolvency - Permittee shall keep the property in which the use agreement is
exercised free from any liens arising out of any work performed, materials furnished or
obligations incurred by permittee. If the permittee becomes insolvent, voluntarily or involuntarily
bankrupt, or if a receiver, assignee or other liquidating officer is appointed for the business of the
permittee the airport may cancel this use agreement at airport’s option.
15. Default and Re-entry - If any fees above reserved, or any part thereof, shall be and remain
unpaid when the same shall become due, or if the permittee shall violate or default in any of the
covenants and agreements therein contained, then the airport may cancel this use agreement
and re-enter said premises.
16. Cost and Attorney’s Fees - If by reason of any default on the part of either party, litigation is
commenced to enforce any provision of this use agreement or to recover for breach of any
provision of this use agreement the prevailing party shall be entitled to recover from the ot her
party reasonable attorney’s fees in such amount as is fixed by the court, and all costs and
expenses incurred by reason of the breach or default by the other under this use agreement.
17. Non Waiver of Breach - The failure of either party to insist upon strict performance of any of
the covenants and agreements of this use agreement or to exercise any option herein conferred
in anyone or more instance, shall not be construed to be a waiver or relinquishment of any such
strict performance or of the exercise of such option, or any other covenants or agreements but
the same shall be and remain in full force and effect.
18. Restrictions and Consents - This use agreement shall be and is subject to all the terms,
covenants, restrictions, reservations and agreements contained in that certain Quit Claim Deed
dated February 25, 1959, by the United States of America to Town of Arlington, recorded in
Snohomish County, Washington, on August 20, 1959, in Volume 690 of Deeds, pages 38 through
46, under Auditor’s File No. 1356180, records of said county, including the written consent of the
Federal Aviation Agency if the leased premises are to be used for other than airport purposes.
Under the requirements imposed upon airport as recipient of Federal Aid Airport Program Grant
Funds, the parties agree as follows: (A) Permittee covenants that it will not, in its operation at the
Arlington Airport, on the basis of race, color, creed, or national origin, discriminate or permit
discrimination against any person or group of persons in any manner prohibited by parts 15 and
21 of the Federal Aviation Regulations (49 CFR), and in that the airport has the right to take such
action as the United States government may direct to enforce this covenant. (B) With respect to
any aeronautical services, permittee agrees: 1) to furnish said aeronautical service on a fair, equal,
and not unjustly discriminatory basis to all users thereof, and 2) to charge fair, reasonable and
not unjustly discriminatory prices for each unit of service, provided, that the permittee may be
4.2.a
Packet Pg. 25
At
t
a
c
h
m
e
n
t
:
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
2
0
2
5
C
o
n
t
r
a
c
t
(
2
0
2
5
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
C
o
n
t
r
a
c
t
)
7
allowed to make reasonable and nondiscriminatory discounts, rebates or other similar types of
price reductions to volume purchasers.
19. Nondiscrimination - The permittee on behalf of itself and its elected and appointed officials,
employees and agents, as a part of the consideration hereof, does hereby covenant and agree as
a covenant running with the land that in the event facilities are constructed, maintained or
otherwise operated on the said property described in this use agreement for a purpose for which
a Department of Transportation or activity is extended or for another purpose involving the
provision of similar services or benefits, the permittee shall maintain and operate such facilities
and services in compliance with all other requirements imposed pursuant to Title 49, Code of
Federal Regulations, Department of Transportation, Subtitle A, Office of the Secretary, Part 21,
Nondiscrimination in Federally Assisted Programs of the Department of Transportation-
Effectuation of Title VI of the Civil Rights Act of 1964, and as said regulations may be amended.
The permittee, for itself and its elected and appointed officials, employees and agents, as a part
of the consideration hereof, does hereby covenant and agree as a covenant running with the land
that (A) no person on the grounds of race, color or national origin shall be excluded from the
participation in, denied the benefits of, or be otherwise subjected to discrimination in the use of
said facilities, or (B) that in the construction of any improvements in, over or under such land and
the furnishing of services thereon, no person on the grounds of race, color or national origin shall
be excluded from participation in, denied the benefits of, or otherwise be subjected to
discrimination, and (C) that the permittee shall use the premises in compliance with all other
requirements imposed by or pursuant to Title 49, Code of Federal Regulations, Department of
Transportation, Subtitle A, Office of Secretary, Part 21, Nondiscrimination in Federally Ass isted
Programs of the Department of Transportation -Effectuation of Title VI of the Civil Rights Act of
1964, and as said regulations may be amended; and (D) that in the event of breach of any of the
above nondiscrimination covenants, the City of Arlington shall have the right to terminate this
use agreement and to re-enter and repossess said land and facilities thereon, and hold the same
as if said use agreement had never been made or issued.
20. Hazardous Wastes - The permittee shall not permit dangerous wastes, hazardous wastes, or
extremely hazardous wastes as defined by RCW 70.105.010 et seg. to exist on the premises and
shall, at permittee’s sole expense, undertake to comply with all rules, regulations, and policies of
the Washington State Department of Ecology and the United States Environmental Protection
Agency. Permittee shall promptly notify the City Fire Department of the existence of dangerous
wastes, hazardous wastes, or extremely hazardous wastes as required by state and federal
regulations.
Permittee shall comply with any provisions of the local hazardous waste plan as now in existence
or hereinafter enacted. Permittee shall comply with any requirements for hazardous waste
disposal as may be imposed by RCW 70.105B. 030 and the State Department of Ecology.
21. Venue - The venue of any suit which may be brought by either party under the terms of this
use agreement or growing out of the tenancy under this use agreement shall at the option of the
airport be in court or courts in Snohomish County, Washington.
4.2.a
Packet Pg. 26
At
t
a
c
h
m
e
n
t
:
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
2
0
2
5
C
o
n
t
r
a
c
t
(
2
0
2
5
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
C
o
n
t
r
a
c
t
)
8
22. Public Policy - The City of Arlington reserves the right to suspend this land use agreement at
any time for legitimate public safety.
23. Obligations - The airport shall notify the permittee of any security, maintenance or other
requirements necessary to the safe and orderly conduct of the event prior to the event. The
permittee shall apply security, maintenance or other requirements during the event. Regarding
requests for airport service(s) only a principle officer of the permittee can request service(s) from
the city/airport. Once service(s) have been requested by the permittee from the city/airport the
permittee is required to pay for service(s). The airport shall provide a cost estimate a nd timeline
to complete the service(s). This estimate shall also include whether the city/airport can complete
the service(s) within the outlined time frame. In the event of only partial clean-up, teardown, site
restoration or application of agreed to services by the permittee, the city/airport shall apply the
current billing rate for city/airport services to remedy any of the above and bring the site back to
pre-event status. No intoxicating venues, beverages or drug usage shall be allowed on the
permittee event site.
_________________________________ ____________________________________
Signature of Permittee’s Marty Wray, Airport Director
Authorized Representative Arlington Municipal Airport
4.2.a
Packet Pg. 27
At
t
a
c
h
m
e
n
t
:
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
2
0
2
5
C
o
n
t
r
a
c
t
(
2
0
2
5
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
C
o
n
t
r
a
c
t
)
9
EVOC TRIANGLE
4.2.a
Packet Pg. 28
At
t
a
c
h
m
e
n
t
:
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
2
0
2
5
C
o
n
t
r
a
c
t
(
2
0
2
5
A
r
l
i
n
g
t
o
n
A
i
r
p
o
r
t
C
o
n
t
r
a
c
t
)
City Council Agenda Item
Meeting Date: 12/17/2024
Comprehensive Emergency Management Plan
Staff Lead: Chief Michelle Bennett
Department: Police Services
Preparer: Alexandra Ehlert
Background/History
The City of Edmonds is required to update its Comprehensive Emergency Management Plan (CEMP): The
guidebook for our City in the event of a disaster or large scale emergency. The emergency management
function was shifted to be a police department responsibility in 2024. The current CEMP on file has not
been updated in over a decade and several changes were necessary to bring us into compliance with
new standards, procedures, and laws. The update to the CEMP being presented here was the work of
consultants that we hired to assist us with this process. The consultants’ work included a comprehensive
review of the City, requirements by our state and federal partners, along with numerous interviews and
surveys of city employees and stakeholders. A new document was produced and presented to the state
EMD for review. The state scored our plan highly (95%) in addition to making several suggestions for
certain areas. Moving forward, we can continue to improve the CEMP and incorporate the suggestions
during our review processes in the coming years. The CEMP requires regular review to adjust for
changes that challenge our city, our environment, and the region.
Attached is the final draft of the CEMP and promulgation letter for review.
Staff Recommendation
Approve the Comprehensive Emergency Management Plan for the City of Edmonds, and sign the
Promulgation letter.
Narrative
Attachments:
2024 Edmonds CEMP Final Draft
SIGNED-CEMP_Completed_Review_Letter-City of Edmonds 2024 (002)
Promulgation Letter for CEMP
4.3
Packet Pg. 29
A-1
Comprehensive Emergency
Management Plan
Base Plan
─
2024 - 2029
4.3.a
Packet Pg. 30
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 2
Promulgation by City
Insert copy after City Council Approves the new CEMP
4.3.a
Packet Pg. 31
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 3
WA EMD Letter of Acceptance
Insert copy after the State reviews the plan
4.3.a
Packet Pg. 32
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 4
Record of Changes
Change
Number
Date of
Change
Individual Making the
Changes
Change Summary/Sections Affected
4.3.a
Packet Pg. 33
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 5
Record of Distribution
Date Recipient Format
Emergency Management Office – Edmonds Police Department Printed
Emergency Management webpage – City of Edmonds
website
https://www.edmondswa.gov/services/emergency_ma
nagement
Digital
City Council, Leadership, and Department Directors and all staff
who are assigned a primary role – in internal drive/SharePoint
Digital
Snohomish County Department of Emergency Management –
advised it is on the City’s Website.
Digital
Washington State Emergency Management Division
(Will have the reviewed copy)
Digital
South Snohomish County Fire and Rescue - advised it is on the
City’s Website.
Digital
4.3.a
Packet Pg. 34
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 6
Table of Contents
Promulgation by City .............................................................................................................. 2
WA EMD Letter of Acceptance ............................................................................................... 3
Record of Changes ................................................................................................................... 4
Record of Distribution............................................................................................................. 5
Table of Contents ..................................................................................................................... 6
Introduction ............................................................................................................................. 9
Purpose .................................................................................................................................... 9
Plan Format .............................................................................................................................. 9
Scope ........................................................................................................................................ 9
Situation Overview .................................................................................................................. 9
Hazard Assessment Summary........................................................................................ 10
Planning Assumptions........................................................................................................... 10
Concept of Operations .......................................................................................................... 11
General ................................................................................................................................... 11
Plan Activation ................................................................................................................. 11
Whole Community Involvement ........................................................................................... 11
Operational Objectives.......................................................................................................... 12
Emergency Declaration ......................................................................................................... 13
Direction, Control, and Coordination ................................................................................. 13
Multi-Jurisdictional Coordination ......................................................................................... 13
Joint Information System ...................................................................................................... 13
Mission Areas, Core Capabilities, and Community Lifelines .............................................. 13
Community Lifelines .............................................................................................................. 15
Continuity of Government and Succession of Authority .................................................... 16
Organization ........................................................................................................................... 17
Jurisdictional Organizational Structure ................................................................................ 17
Emergency Organizational Structure ................................................................................... 17
Emergency Operations Center (EOC) ................................................................................... 18
Primary/Alternate Location ............................................................................................ 18
Activation Process ........................................................................................................... 18
Deactivation Process ....................................................................................................... 19
Emergency Management Roles ............................................................................................ 19
Local Government ........................................................................................................... 19
4.3.a
Packet Pg. 35
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 7
County Government ........................................................................................................ 20
Regional ............................................................................................................................ 20
State Government ........................................................................................................... 20
Nongovernmental and Volunteer Organizations.......................................................... 20
Edmonds Emergency Management Advisory Committee (EMAC) .............................. 21
Private Sector ................................................................................................................... 21
Residents .......................................................................................................................... 21
City Department Roles and Responsibilities ....................................................................... 21
Emergency Support Function (ESF) Reference ............. Error! Bookmark not defined.
Communications .................................................................................................................... 28
Interoperable Communications Plans ................................................................................. 28
Federal .............................................................................................................................. 28
State .................................................................................................................................. 28
Operational Communications .............................................................................................. 29
Community Communications ............................................................................................... 29
Alerts and Warnings .............................................................................................................. 29
City Alert and Warning Capabilities ................................................................................ 30
Other Alert and Warning Options .................................................................................. 30
Administration ....................................................................................................................... 30
Disaster-Related Documentation ......................................................................................... 30
Finance .................................................................................................................................... 32
City Financial Management.................................................. Error! Bookmark not defined.
Public Assistance (PA) ...................................................................................................... 33
Individual Assistance (IA) Program ................................................................................. 33
Small Business Administration (SBA) ............................................................................. 33
Other Needs Assistance (ONA) ....................................................................................... 33
Logistics and Resources Management ................................................................................ 33
Resources Typing ................................................................................................................... 34
Mutual Aid .............................................................................................................................. 34
Volunteers and Donations Management ............................................................................ 35
Training and Exercise Program ............................................................................................ 35
Training ................................................................................................................................... 35
Exercises ................................................................................................................................. 36
After-Action Reports .............................................................................................................. 36
Plan Development and Maintenance ................................................................................. 36
Planning Process ................................................................................................................... 36
4.3.a
Packet Pg. 36
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 8
Plan Availability ...................................................................................................................... 36
Revision Process .................................................................................................................... 37
Authorities and References.................................................................................................. 38
City of Edmonds ..................................................................................................................... 38
State ........................................................................................................................................ 38
Federal .................................................................................................................................... 38
References.............................................................................................................................. 38
Glossary .................................................................................................................................. 38
Definitions .............................................................................................................................. 39
Acronyms ............................................................................................................................... 41
4.3.a
Packet Pg. 37
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 9
Introduction
Purpose
This Comprehensive Emergency Management Plan (CEMP) provides a framework for city-wide
preparedness activities including prevention, protection, mitigation, response, and recovery. It
outlines how the City of Edmonds will conduct emergency management functions including roles and
responsibilities of City Departments and partner agencies.
Edmonds Municipal Code EMC 6.60 and Resolution 1084 establishes a local Emergency Management
Organization and adopts the National Incident Management System (NIMS), including the Incident
Command System (ICS), as the standard for managing emergency incidents.
Plan Format
This plan consists of this basic plan with a general framework for how the City would handle
emergencies and disasters, as well as City Department Annexes that describe in greater detail the
roles and responsibilities for specific departments. Emergency Communications Plan (see Appendix
A) outlines the City’s responsibilities in communicating emergency information to the public.
Scope
This plan may be applied to any hazard, natural or human caused, that necessitates or may
necessitate the response of multiple departments or agencies outside the scope of normal operations
or with the potential to exceed normal capabilities in the City. Specific procedures for minor
emergencies and incidents are covered in respective departmental, agency, or jurisdiction operation
plans, policies, and procedures.
This plan considers the emergencies and disasters, both natural and human-caused, likely to occur
within the City of Edmonds, as described in the 2020 Snohomish County Hazard Mitigation Plan and
its Edmonds Annex (see Appendix B).
This plan was developed to align with the National Response Framework, the 2017 National Incident
Management System (NIMS) document, the 2019 Washington State Comprehensive Emergency
Management Plan, and the 2019 Snohomish County Comprehensive Emergency Management Plan.
Situation Overview
Edmonds, Washington is located 31 miles north of Seattle, adjacent to the City of Lynnwood to the
north and east, City of Mountlake Terrace to the east, City of Woodway to the southwest, and north
of the King County border City of Shoreline. To its west is the Puget Sound. It is the third-largest city
in Snohomish County after Everett and Marysville with a population of about 42,593 (American
Community Survey 2022 1-Year estimate).
4.3.a
Packet Pg. 38
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 10
Hazard Assessment Summary
The 2020 Snohomish County Hazard Mitigation Plan (HMP) identifies and ranks the hazards below
based on their expected severity, magnitude, frequency, onset, and duration for “worst-case” and
“most-likely” scenarios.
Table 1: Hazard ranking from the Snohomish County Hazard Mitigation Plan (2020)
Rank Hazard
1 Earthquake
2 Epidemic
3 Hazardous Materials (train accident)
4 Weather Events (windstorm, winter storm, drought)
5 Flooding
6 Dam Failure
7 Wildfire
8 Cybersecurity Threats
9 Mass Earth Movement (landslides, mudslides)
10 Volcano
11 Active Assailant
12 Aircraft Accident
13 Tsunami
Planning Assumptions
● Emergency planning efforts cannot predict or anticipate all outcomes of a disaster. Response
efforts must be flexible and scalable to address an incident.
● A disaster may overwhelm the response and recovery capabilities of the City and other
partners. In a widespread disaster, resources from local, county, state, or federal agencies
may not arrive for an extended period of time. Individuals, families, and businesses should be
prepared to be self-sufficient for at least 14 days.
4.3.a
Packet Pg. 39
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 11
● Delivery of city services to the public will likely be affected by an emergency or major disaster
and may be reduced or ceased for an undetermined period of time. Continuation and
restoration of services will be prioritized by the impact to the public and resources available.
● The City will likely use support and resources from other jurisdictions and community partners
in a disaster. This plan discusses some roles and responsibilities for City Departments if and
when resources are not available.
● The Plan may not cover all aspects of every disaster but is intended to provide a framework
and structure for which applicable personnel may affect appropriate response.
Concept of Operations
General
Emergency management activities in the City are governed by Section 38.52 of the Revised
Code of Washington (RCW), Section 118-30 of the Washington Administrative Code (WAC)
and Edmonds Municipal Code (ECC) Chapter 6.60. Authority and responsibility for the
emergency management organization are delegated to the Emergency Manager by the
Mayor through ECC 6.60.
Plan Activation
The Mayor, the Chief of Police, department directors, or designees have authority to activate this plan.
Whole Community Involvement
Whole Community incorporation applies to all parts of the CEMP including all annexes and
appendices. The definition for Whole Community as defined by the Federal government is “a means
by which residents, emergency management practitioners, organizational community leaders, and
government officials can collectively understand and assess the needs of their respective
communities and determine the best ways to organize and strengthen their assets, capacities, and
interests. Whole Community includes individuals and families, including those identified as at-risk or
vulnerable populations; businesses; faith-based and community organizations; nonprofit groups;
schools and academia; media outlets; and all levels of government, including state, local, tribal,
territorial, and federal partners.”
State and local governments carrying out emergency response and providing disaster assistance shall
comply with all applicable non-discrimination provisions contained in RCW 49.60, Discrimination -
Human Rights Commission, Public Law 110-325, Americans with Disabilities Act (ADA) of 1990 as
amended with ADA Amendments Act of 2008, and Section 504 of the Rehabilitation Act of 1973.
Recipients of any federal funds must acknowledge and agree to comply with applicable provisions of
federal civil rights laws and policies prohibiting discrimination, including, but not limited to: Title VI of
the Civil Rights Act of 1964, which prohibits recipients from discriminating on the basis of race, color,
4.3.a
Packet Pg. 40
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 12
or national origin. Recipients of federal financial assistance must also take reasonable steps to provide
meaningful access for persons with Limited English Proficiency (LEP) to their programs and
Services.
People with access or functional needs are those who may have additional needs before, during, or
after an incident in functional areas including, but not limited to: maintaining health, independence,
communication, transportation, support, services, self-determination, and medical care. Individuals
in need of additional response assistance may include people who have disabilities, who live in
institutionalized settings, who are older adults, who are children, who are from diverse cultures, who
have limited English proficiency or who are non-English speaking, or who are transportation
disadvantaged (National Preparedness Goal, September 2015).
Special considerations and accommodations may be necessary to address the essential needs of
children during an incident. Areas of specialized support may include but are not limited to,
reunification efforts for children that are or become separated from their parents or guardians,
sheltering services or medical care for unaccompanied minors, mental/emotional health concerns,
limited communication capabilities, educational sustainment, appropriate nutritional needs, and/or
other identified unique aspects of supporting children during an incident. The Pets Evacuation and
Transportation Standards (PETS) Act amends the Robert T. Stafford Disaster Relief and Emergency
Assistance Act to ensure state and local emergency preparedness operational plans address the
needs of individuals with household pets and service animals following a major disaster or
emergency.
The City of Edmonds uses the feedback they receive from their Emergency Management Advisory
Committee, as codified in ECC 6.60, to help guide them on their commitment. See Emergency
Management roles section below.
Operational Objectives
During an emergency incident, the top priorities will be to:
● Save lives and protect the health and safety of the public, responders, and recovery workers.
● Protect property and mitigate damages and impacts to individuals, communities, and the
Environment.t
● Protect and restore critical infrastructure and key resources.
● Facilitate the recovery of individual families, businesses, governments, and the environment.
The desired outcome of an incident will be for the City and the rest of the community to be able to
return to their daily routines under either pre-incident conditions or adjusted to new post-incident
conditions influenced by response, recovery, and mitigation. It is the intent of City leadership that the
CEMP, and other associated plans, be designed and implemented in a way to support the desired
outcome.
4.3.a
Packet Pg. 41
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 13
Emergency Declaration
When a disaster exceeds (or is anticipated to exceed) the City’s response capabilities, the Mayor may
issue a Declaration of State of Emergency (sample proclamation Appendix C) and request additional
assistance through the Snohomish County Department of Emergency Management (DEM). If the
disaster should exceed the capabilities of the county, the County Executive may issue a proclamation
of emergency and request additional assistance through the State and/or Federal government. If
activated, the Emergency Operations Center (EOC) will be responsible for notifying Snohomish County
DEM of the emergency declaration. The authority of the Mayor during a state of emergency will be in
accordance with ECC 6.60.080.
Direction, Control, and Coordination
General
The Mayor or designee is responsible for overall strategic direction of emergency or major disaster
operations within the City of Edmonds. The Mayor has specific emergency authority as granted by the
Revised Code of Washington (RCW) 38.52.070(2). Strategic and tactical control of incidents is
maintained by the incident commander or unified command to manage the response assets,
including mutual aid or state mobilized assets. The EOC, when activated, will support and/or
coordinate disaster response and recovery activities within the City of Edmonds.
Multi-Jurisdictional Coordination
Coordination among emergency management agencies is critical to successful response and recovery
following an emergency or major disaster. Pre-disaster preparedness, training, and exercises with
local, tribal, regional, state, and private sector emergency management partners allow the best chance
for efficient and effective emergency and major disaster response and recovery efforts. When multi-
jurisdictional resources are activated, direction and control will be provided by the appropriate
incident commander or jurisdiction, typically the Snohomish County Department of Emergency
Management.
Joint Information System
Managing public information during an emergency or major disaster requires a coordinated and
consistent message from all City officials as well as other affected organizations. Public Information
Officers (PIOs) shall participate in a Joint Information System (JIS) for the purpose of ensuring that the
public has clear and concise information and directions during all phases of emergency response,
restoration of service, and recovery activities.
Mission Areas, Core Capabilities, and Community Lifelines
4.3.a
Packet Pg. 42
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 14
The National Preparedness Goal establishes 32 core capabilities that are grouped into five mission
areas used to guide preparedness activities. By conducting activities to strengthen these capabilities,
the community resiliency is improved. Community Lifelines outline the fundamental services
provided for the community. The interrelationship of department roles, Core Capabilities, and lifelines
can be thought of in terms of means, ways, and ends. The departments (and/or Essential Support
Functions, ESFs, described below) are the means by which agencies deliver the Core Capabilities (the
ways) that re-establish or protect the Lifelines (the ends).
Mission Areas
Prevention Prevent, avoid or stop an imminent, threatened or actual act of terrorism.
Protection Protect our citizens, residents, visitors, and assets against the greatest threats
and hazards in a manner that allows our interests, aspirations, and way of life to
thrive.
Mitigation Reduce the loss of life and property by lessening the impact of future disasters.
Response Respond quickly to save lives, protect property and the environment, and meet
basic human needs in the aftermath of a catastrophic incident.
Recovery Recover through a focus on the timely restoration, strengthening and
revitalization of infrastructure, housing and a sustainable economy, as well as the
health, social, cultural, historic and environmental fabric of communities affected
by a catastrophic incident.
Core Capabilities by Mission Area (from the National Preparedness Goal, 2nd edition)
The following table shows the 32 core capabilities and the mission areas they apply to. Each core
capability has critical task(s) that are distinct elements that describe how a core capability is met. The
Core Capability Critical Tasks and Department Responsibilities table (Appendix D) lists all critical tasks
and which City Departments they are associated with.
Prevention Protection Mitigation Response Recovery
4.3.a
Packet Pg. 43
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 15
Planning
Public Information and Warning
Operational Coordination
Intelligence and Information Sharing Community
Resilience
Long-term
Vulnerability
Reduction
Risk and Disaster
Resilience
Assessment
Threats and
Hazards
Identification
Infrastructure Systems
Interdiction and Disruption Critical
Transportation
Economic Recovery
Screening, Search, Detection Environmental
Response/Health and
Safety
Fatality Management
Services
Fire Management and
Suppression
Logistics and Supply
Chain Management
Mass Care Services
Mass Search and
Rescue Operations
On-scene Security,
Protection, and Law
Enforcement
Operational
Communications
Public Health,
Healthcare, and
Emergency Medical
Services
Situational
Assessment
Health and Social
Services
Housing
Natural and
Cultural Resources
Forensics and
Attribution
Access Control and
Identity
Verification
Cybersecurity
Physical Protective
Measures
Risk Management
for Protection
Programs and
Activities
Supply Chain
Integrity and
Security
Community Lifelines
The 4th Edition of the National Response Framework defines community lifelines as fundamental
services that enable the continuous operation of critical government and business functions and is
essential to human health and safety and economic security. Assessing and monitoring the condition
of these lifelines can assist in decision making throughout an incident. The Community Lifelines and
their components are shown below:
4.3.a
Packet Pg. 44
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 16
Continuity of Government and Succession of Authority
In support of the City of Edmonds efforts to prepare for emergencies and/or disasters, and to ensure
the continued operation of government during such events, provisions are included within this plan
to address the succession of authority during the Mayor’s absence or unavailability, and the
appointment of temporary interim successors to elected offices other than the Office of the Mayor.
The line of succession for persons with the power to declare a state of emergency and issue directives
and prohibitions during the state of emergency shall be as follows:
1. Mayor
2. Council President/Mayor Pro-Tem
3. Most senior council members, with seniority determined by including all years served on the
city council, regardless of whether there was a gap in years served on the council. (See ECC
6.60.065 for more clarity.)
In the event the mayor and entire city council is not available due to injury or absence, the line of
succession with emergency powers shall be as follows:
1. Police chief
2. Public Works Director
3. Most senior member of the police command staff
4.3.a
Packet Pg. 45
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 17
Each department director shall designate an order of succession for his or her department in
consultation with the Mayor, Police Chief and advise the Emergency Manager.
Organization
Jurisdictional Organizational Structure
The City of Edmonds operates under a mayor-council government with an elected mayor and elected
city council. The council is the legislative and policy-making body that serves on behalf of Edmonds
citizens. (See Appendix M for a higher resolution of the org chart below.)
Emergency Organizational Structure
The emergency management program is tasked with carrying out or overseeing all the emergency
management functions. The function falls under the command of the Police Chief, and it is assigned
to a staff member known as the Emergency Manager./Assistant Chief. The Police Chief or his/her
designee,, will be directly responsible for the organization, administration, and operation of the
emergency management functions. When the EOC is activated the City staff will work as assigned in
the Emergency Organizational Structure (see below chart as an example) instead of the day-to-day
Jurisdictional Structure (See above chart). (See Appendix M for a higher resolution image of the org
chart below.)
4.3.a
Packet Pg. 46
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 18
Emergency Operations Center (EOC)
Primary/Alternate Location
The primary EOC is located at the Police Department, 250 5th Ave N, Edmonds WA. The EOC will be in
the Police Training room. As is the radio room supporting the EOC. The conference room located
upstairs will be used for a policy room, if needed. The Joint Information Center (JIC) will be located at
the City Council Chambers also in the Police Department Building. (EOC Standard Operating Guide
and ICS forms are found in Appendix E)
The alternative EOC location is located at the Edmonds Public Works Facility at 7110 210th ST SW,
Edmonds, WA. When appropriate, the City may activate the EOC virtually and conduct coordination
activities remotely when available.
Activation Process
The decision to activate the EOC may be made when an incident is occurring or is expected to occur,
there is an increased need for additional coordination, and/or at the discretion of the Mayor, the Chief
of Police, the Emergency Manager, or any Department Director (or designee).
The EOC activation level should correspond to the situation and need for coordination and support.
EOC activation levels listed below are consistent with the levels utilized by Snohomish County EOC
and the Washington State EOC:
4.3.a
Packet Pg. 47
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 19
Level III (Monitoring)
Emergency Management (or EOC Manager) and applicable department director monitors the
situation. Staff may conduct monitoring activities from the EOC or other location based on the
situation. The normal City of Edmonds department structure is utilized for these operations.
Level II (Partial)
Emergency Management plus incident specific representatives and support staff as needed. The EOC
may activate on a limited basis to assist with coordination of incoming assets, to request county or
state assistance, or if the incident would benefit from coordinated response support from the EOC.
Level I (Full)
City department representatives and support staff positions filled. The EOC is activated normally to
coordinate support for incident commanders, logistics, planning, administration, and finance; set city
priorities; coordinate requests for county, state, or federal resources; and manage restoration and
recovery activities.
Deactivation Process
Once the EOC Manager decides that the situation has stabilized and moving towards normal
operation, the Manager will begin deactivating the EOC. Considerations for this decision is if the
incident no longer needs the support and coordination functions provided by those staffing the EOC
and they now can be managed by the city department who will manage it to closure, Police, Public
Works, etc. Depending on the situation it can be done by phases, pairing staffing down to the level
below it until it is in a steady state. EOC staff will be directed to complete any documentation they
have open. EOC Staff will complete resource demobilization and transfer any ongoing incident
support/recovery activities before deactivating.
Emergency Management Roles
Local Government
All incidents within the City of Edmonds will be under the operational control of City department
responders unless officially delegated under the incident command system. Emergencies should first
be handled by the responding departments utilizing traditional mutual aid agreements and do not
require activation of the EOC. Mutual aid agreements are negotiated and maintained by the individual
City Departments. When activated, the City EOC will support the emergency and major disaster
response and recovery activities. The City may coordinate emergency management activities with
neighboring entities such as Cities of Shoreline, Lynnwood, Mountlake Terrace, and Woodway. Other
local jurisdictions, non-governmental organizations, and private sector representatives may be
requested to provide support to the City under existing mutual aid agreements or ad hoc agreements
as required.
4.3.a
Packet Pg. 48
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 20
County Government
Snohomish County DEM will be the primary point of contact for requesting emergency or major
disaster support, except for existing departmental mutual aid agreements. Coordination with the
County for emergency or major disaster information or assistance will be through Emergency
Management or EOC (when activated).
Regional
Regional resources may be requested and utilized. The South County Fire and Rescue is a regional fire
authority that provides fire suppression and prevention, emergency medical response, technical
rescue, hazardous material response, surface water rescue, and other service to the City of Edmonds
and surrounding areas. The City coordinates closely with South County Fire and Rescue in emergency
planning and community education and outreach. Regional partners may also include those related
to critical infrastructure or utility providers (ex. Port of Edmonds, Washington State Ferries,
Washington State Department of Transportation (WSDOT), Snohomish County Public Utility District,
Puget Sound Energy, Snohomish County 911, Burlington Northern Railroads, etc.). These are normally
accessed by existing mutual aid agreements maintained by City Departments.
The Police can access mutual aid through the State of Washington Mutual Aid Agreement. Regional
resources may also be requested through Snohomish County DEM.
State Government
Normally, requests for State assistance will be submitted to the Snohomish County DEM. Coordination
with the State for emergency or major disaster information or assistance will be through Emergency
Management or EOC (when activated). In addition, the city can receive additional resources by utilizing
Washington Mutual Aid System (WAMAS) as well as the inter-state Emergency Mutual Aid Compact
(EMAC),
Federal Government
Requests for Federal assistance will be processed in accordance with the National Response
Framework. Normally, the request will be processed through Snohomish County Department of
Emergency Management to the State Emergency Operations Center (SEOC) and subsequently to the
Federal Emergency Management Agency in major disasters.
Nongovernmental and Volunteer Organizations
For emergencies and major disasters confined within the city limits of Edmonds a liaison from
nongovernmental and volunteer organizations may be requested to report to the EOC. For
emergencies and major disasters impacting areas to include those outside the city limits and when
the Snohomish County EOC is activated, liaisons will normally be assigned at the county level. The City
EOC will then coordinate with Snohomish County DEM for support.
4.3.a
Packet Pg. 49
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 21
Edmonds Emergency Management Advisory Committee (EMAC)
In its commitment to Whole Community involvement, the city has established a community advisory
committee as defined in ECC 6.60.035. The committee is made up of representatives of City
Departments, South Snohomish Fire and Rescue, the Port of Edmonds, Edmonds School District,
Providence Hospital, Faith based organizations, and small businesses and human service
organizations. Others can be added when they are identified.
Private Sector
The City may develop emergency or major disaster contracts with private businesses to provide
goods, services, or equipment. Businesses may donate goods, services, or equipment following an
emergency or major disaster which will be processed in accordance with donation procedures.
Businesses are encouraged to have their own continuity and emergency response plans.
Residents
Residents may volunteer to provide support prior to an emergency or major disaster. Following
volunteer training for the purpose of support, residents may be registered as emergency workers.
Residents may donate goods or equipment following an emergency or major disaster which will be
processed in accordance with donation procedures. The City incorporates residents into
preparedness and mitigation efforts by providing training and opportunities to contribute to planning
efforts.
City Department Roles and Responsibilities
The City has assigned the Police Department to carry out emergency management functions. The
Police Chief or his/her designee Emergency Manager is directly responsible for the organization,
administration, and operations of the emergency management organization (ECC 6.60).
An Emergency Management Committee is led by the emergency manager and consists of executive
staff, department directors or designees, and other key staff. The purpose of this committee is to
provide input on and guide the direction of emergency management functions.
The following responsibilities are shared by all City Departments:
● Provide personnel, facilities, and equipment to support emergency management functions to
the best of their abilities.
● Ensure staff are aware of their roles in emergency management functions and they complete
the appropriate related training, including National Incident Management System (NIMS) and
Incident Command System (ICS) training
○ Ensure all staff provide Human Resources with the documentation of the required
classes they have completed. .
4.3.a
Packet Pg. 50
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 22
● Develop and maintain relevant plans to carry out their emergency response functions.
● Establish primary and alternative communication methods with staff to communicate with
one another, between City Departments, and with other partners.
● Collect and provide documentation related to emergency and disaster incidents.
● Encourage personal and family preparedness for all staff.
The following table outlines the roles and responsibilities that City Departments have in emergency
management through all mission areas; prevention, protection, mitigation, response, and recovery.
This list is not exhaustive, and departments may have different roles depending on the situation. Core
Capabilities that apply to each department are listed for reference. (See Appendix D for detailed
description of Core Capabilities.)
City Department Roles and Responsibilities Related Core Capabilities
Administrative
Services
(Finance)
● Ensure disaster related expenditures
are made in accordance with
applicable laws, regulations, and
accounting procedures
● Support procurement and disaster-
related expenditures
● Support donations management
activities
● Planning
● Operational Coordination
● Logistics and Supply Chain
Management
● Economic Recovery
Administrative
Services
(Information
Services)
● Support response operation use of IT
resources
● Provide emergency assistance for
mission-critical activities
● Lead cybersecurity programs for the
City
● Stand up the EOC when activated
and provide IT support
● Coordinate situational assessment
through Geographic Information
System (GIS) resources
● Assist with emergency
communications including amateur
radio
● Planning
● Operational Coordination
● Intelligence and
Information Sharing
● Access Control and Identity
Verification
● Cybersecurity
● Physical Protective
Measures
● Infrastructure Systems
● Operational
Communications
● Situational Assessment
City Council ● Provide policy approval for funding
support/allocation
● Approve appropriate motions,
ordinances, or other required
legislation to facilitate an expedient
response
● Community Resilience
● Economic Recovery
4.3.a
Packet Pg. 51
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 23
Community Culture
& Economic
Development
● Support long-term efforts to promote
building/rebuilding, sustainability,
and other aspects of community
recovery
● Provide information and guidance on
business recovery assistance services
● Provide emergency information to
the public before, during, and after
emergency incidents
● Lead and staff the Joint Information
Center during an activation
● Coordinate all media interactions
● See Appendix A City of Edmonds
Communications Plan
● Planning
● Public Information and
Warning
● Operational
Communications
● Operational Coordination
● Community Resilience
● Long-term Vulnerability
Reduction
● Risk and Disaster
Resilience Assessment
● Economic Recovery
● Situational Assessment
● Health and Social Services
Emergency
Management
Program (within
the Police Dept)
● Staff and coordinate the activities in
the Emergency Operations Center
(EOC)
● Facilitate communication and
operational coordination for
response agencies during a disaster
● Coordinate with County DEM, State
EMD, and other agency emergency
management organizations
● Conduct emergency preparedness
outreach and public education
● Maintain emergency management
plans and assist with planning in
other City Departments
● In coordination with
Communications, provide emergency
information to the public
● Coordinate Emergency Worker
Program and authorize any
emergency worker deployed by the
City (CERT and Ham radio team)
● Planning
● Public Information and
Warning
● Operational Coordination
● Community Resilience
● Long-term Vulnerability
Reduction
● Risk and Disaster
Resilience Assessment
● Threats and Hazards
Identification
● Critical Transportation
● Logistics and Supply Chain
Management
● Mass Care Services
● Operational
Communications
● Situational Assessment
● Economic Recovery
● Housing
Human Resources ● Oversees personnel needs or issues
during emergency management
activities
● Monitors activities to ensure they
comply with safety standards
● Coordinates spontaneous volunteer
management
● Processes “Extra Help or Temporary
Help” requests.
● Maintain all training records of
● Planning
● Operational Coordination
● Operational
Communications
● Environmental
Response/Health and
Safety, Health and Social
Services
4.3.a
Packet Pg. 52
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 24
employees in their employee file.
Legal ● Provide legal counsel for emergency
response activities
● Supports development and approval
of emergency declarations
● Review and approve contracts as
needed
● Provide legal review of relevant
emergency plans and agreements
● Secure public records as necessary
● Planning
● Operational Coordination
● Operational
Communications
Mayor ● Provide overall policy direction of
emergency management functions
● Make emergency declarations
● Provide briefings to and coordinate
the activities of the City Council
● Share information with the public in
coordination with Communications
and the Joint Information Center (if
activated)
● Planning
● Operational Coordination
● Community Resilience
● Operational
Communications
● Economic Recovery
Municipal Court ● Coordinate with legal and law
enforcement to maintain critical and
required aspects of court
proceedings and prisoner
management
● Planning
● Operational Coordination
● Operational
Communications
Parks, Recreation
and Human
Services
● Coordinate the use of parks and
recreational facilities for emergency
management functions
● Coordinate shelter activities for City-
operated shelters and assist shelter
operations of external agencies (See
Appendix F: Temporary Shelter
Checklist)
● Assist in mass care activities to
provide services and supplies for the
public
● Support donations management
activities
● Park Maintenance staff are
considered operational staff and will
be assigned in the field. They may be
assigned under the direction of the
Public Works Director, if needed.
● Planning
● Operational Coordination
● Community Resilience
● Mass Care Services
● Operational
Communications
Planning and ● Coordinate and conduct damage ● Planning
4.3.a
Packet Pg. 53
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 25
Development assessments and inspections
● Evaluate infrastructure repair with
Public Works, balancing short term
emergency repairs with
opportunities for larger renewal
projects that may be associated with
a rebuild plan
● Support long-term efforts to promote
building/rebuilding, sustainability,
and other aspects of community
recovery
● Conduct permit reviews for
emergency and permanent repairs
● Integrate planning efforts with
emergency management activities
where appropriate and assist with
emergency plan development (ex.
hazard mitigation plan)
● Operational Coordination
● Risk and Disaster
Resilience Assessment
● Threats and Hazards
Identification (See the City
of Edmonds Hazard
Mitigation Plan).
● Operational
Communications
● Situational Assessment
● Economic Recovery
● Housing Natural and
Cultural Resources
Police ● Conduct law enforcement operations
in all mission areas
● Provide command and control for
field operations through established
incident Command Posts as
appropriate
● Lead or support active assailant,
mass casualty, or mass fatality
incidents
● Provide guidance for emergency
traffic control and maintain site
security of critical facilities or
response areas
● Direct or support evacuation efforts
as appropriate
● Provide support in the dissemination
of emergency warning information to
the public
● Oversee the Emergency Management
function
● Planning
● Public Information and
Warning
● Operational Coordination
● Intelligence and
Information Sharing
● Interdiction and Disruption
● Screening
● Search and Detection
● Access Control and Identity
Verification
● Cyber Security
● Physical Protective
Measures
● On-scene Security
● Protection
● Law Enforcement
● Operational
Communications
● Situational Assessment
Public Works ● Maintain transportation
infrastructure and designate
emergency traffic routes
● Maintain operations of and
implement repairs to water, storm,
and sewer systems
● Conduct debris removal activities
● Planning
● Operational Coordination
● Physical Protective
Measures
● Risk Management
Protection for Protection
Programs and Activities
4.3.a
Packet Pg. 54
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 26
● Provide traffic control personnel and
equipment as needed
● Maintain and/or provide vehicles,
equipment, and operator to assist in
emergency situations
● Provide support to evacuation
planning and operations
● Assist with traffic control for incident
locations and key facilities
● Coordinate and conduct damage
assessments and inspections
● Risk and Disaster
Resilience Assessment
● Infrastructure Systems
● Critical Transportation
● Operational
Communications
● Situational Assessment
● Natural and Cultural
Resources
Emergency Support Function (ESF) Reference
Snohomish County uses Emergency Support Functions (ESFs) in their emergency organizational
structure. If a City staff member is deployed to the County EOC or assigned to aid in coordination
activities, it is helpful to understand the ESF roles. The following table lists ESFs and their primary tasks
as well as which City Departments might be related to the County ESF.
ESF Primary Task (not all inclusive) City Department
ESF 1
Transportation
● Monitor, assess, and report the status
of transportation systems and
infrastructures
● Coordination temporary alternative
transportation solutions
● Coordinate restoration and recovery of
transportation systems and
infrastructures
● Public Works
ESF 2
Communications
● Coordination of emergency
communications
● Coordination with telecommunications
and information technology industries
● Protection and repair of
telecommunications infrastructure
● Radio Communications Support
Management (Ham Radio Team like
RACES/ARES)
● Admin Services
● Community Services &
Economic Development
● Police
● Volunteer Radio Team
ESF 3 ● Infrastructure protection, emergency ● Public Works
4.3.a
Packet Pg. 55
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 27
Public Works &
Engineering
repair, and restoration
● Debris/solid waste management
● Coordination with Public Utilities
ESF 4
Fire Service
● Coordinate public fire and life safety
services
● Support to wildland, rural, and urban
firefighting
● South Snohomish
County Fire and Rescue
ESF 5
Emergency
Management
● Coordination of incident management
response efforts
● Information collection, analysis, and
planning for emergent operations
● Police
Department/Emergency
Manager
ESF 6
Mass Care,
Housing, and
Human Services
● Mass Care (non-medical), feeding, and
sheltering of persons displaced by a
disaster
● Emergency assistance including
registration, tracking and reunification
of families, support to medical
shelters, coordination of donated
goods & services, and coordination of
voluntary agency assistance
● Disaster housing assistance. Human
Services - crisis counseling, special
needs case management, referral to
state and federal assistance programs
● Community and Volunteer
organization coordination
● Parks, Recreation and
Human Services
● Human Resources
ESF 7
Logistics &
Resources
● Support provision of logistic support to
include facility space, equipment,
supplies and contracting
● Admin Services
● Parks, Recreation and
Human Services
ESF 8
Public Health &
Medical
● Assessment and support of public
health and medical needs
● Mental health services
● Mass casualty/fatality management
● South County Fire
● Police
ESF 9
Search & Rescue
● Search and rescue operations ● South Snohomish
County Fire and Rescue
● Police
ESF 10
Hazardous
Materials
Response
● Coordination of response to oil and
hazardous materials spills/incidents
● South Snohomish
County Fire and Rescue
● Public Works
4.3.a
Packet Pg. 56
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 28
ESF 11
Agriculture &
Natural Resources
● Nutritional assistance
● Animal and plant disease and pest
response
● Food safety and security
● Protection of natural and cultural
resources and historic properties
● Safety and well-being of household
pets
● Public Works
● Parks, Recreation and
Cultural Services
● Planning &
Development
● Police
Department/Animal
Control
ESF 12
Utilities
● Energy and utility sector coordination
● Assessment, repair, and restoration of
energy and public utilities
● Public Works
ESF 13
Public Safety
● Law enforcement, public safety, and
security support
● Support to access, traffic, and crowd
control
● Police (See Appendix G:
PD Checklist)
● Municipal Court
ESF 14
Private Sector
● Business and Private Sector ● Community Services &
Economic Development
ESF 15
Public Affairs
● Emergency public information and
protective action guidance
● Media and community relations
● Community Services &
Economic Development
Communications
Interoperable Communications Plans
Federal
The National Emergency Communications Plan (NECP) is the Nation’s strategic plan for emergency
communications that promotes communication and sharing of information across all levels of
government, jurisdictions, disciplines, and organizations for all threats and hazards, as needed and
when authorized.
State
The Alert and Warning Center (AWC) is a function of the State Emergency Operations Center (SEOC)
which provides 24-hour, 7 days a week coverage for notifications, alerts, and warnings of emergency
events and incidents affecting Washington State. The AWC provides continuous situational monitoring
during non-emergency periods as well as in times of disaster and emergency. Federal, state, local and
tribal officials are then responsible for further dissemination or action as needed.
4.3.a
Packet Pg. 57
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 29
Operational Communications
During an emergency situation, day-to-day means of communication should be used to the greatest
extent possible. Day-to-day communications include email, Microsoft Teams, phones, cell phones,
and two-way radios.
In addition, there is the Snohomish County 911, which serves as the Public Safety Answering Point for
the County. The City may use back up means of communication if day-to-day methods are not
operational including amateur radio or runners. When activated the City EOC will communicate with
other activated EOCs (county, state, local) via phone and email as well as amateur radio as needed.
There is an EOC Radio Room located at Edmonds Police in the EOC and an alternate amateur radio
station in the Public Works facility. They would be activated when
needed to provide communication support.
Community Communications
Public notification during emergencies and major disasters is critical to provide safety information. All
persons should be informed of emergency notifications in a manner in which they can understand so
that they may be informed of the danger and appropriate actions they should take to protect
themselves and their families. Multiple methods of public notification should be used to provide
maximum reach into the public. The City will strive to make every reasonable effort to take actions
that are compliant with applicable laws related to individuals with disabilities, Access and Functional
Needs (AFN), and Limited English Proficiency (LEP). When conducting after-action reviews, the City will
evaluate the effectiveness of communication of life safety information and will inform Snohomish
County Department of Emergency Management and the Washington State Emergency Management
Division of technological challenges which limited communications efforts and will
identify recommendations or resources needed to address those challenges.
Emergency communications are required to be translated into languages spoken by “significant
populations” which are defined as those that exceed 1,000 people or 5% of the population (RCW
38.52.070) whichever is less. In Edmonds, the two languages that fall into this category are Spanish
and Vietnamese. The City has access to translation and interpreter services to assist in outreach to
LEP communities. The City of Edmonds Community Communications Plan, to include LEP
requirements can be found in Appendix A.
Alerts and Warnings
Emergency alert and warning systems are designed to allow public safety officials to warn the public
of potential or current threats or emergencies. Public alerts and warnings may be issued for events
that necessitate shelter-in-place, evacuation, or other protective actions for life safety or property
preservation.
4.3.a
Packet Pg. 58
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 30
City Alert and Warning Capabilities
The City can issue warnings and other emergency public information via social media, notifications
through the City website, news releases, mass notification platform (reverse 911, opt-in emergency
alerts), printed materials, or in-person. When possible, the City will coordinate alerts and other
messaging with relevant agencies. Police personnel may initiate public alerts through Snohomish
County 911 and through Snohomish County DEM’s RAVE mass notification system.
Other Alert and Warning Options
There are additional methods for issuing alerts and warnings that the City can request but does not
have access to all of them. These include county-wide emergency alert opt-in systems, wireless
emergency alerts, the Emergency Alert System (EAS), Washington State Department of Transportation
(WSDOT) reader boards, and weather radios. Requests to utilize these methods should be coordinated
through the Snohomish County or State EOC/Duty Officer.
Administration
The Governor, Washington Military Department, Emergency Management Division (EMD), and other
governmental officials require information concerning the nature, magnitude, and impact of a
disaster or emergency. This information allows for evaluating and providing the most efficient and
appropriate distribution of resources and services during the response to and recovery from a
disaster or emergency.
Disaster-Related Documentation
All departments with disaster responsibilities should establish and maintain files of disaster-related
documentation. All documentation that was generated during an emergency whether or not the EOC
was activated, needs to be recorded and archived by the City Clerk's office. Documentation allows the
City to submit reimbursements and recover costs, create historical records, apply for grants, address
insurance needs, develop mitigation measures, highlight practices to continue, and identify areas for
improvement. All departments will maintain and protect files of all disaster-related directives, forms,
reports, requests for assistance, expenditures, and correspondence, shall be sent to the city Clerk’s
office in accordance with the record retention program as defined in RCW 40.10.010.
Essential files include, but are not limited to the following:
● sign-in sheets/staffing patterns
● media releases
● situation reports
● emergency declarations
● requests for assistance
● offers of assistance
4.3.a
Packet Pg. 59
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 31
● damage assessment reports
● financial documentation (including receipts, payroll records, etc.)
● after-action reports
4.3.a
Packet Pg. 60
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 32
Finance
City Financial Management
Emergency expenditures are not normally integrated into the budgeting process of state and local
jurisdictions. Nevertheless, events occur on a periodic basis requiring substantial and necessary
unanticipated obligations and expenditures. The City of Edmonds, as all other local jurisdictions in
Washington State, will incur disaster-related obligations and expenditures in accordance with the
provisions of RCW 38.52.070(2), applicable state statutes and city local codes, charters and ordinances,
which include but may not be limited to the following:
● Emergency expenditures for towns and cities with populations less than 300,000. RCWs
35.33.081, 35.33.091, and 35.33.101
● Emergency expenditures for code cities. RCWs 35A.33.080 and 35A.34.140
The Finance Director or designee shall develop effective administrative methods to keep detailed
records distinguishing disaster operations activities and expenditures from routine activities and
expenditures. City Departments will use their own budgets for emergency costs or paying for contract
work. A single project code that is specific to the incident will be used by all departments to track costs.
Budget amendments will be used if a department does not have enough funds in their budget to
cover costs. Every City department shall be responsible for maintaining detailed records from the
onset of an incident or event to include, but not limited to the following:
● work that is performed by force account
● appropriate extracts from payrolls, with any cross references needed to locate original
documents including timesheets or payroll reports, verification of wage and benefits, overtime
or comp time approvals, and copies of union contracts
● a schedule of equipment used on the job
● invoices, warrants, and checks issued and paid for materials and supplies used on the job
● work that is contracted out
● copies of requests for bids
● invoices submitted by the contractor
● work done under Mutual Aid Agreements
● ensuring all contracts are vetted through the central purchasing function within the Finance
Department
Additionally, the City of Edmonds Administrative Services - Finance Department - is responsible for
providing for a centralized contracting function so as to ensure there are no duplicate contracts,
properly account for and prioritize internal and external funds for operations and reconstruction, and
to prevent fraud and abuse by contractors taking advantage of any lax oversight during exigent
conditions. In addition, the Finance Department is responsible for verifying all City Departments’
disaster financial records and maintaining complete, city-wide disaster financial records.
4.3.a
Packet Pg. 61
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 33
Disaster-related expenditures and obligations of local jurisdictions and organizations may be
reimbursed under a number of federal programs. The federal government may authorize
reimbursement of approved costs for work performed in the restoration of certain public facilities
after a major disaster declaration by the President of the United States under the statutory authority
of certain federal agencies.
Public Assistance (PA)
Public Assistance (PA) program provides supplemental financial assistance to state, local
governments, and certain private and nonprofit organizations for response and recovery activities as
a result of a presidentially declared disaster. The PA Program provides federal grant assistance for the
repair, replacement, or restoration of disaster-damaged, publicly owned, and uninsured facilities. This
grant funding is provided at a 75% federal share to 25% applicant share for expenses that are
approved during the application process. The PA process is coordinated by Emergency Management
or other City Departments if costs or damages are limited.
Individual Assistance (IA) Program
Following a presidentially declared disaster, the IA program assists individuals who are experiencing
difficulties post-disaster. If the disaster declaration includes IA, Snohomish County DEM will
coordinate the efforts and the City will support as appropriate.
Small Business Administration (SBA)
Following a presidentially declared disaster, the SBA can loan money to homeowners, renters, and
business owners for disaster related repairs and personal property replacement.
Other Needs Assistance (ONA)
Following a presidentially declared disaster, the ONA can provide financial assistance to individuals
and households who have no applicable insurance and may have been denied by the SBA Disaster
Assistance Program.
Other event-specific reimbursement and grant opportunities may also be available. When multiple
opportunities are available, the City will closely track costs to ensure that they are not being applied
to multiple sources.
Logistics and Resources Management
During a major event, coordination for maximum utilization of a limited supply of disaster-related
resources is a primary duty of the EOC. During an emergency or major disaster, the EOC will likely
need to provide logistics and resource management beyond the capabilities of the local Incident
Commander and to City Departments once they have exhausted their supplies and capacity for the
4.3.a
Packet Pg. 62
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 34
provision of services, personnel, and commodities during response and recovery phases.
Departments/agencies responding to emergencies and disasters should first use their available
resources. Scarce resources should be allocated according to established priorities and objectives of
the EOC. Resource requests will be received, processed, and tracked through the EOC throughout
their entire lifecycle and, when possible, be coordinated with other jurisdictions and agencies.
The private and non-profit sectors are an important part of any disaster response and recovery.
Businesses and non-profits (including faith-based organizations, community based organizations, and
non-governmental organizations) may provide valuable support and resources before, during, and
after a disaster. Private and non-profit resources should be coordinated through the EOC. The City’s
Emergency Management Advisory Committee (EMAC) would be a good resource to help contact these
important community partners.
Each City department is responsible for tracking, compiling and submitting accurate and complete
disaster-related expenditures to the EOC throughout the response and recovery period. The Public
Works Department operations staff will be the primary department gathering and documenting
damage throughout the City through the City’s Debris Management Plan (Appendix H) These will be
used to assist with the development of the Preliminary Damage Assessments (Appendix I) that go to
the County and State to aid in the State’s application for federal assistance under the Stafford Act.
Resources Typing
Resource typing defines and categorizes incident resources by capability. Resource typing definitions
establish a common language for discussing resources by defining minimum capabilities for
personnel, teams, facilities, equipment, and supplies. Resource typing enables communities to plan
for, request, and have confidence that the resources they receive have the capabilities they requested.
The Federal Emergency Management Agency (FEMA) leads the development and maintenance of
resource typing definitions for resources shared on a local, interstate, regional, or national scale.
https://emilms.fema.gov/is_0200c/groups/168.html Jurisdictions can use these definitions to
categorize local assets. City Departments are responsible for typing and tracking their assets.
Departments with similar equipment, like Public Works and Park Maintenance, should work together
to ensure they are typing their resource type with the same definitions.
Mutual Aid
Mutual aid assistance requests can be made by direct request between jurisdictions/agencies or
through the Washington Intrastate Mutual Aid System (WAMAS). Established in RCW 38.56, WAMAS
provides for in-state mutual assistance among member jurisdictions, to include every county, city, and
town of the state. Members of WAMAS are not precluded from entering into or participating in other
mutual aid agreements that are authorized by law. WAMAS does not replace current mutual aid
agreements; it is a mutual aid tool to use when other agreements do not exist. The chief executive
officer of a requesting jurisdiction, or authorized designee, must request assistance directly from the
4.3.a
Packet Pg. 63
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 35
chief executive officer, or authorized designee, of another member jurisdiction. If this request is
verbal, it must be confirmed in writing within thirty days after the date of the request. A requesting
jurisdiction shall reimburse a responding member jurisdiction for the true and full value of all
assistance. However, if authorized by law, a responding member jurisdiction may donate assistance.
Out-of-state mutual aid resources are requested through the Emergency Management Assistance
Compact (EMAC), established in Public Law 104-321, or the Pacific Northwest Emergency Management
Arrangement (PNEMA), established in Public Law 105-381, both coordinated through Washington
State Emergency Management Division.
Credentialing is a process for qualifying and certifying personnel for incident-related positions. It
enables jurisdictions to plan for, request, and have confidence in personnel assigned from other
organizations through mutual aid agreements. The City will coordinate with local and State efforts to
implement qualification standards for appropriate deployable personnel. Resources should deploy
only when appropriate authorities request and dispatch them through established resource
management systems. Resources that authorities do not request should refrain from spontaneous
deployment to avoid overburdening the recipient and compounding accountability challenges.
Volunteers and Donations Management
The City may utilize emergency workers (volunteers) in accordance with RCW 38.52 and WAC 118- 04.
“Emergency Worker” is defined in RCW 38.52.010 (4) while the rules and regulations concerning
coverage, classification, and registration of workers are addressed by RCW 38.52.310 and Chapter
118.04 WAC. (See Registration of Emergency Workers forms in Appendix J)
The EOC is responsible for the management, coordination, and logistical support of donated goods
and services which are provided to the City during an emergency or major disaster. The City will
coordinate with local non-profit organizations with experience in donations management. When
appropriate, donation offers will be directed to those organizations. Considerations for donations
management may include public information, intake procedures, storage, and distribution.
Sometimes depending on the event, the City may encourage monetary funds to be sent to response
organizations like the American Red Cross so they don’t get overwhelmed with donations like clothing,
equipment, stuffed animals, etc. they have no space for. In addition, the City may want to work with a
local bank to set up a donation fund for individuals or families who have had significant loss. This too
will help cut down on receiving physical items the City can’t manage. This will need early and frequent
communications by the City to local and potentially national news.
Training and Exercise Program
Training
4.3.a
Packet Pg. 64
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 36
The City follows NIMS guidance to inform its emergency management training program for City staff.
City staff are informed of their training requirements upon employment, promotion, or a change in
requirements by Human Services, with consultation with Emergency Management. Staff shall ensure
any certifications they receive for their training to HR to be placed in their employee file. Additional
training is offered periodically for staff and/or general public, including personal preparedness, The
South Snohomish Fire and Rescue offers instruction on Community Emergency Response Team (CERT)
training, and other trainings related to emergency management activities.
Exercises
Emergency Management, with support from other departments, designs, develops, and conducts
exercises in accordance with this plan. Exercises also utilize Homeland Security Exercise and
Evaluation Program (HSEEP) principles and concepts. Different portions of this plan will be exercised
throughout the year using drills, tabletops and/or functional exercises. They may participate with
exercises in conjunction with Snohomish County Department of Emergency Management (SCDEM),
other local jurisdictions, and with the State of Washington Emergency Management Division (WADEM).
After-Action Reports
Following incidents or exercises, the City will conduct after-action meetings to evaluate response
activities. These evaluations may be done through in-person meetings or electronic means. The
information gathered will be used to generate After-Action Reports (AAR) that describe what was
successful and where gaps may occur. This report will inform an Improvement Plan (IP) that identifies
efforts that can be made to lessen gaps in future exercises or incidents. The IP is the means by which
the lessons learned from the exercise are converted into concrete, measurable steps that result in
improved response capabilities. The IP also identifies the resources needed to meet the gaps which
informs future planning and training.
Plan Development and Maintenance
Planning Process
The process used to develop this plan included reviewing county, state, and federal plans and the
guidance provided by the state and federal government. This plan complements existing plans at each
level. The CEMP has been written to align with the federal, state and county guidance while integrating
with City disaster prevention, protection, mitigation, response, and recovery activities and concepts.
The state emergency management division has reviewed the plan in accordance with the state
planning guide and WAC 118-30-060.
Plan Availability
4.3.a
Packet Pg. 65
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 37
This plan will be made publicly available on the City of Edmonds Emergency Management web page
or in printed form at the Edmonds Police Department.
Revision Process
The CEMP Basic Plan and Annexes will be revised at a minimum of every five years from the date of
last submission to the State. Notwithstanding the regular update schedule, Emergency Management
staff will review the Plan on an annual basis and collate suggested updates from other sources such
as local, state, and federal agencies. Each year, at least one exercise will be held to evaluate the Plan
and appropriate updates will be made to the Plan as necessary.
Revisions may result from a variety of causes:
● new procedures, policies, or technologies
● changes from local, state, or federal agencies
● lessons learned from an actual event
● feedback from training/exercises or case study reviews to accommodate new organizations
or organizational structures
● after-action review meeting results
4.3.a
Packet Pg. 66
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 38
Authorities and References
City of Edmonds
● ECC 6.60 Emergency Management
● Resolution 4185 NIMS Adoption
State
● RCW 35A.33.080, 35.33.081, 35A.34.140, 35.33.091 - Emergency expenditures-Non Debatable
● RCW 38.52 - Emergency Management
● RCW 38.56 - Intrastate Mutual Aid System
● RCW 43.88.250 - Emergency Expenditures
● RCW 49.60 - Discrimination – Human Rights Commission RCW 70.136 - Hazardous Materials
Incidents
● WAC 118-04 - Emergency Worker Program
● WAC 118-09 - Criteria for Eligibility and Allocation of Emergency Management Assistance
Funds
Federal
● Public Law 104-321 - Emergency Management Assistance Compact (EMAC)
● Public Law 109-308 - Pets Evacuation and Transportation Standards (PETS) Act
● Public Law 110-325 - The ADA Amendments Act of 2008
● Public Law 93-112 – The Rehabilitation Act of 1973
● Title 44, Code of Federal Regulations (CFR), Part 206 - Federal Disaster Assistance
● Public Law 93-288 and 100-707 - The Robert T. Stafford Disaster Relief and Emergency
Assistance
● Act of 1974, as amended by the Disaster Mitigation Act of 2000, (Public Law 106-390), and
Sandy
● Recovery Improvement Act of 2013 (SRIA), (PL 113-2)
● Presidential Policy Directive 8 - National Preparedness
● Homeland Security Presidential Directive 5 - Management of Domestic Incidents
References
● Snohomish County Hazard Mitigation Plan (and Edmonds Annex)
● Snohomish County Comprehensive Emergency Management Plan
● Washington State Comprehensive Emergency Management Plan National Incident
Management System
● Comprehensive Preparedness Guide 101
● FEMA National Planning Frameworks
4.3.a
Packet Pg. 67
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 39
Glossary
Definitions
Active Assailant – An individual actively engaged in killing or attempting to kill people in a confined
and populated area; in most cases, active assailants use firearms and there is generally no pattern
or method to their selection of victims.
Aircraft Accident – An occurrence associated with the operation of an aircraft which takes place
between the time any person boards the aircraft with the intention of flight and all such persons
have disembarked, and in which any person suffers death or serious injury, or in which the aircraft
receives substantial damage.
Community Emergency Response Team (CERT) – A program educates volunteers about disaster
preparedness for the hazards that may occur where they live. Community
Lifeline – A lifeline enables the continuous operation of critical government and business functions
and is essential to human health and safety or economic security. Lifelines are the most
fundamental services in the community that, when stabilized, enable all other aspects of society to
function.
Core Capability – An element defined in the National Preparedness Goal as necessary to prevent,
protect against, mitigate, respond to, and recover from the threats and hazards that pose the
greatest risk.
Cyberattacks – Malicious attempts to access or damage a computer system using computers,
mobile phones, gaming systems, and other devices to steal identities, block access or delete
documents and pictures, target children, or cause problems with business services, transportation,
and power.
Dam Failure – An uncontrolled release of impounded water due to structural deficiencies in the
water barrier.
Earthquake – The shaking of the ground caused by an abrupt shift of rock along a fracture in the
earth or a contact zone between tectonic plates. Earthquakes are typically measured in both
magnitude and intensity.
Emergency Operations Center (EOC) – The physical location where the coordination of information
and resources to support incident management (on-scene operations) activities normally takes
place. An EOC may be a temporary facility or located in a more central or permanently established
facility, perhaps at a higher level of organization within a jurisdiction.
Emergency Support Function (ESF) – The grouping of governmental and certain private sector
capabilities into an organizational structure to provide capabilities and services most likely needed
to manage domestic incidents.
4.3.a
Packet Pg. 68
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 40
Epidemic – An increase, often sudden, in the number of cases of a disease above what is normally
expected in that population in that area.
Flood - Inundation of normally dry land resulting from rising and overflowing of a body of water.
Hazardous Materials – Substances or materials that pose an unreasonable risk to health, safety,
and property, and include hazardous substances, hazardous wastes, marine pollutants, elevated
temperature materials, and others.
Homeland Security Exercise and Evaluation Program (HSEEP) – A program that provides a set of
guiding principles for exercise and evaluation programs, as well as a common approach to exercise
program management, design and development, conduct, evaluation, and improvement planning.
Incident Command Post – The field location where the primary functions of incident command are
performed.
Incident Command System (ICS) – A standardized approach to the command, control, and
coordination of on-scene incident management, providing a common hierarchy within which
personnel from multiple organizations can be effective.
Incident Commander – The individual responsible for on-scene incident activities, including
developing incident objectives and ordering and releasing resources. The Incident Commander has
overall authority and responsibility for conducting incident operations.
Joint Information Center (JIC) – A facility in which personnel coordinate incident-related public
information activities.
Joint Information System (JIS) – A structure that integrates overarching incident information and
public affairs into a cohesive organization designed to provide consistent, coordinated, accurate,
accessible, timely, and complete information during crisis or incident operations.
Limited English Proficiency (LEP) – A limited English proficient individual is one who does not
speak English as his/her primary language and who has a limited ability to read, write, speak or
understand English.
Mass Movement – A collective term for landslides, debris flows, falls and sinkholes.
Mutual Aid Agreements – A written or oral agreement between and among agencies/organizations
and/or jurisdictions that provides a mechanism to quickly obtain assistance in the form of
personnel, equipment, materials, and other associated services. The primary objective is to facilitate
the rapid, short-term deployment of support prior to, during, and/or after an incident.
National Incident Management System (NIMS) - A systematic, proactive approach to guide all
levels of government, NGOs, and the private sector to work together to prevent, protect against,
mitigate, respond to, and recover from the effects of incidents.
4.3.a
Packet Pg. 69
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 41
National Planning Framework – Guidance documents for each of the five preparedness mission
areas that describe how the whole community works together to achieve the National Preparedness
Goal.
Public Information Officer (PIO) – A member of the ICS Command Staff responsible for interfacing
with the public and media and/or with other agencies with incident-related information needs.
Severe Weather – Dangerous meteorological or hydro-meteorological phenomena of varying
duration with risk of causing major damage, serious social disruption, and loss of human life, and
requiring measures for minimizing loss, mitigation, and avoidance. This can include severe
thunderstorms, flash floods, damaging winds, extreme heat, large hail, and winter storms.
Tsunami – A long high sea wave caused by an earthquake, submarine landslide, or other
disturbance.
Unified Command – An ICS application used when more than one agency has incident jurisdiction
or when incidents cross political jurisdictions.
Volcano – A vent in the earth’s crust through which magma, rock fragments, gasses, or ash are
ejected from its interior.
Wildfires – Fires that result in uncontrolled destruction of forests, brush, field crops, grasslands, and
real and personal property in non-urban areas.
Acronyms
Acronym Expansion Acronym Expansion
AAR After-Action Report HSEEP Homeland Security Exercise and
Evaluation Program
ACS Auxiliary Communications
Service
IA Individual Assistance
ADA Americans with Disabilities Act ICS Incident Command System
AFN Access and Functional Needs IP Improvement Plan
ARES Amateur Radio Emergency
Service
LEP Limited English Proficiency
CAO Chief Administrative Officer NIMS National Incident Management
System
4.3.a
Packet Pg. 70
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City of Edmonds Comprehensive Emergency Management Plan 2024
Basic Plan 42
CEMP Comprehensive Emergency
Management Plan
ONA Other Needs Assistance
CERT Community Emergency
Response Team
PA Public Assistance
DEM Department of Emergency
Management (Snohomish
County)
PETS Pets Evacuation and Transportation
Standards
EMAC Emergency Management
Assistance Compact
PIO Public Information Officer
EMD Emergency Management
Division (Washington State)
PNEMA Pacific Northwest Emergency
Management Arrangement
EMO Emergency Management
Organization
RACES Radio Amateur Civil Emergency
Service
EOC Emergency Operations Center RCW Revised Code of Washington
JIC Joint Information Center SBA Small Business Administration
ESF Emergency Support Function SEOC State Emergency Operations Center
FEMA Federal Emergency
Management Agency
WAC Washington Administrative Code
GIS Geographic Information System WAMAS Washington Intrastate Mutual Aid
System
HMP Hazard Mitigation Plan
4.3.a
Packet Pg. 71
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Comprehensive Emergency
Management Plan
Department Annexes
2024 - 2029
4.3.a
Packet Pg. 72
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 1
CEMP City Department Annexes
These annexes complement the Comprehensive Emergency Management Plan (CEMP) Basic
Plan and provide department-specific information. The purpose of these annexes is to
describe each department’s general role in the emergency management program as well as
their role in specific functional areas.
Administrative Services - Finance, Information Services and City Clerk ………………………… 2
Community Services, Cultural and Economic Development…………………………………………… 6
Executive and Legal ………………………………………………………………………………………………………. 10
Human Resources ………………………………………………………………………………………………………… 14
Parks, Recreation and Human Services…………………………………………………………………………. 18
Planning and Development …………………………………………………………………………………………… 22
Police …………………………………………………………………………………………………………………………….. 26
Public Works ………………………………………………………………………………………………………………….. 30
4.3.a
Packet Pg. 73
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 2
Admin Services - Finance, Information Services and City Clerk
Purpose
The Comprehensive Emergency Management Plan (CEMP) provides a framework for how the City will
conduct emergency management functions. This annex provides information specific to the
Administrative Services department (the Department) as it relates to the CEMP and other functional
areas.
Situation Overview
As described in the Edmonds CEMP Basic Plan, the City may experience a variety of hazards which
may necessitate the response of the Department outside the scope of normal operations or with the
potential to exceed normal capabilities of the City. The Department has an essential role in all phases
of emergency management as it relates to these hazards.
Concept of Operations
The Department Director, or designee, directs the emergency management activities of the
Department under the direction of the Mayor and in coordination with the Emergency Manager. The
Administrative Services Director and his/her second in command will serve as the Finance Section
Chief when the EOC is activated. Additional Finance staff will be needed to staff the Finance Section in
the EOC to staff the Procurement, Cost, Compensation, Claims, and Time Units. Information Services
will be needed to support the EOC setup and maintain connectivity in addition to being assigned to
the Communications Unit in the Logistics Section. IT support with GIS will be needed to support the
Planning Section. Tracking all records that are created during an emergency is a very important task
as there are public records and as such, the City Clerk and his/her second will staff the Documentation
Unit within the Planning Section when the EOC is activated
Roles and Responsibilities
The tables below list some of the roles and responsibilities the Department may have in an emergency
or disaster. This list is not meant to be comprehensive but is intended to give an idea of what type of
involvement the Department might have.
4.3.a
Packet Pg. 74
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 3
Functional Area Roles and Responsibilities
Basic Plan ● Provide EOC staff as identified above
● Ensure disaster related expenditures are made in accordance with
applicable laws, regulations, and accounting procedures
● Support procurement and disaster-related expenditures
● Support donations management activities
● Support response operations use of IT resources
● Provide emergency assistance for mission critical activities
● Lead cybersecurity programs for the city
● Stand up the EOC when activated and provide IT support
● Coordinate situational assessment though Geographic
Information System (GIS) resources
● Assist with emergency communications including amateur radio
● Ensure disaster related documents are made in accordance with
applicable laws for retention of Public Records
Evacuation Supporting Role
● Provide support to evacuation activities
● Assist with mapping and spatial analysis in evacuation response
Mass Care Supporting Role
● Support procurement related to mass care activities
Emergency Volunteers Supporting Role
● Support tracking of volunteer labor
● Provide support at Volunteer Reception Center
Community Lifelines
Community Lifelines are fundamental services that enable the continuous operation of critical
government and business functions and are essential to human health and safety and economic
security. Assessing and monitoring the condition of these lifelines can assist in decision making
throughout an incident.
Relevant Community Lifeline Components for this Department
Safety and Security
● Government Services
● Communications
● Finance
● Infrastructure
● Responder Communications
4.3.a
Packet Pg. 75
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 4
Core Capabilities
Core Capabilities describe the ways that the City can stabilize and re-establish community lifelines.
See the Core Capability Critical Tasks and Department Responsibilities table (Appendix D in the CEMP
Basic Plan) for a list of related critical tasks for this department.
Organization
During emergency operations, the Edmonds Emergency Operations Center (EOC) will operate with a
hybrid ICS-like/departmental structure. For minor emergencies (ex. monitoring/level III EOC
activations) the City and departments will likely maintain their day-to-day structures. For larger
incidents or activations of the EOC, the ICS-like structure is used to coordinate support for the incident
and field personnel.
Emergency Support Function (ESF) Reference
Some agencies, like Snohomish County, use ESFs to organize their efforts. While Edmonds does not
use them, it is important to understand where a department fits within the ESF structure when
interacting with other agencies that do use it. The table below lists the ESF(s) that are likely to relate
to the Department.
Emergency Support
Functions
Primary Tasks (not all inclusive) City Department
ESF 2
Communications
● Coordination of emergent
communications
● Coordination with telecommunications
and information technology industries
● Protection and repair of
telecommunications infrastructure
● Radio Communication Support
Management (RACES/ARES)
● Admin Services
● ACS
ESF 7 Logistics &
Resource
● Support provision of logistic support to
include facility space, equipment,
supplies, and contracting
● Admin Services
● Various
departments
Direction, Control, and Coordination
The plans and planning efforts of the Department should be integrated horizontally with other City
departments as well as vertically with federal, state, regional, tribal, neighboring local, and private
sector/non-governmental agencies.
4.3.a
Packet Pg. 76
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 5
Information Collection, Analysis, and Dissemination
The Department will collect information related to the incident, especially as it relates to their
associated Community Lifelines. It will be shared based on departmental processes and reported to
the Emergency Operations Center when activated. Department staff may be involved in analyzing
information to guide priorities and objectives. Reported information will be disseminated via situation
reports from the EOC or directly to relevant parties if necessary.
Resource Requirements
Resource requirements are dependent on the incident, its location, duration, and impacts. The
resources needed to support incident management may include (but is not limited to):
● Personnel with understanding of City procurement procedures
● Financial and contracting resources to support the incident
● Time tracking resources
● Connection to relevant local, regional, state, and federal agencies
● Interoperable, reliable, portable, scalable, resilient and redundant communication resources
Authorities and References
City of Edmonds Resolution No. 1445 - City Contracting and Purchasing
Washington Emergency Management Division Cyber Incident Annex
RCW 38.52 - Emergency Management
RCW 35.21.100 – Donations – Authority to accept and use
RCW 35A.33.080, 35.33.081, 35A.34.140, 35.33.091 - Emergency Expenditures-Non Debatable
RCW 38.56 - Intrastate Mutual Aid System
RCW 43.88.250 - Emergency Expenditures
RCW 42.56 - Public Records Act
WAC 118-09 - Criteria for Eligibility and Allocation of Emergency Management Assistance Funds
Title 44, Code of Federal Regulations (CFR), Part 206 - Federal Disaster Assistance
Public Law 104-321 - Emergency Management Assistance Compact (EMAC)
4.3.a
Packet Pg. 77
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 6
Community Services, Cultural and Economic Development
Purpose
The Comprehensive Emergency Management Plan (CEMP) provides a framework for how the City will
conduct emergency management functions. This annex provides information specific to the
Community Services and Economic department (the Department) as it relates to the CEMP and other
functional areas.
Situation Overview
As described in the Edmonds CEMP Basic Plan, the City may experience a variety of hazards which
may necessitate the response of the Department outside the scope of normal operations or with the
potential to exceed normal capabilities of the City. The Department has an essential role in all phases
of emergency management as it relates to these hazards.
Concept of Operations
The Department Director, or designee, directs the emergency management activities of the
Department under the direction of the Mayor and in coordination with the Emergency Manager and
Police Chief. The Economic Development Director shall fill the role of the Liaison Officers when the
EOC is activated. The Communications Manager will be assigned to the PIO function in the EOC when
the EOC is activated. The Communications Manager and the Police PIO will coordinate community
messaging during an emergency event according to the communications plan (see Appendix A), to
include the measures of outreach to the Limited English Proficiency (LEP) community.
Roles and Responsibilities
The tables below list some of the roles and responsibilities the Department may have in an emergency
or disaster. This list is not meant to be comprehensive but is intended to give an idea of what type of
involvement the Department might have.
Functional Area Roles and Responsibilities
Basic Plan ● Economic Development
● Supports long-term efforts to promote building/rebuilding,
sustainability, and other aspects of community recovery
● Provide information and guidance on business recovery assistance
services
Evacuation Communications
4.3.a
Packet Pg. 78
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 7
● Provide emergency information to the public before, during, and after
emergency incidents
● Lead and staff the Joint Information Center during an activation
● Coordinate all media interactions
Supporting Role
● Support route identification, site safety, transportation of evacuees
and re-entry activities
Mass Care Primary Role
● Manage public information for mass care activities
● Support shelter operations though communications, resource
management, and volunteer support
● Coordinate reunification activities
Community Lifelines
Community Lifelines are fundamental services that enable the continuous operation of critical
government and business functions and are essential to human health and safety and economic
security. Assessing and monitoring the condition of these lifelines can assist in decision making
throughout an incident.
Relevant Community Lifeline Components for this Department
Safety and Security
● Government Services
● Community Safety
● Communications
● Alerts, Waning, and Messages
Core Capabilities
Core Capabilities describe the ways that the City can stabilize and re-establish community lifelines.
See the Core Capability Critical Tasks and Department Responsibilities table (Appendix D in the CEMP
Basic Plan) for a list of related critical tasks for this department.
Organization
During emergency operations, the Edmonds Emergency Operations Center (EOC) will operate with a
hybrid ICS-like/departmental structure. For minor emergencies (ex. monitoring/level III EOC
activations) the City and departments will likely maintain their day-to-day structures. For larger
incidents or activations of the EOC, the ICS-like structure is used to coordinate support for the incident
and field personnel.
4.3.a
Packet Pg. 79
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 8
Emergency Support Function (ESF) Reference
Some agencies, like Snohomish County, use ESFs to organize their efforts. While Edmonds does not
use them, it is important to understand where a department fits within the ESF structure when
interacting with other agencies that do use it. The table below lists the ESF(s) that are likely to relate
to the Department.
Emergency Support
Functions
Primary Tasks (not all inclusive) City Department
ESF 14 Long Term
Recovery/Private
Sector
● Convene recovery expertise to provide
strategic guidance to long-term recovery
efforts.
● Assist with Business and Private Sector
recovery efforts
● See Appendix X City of Edmonds Recovery
Plan
● Planning and
Development
● Community
Services, Cultural
and Economic
Development
ESF 15 Public Affairs ● Emergency public information and
protective action guidance
● Media and community relations
● See Appendix A City of Edmonds
Emergency Communications Plan
● Community
Services, Cultural
and Economic
Development
Direction, Control, and Coordination
The plans and planning efforts of the Department should be integrated horizontally with other City
departments as well as vertically with federal, state, regional, tribal, neighboring local, and private
sector/non-governmental agencies.
Information Collection, Analysis, and Dissemination
The Department will collect information related to the incident, especially as it relates to their
associated Community Lifelines. It will be shared based on departmental processes and reported to
the Emergency Operations Center when activated. Department staff may be involved in analyzing
information to guide priorities and objectives. Reported information will be disseminated via situation
reports from the EOC or directly to relevant parties if necessary.
Resource Requirements
Resource requirements are dependent on the incident, its location, duration, and impacts. The
resources needed to support incident management may include (but is not limited to):
4.3.a
Packet Pg. 80
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 9
● Physical, personnel, and technological resources to establish and operate an EOC
● Methods for disseminating information to the public
● Connection to relevant local, regional, state, and federal agencies
Authorities and References
City of Edmonds ECC 6.60
RCW 35.21.703 - Economic Development Programs
RCW 43.163 - Economic Development - Loans and Grants
RCW 43.330.080 - Coordination of Community and Economic Development Services
RCW 38.52 - Emergency Management
RCW 38.56 - Intrastate Mutual Aid System
RCW 43.88.250 - Emergency Expenditures
WAC 118-09 - Criteria for Eligibility and Allocation of Emergency Management Assistance Funds
Title 44, Code of Federal Regulations (CFR), Part 206 - Federal Disaster Assistance
Public Law 104-321 - Emergency Management Assistance Compact (EMAC)
4.3.a
Packet Pg. 81
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 10
Executive and Legal
Purpose
The Comprehensive Emergency Management Plan (CEMP) provides a framework for how the City will
conduct emergency management functions. This annex provides information specific to the Executive
and Legal department (the Department) as it relates to the CEMP and other functional areas.
Situation Overview
As described in the Edmonds CEMP Basic Plan, the City may experience a variety of hazards which
may necessitate the response of the Department outside the scope of normal operations or with the
potential to exceed normal capabilities of the City. The Department has an essential role in all phases
of emergency management as it relates to these hazards.
Concept of Operations
The Mayor, or designee, is the City’s Emergency Management Director and has direct oversight of all
emergency management activities of the City in coordination with the Police Chief and Emergency
Manager. After being briefed by the Police Chief, Emergency Manager or other regional partners like
Snohomish County Department of Emergency Management, the Mayor may make a Proclamation of
Emergency for the City of Edmonds. A sample Emergency Management can be found in the CEMP
Appendix C Proclamation of Emergency.
Roles and Responsibilities
The tables below list some of the roles and responsibilities the Department may have in an emergency
or disaster. This list is not meant to be comprehensive but is intended to give an idea of what type of
involvement the Department might have.
Functional Area Roles and Responsibilities
Basic Plan Mayor
● Provide overall policy direction of emergency management functions
● Make emergency declarations
● Provide briefings to and coordinate the activities of the City Council
● Share information with the public in coordination with
Communications and the Joint Information Center (if activated)
● Appoints the Emergency Manager who oversees the Emergency
Management Function within the Police Department
4.3.a
Packet Pg. 82
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 11
Legal
● Provide legal counsel for emergency response activities
● Supports development and approval of emergency declarations
● Review and approve contracts as needed
● Provide legal review of relevant emergency plans and agreements
● Secure public records as necessary
Evacuation Primary Role
● Issue evacuation orders. An evacuation order can be issued by the
Mayor, Police Chief, Emergency Operations Center (if activated), or on-
scene Incident Commander
● Disseminate evacuation orders and instructions to the public
● Coordinate with neighboring jurisdictions
Community Lifelines
Community Lifelines are fundamental services that enable the continuous operation of critical
government and business functions and are essential to human health and safety and economic
security. Assessing and monitoring the condition of these lifelines can assist in decision making
throughout an incident.
Relevant Community Lifeline Components for this Department
Safety and Security
● Government Services
● Community Safety
Core Capabilities
Core Capabilities describe the ways that the City can stabilize and re-establish community lifelines.
See the Core Capability Critical Tasks and Department Responsibilities table (Appendix D in the CEMP
Basic Plan) for a list of related critical tasks for this department.
Organization
During emergency operations, the Edmonds Emergency Operations Center (EOC) will operate with a
hybrid ICS-like/departmental structure. For minor emergencies (ex. monitoring/level III EOC
activations) the City and departments will likely maintain their day-to-day structures. For larger
incidents or activations of the EOC, the ICS-like structure is used to coordinate support for the incident
and field personnel.
4.3.a
Packet Pg. 83
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 12
Emergency Support Function (ESF) Reference
Some agencies, like Snohomish County, use ESFs to organize their efforts. While Edmonds does not
use them, it is important to understand where a department fits within the ESF structure when
interacting with other agencies that do use it. The table below lists the ESF(s) that are likely to relate
to the Department.
Emergency Support
Functions
Primary Tasks (not all inclusive) City Department
ESF 5 Emergency
Management
● Oversight of incident management and
response efforts
● Information collection, analysis, and
planning for emergency operations
● Mayor’s Office
● Police Department
ESF 14 Private Sector ● Oversight of Business and Private Sector
Economic Recovery
● Convene recovery expertise to provide
strategic guidance to long-term recovery
efforts
● Assist with Business and Private Sector
recovery efforts
● See City of Edmonds Recovery Plan
Appendix K
● Mayor's Office
● Community
Services &
Economic
Development
● Planning &
Development
ESF 15 Public Affairs ● Emergency public information and
protective action guidance
● Media and community relations
● Mayor's Office
● Communications
Manager/PIO
Direction, Control, and Coordination
The plans and planning efforts of the Department should be integrated horizontally with other City
departments as well as vertically with federal, state, regional, tribal, neighboring local, and private
sector/non-governmental agencies.
4.3.a
Packet Pg. 84
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 13
Information Collection, Analysis, and Dissemination
The Department will collect information related to the incident, especially as it relates to their
associated Community Lifelines. It will be shared based on departmental processes and reported to
the Emergency Operations Center when activated. Department staff may be involved in analyzing
information to guide priorities and objectives. Reported information will be disseminated via situation
reports from the EOC or directly to relevant parties if necessary.
Resource Requirements
Resource requirements are dependent on the incident, its location, duration, and impacts. The
resources needed to support incident management may include (but is not limited to):
● Physical, personnel, and technological resources to establish and operate an EOC
● Methods for disseminating information to the public
● Connection to relevant local, regional, state, and federal agencies
Authorities and References
Edmonds Municipal Code Chapter 6.60 – Emergency Management Organization
RCW 38.52 - Emergency Management
WAC 118-09 - Criteria for Eligibility and Allocation of Emergency Management Assistance Funds
Public Law 104-321 - Emergency Management Assistance Compact (EMAC)
Title 44, Code of Federal Regulations (CFR), Part 206 - Federal Disaster Assistance
The Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1974, as amended by the
Disaster Mitigation Act of 2000, and Sandy Recovery Improvement Act of 2013 (SRIA)
Presidential Policy Directive 8 - National Preparedness
Homeland Security Presidential Directive 5 - Management of Domestic Incidents
4.3.a
Packet Pg. 85
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 14
Human Resources
Purpose
The Comprehensive Emergency Management Plan (CEMP) provides a framework for how the City will
conduct emergency management functions. This annex provides information specific to the Human
Resources department (the Department) as it relates to the CEMP and other functional areas.
Situation Overview
As described in the Edmonds CEMP Basic Plan, the City may experience a variety of hazards which
may necessitate the response of the Department outside the scope of normal operations or with the
potential to exceed normal capabilities of the City. The Department has an essential role in all phases
of emergency management as it relates to these hazards.
Concept of Operations
The Department Director, or designee, directs the emergency management activities of the
Department under the direction of the Mayor and in coordination with the Emergency Manager and
Chief of Police. The Human Resources Department will be assigned to the Planning Section, Resource
Unit, when the EOC has been activated. HR is needed to help with finding staff or temporary
employees for staffing and to be the liaison between staff and their families during an emergency. In
addition, they will be needed to support the Volunteer Management Unit in the Logistics Section for
assistance in screening people for the jobs they are needed for.
Roles and Responsibilities
The tables below list some of the roles and responsibilities the Department may have in an emergency
or disaster. This list is not meant to be comprehensive but is intended to give an idea of what type of
involvement the Department might have.
Functional Area Roles and Responsibilities
Basic Plan ● Provide EOC staff as appropriate
● Oversee personnel needs or issues during emergency
management activities
● Monitors activities to ensure they comply with safety standards
● Coordinates spontaneous volunteer management
● Risk and Program Management
● Conducts risk management operations and coordinates insurance
claims
4.3.a
Packet Pg. 86
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 15
Functional Area Roles and Responsibilities
Emergency Volunteers Primary Role
● Coordinate volunteer reception center activities and processing
spontaneous volunteers utilizing the Volunteer Worker Program
(see CEMP Appendix J: Emergency Volunteers)
Supporting Role
● Assist with registration of emergency workers (background
checks, applications, etc. see Appendices J for Emergency Worker
Program Application.
Community Lifelines
Community Lifelines are fundamental services that enable the continuous operation of critical
government and business functions and are essential to human health and safety and economic
security. Assessing and monitoring the condition of these lifelines can assist in decision making
throughout an incident.
Relevant Community Lifeline Components for this Department
Safety and Security
● Government Services
Core Capabilities
Core Capabilities describe the ways that the City can stabilize and re-establish community lifelines.
See the Core Capability Critical Tasks and Department Responsibilities table (Appendix D in the CEMP
Basic Plan) for a list of related critical tasks for this department.
Organization
During emergency operations, the Edmonds Emergency Operations Center (EOC) will operate with a
hybrid ICS-like/departmental structure. For minor emergencies (ex. monitoring/level III EOC
activations) the City and departments will likely maintain their day-to-day structures. For larger
incidents or activations of the EOC, the ICS-like structure is used to coordinate support for the incident
and field personnel.
Emergency Support Function (ESF) Reference
4.3.a
Packet Pg. 87
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 16
Some agencies, like Snohomish County, use ESFs to organize their efforts. While Edmonds does not
use them, it is important to understand where a department fits within the ESF structure when
interacting with other agencies that do use it. The table below lists the ESF(s) that are likely to relate
to the Department.
Emergency Support
Functions
Primary Tasks (not all inclusive) City Department
ESF 7 Logistics &
Resource
● Support provision of logistic support to
include facility space, equipment, supplies,
and contracting
● Finance & Admin
Services
● Human
Resources
Direction, Control, and Coordination
The plans and planning efforts of the Department should be integrated horizontally with other City
departments as well as vertically with federal, state, regional, tribal, neighboring local, and private
sector/non-governmental agencies.
Information Collection, Analysis, and Dissemination
The Department will collect information related to the incident, especially as it relates to their
associated Community Lifelines. It will be shared based on departmental processes and reported to
the Emergency Operations Center when activated. Department staff may be involved in analyzing
information to guide priorities and objectives. Reported information will be disseminated via situation
reports from the EOC or directly to relevant parties if necessary.
Resource Requirements
Resource requirements are dependent on the incident, its location, duration, and impacts. The
resources needed to support incident management may include (but is not limited to):
● Personnel to manage Human Resources-related matters
● Connection to relevant local, regional, state, and federal agencies
Authorities and References
4.3.a
Packet Pg. 88
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 17
Personnel Rules for the City of Edmonds
City of Edmonds Safety Manual
RCW 49.60 - Discrimination – Human Rights Commission
WAC 118-04 - Emergency Worker Program
Public Law 110-325 - The ADA Amendments Act of 2008
Public Law 93-112 – The Rehabilitation Act of 1973
4.3.a
Packet Pg. 89
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 18
Parks, Recreation and Human Services
Purpose
The Comprehensive Emergency Management Plan (CEMP) provides a framework for how the City will
conduct emergency management functions. This annex provides information specific to the Parks,
Recreation and Human Services department (the Department) as it relates to the CEMP and other
functional areas.
Situation Overview
As described in the Edmonds CEMP Basic Plan, the City may experience a variety of hazards which
may necessitate the response of the Department outside the scope of normal operations or with the
potential to exceed normal capabilities of the City. The Department has an essential role in all phases
of emergency management as it relates to these hazards.
Concept of Operations
The Department Director, or designee, directs the emergency management activities of the
Department under the direction of the Mayor in coordination with the Emergency Manager and the
Police Chief. The Department Director and his/her second will be assigned as the Logistics Chief when
the EOC is activated. Parks, Recreation and Human Service staff will be assigned to the Mass
Care/Sheltering/Food Unit under the Logistics Section when the EOC is activated. They will also assist
with the Volunteer Management unit in the Logistics Section. Shelter Checklist is found in Appendix F.
Worker Program information found in Appendix J.
In Addition, Park Maintenance staff will be assigned to the Operations Section to assist Public Works
when needed in the field, responding to the incident.
Roles and Responsibilities
The tables below list some of the roles and responsibilities the Department may have in an emergency
or disaster. This list is not meant to be comprehensive but is intended to give an idea of what type of
involvement the Department might have.
Functional Area Roles and Responsibilities
Basic Plan ● Provide EOC staff as appropriate
● Coordinate the use of Parks and Recreation facilities for emergency
management functions
4.3.a
Packet Pg. 90
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 19
● Coordinate shelter activities for City-operated shelters and assist
shelter operations of external agencies
● Assist in mass care activities to provide services and supplies for
the public
● Support the placement of household pets in a safe environment
● Support donations management activities
Evacuation Supporting Role
● Sheltering coordination for evacuees
Mass Care Primary Role
● Coordinate shelter activities (including shelter operations; facility
set up; food, water, hygiene, etc.)
● Assist in locating applicable facilities for shelters with community
partners like Faith Based Organizations, Edmond School District,
and other governments, like neighboring cities and Non-Profit
Organizations (NGO’s) like the American Red Cross..
Secondary Role
● Support reunification activities and family and friends reception
centers
● Support Community Points of Distribution through use of Parks
and Recreation facilities, coordination, or staffing
Emergency
Volunteers
Supporting Role
● Support Volunteer Reception Center
● Assist with deployment of Parks volunteers
Community Lifelines
Community Lifelines are fundamental services that enable the continuous operation of critical
government and business functions and are essential to human health and safety and economic
security. Assessing and monitoring the condition of these lifelines can assist in decision making
throughout an incident.
Relevant Community Lifeline Components for this Department
Safety and Security
● Government Services
● Food, Hydration, Shelter
● Shelter
4.3.a
Packet Pg. 91
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 20
Core Capabilities
Core Capabilities describe the ways that the City can stabilize and re-establish community lifelines.
See the Core Capability Critical Tasks and Department Responsibilities table (Appendix D in the CEMP
Basic Plan) for a list of related critical tasks for this department.
Organization
During emergency operations, the Edmonds Emergency Operations Center (EOC) will operate with a
hybrid ICS-like/departmental structure. For minor emergencies (ex. monitoring/level III EOC
activations) the City and departments will likely maintain their day-to-day structures. For larger
incidents or activations of the EOC, the ICS-like structure is used to coordinate support for the incident
and field personnel.
Emergency Support Function (ESF) Reference
Some agencies, like Snohomish County, use ESFs to organize their efforts. While Edmonds does not
use them, it is important to understand where a department fits within the ESF structure when
interacting with other agencies that do use it. The table below lists the ESF(s) that are likely to relate
to the Department.
Emergency Support
Functions
Primary Tasks (not all inclusive) City Department
ESF 6 Mass Care,
Housing, and Human
Services
● Mass Care (non-medical), feeding, and
sheltering of persons displaced by a
disaster
● Emergency assistance including
registration, tracking and reunification of
families, support to medical shelters,
coordination of donated goods & services,
and coordination of voluntary agency
assistance
● Disaster housing assistance. Human
services - crisis counseling, special needs
case management, referral to state and
federal assistance programs
● Community and Volunteer organization
coordination (equivalent to Snohomish
County Organizations Active in Readiness,
Resilience, Response and Recovery –
SOAR4)
● Parks, Recreation
and Human
Services
4.3.a
Packet Pg. 92
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 21
ESF 7 Logistics &
Resource
● Support provision of logistic support to
include facility space, equipment, supplies,
and contracting
● Admin Services
● Various
departments
ESF 11 Agriculture &
Natural Resources
● Nutritional assistance
● Animal and plant disease and pest
response
● Food safety and security
● Protection of natural and cultural resources
and historic properties
● Safety and well-being of household pets
● Public Works
● Parks. Recreation
and Cultural
Services
● Police
Department/Ani
mal Control
● Planning and
Development
Direction, Control, and Coordination
The plans and planning efforts of the Department should be integrated horizontally with other City
departments as well as vertically with federal, state, regional, tribal, neighboring local, and private
sector/non-governmental agencies.
Information Collection, Analysis, and Dissemination
The Department will collect information related to the incident, especially as it relates to their
associated Community Lifelines. It will be shared based on departmental processes and reported to
the Emergency Operations Center when activated. Department staff may be involved in analyzing
information to guide priorities and objectives. Reported information will be disseminated via situation
reports from the EOC or directly to relevant parties if necessary.
Resource Requirements
Resource requirements are dependent on the incident, its location, duration, and impacts. The
resources needed to support incident management may include (but is not limited to):
● Facilities, personnel, and supplies to care for people and animals
● Connection to relevant local, regional, state, and federal agencies
4.3.a
Packet Pg. 93
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 22
Authorities and References
RCW 49.60 - Discrimination – Human Rights Commission
Public Law 109-308 - Pets Evacuation and Transportation Standards (PETS) Act
Public Law 110-325 - The ADA Amendments Act of 2008
Public Law 93-112 – The Rehabilitation Act of 1973
Red Cross Sheltering Shelter Operations Workbook
FEMA P-785 Shelter Field Guide
4.3.a
Packet Pg. 94
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 23
Planning and Development
Purpose
The Comprehensive Emergency Management Plan (CEMP) provides a framework for how the City will
conduct emergency management functions. This annex provides information specific to the Planning
and Development departments (the Department) as it relates to the CEMP and other functional areas.
Situation Overview
As described in the Edmonds CEMP Basic Plan, the City may experience a variety of hazards which
may necessitate the response of the Department outside the scope of normal operations or with the
potential to exceed normal capabilities of the City. The Department has an essential role in all phases
of emergency management as it relates to these hazards.
Concept of Operations
The Department Director, or designee, directs the emergency management activities of the police
operations and the emergency management functions under the direction of the Mayor in
coordination with the Emergency Manager and the Police Chief. The Planning and Development
Director and his/her second will serve as the Planning Section Chief when the EOC is activated. Other
staff from this department will be assigned to the Situation Unit in the Planning Section so as to track
situational awareness during an event and plan for the staff and response as the event develops. Staff
from several other departments will staff the Documentation Unit (City Clerk), the Resource and
Demobilization Unit (Human Resources) and IT Unit for GIS support (IT staff). Other Planning staff, like
the Building Officials staff, will be assigned to the Operations Section reporting to the field or in the
EOC as liaisons for damage assessment. Damage Assessment procedures and forms can be found in
Appendix I Damage Assessment.
Roles and Responsibilities
The tables below list some of the roles and responsibilities the Department may have in an emergency
or disaster. This list is not meant to be comprehensive but is intended to give an idea of what type of
involvement the Department might have.
Functional Area Roles and Responsibilities
Basic Plan ● Provide EOC staff as appropriate
● Coordinate and conduct damage assessments and inspections
● Support long-term efforts to promote building/rebuilding,
sustainability, and other aspects of infrastructure and community
4.3.a
Packet Pg. 95
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 24
recovery in collaboration with Public Works and Parks, Recreation
and Culture Services.
● Conduct permit reviews for emergency and permanent repairs
● Integrate planning efforts with emergency management activities
where appropriate and assist with emergency plan development
(ex. hazard mitigation plan)
Mass Care Supporting Role
● Assess safety of buildings used for mass care operations
Emergency Volunteers Supporting Role
● Provide assignments and guidance to volunteers as needed
Community Lifelines
Community Lifelines are fundamental services that enable the continuous operation of critical
government and business functions and are essential to human health and safety and economic
security. Assessing and monitoring the condition of these lifelines can assist in decision making
throughout an incident.
Relevant Community Lifeline Components for this Department
Safety and Security
● Government services
● Community Safety
Core Capabilities
Core Capabilities describe the ways that the City can stabilize and re-establish community lifelines.
See the Core Capability Critical Tasks and Department Responsibilities table (Appendix D in the CEMP
Basic Plan) for a list of related critical tasks for this department.
Organization
During emergency operations, the Edmonds Emergency Operations Center (EOC) will operate with a
hybrid ICS-like/departmental structure. For minor emergencies (ex. monitoring/level III EOC
activations) the City and departments will likely maintain their day-to-day structures. For larger
incidents or activations of the EOC, the ICS-like structure is used to coordinate support for the incident
and field personnel. The Planning Director and his/her second will be assigned as the Planning Section
Chief when the EOC is activated and needs the Planning Section activated. Other staff will also be
assigned various roles in the Planning Section or, as in the case of the Building Official and his/her
staff, to the Operations Section for facilities inspections.
4.3.a
Packet Pg. 96
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 25
Emergency Support Function (ESF) Reference
Some agencies, like Snohomish County, use ESFs to organize their efforts. While Edmonds does not
use them, it is important to understand where a department fits within the ESF structure when
interacting with other agencies that do use it. The table below lists the ESF(s) that are likely to relate
to the Department.
Emergency Support
Functions
Primary Tasks (not all inclusive) City Department
ESF 7 Logistics &
Resource
● Support provision of logistic support to
include facility space, equipment, supplies,
and contracting
● Admin Services
● Parks, Recreation
& Human
Services
● Public Works
ESF 11 Agriculture &
Natural Resources
● Nutritional assistance
● Animal and plant disease and pest
response
● Food safety and security
● Protection of natural and cultural resources
and historic properties
● Safety and well-being of household pets
● Parks, Recreation
and Human
Services
● Planning and
Development
● PIO
● Police
Department/Ani
mal Control
● Red Cross
● Public Health
● Snohomish
county DEM
● Washington State
EMD
ESF 14 Long Term
Recovery/Private
Sector
● Convene recovery expertise to provide
strategic guidance to long-term recovery
efforts.
● Assist with Business and Private Sector
recovery efforts
● See City of Edmonds Recovery Plan
Appendix K
● Planning and
Development
● Community
Services, Cultural
and Economic
Development
Direction, Control, and Coordination
4.3.a
Packet Pg. 97
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 26
The plans and planning efforts of the Department should be integrated horizontally with other City
departments as well as vertically with federal, state, regional, tribal, neighboring local, and private
sector/non-governmental agencies.
Information Collection, Analysis, and Dissemination
The Department will collect information related to the incident, especially as it relates to their
associated Community Lifelines. It will be shared based on departmental processes and reported to
the Emergency Operations Center when activated. Department staff may be involved in analyzing
information to guide priorities and objectives. Reported information will be disseminated via situation
reports from the EOC or directly to relevant parties if necessary.
Resource Requirements
Resource requirements are dependent on the incident, its location, duration, and impacts. The
resources needed to support incident management may include (but is not limited to):
● Mapping and understanding of local critical areas, zoning, and development
● Qualified personnel to inspect buildings
● Connection to relevant local, regional, state, and federal agencies
Authorities and References
Edmonds Municipal Code Title 7 Utilities Charges and Regulations
Edmonds Community Development Code 23 - Natural Resources
Edmonds Water Systems Plan - October 2017
City of Edmonds Sewer Comprehensive Plan
City of Edmonds Storm and Surface Water Management Comprehensive Plan
City of Edmonds Recovery Plan
RCW 35.21.703 - Economic Development Programs
RCW 43.163 - Economic Development - Loans and Grants
RCW 43.330.080 - Coordination of Community and Economic Development Services
RCW 27.53 - Archaeological Sites and Resources
RCW 27.44 – Indian Graves and Records
RCW 43.21C – State Environmental Policy
4.3.a
Packet Pg. 98
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 27
Washington State Shoreline Master Program
4.3.a
Packet Pg. 99
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 28
Police
Purpose
The Comprehensive Emergency Management Plan (CEMP) provides a framework for how the City will
conduct emergency management functions. This annex provides information specific to the Police
department (the Department) as it relates to the CEMP and other functional areas.
Situation Overview
As described in the Edmonds CEMP Basic Plan, the City may experience a variety of hazards which
may necessitate the response of the Department outside the scope of normal operations or with the
potential to exceed normal capabilities of the City. The Department has an essential role in all phases
of emergency management as it relates to these hazards.
Concept of Operations
The Department Director, or designee, directs the emergency management activities of the
Department under the direction of the Mayor in coordination with the Emergency Manager. The
Department includes the Emergency Management Function.
When the EOC is activated the Chief of Police will have overall oversight and the Emergency Manager
will be the EOC Manager. Police staff will be first responders assigned to the Operations Section. A
command staff member may be assigned to the EOC to be the liaison for the field officers if the event
is not a criminal event. If it is a criminal event a member of the Edmonds Police Department’s
Command Staff will assume the Operations Section Chief position. In addition, the situation may call
for the staff of an Intelligence Unit. That can be in the Planning Section or perhaps, if the Incident
Commander requests it, the staff person could be a Section Chief and added to the Command Staff.
See Law Enforcement Emergency Checklist in Appendix G.
Roles and Responsibilities
The tables below list some of the roles and responsibilities the Department may have in an emergency
or disaster. This list is not meant to be comprehensive but is intended to give an idea of what type of
involvement the Department might have.
Functional Area Roles and Responsibilities
Basic Plan ● Provide EOC staff as appropriate
● Conduct law enforcement operations in all mission areas
● Provide command and control for field operations through
4.3.a
Packet Pg. 100
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 29
established Incident Command Posts as appropriate
● Lead or support active assailant, mass casualty, or mass fatality
incidents
● Provide guidance for emergency traffic control and maintain site
security of critical facilities or response areas
● Direct or support evacuation efforts as appropriate
● Provide support in the dissemination of emergency warning
information to the public
Police Operations
Evacuation
Primary Role
● Issue evacuation orders. An evacuation order can be issued by the
Mayor, Police Chief, Emergency Operations Center (if activated), or
on-scene Incident Commander
● Identify evacuation routes and provide temporary traffic control
measures in coordination with Public Works Department
● Coordinate with other jurisdictions and community partners
● Provide site security to evacuated areas (including controlling re-
entry) and sheltering/reunification locations
● Provide assistance with public information on evacuations
Police Operations
Mass Care
Primary Role
● Provide site security at shelter, Community Points of Distribution
(CPOD), or reunification locations
● Establish traffic plans and provide temporary traffic control in and
around mass care sites
● Advise on screening process for volunteer activities
● Provide site security and/or temporary traffic control at volunteer
reception center
Emergency
Management
● Staff and coordinate the activities in the Emergency Operations
Center (EOC)
● Facilitate communication and operational coordination for response
agencies during a disaster
● Coordinate with County DEM, State EMD, and other agency
emergency management organizations
● Conduct emergency preparedness outreach and public education
● Maintain emergency management plans and assist with planning in
other city departments
● In coordination with the City’s Communications Manager, provide
emergency information to the public
● Support mass casualty/fatality management in coordination with
South Snohomish County Fire and Rescue, Snohomish County
Medical Examiner's Office and regional efforts.
● EOC activation information, EOC Staffing Chart, setup procedures and
ICS forms (see Appendix E)
● Manage Edmond’s emergency worker program when implemented
(CEMP Appendix F: Volunteer Emergency Workers)
4.3.a
Packet Pg. 101
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 30
Police Department
Search and Rescue
● Coordinate with South Snohomish Fire and Rescue and Snohomish
County Search and Rescue on identified incidents in this ESF 9
function.
Community Lifelines
Community Lifelines are fundamental services that enable the continuous operation of critical
government and business functions and are essential to human health and safety and economic
security. Assessing and monitoring the condition of these lifelines can assist in decision making
throughout an incident.
Relevant Community Lifeline Components* for this Department
Safety and Security
● Law Enforcement/Security
● Government Services
● Community Safety
● Communications
● Responder Communications
● Alerts, Warnings, and Messages
*Emergency Management has a role in coordination for all community lifelines.
Core Capabilities
Core Capabilities describe the ways that the City can stabilize and re-establish community lifelines.
See the Core Capability Critical Tasks and Department Responsibilities table (Appendix D in the CEMP
Basic Plan) for a list of related critical tasks for this department.
Organization
During emergency operations, the Edmonds Emergency Operations Center (EOC) will operate with a
hybrid ICS-like/departmental structure. For minor emergencies (ex. monitoring/level III EOC
activations) the City and departments will likely maintain their day-to-day structures. For larger
incidents or activations of the EOC, the ICS-like structure is used to coordinate support for the incident
and field personnel.
Emergency Support Function (ESF) Reference
Some agencies, like Snohomish County, use ESFs to organize their efforts. While Edmonds does not
use them, it is important to understand where a department fits within the ESF structure when
interacting with other agencies that do use it. The table below lists the ESF(s) that are likely to relate
to the Department.
4.3.a
Packet Pg. 102
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 31
Emergency Support
Functions
Primary Tasks (not all inclusive) City Department
ESF 5 Emergency
Management
● Coordination of incident management and
response efforts
● Information collection, analysis, and
planning for emergent operations
● Emergency
Management
● Police
● All City
Departments
ESF 8 Public Health &
Medical
● Assessment and support of public health
and medical needs
● Mental health services
● Mass casualty / fatality management
● South County Fire
● Emergency
Management
ESF 13 Public Safety ● Law Enforcement, public safety, and
security support
● Support to access, traffic, and crowd
control
● Police
ESF 7 Logistics &
Resource
● Support provision of logistic support to
include facility space, equipment, supplies,
and contracting
● Admin Services
● Parks
● Public Works
Direction, Control, and Coordination
The plans and planning efforts of the Department should be integrated horizontally with other City
departments as well as vertically with federal, state, regional, tribal, neighboring local, and private
sector/non-governmental agencies.
Information Collection, Analysis, and Dissemination
The Department will collect information related to the incident, especially as it relates to their
associated Community Lifelines. It will be shared based on departmental processes and reported to
the Emergency Operations Center when activated. Department staff may be involved in analyzing
information to guide priorities and objectives. Reported information will be disseminated via situation
reports (SitReps) from the EOC or directly to relevant parties if necessary.
Resource Requirements
Resource requirements are dependent on the incident, its location, duration, and impacts. The
resources needed to support incident management may include (but is not limited to):
● Law enforcement officers and support staff
● Equipment, supplies, communications tools, and vehicles
4.3.a
Packet Pg. 103
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 32
● Training and exercises
● Connection to relevant local, regional, state, and federal agencies
Authorities and References
Edmonds Municipal Code Chapter 4.68.060– Police Power
Edmonds Police Policy
RCW 38.56 - Intrastate Mutual Aid System
WAC 118-04 - Emergency Worker Program
RCW 39.34 – Interlocal Cooperation Act
RCW 10.93 - Washington Mutual Aid Peace Officers Act
WAC 139-05 – Law Enforcement
City of Edmonds Recovery Plan
4.3.a
Packet Pg. 104
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 33
Public Works
Purpose
The Comprehensive Emergency Management Plan (CEMP) provides a framework for how the City will
conduct emergency management functions. This annex provides information specific to the Public
Works department (the Department) as it relates to the CEMP and other functional areas.
Situation Overview
As described in the Edmonds CEMP Basic Plan, the City may experience a variety of hazards which
may necessitate the response of the Department outside the scope of normal operations or with the
potential to exceed normal capabilities of the City. The Department has an essential role in all phases
of emergency management as it relates to these hazards.
Concept of Operations
The Department Director, or designee, directs the emergency management activities of the
Department under the direction of the Mayor and in coordination with the Emergency Manager and
Police Chief.
When the EOC is activated the Public Works Director and his/her second may be the Operations
Section Chief, depending on the event, like an earthquake, landslide, flooding, etc. Assigned to the
Operations Sections are field staff from Public Works, Parks Maintenance, and the Building Official
staff. Operations Staff will be responsible for doing the initial damage assessment. The Public Works
vehicles have the forms in their vehicles and are encouraged to take pictures if possible, for situational
awareness and for a common operating picture in the EOC. Damage assessment procedures,
responsibilities and forms can be found in Appendix I.
Roles and Responsibilities
The tables below list some of the roles and responsibilities the Department may have in an emergency
or disaster. This list is not meant to be comprehensive but is intended to give an idea of what type of
involvement the Department might have.
Functional Area Roles and Responsibilities
Basic Plan ● Provide EOC staff as appropriate
● Maintain transportation infrastructure and designate emergency
traffic routes
● Maintain operations of and implement repairs to water, storm,
4.3.a
Packet Pg. 105
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 34
and sewer systems
● Conduct debris removal activities
● Provide traffic control personnel and equipment as needed
● Maintain and/or provide vehicles, equipment, and operators to
assist in emergency situations
● Provide support to evacuation planning and operations
● Assist with traffic control for incident locations and key facilities
● Coordinate and conduct damage assessments and inspections
Evacuation Primary Role
● Identify evacuation routes and provide traffic control measures
(signage, barricades, etc.) Supporting Role Support site security
for the evacuated areas in coordination with the Police
Department
Mass Care Primary Role
● Establish traffic plans and provide temporary traffic control in and
around mass care sites
Emergency Volunteers Supporting Role
● Provide temporary traffic control measures at volunteer reception
center
● Provide assignments and guidance to volunteers as needed
Community Lifelines
Community Lifelines are fundamental services that enable the continuous operation of critical
government and business functions and are essential to human health and safety and economic
security. Assessing and monitoring the condition of these lifelines can assist in decision making
throughout an incident.
Relevant Community Lifeline Components for this Department
Safety and Security
● Government Services
● Community Safety
Food, Hydration, Shelter
● Hydration
Energy (Power/Fuel)
● Fuel
Transportation
● Highway/Roadway
● Mass Transit (roadway accessibility)
Water Systems
● Potable Water Infrastructure
4.3.a
Packet Pg. 106
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 35
● Wastewater Management
● Flood Emergency Operations
Core Capabilities
Core Capabilities describe the ways that the City can stabilize and re-establish community lifelines.
See the Core Capability Critical Tasks and Department Responsibilities table (Appendix D in the CEMP
Basic Plan) for a list of related critical tasks for this department.
Organization
During emergency operations, the Edmonds Emergency Operations Center (EOC) will operate with a
hybrid ICS-like/departmental structure. For minor emergencies (ex. monitoring/level III EOC
activations) the City and departments will likely maintain their day-to-day structures. For larger
incidents or activations of the EOC, the ICS-like structure is used to coordinate support for the incident
and field personnel.
Emergency Support Function (ESF) Reference
Some agencies, like Snohomish County, use ESFs to organize their efforts. While Edmonds does not
use them, it is important to understand where a department fits within the ESF structure when
interacting with other agencies that do use it. The table below lists the ESF(s) that are likely to relate
to the Department.
Emergency Support
Functions
Primary Tasks (not all inclusive) City Department
ESF 3 Public Works &
Engineering
● Infrastructure protection, emergency
repair, and restoration
● Debris / solid waste management
● Engineering services and flood fighting
operations
● Public Works
ESF 7 Logistics &
Resource
● Support provision of logistic support to
include facility space, equipment, supplies,
and contracting
● Admin Services
● Various
departments
ESF 11 Agriculture &
Natural Resources
● Nutritional assistance
● Animal and plant disease and pest
response
● Food safety and security
● Protection of natural and cultural resources
● Public Works
● Parks and
Recreation
● Police
Department/Ani
4.3.a
Packet Pg. 107
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 36
and historic properties
● Safety and well-being of household pets
mal Control
● Planning and
Development
ESF 12 Utilities ● Energy and utility sector coordination
● Assessment, repair, and restoration of
energy and public utilities
● Public Works
Direction, Control, and Coordination
The plans and planning efforts of the Department should be integrated horizontally with other City
departments as well as vertically with federal, state, regional, tribal, neighboring local, and private
sector/non-governmental agencies.
Information Collection, Analysis, and Dissemination
The Department will collect information related to the incident, especially as it relates to their
associated Community Lifelines. It will be shared based on departmental processes and reported to
the Emergency Operations Center when activated. Department staff may be involved in analyzing
information to guide priorities and objectives. Reported information will be disseminated via situation
reports from the EOC or directly to relevant parties if necessary.
Resource Requirements
Resource requirements are dependent on the incident, its location, duration, and impacts. The
resources needed to support incident management may include (but is not limited to):
● Staffing with appropriate qualifications and training
● Equipment and supplies for protection of and repair of utilities and infrastructure
● Connection to relevant local, regional, state, and federal agencies
Authorities and References
Edmonds Municipal Code Title 7 Utilities Charges and Regulations
Edmonds Community Development Code 23 - Natural Resources
Edmonds Water Systems Plan - October 2017
City of Edmonds Sewer Comprehensive Plan
City of Edmonds Storm and Surface Water Management Comprehensive Plan
City of Edmonds Recovery Plan
Edmonds Debris Management Plan
4.3.a
Packet Pg. 108
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Edmonds CEMP - Department Annexes 37
RCW Title 80 – Public Utilities WAC Title 480 – Water Companies America’s Water Infrastructure Act
(AWIA)
Safe Drinking Water Act
4.3.a
Packet Pg. 109
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
1
Appendix D: Core Capabilities Critical Tasks and Department
Responsibilities
The following table lists the Critical Tasks associated with each of the Core Capabilities. They are sorted
by Mission Areas (Prevention, Protection, Mitigation, Response, and Recovery). The primary and
supporting departments are listed for each critical task as applicable. Critical tasks that do not have a
department listed are the responsibility of other agencies.
4.3.a
Packet Pg. 110
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix D: Core Capability Critical Tasks and Department Responsibilities
2
Mission Area: Prevention
Core
Capability
Core Capability Description Core Capability Critical Tasks Primary Department Supporting Department
Planning Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical-level approaches to
meet defined objectives.
Identify critical objectives during the planning process, provide a
complete and integrated picture of the sequence and scope of
the tasks to achieve the objectives, and ensure the objectives are
implementable within the timeframe contemplated within the
plan using available resources for prevention-related plans.
● Emergency
Management
● Public Works
● Admin Services
Develop and execute appropriate courses of action in
coordination with local, state, tribal, territorial, Federal, and
private sector entities in order to prevent an imminent terrorist
attack within the United States.
● Police
● Admin Services
● Emergency Management
Public
Information
and Warning
Deliver coordinated, prompt,
reliable, and actionable information
to the whole community through
the use of clear, consistent,
accessible, and culturally and
linguistically appropriate methods
to effectively relay information
regarding any threat or hazard, as
well as the actions being taken and
the assistance being made
available, as appropriate.
Share prompt and actionable messages, to include National
Terrorism
Advisory System alerts, with the public and other stakeholders,
as appropriate, to aid in the prevention of imminent or follow-on
terrorist attacks, consistent with the timelines specified by
existing processes and protocols.
● Community Services &
Economic
Development
● Police
● Admin Services
Provide public awareness information to inform the general
public on how to identify and provide terrorism-related
information to the appropriate law enforcement authorities,
thereby enabling the public to act as a force multiplier in the
prevention of imminent or follow-on acts of terrorism.
● Community Services &
Economic
Development
● Police
● Emergency Management
● Admin Services
Operational
Coordination
Establish and maintain a unified
and coordinated operational
structure and process that
appropriately integrates all critical
Execute operations with functional and integrated
communications among appropriate entities to prevent initial or
follow-on terrorist attacks within the United States in accordance
with established protocols.
● Police
4.3.a
Packet Pg. 111
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
3
stakeholders and supports the
execution of core capabilities.
Intelligence
and
information
Sharing
Provide timely, accurate, and
actionable information resulting
from the planning, direction,
collection, exploitation, processing,
analysis, production, dissemination,
evaluation, and feedback of
available
information concerning physical
and cyber threats to the United
States, its people, property, or
interests; the development,
proliferation, or use of WMDs; or
any other
matter bearing on U.S. national or
homeland security by local, state,
tribal, territorial, federal, and other
stakeholders. Information sharing
is the ability to exchange
intelligence, information, data, or
knowledge among government or
private sector entities, as
appropriate.
Anticipate and identify emerging and/or imminent threats
through the intelligence cycle.
● Police
Share relevant, timely, and actionable information and analysis
with local, state, tribal, territorial, Federal, private sector, and
international partners and develop and disseminate appropriate
classified/unclassified products.
● Police ● Community Services &
Economic Development
● Emergency Management
Ensure local, state, tribal, territorial, Federal, and private sector
partners possess or have access to a mechanism to submit
terrorism-related information and/or suspicious activity reports
to law enforcement.
● Police ● Admin Services
Interdiction
and
Disruption
Delay, divert, intercept, halt,
apprehend, or secure threats
and/or hazards.
Maximize our ability to interdict specific conveyances, cargo, and
persons associated with an imminent terrorist threat or act in
the land, air, and maritime domains to prevent entry into the
United States or to prevent an incident from occurring in the
Nation.
● Police
Conduct operations to render safe and dispose of CBRNE
hazards in multiple locations and in all environments, consistent
with established protocols.
● South County Fire
4.3.a
Packet Pg. 112
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
4
Prevent terrorism financial/material support from reaching its
target, consistent with established protocols.
● Police
Prevent terrorist acquisition of and the transfer of CBRNE
materials, precursors, and related technology, consistent with
established protocols.
● Police
Conduct tactical counterterrorism operations in multiple
locations and in all environments.
● Police
Screening,
Search, and
Detection
Identify, discover, or locate threats
and/or hazards through active and
passive surveillance and search
procedures.
This may include the use of
systematic examinations and
assessments, bio surveillance,
sensor technologies, or
physical investigation and
intelligence.
Maximize the screening of targeted cargo, conveyances, mail,
baggage, and people associated with an imminent terrorist
threat or act using technical, non-technical, intrusive, or non-
intrusive means.
● Police ● Municipal Court
Initiate operations immediately to locate persons and networks
associated with an imminent terrorist threat or act.
Conduct CBRNE search/detection operations in multiple
locations and in all environments, consistent with established
protocols.
● Variety of Federal
Agencies
● Police
● South County Fire
Forensics and
Attribution
Conduct forensic analysis and
attribute terrorist acts (including
the means and methods of
terrorism) to their source, to
include forensic analysis as well as
attribution for an attack and for the
preparation for an attack in an
effort to prevent initial or follow-on
acts and/or swiftly develop
counter-options.
Prioritize physical evidence collection and analysis to assist in
preventing initial or follow-on terrorist acts.
● FBI ● Police
● Information Services
Prioritize chemical, biological, radiological, nuclear, and explosive
(CBRNE) material (bulk and trace) collection and analysis to assist
in preventing initial or follow-on terrorist acts.
● Variety of Federal
Agencies
● Police
● South County Fire
Prioritize biometric collection and analysis to assist in preventing
initial or follow-on terrorist acts.
● FBI ● Police
● Information Services
Prioritize digital media, network exploitation, and cyber technical
analysis to assist in preventing initial or follow-on terrorist acts.
● FBI ● Police
● Information Services
4.3.a
Packet Pg. 113
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
5
4.3.a
Packet Pg. 114
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
6
Mission Area: Protection
Core
Capability
Core Capability Description Core Capability Critical Tasks Primary Department Supporting Department
Planning Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical-level approaches to
meet defined objectives.
Develop protection plans that identify critical objectives based on
planning requirements, provide a complete and integrated picture
of the sequence and scope of the tasks to achieve the planning
objectives, and implement planning requirements within the
timeframe contemplated within the plan using available resources
for protection related plans.
Implement, exercise, and maintain plans to ensure continuity of
operations.
● Emergency
Management
● Police
● Public Works
● Admin Services
Public
Information
and Warning
Deliver coordinated, prompt,
reliable, and actionable
information to the whole
community through the use of
clear, consistent, accessible, and
culturally and
linguistically appropriate methods
to effectively relay information
regarding any threat or hazard, as
well as the actions being taken and
the assistance being made
available, as appropriate.
Use effective and accessible indication and warning systems to
communicate significant hazards to involved operators, security
officials, and the public (including alerts, detection capabilities,
and other necessary and appropriate assets).
● Community Services &
Economic Development
● Police
● Public Works
● Admin Services
Operational
Coordination
Establish and maintain a unified
and coordinated operational
structure and process that
appropriately integrates all critical
stakeholders and supports the
execution of core capabilities.
Establish and maintain partnership structures among Protection
elements to support networking, planning, and coordination.
● Emergency
Management
4.3.a
Packet Pg. 115
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
7
Intelligence
and
information
Sharing
Provide timely, accurate, and
actionable information resulting
from the planning, direction,
collection, exploitation, processing,
analysis, production,
dissemination, evaluation, and
feedback of available
information concerning physical
and cyber threats to the United
States, its people, property, or
interests; the development,
proliferation, or use of WMDs; or
any other
matter bearing on U.S. national or
homeland security by local, state,
tribal, territorial, federal, and other
stakeholders. Information sharing
is the ability to exchange
intelligence, information, data, or
knowledge among government or
private sector entities, as
appropriate.
Anticipate and identify emerging and/or imminent threats
through the intelligence cycle.
● Police
● Community Services &
Economic Development
● Admin Services
Share relevant, timely, and actionable information and analysis
with local, state, tribal, territorial, Federal, private sector, and
international partners and develop and disseminate appropriate
classified/unclassified products.
● Police
● Community Services &
Economic Development
● Emergency
Management (Police)
Provide local, state, tribal, territorial, Federal, and private sector
partners with or access to a mechanism to submit terrorism-
related information and/or suspicious activity reports to law
enforcement.
● Police ● Community Services &
Economic Development
● Admin Services
Interdiction
and
Disruption
Delay, divert, intercept, halt,
apprehend, or secure threats
and/or hazards.
Deter, detect, interdict, and protect against domestic and
transnational criminal and terrorist activities that threaten the
security of the homeland across key operational activities and
critical infrastructure sectors.
● Police
Intercept the malicious movement and acquisition/transfer of
chemical, biological, radiological, nuclear, and explosive (CBRNE)
materials and related technologies.
● Police
● South County Fire
Screening,
Search, and
Detection
Identify, discover, or locate threats
and/or hazards through active and
passive surveillance and search
Screen cargo, conveyances, mail, baggage, and people using
information-based and physical screening technology and
processes.
● Police ● Municipal Court
4.3.a
Packet Pg. 116
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
8
procedures.
This may include the use of
systematic examinations and
assessments, bio surveillance,
sensor technologies, or
physical investigation and
intelligence.
Detect WMD, traditional, and emerging threats and hazards of
concern using:
a. A laboratory diagnostic capability and the capacity for food,
agricultural
(plant/animal), environmental, medical products, and clinical
samples
b. Biosurveillance systems
c. CBRNE detection systems
d. Trained healthcare, emergency medical, veterinary, and
environmental
laboratory professionals
● Police
Access
Control and
Identify
Verification
Apply and support necessary
physical, technological, and cyber
measures to control admittance to
critical locations and systems.
Implement and maintain protocols to verify identity and
authorize, grant, or deny physical and cyber access to specific
locations, information, and networks.
● Police
● Admin Services
● Public Works
Cybersecurity Protect (and if needed, restore)
electronic communications
systems, information, and services
from damage, unauthorized use,
and exploitation.
Implement risk-informed guidelines, regulations, and standards to
ensure the security, reliability, integrity, and availability of critical
information, records, and communications systems and services
through collaborative cybersecurity initiatives and efforts.
● Admin Services ● Police
Implement and maintain procedures to detect malicious activity
and to conduct technical and investigative-based
countermeasures, mitigations, and operations against malicious
actors to counter existing and emerging cyber-based threats,
consistent with established protocols.
● Admin Services ● Police
Physical
Protective
Measures
Implement and maintain risk-
informed countermeasures, and
policies protecting people,
borders, structures, materials,
products, and systems associated
with key
operational activities and critical
infrastructure sectors.
Identify, assess, and mitigate vulnerabilities to incidents through
the deployment of physical protective measures.
● Public Works
● Police
● Admin Services
Deploy protective measures commensurate with the risk of an
incident and balanced with the complementary aims of enabling
commerce and maintaining the civil rights of citizens.
● Public Works
● Police
4.3.a
Packet Pg. 117
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
9
Risk
Management
for Protection
Programs and
Activities
Identify, assess, and prioritize risks
to inform Protection activities,
countermeasures, and
investments.
Ensure critical infrastructure sectors and Protection elements
have and maintain risk assessment processes to identify and
prioritize assets, systems, networks, and functions.
● Public Works ● Police
Ensure operational activities and critical infrastructure sectors
have and maintain appropriate threat, vulnerability, and
consequence tools to identify and assess threats, vulnerabilities,
and consequences.
● Public Works ● Police
Supply Chain
Integrity and
Security
Strengthen the security and
resilience of the supply chain.
Secure and make resilient key nodes, methods of transport
between nodes, and materials in transit.
● Public Works
● Emergency
Management
4.3.a
Packet Pg. 118
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
10
Mission Area: Mitigation
Core
Capability
Core Capability Description Core Capability Critical Tasks Primary Department Supporting Department
Planning Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical-level approaches to
meet defined objectives.
Develop approved hazard mitigation plans that address relevant
threats/hazards in accordance with the results of their risk
assessment within all local, state, tribal, territorial, and Federal
partners.
● Emergency
Management
● Public Works
● Admin Services
Public
Information
and Warning
Deliver coordinated, prompt,
reliable, and actionable
information to the whole
community through the use of
clear, consistent, accessible, and
culturally and
linguistically appropriate methods
to effectively relay information
regarding any threat or hazard, as
well as the actions being taken and
the assistance being made
available, as appropriate.
Communicate appropriate information, in an accessible manner,
on the risks faced within a community after the conduct of a risk
assessment.
● Community Services &
Economic Development
● Emergency
Management
Operational
Coordination
Establish and maintain a unified
and coordinated operational
structure and process that
appropriately integrates all critical
stakeholders and supports the
execution of core capabilities.
Establish protocols to integrate mitigation data elements in
support of operations with local, state, tribal, territorial, and
insular area partners and in coordination with Federal agencies.
● Emergency
Management
● Public Works
● Planning &
Development
Community
Resilience
Enable the recognition,
understanding, communication of,
Maximize the coverage of the U.S. population that has a localized,
risk-informed mitigation plan developed through partnerships
● Emergency
Management
● Community Services &
Economic Development
4.3.a
Packet Pg. 119
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
11
and planning for risk and
empower individuals and
communities to make informed
risk management decisions
necessary to adapt to, withstand,
and quickly
recover from future incidents.
across the entire community.
Empower individuals and communities to make informed
decisions to facilitate actions necessary to adapt to, withstand,
and quickly recover from future incidents.
● Emergency
Management
● Community Services &
Economic Development
● City Council
Long-Term
Vulnerability
Reduction
Build and sustain resilient systems,
communities, and critical
infrastructure and key resources
lifelines so as to reduce their
vulnerability to natural,
technological, and
human-caused threats and
hazards by lessening the
likelihood, severity, and duration
of the adverse consequences.
Achieve a measurable decrease in the long-term vulnerability of
the Nation against current baselines amid a growing population
base, changing climate conditions,
increasing reliance upon information technology, and expanding
infrastructure base.
● Planning &
Development
● Community Services &
Economic Development
● Emergency
Management
Risk and
Disaster
Resilience
Assessment
Assess risk and disaster resilience
so that decision makers,
responders, and community
members can take informed action
to reduce their entity's risk and
increase their resilience.
Ensure that local, state, tribal, territorial, and insular area
governments and the top 100 Metropolitan Statistical Areas
complete a risk assessment that defines localized vulnerabilities
and consequences associated with potential natural,
technological, and human-caused threats and hazards to their
natural, human, physical, cyber, and socioeconomic interests.
● Emergency
Management
Threat and
Hazards
Identification
Identify the threats and hazards
that occur in the geographic area;
determine the frequency and
magnitude; and incorporate this
into analysis and planning
processes so as to clearly
understand the needs
of a community or entity.
Identify the threats and hazards within and across local, state,
tribal, territorial, and insular area governments and the top 100
Metropolitan Statistical Areas, in collaboration with the whole
community, against a national standard based on sound science.
● Emergency
Management
4.3.a
Packet Pg. 120
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
12
Mission Area: Response
Core
Capability
Core Capability Description Core Capability Critical Tasks Primary Department Supporting Department
Planning Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical-level approaches to
meet defined objectives.
Develop operational plans that adequately identify critical
objectives based on the planning requirement, provide a
complete and integrated picture of the sequence and scope of
the tasks to achieve the objectives, and are
implementable within the timeframe contemplated in the plan
using available resources.
● Emergency Management
Public
Information
and Warning
Deliver coordinated, prompt,
reliable, and actionable
information to the whole
community through the use of
clear, consistent, accessible, and
culturally and
linguistically appropriate methods
to effectively relay information
regarding any threat or hazard, as
well as the actions being taken and
the assistance being made
available, as appropriate.
Inform all affected segments of society of critical lifesaving and
life- sustaining information by all means necessary, including
accessible tools, to expedite the delivery of emergency services
and aid the public to take protective actions.
● Community Services &
Economic Development
● Emergency
Management
Deliver credible and actionable messages to inform ongoing
emergency services and the public about protective measures
and other life-sustaining actions, and
facilitate the transition to recovery.
● Community Services &
Economic Development
● Emergency
Management
Operational
Coordination
Establish and maintain a unified
and coordinated operational
structure and process that
appropriately integrates all critical
stakeholders and supports the
execution of core capabilities.
Mobilize all critical resources and establish command, control,
and coordination structures within the affected community, in
other coordinating bodies in surrounding communities, and
across the Nation, and maintain as needed throughout the
duration of an incident.
● Emergency Management
● Police
● South County Fire
● All departments
Enhance and maintain command, control, and coordination
structures consistent with the National Incident Management
System (NIMS) to meet basic human needs, stabilize the
incident, and transition to recovery.
● Emergency Management
(Police)
● Police
● South County Fire
● All departments
4.3.a
Packet Pg. 121
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
13
Infrastructure
Systems
Stabilize critical infrastructure
functions, minimize health and
safety threats, and efficiently
restore and revitalize systems and
services to support a viable,
resilient community.
Decrease and stabilize immediate infrastructure threats to the
affected population, to include survivors in the heavily damaged
zone, nearby communities that may be affected by cascading
effects, and mass care support facilities and evacuation
processing centers with a focus on life sustainment and
congregate care services.
● Public Works
Re-establish critical infrastructure within the affected areas to
support ongoing emergency response operations, life
sustainment, community functionality, and a transition to
recovery.
● Public Works
Provide for the clearance, removal, and disposal of debris.
● Public Works
Formalize partnerships with governmental and private sector
cyber incident or emergency response teams to accept, triage,
and collaboratively respond to cascading impacts in an efficient
manner.
● Admin Services
● Public Works
Critical
Transportatio
n
Provide transportation (including
infrastructure access and
accessible transportation services)
for response priority objectives,
including the evacuation of people
and animals, and the delivery of
vital response personnel,
equipment, and services into the
affected areas.
Establish physical access through appropriate transportation
corridors and deliver required resources to save lives and to
meet the needs of disaster survivors.
● Public Works
● Emergency
Management
Ensure basic human needs are met, stabilize the incident,
transition into recovery for an affected area, and restore basic
services and community functionality.
● Emergency Management
● Parks, Recreation and
Human Services
● Public Works
Clear debris from any route type (i.e., road, rail, airfield, port
facility, waterway) to facilitate response operations.
● Public Works
Environmenta
l
Response/Hea
lth and Safety
Conduct appropriate measures to
ensure the protection of the health
and safety of the public and
workers, as well as the
environment, from all-hazards in
Identify, assess, and mitigate worker health and safety hazards,
and disseminate health and safety guidance and resources to
response and recovery workers.
● Human Resources
Minimize public exposure to environmental hazards through
assessment of the hazards and implementation of public
● Human Resources
● South County Fire
4.3.a
Packet Pg. 122
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
14
support of responder operations
and the affected communities.
protective actions.
Detect, assess, stabilize, and clean up releases of oil and
hazardous materials into the environment, including
buildings/structures, and properly manage waste.
● South County Fire
Identify, evaluate, and implement measures to prevent and
minimize impacts to the environment, natural and cultural
resources, and historic properties from all-hazard emergencies
and response operations.
● Planning & Development
● Public Works
Fatality
Management
Services
Provide fatality management
services, including decedent
remains recovery and victim
identification, working with local,
state, tribal, territorial, insular
area, and federal
authorities to provide mortuary
processes, temporary storage or
permanent internment solutions,
sharing information with mass
care services for the purpose of
reunifying family members and
caregivers with missing
persons/remains, and providing
counseling to the bereaved.
Establish and maintain operations to recover a significant
number of fatalities over a geographically dispersed area.
● South County Fire
Mitigate hazards from remains, facilitate care to survivors, and
return remains for final disposition.
Fire
Management
and
Suppression
Provide structural, wildland, and
specialized firefighting capabilities
to manage and suppress fires of all
types, kinds, and complexities
while protecting the lives,
property, and the environment in
the affected area.
Provide traditional first response or initial attack firefighting
services.
● South County Fire
Conduct expanded or extended attack firefighting and support
operations through coordinated response of fire management
and specialized fire suppression resources.
● South County Fire
Ensure the coordinated deployment of appropriate local,
regional, national, and international fire management and fire
● South County Fire
4.3.a
Packet Pg. 123
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
15
suppression resources to reinforce firefighting efforts and
maintain an appropriate level of protection
for subsequent fires.
Logistics and
Supply Chain
Management
Deliver essential commodities,
equipment, and services in
support of impacted communities
and survivors, to include
emergency power and fuel
support, as well as the
coordination of access to
community staples. Synchronize
logistics capabilities and enable
the restoration
of impacted supply chains.
Mobilize and deliver governmental, nongovernmental, and
private sector resources to save lives, sustain lives, meet basic
human needs, stabilize the incident, and transition to recovery,
to include moving and delivering resources and services to meet
the needs of disaster survivors.
● Emergency Management ● Finance
Enhance public and private resource and services support for
an affected area.
● Emergency Management
Mass Care
Services
Provide life-sustaining and human
services to the affected population,
to include hydration, feeding,
sheltering, temporary housing,
evacuee support, reunification,
and distribution of emergency
supplies.
Move and deliver resources and capabilities to meet the needs
of disaster survivors, including individuals with access and
functional needs.
● Emergency Management
● Parks, Recreation and
Human Services
● Public Works
Establish, staff, and equip emergency shelters and other
temporary housing options (including accessible housing) for
the affected population.
● Emergency
Management
● Parks, Recreation and
Human Services
Move from congregate care to non-congregate care alternatives
and provide relocation assistance or interim housing solutions
for families unable to return to their pre-disaster homes.
● Emergency
Management
Mass Search
and Rescue
Operations
Deliver traditional and atypical
search and rescue capabilities,
including personnel, services,
animals, and assets to survivors in
Conduct search and rescue operations to locate and rescue
persons in distress.
● South County Fire
Initiate community-based search and rescue support operations
across a wide, geographically dispersed area.
● Emergency
Management
4.3.a
Packet Pg. 124
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
16
need, with the goal of saving the
greatest number of endangered
lives in the shortest time possible.
Ensure the synchronized deployment of local, regional, national,
and international teams to reinforce ongoing search and rescue
efforts and transition to recovery.
● Emergency Management
● South County Fire
On-Scene
Security,
Protections,
and Law
Enforcement
Ensure a safe and secure
environment through law
enforcement and related security
and protection operations for
people and communities located
within affected areas
and also for response personnel
engaged in lifesaving and life-
sustaining operations.
Establish a safe and secure environment in an affected area. ● Police
● South County Fire
● Public Works
Provide and maintain on-scene security and meet the protection
needs of the affected population over a geographically
dispersed area while eliminating or
mitigating the risk of further damage to persons, property, and
the environment.
● Police ● Public Works
Operational
Communicati
ons
Ensure the capacity for timely
communications in support of
security, situational awareness,
and operations by any
and all means available, among
and between affected
communities in the impact area
and all response forces.
Ensure the capacity to communicate with both the emergency
response community and the affected populations and
establish interoperable voice and
data communications between Federal, tribal, state, and local
first responders.
● Admin Services
● Community Services &
Economic Development
● Emergency Management
● Police
● South County Fire
Re-establish sufficient communications infrastructure within the
affected areas to support ongoing life-sustaining activities,
provide basic human needs, and a transition to recovery.
● Admin Services
Re-establish critical information networks, including
cybersecurity information sharing networks, to inform
situational awareness, enable incident response, and support
the resilience of key systems.
● Admin Services
● Emergency
Management
Public Health,
Healthcare,
and
Emergency
Medical
Services
Provide lifesaving medical
treatment via Emergency Medical
Services and related operations
and avoid additional disease and
injury by providing targeted public
health, medical, and behavioral
health support, and products to all
affected populations.
Deliver medical countermeasures to exposed populations.
Complete triage and initial stabilization of casualties, and begin
definitive care for those likely to survive their injuries and
illnesses.
● South County Fire
Return medical surge resources to pre-incident levels, complete
4.3.a
Packet Pg. 125
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
17
health assessments, and identify recovery processes.
Situational
Assessment
Provide all decision makers with
decision-relevant information
regarding the nature and extent of
the hazard, any cascading effects,
and the status of the
response.
Deliver information sufficient to inform decision making
regarding immediate lifesaving and life-sustaining activities, and
engage governmental, private, and
civic sector resources within and outside of the affected area to
meet basic human needs and stabilize the incident.
● Emergency Management ● All departments
Deliver enhanced information to reinforce ongoing lifesaving
and life- sustaining activities, and engage governmental, private,
and civic sector resources within and outside of the affected
area to meet basic human
needs, stabilize the incident, and transition to recovery.
● Emergency Management
● Community Services &
Economic Development
4.3.a
Packet Pg. 126
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
18
Mission Area: Recovery
Core
Capability
Core Capability Description Core Capability Critical Tasks Primary Department Supporting Department
Planning Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical-level approaches to
meet defined objectives.
Convene the core of an inclusive planning team (identified pre-
disaster), which will oversee disaster recovery planning.
● Emergency
Management
● Planning &
Development
Complete an initial recovery plan that provides an overall strategy
and timeline, addresses all core capabilities, and integrates
socioeconomic, demographic, accessibility, technology, and risk
assessment considerations (including projected climate change
impacts), which will be implemented in accordance with the
timeline contained in the plan.
● Emergency
Management
● Planning &
Development
● Community Services &
Economic Development
Public
Information
and Warning
Conduct a systematic process
engaging the whole community as
appropriate in the development of
executable strategic, operational,
and/or tactical-level approaches to
meet defined objectives.
Reach all populations within the community with effective
actionable recovery- related public information messaging and
communications that are accessible to people with disabilities and
people with limited English proficiency; protect the health and
safety of the affected population; help manage expectations; and
ensure stakeholders have a clear understanding of available
assistance and their
roles and responsibilities.
● Community Services &
Economic Development
Support affected populations and stakeholders with a system that
provides appropriate, current information about any continued
assistance, steady state
resources for long-term impacts, and monitoring programs in an
effective and accessible manner.
● Community Services &
Economic Development
● Emergency
Management
Operational
Coordination
Establish and maintain a unified
and coordinated operational
structure and process that
appropriately integrates all critical
Establish tiered, integrated leadership and inclusive coordinating
organizations that operate with a unity of effort and are supported
by sufficient assessment and
analysis to provide defined structure and decision-
● Emergency
Management
4.3.a
Packet Pg. 127
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
19
stakeholders and supports the
execution of core capabilities.
making processes for recovery activities.
Define the path and timeline for recovery leadership to achieve
the jurisdiction’s objectives that effectively coordinates and uses
appropriate local, state, tribal,
territorial, insular area, and Federal assistance, as well as
nongovernmental and private sector resources. This plan is to be
implemented within the established timeline.
● Community Services &
Economic Development
●
● Planning &
Development
Infrastructure
Systems
Stabilize critical infrastructure
functions, minimize health and
safety threats, and efficiently
restore and revitalize systems and
services to support a viable,
resilient community
Restore and sustain essential services (public and private) to
maintain community functionality.
● Public Works
● Admin Services
Develop a plan with a specified timeline for redeveloping
community infrastructures to contribute to resiliency, accessibility,
and sustainability.
● Public Works
● Planning &
Development
● Emergency
Management
Provide systems that meet the community needs while minimizing
service disruption during restoration within the specified timeline
in the recovery plan.
● Public Works
Economic
Recovery
Return economic and business
activities (including food and
agriculture) to a healthy state and
develop new business and
employment opportunities that
result in an
economically viable community.
Conduct a preliminary assessment of economic issues and identify
potential inhibitors to fostering stabilization of the affected
communities.
● Community Services &
Economic Development
Return affected area’s economy within the specified timeframe in
the recovery plan.
● Community Services &
Economic Development
● City Council
Ensure the community recovery and mitigation plan(s)
incorporates economic revitalization and removes governmental
inhibitors to post-disaster economic
sustainability, while maintaining the civil rights of citizens.
● Community Services &
Economic Development
● City Council
● Emergency
Management
Health and
Social
Restore and improve health and
social services capabilities and
Identify affected populations, groups, and key partners in short-
term, intermediate, and long-term recovery.
● Emergency
Management
4.3.a
Packet Pg. 128
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
20
Services networks to promote the
resilience, independence, health
(including behavioral health), and
well-being of the
whole community.
Complete an assessment of community health and social service
needs; prioritize these needs, including accessibility requirements,
based on the whole
community’s input and participation in the recovery planning
process; and develop a comprehensive recovery timeline.
● Emergency
Management
● Admin Services
Restore health care (including behavioral health), public health,
and social services functions.
Restore and improve the resilience and sustainability of the health
care system and social service capabilities and networks to
promote the independence and well-being of community
members in accordance with the specified recovery timeline.
Housing Implement housing solutions that
effectively support the needs of
the whole community and
contribute to its sustainability and
resilience.
Assess preliminary housing impacts and needs, identify currently
available options for temporary housing, and plan for permanent
housing.
● Emergency
Management
Ensure community housing recovery plans continue to address
interim housing needs, assess options for permanent housing,
and define a timeline for achieving a resilient, accessible, and
sustainable housing market.
● Planning &
Development
Establish a resilient and sustainable housing market that meets
the needs of the community, including the need for accessible
housing within the specified timeframe in the recovery plan.
● Planning &
Development
Natural and
Cultural
Resources
Protect natural and cultural
resources and historic properties
through appropriate planning,
mitigation, response, and recovery
actions to preserve, conserve,
rehabilitate, and restore them
consistent with post-
disaster community priorities and
best practices and in compliance
Implement measures to protect and stabilize records and
culturally significant documents, objects, and structures.
● Planning &
Development
Mitigate the impacts to and stabilize the natural and cultural
resources, and conduct a preliminary assessment of the impacts
that identifies protections that need to be in place during
stabilization through recovery.
● Planning &
Development
Complete an assessment of affected natural and cultural
resources, and develop a timeline for addressing these impacts in
● Public Works
● Planning &
4.3.a
Packet Pg. 129
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Appendix D: Core Capability Critical Tasks and Department Responsibilities
21
with applicable environmental and
historic preservation laws and
executive orders.
a sustainable and resilient manner. Development
Preserve natural and cultural resources as part of an overall
community recovery that is achieved through the coordinated
efforts of natural and cultural resource experts and the recovery
team in accordance with the
specified timeline in the recovery plan.
● Planning &
Development
4.3.a
Packet Pg. 130
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
1
Communication Plan
CEMP Appendix A (1)
─
May 2024
4.3.a
Packet Pg. 131
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (1): Edmonds Communications Plan 2
2
Communications utilized during emergency and disaster operations may vary from normal
communications. However, as available, normal communications should be used.
Public Information Officer – Tasks and Responsibilities
1. Maintain up-to-date contact information for local and regional media outlets.
2. Assume the position of Public Information Officer (PIO) for all incidents.
3. Establish or participate in a Joint Information Center (JIC) as needed.
4. Obtain briefings on all emergencies.
5. Monitor media for accuracy and for any new information.
6. Establish rumor controls as needed.
7. Develop news releases for approval by the Mayor or Incident Commander.
8. Update the City of Edmonds website as needed.
Primary: City Public Information Officer
Backup: Edmonds Police Department Public Information Officer
Operational Communications
Communications occur during all phases of emergency management between City departments and
between the City and other jurisdictions, agencies, and the public.
Various methods of communication are available and which ones are utilized will be determined
based on the situation. When appropriate, communications will be coordinated through the EOC.
City departments and other agencies will use their primary means of communications as long as
they are available during emergency situations. These may include two-way radios, phone, email, or
Microsoft Teams. Other means of communication may include amateur radio, satellite phones, or in-
person messenger.
Fire/Rescue, EMS, and Law Enforcement communications are integrated with the 911 Emergency
Dispatch Center, Snohomish County 911 (Sno911), to comprise the primary Public Safety Answering
Point (PSAP) for the County.
Emergency calls for service are received by 911 and dispatched to the appropriate public safety
agencies. Other field response personnel should communicate and coordinate through their
respective processes and channels unless reporting situations which impact life safety.
The response communications network for City responders includes radio and dispatch systems and
telephone communications. Amateur radio support during an emergency may also be used when
available.
In a major emergency or disaster sharing information is key to effectively meeting the needs of the
community. The City will coordinate response efforts based on received information.
4.3.a
Packet Pg. 132
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (1): Edmonds Communications Plan 3
3
Information that is important to be shared includes:
• Needs of the public
• Response needs and operational capability
• Personnel accountability
• Damage assessments and incident information (casualty estimates, infrastructure status, etc.)
• Sheltering, evacuation, or relocation needs
• Utility status Alert and Warning
In the event of an emergency or disaster, timely communication is critical. The City can use
emergency information to save lives and also to protect property and the environment.
Internal
City Department alerts and warnings will normally be through email or phone and may use a mass
notification technology platform that utilizes an internet-based warning and alert system.
This communication capability allows simultaneous methods utilizing e-mail, text message, and text-
to-voice options to multiple telephones.
External
External alert and warning to both government and private sector emergency management contacts
will normally be through email or phone and may use a mass notification technology platform that
utilizes an internet-based warning and alert system. This communication capability allows
simultaneous methods utilizing email, text message, and text-to-voice options to multiple
telephones.
Public
Public notification during emergencies and major disasters is critical to provide safety information.
All persons should be informed of emergency notifications in a manner they can understand so they
may be informed of the danger and appropriate actions they should take to protect themselves and
their families.
Multiple methods of public notification will be employed to provide maximum reach to the public.
Notification may be by reverse 911, Emergency Alert System (EAS) message, Wireless Emergency
Alerts (WEA), commercial radio stations, response vehicle loudspeaker systems, devices that use
TTY/TDD/TT, social media, and personal contact (door belling).
The City will strive to make every reasonable effort to take actions that are compliant with applicable
laws related to Access and Functional Needs (AFN) and Limited English Proficiency (LEP) populations.
4.3.a
Packet Pg. 133
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (1): Edmonds Communications Plan 4
4
EMERGENCY PUBLIC INFORMATION AND WARNING PRIMARY AGENCIES
• South Snohomish County Fire and Rescue
• Edmonds Police Department/Emergency Management Coordination
• City departments involved in the emergency
• City of Edmonds Emergency Management Advisory Committee
SUPPORT AGENCIES
• Snohomish County Division of Emergency Management (DEM) and Communications Office
• State of Washington Department Emergency Management Division (EMD)
CONCEPT OF OPERATIONS
1. The National Warning System (NAWAS) is the primary system used by the Federal
Government to disseminate warnings. Warnings may originate from a variety of federal
agencies and are received at the Washington Warning Point, a 24-hour operation managed
by the State Emergency Management Division, which then disseminates the warning to local
warning points.
2. The Primary Warning Point for Snohomish County is the Snohomish County 911 Center.
When a warning is received for Snohomish County, the information is relayed to the
Snohomish County OEM for further distribution.
3. The NOAA weather radio system may also be used to disseminate specific warning or
emergency information. It is limited, however, to those who use NOAA Weather Radio. It
may be activated by Snohomish County OEM through the State EMD Duty Officer.
4. The RAVE, Emergency Alert System (EAS) message, Wireless Emergency Alerts (WEA), and
reverse 911 systems may be used to notify residents in an affected/ potentially affected area
via text messaging and text to voice telephone calls. Further notification can be done by
door-to-door contact, mobile loudspeakers, sirens, or any other means available to on-scene
agencies.
5. An appointed Emergency Public Information Officer (PIO) is the lead person for the
coordination of emergency public information and media relations during an emergency.
6. During emergency situations the PIO, or their designees, report to the Emergency
Operations Center (EOC) or the Incident Command Post (ICP) to prepare and disseminate
public information.
4.3.a
Packet Pg. 134
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (1): Edmonds Communications Plan 5
5
7. The City of Edmonds Mayor’s Office is responsible for coordinating with and providing
information to local, state and Congressional elected officials from Snohomish County.
8. A Joint Information Center (JIC) may be set up to provide a single point of contact for
releasing emergency information if the magnitude of the situation warrants. This facility
would be in direct contact with the ICP and may include information officers from other
departments or jurisdictions. The location of the JIC will be determined on a case-by-case
basis.
9. Not all warning and emergency notification messages will reach the intended audiences due
to disruptions in communication systems.
10. 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. See the City
of Edmonds LEP Communications Plan.
11. Technological limitations may prevent communication with the general public, including
those with limited English proficiency and those with access or functional needs.
4.3.a
Packet Pg. 135
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Limited English
Proficiency (LEP)
Inclusive
Communication Plan
Appendix A (2)
─
May 2024
4.3.a
Packet Pg. 136
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
2
2
Purpose
The purpose of the Limited English Proficiency (LEP) Inclusive Emergency Communications Plan is to
outline the responsibilities of the City of Edmonds regarding LEP persons and establish a process for
providing assistance to them for agency programs, activities, and services pursuant to Title VI of the
Civil Rights Act of 1964, Executive Order 13166, and Title 38.52 RCW.
Planning Assumptions
Emergency management life-safety information and services during a non-emergency incident is
centered primarily on preparedness information, to prevent and/or reduce risk. During an emergency
incident, this information and related services are more time sensitive and may require extra staffing
resources to produce.
Establishing strong relationships with community and faith-based leaders, as well as schools and
businesses, before disaster strikes is key to building a robust network of information-sharing partners
that can disseminate time-sensitive, official messages in appropriate and useful formats. Trusted
partners can also provide situational awareness and community resource needs to emergency
response organizations. Regular engagement and inclusion in planning, training, and exercise
activities strengthen these relationships.
Accessing “on-demand” translation and interpretation services during a catastrophic incident may be
significantly delayed given impacts to transportation and communication infrastructure, the time it
takes to coordinate with translation service providers, as well as delays in gathering situational
awareness and appropriate actionable messages and directives.
For similar reasons, dissemination of life-safety notifications in languages other than English may be
more delayed than these same notifications in English, depending on the nature of the incident,
technology limitations, impact to communication infrastructure, and a community’s ability to reach its
own members.
Interviews with community leaders indicate that local language communities consider existing auto-
translation programs inadequate. It is preferable for emergency messaging to be sent in English
versus relying on auto-translation.
When available, using certified translators is a recognized best practice. Investing in pre-disaster
education and community outreach regarding the importance of personal emergency preparedness
and community self-sufficiency can counteract possible delayed or limited communications in any
language.
The City of Edmonds maintains an alert system which contains internal and external contact lists and
has the capability of launching emergency alerts throughout the City of Edmonds or to internal staffing
4.3.a
Packet Pg. 137
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
3
3
groups. This plan will refer to the City of Edmonds’s emergency alert system (RAVE Alert) as Edmonds
Alerts.
Organization
During non-emergency operations or when the Emergency Operations Center (EOC) is not activated,
the Public Information Officer (PIO) will lead messaging efforts with support from other departments
or agencies.
During emergency operations or when the EOC is activated, the PIO (and Joint Information Center (JIC)
if activated) will lead emergency messaging efforts with support from Emergency Management as well
as other City departments and community partners. Organizations involved in messaging would
support the PIO, JIC if activated, or possibly other operational areas where there is a need.
Identifying LEP Language Groups
The Revised Code of Washington (RCW) 38.52 requires that each local organization that produces a
local Comprehensive Emergency Management Plan must include an LEP life safety communication
plan for each LEP language group that constitutes five percent or 1,000 residents, whichever is less,
of its population. The Office of Fiscal Management reports mandated by state law provide county-
level statistics but do not provide information at the city level so LEP language groups in Edmonds
were determined using other sources.
According to Washington State EMD, a limited English proficient (LEP) individual is one who does not
speak English as his/her primary language and who has a limited ability to read, write, speak or
understand English. Not all individuals whose primary language is not English should be considered
as having limited English proficiency.
In April 2023, the Washington State Office of Financial Management (OFM) estimated the City of
Edmonds population at 43,370.
Based on the summary report provided by the U.S. Census Bureau an estimate was made on the types
of languages spoken at homes in Edmonds. The report shows that 15.3% of homes within Edmonds
speak a language other than English. Spanish is the second highest language spoken after English at
3.8%. Other languages include Indo-European languages at 3.2% and Asian and Pacific Islander
languages at 6.9%.
While 3.8% doesn’t meet the 5% threshold, it does result in approximately 1,628 (3.8% of 43,370)
individuals speaking Spanish at home, which is over the 1,000 residents requiring emergency
messaging per RCW 38.52.070.
4.3.a
Packet Pg. 138
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
4
4
Therefore, language assistance services should be provided in Spanish when appropriate.
The City evaluated 2023 information provided by the Edmonds School District for students who speak
languages other than English at home. This table illustrates the top five languages spoken other than
English. (Note: The school district serves a larger geographic area than the city limits.)
As a second check of the 1,000-population threshold for the Safe Harbor Provision, the City used the
percentages in the table above and multiplied them by the City’s population of 43,370 to estimate the
population of non-English speaking languages.
The table below provides the limited English Speaking population estimates. In this circumstance,
Spanish and Vietnamese are the non-English languages that exceed the 1,000-population threshold.
Therefore, language assistance services should be provided in both Spanish and Vietnamese when
appropriate.
4.3.a
Packet Pg. 139
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
5
5
No other single language fitting the LEP criteria currently meets the required five percent or 1,000
residents threshold mandated by state law. We conclude, therefore, that Edmonds is required at this
time to provide life safety messaging in Spanish and Vietnamese.
The City recognizes the importance of providing messaging in other languages than Spanish and
Vietnamese when possible, particularly for languages with greater numbers of speakers.
Identification of Messaging Strategies and Methods
A list of potential systems and methods for disseminating life-safety notifications is below. Method
selection should be based on the incident, the information being shared, and the target audience.
Selection should consider the ability of alerts to reach as many people in the target audience as
possible including those who are deaf or hard of hearing, blind or visually impaired, have a learning
or cognitive disability, or may not be able to read and understand English.
Edmonds Alerts (RAVE Alert)
The City can use their RAVE platform to send alerts to individuals who have subscribed to receive
messages. They can receive messages via phone call, text message, or email. The RAVE platform
includes an ability to auto-translate messages in a variety of languages so that users who selected a
different language in their account will receive messages in the language they chose. The City
recognizes that without vetting the translations, they have potential to be missing information or be
mistranslated. To the extent possible, the City will confirm accuracy of the translations but may send
alerts without translation confirmation if needed and based on the nature of the emergency.
The City has a Spanish alert opt-in function that allows people to sign up to receive alerts in Spanish
(in place of or in addition to the City’s English alerts). These alerts will not be auto-translated and are
to be input in to the system by City staff in Spanish. To the extent possible, these messages are pre-
scripted and vetted ahead of time.
Reverse Call Back (Reverse 911)
The City can initiate reverse call backs utilizing landline phone data in the RAVE platform. The message
can be sent to all lines within the City or specific geographical areas. Snohomish County Department
of Emergency Management also can send these calls out and may be used as a backup or in a regional
emergency.
Wireless Emergency Alerts (WEA)
Wireless Emergency Alerts (WEA) are alerts that are sent to cell phones in a geographical area. They
have a separate alert tone than typical text messages and users do not need to opt-in to receive the
alerts. A user can turn these messages off in their phone settings, so City messaging reminds people
4.3.a
Packet Pg. 140
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
6
6
to confirm WEA alerts are turned on. WEA messages are initiated by Snohomish County or the
Washington State EOC.
Emergency Alert System (EAS)
The Emergency Alert System (EAS) is a national public warning system that requires broadcasters,
cable television systems, wireless cable systems, satellite digital audio radio service (SDARS) providers,
and direct broadcast satellite (DBS) providers to provide the communications capability to address
the American public during a national emergency. The system also may be used by state and local
authorities to deliver important emergency information, such as AMBER alerts and weather
information targeted to specific areas. An EAS message can be requested through Snohomish County
DEM or the Washington State EOC.
Door-to-Door Notifications
Depending on the nature and location of the incident, law enforcement personnel and community
volunteers may be deployed door-to-door. When possible, an interpreter or bilingual person would
be part of this group; as a secondary alternative, the group would have instructions in other languages
and/or could use interpreter/translation services.
Suggested guidance to first responders and emergency coordination center staff for communication
with LEP populations is as follows:
a) 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 rewording 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.
b) 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 to 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
4.3.a
Packet Pg. 141
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
7
7
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.
Social Media Platforms
Facebook: City Government, Parks, Recreation, and Human Services, and Edmonds Police Department
Instagram: City Government, Parks, Recreation, and Human Services
Twitter: Edmonds Police Department
Community Partners
The City will utilize community partners to share information before, during, and after an emergency.
Businesses and other community organizations are often trusted sources of information and have
great connections with the populations they serve. The City works regularly with local non-profits,
businesses, school districts, chamber of commerce, etc. on preparedness and could utilize these
connections to help with public outreach.
If needed, Emergency Management has a distribution list of partners that have agreed to help share
information which expands the reach into the community. This can also help with targeted messaging
to various language groups and other specific segments of our population.
Identification of Key Life-Safety Messages
The following potential emergency messages are broken into two groups. Life-safety notifications
should be disseminated quickly using multiple methods and multiple languages when appropriate
because of their implication on the safety of the intended recipient.
Other emergency messages with important information to help individuals navigate through an
emergency or disaster in their community should also be disseminated using multiple methods and
in multiple languages if possible.
These other emergency messages may not need to be disseminated as quickly as life-safety messages
or using as many methods. The lists are not meant to be exhaustive but are intended to provide
examples of messages that should be considered for translation/interpretation and dissemination to
LEP individuals.
Life-Safety Notifications
Life-safety notices may be related to (but are not limited to) the following:
4.3.a
Packet Pg. 142
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
8
8
• evacuation (RCW 38.52 requirement) to include information on available transportation, if
available
• sheltering / sheltering in place (RCW 38.52 requirement)
• where individuals can obtain care or assistance (e.g., food, water, showers, medical care, and
shelter and food / water for pets and large animals) (RCW 38.52 requirement is communicating
availability of food and water) Include information on available transportation, if available
• facility lockdown (RCW 38.52 requirement)
• food safety (e.g., safe handling and disposal of potentially contaminated food products)
• notices of curfew and curfew-related restrictions
• other public health and safety information (e.g., air quality announcements, generator safety
tips, how to avoid carbon monoxide poisoning, how to disinfect potentially contaminated
wells, cleaning up after a disaster, when and how to dispose of damaged household goods,
and need for health screening or prophylaxis to prevent spread of infections)
Other Emergency Messages
Other emergency-related messages may include (but are not limited to) the following:
• emergency closure or detour notices for key transportation corridors, passenger rail lines and
public transit systems (e.g., bus routes, commuter rail, and ferry routes)
• emergency restricted hours / closure notices for local facilities where important services are
provided directly to the public (e.g., offices of local health department or district, social
services agencies, utilities, and building departments)
• announcements related to disaster-related consumer protection issues (e.g., how to hire a
contractor, insurance coverage, and how to file claims and complaints, etc.)
• announcements on reporting damages to local authorities for damage assessment purposes
(e.g., what information is needed, how, when and where to report it)
Direction, Control, and Coordination
Horizontal Integration
City departments will follow their department-specific guidance, procedures, or policies to the extent
appropriate in support of this plan when it is activated.
Vertical Integration
In an emergency situation, it is important to have cohesive messaging. The City will coordinate public
messaging efforts with Snohomish County Department of Emergency Management and Washington
4.3.a
Packet Pg. 143
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
9
9
State Emergency Management Division. The City will also coordinate with neighboring and community
organizations when possible.
Background for Communicating with LEP Population Groups
Title VI of the Civil Rights Act of 1964, 44 U.S.C. 2000d prohibits recipients of federal funds from
discriminating based on race, color, and national origin when providing service to the public. The U.S.
Supreme Court ruled in 1974 that organizations discriminate based on national origin when they do
not provide meaningful access to LEP persons to the federally funded programs they operate (Lau v.
Nichols, 414 U.S. 563). Meaningful access includes communicating with LEP persons in a language
they understand about the availability of emergency management programs, services, and life-safety
notifications made during emergencies and disasters.
Most emergency management organizations in Washington State receive federal funds to help
operate or maintain their programs. Funding may come from federal sources such as the Emergency
Management Performance Grant, Homeland Security Grant Program, or grant programs that help
their communities recover from a declared disaster. The source of grant programs such as these is
the U.S. Department of Homeland Security (DHS); the Washington Military Department’s Emergency
Management Division passes through funding to local, state and tribal emergency management
organizations.
DHS guidance states that recipients of Federal financial assistance (e.g., state, local, tribal
governments) have an obligation to reduce language barriers that can preclude meaningful access by
LEP persons to important government services and programs.
This means recipients of Federal financial assistance must take reasonable steps to ensure meaningful
access to their programs and activities by LEP persons. Providing services to and communication with
LEP populations should be equivalent to that provided to the English-speaking population in terms of
content, availability, distribution, and timeliness.
In 2017, the Washington Legislature approved, and the Governor signed into law, Substitute Senate
Bill 5046. This bill, effective July 23, 2017, amended the Washington Emergency Management Act by
adding communicating life-safety notifications to LEP language groups to the requirements of state
and local emergency management organizations. It also added reporting requirements on
communications plans and actual communications with LEP groups.
Legal Requirements
Title VI of the Civil Rights Act of 1964
“No person in the United States shall, on the ground of race, color, or national origin be excluded from
participation in, be denied the benefits of, or be subjected to discrimination under any program or
activity receiving Federal financial assistance.”
4.3.a
Packet Pg. 144
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
10
10
Executive Order 13166
“Improving Access to Services for Persons With Limited English Proficiency’’. Different treatment based
upon a person’s inability to speak, read, write, or understand English may be a type of national origin
discrimination. Executive Order 13166 directs each Federal agency that is subject to the requirements
of Title VI of the Civil Rights Act of 1964 to publish guidance for its respective recipients and
subrecipients clarifying that obligation.
EPCRA
The Emergency Planning and Community Right-to-Know Act (EPCRA) provisions help increase public’s
knowledge and access to information on chemicals at individual facilities, their uses, and releases into
the environment. States and communities, working with facilities, can use the information to improve
chemical safety and protect public health and the environment.
Section 304 Emergency Release Notification Requirements - Any facility that releases into the
environment one of the listed types of chemicals in an amount equal to or greater than its reportable
quantity as required by the Emergency Release Notification regulation.
Title 38.52.070 RCW
Section (3) establishes the requirement for emergency management organizations to include a
communications plan which identifies “significant population segments” that have Limited English
Proficiency and defines how life safety information will be disseminated to those populations during
an emergency or disaster.
“Significant population segments” is defined as a language group that constitutes five percent or one
thousand residents, whichever is less, of the population of persons eligible to be served or likely to be
affected within a city, town, or county. The data source which is used for these determinations must
come from the Office of Financial Management.
Chapter 118-30 WAC
LEP populations are components of the Whole Community concept which is discussed as a
requirement for inclusion throughout the planning process.
Resources
Translations and interpretations will be needed through all phases of an emergency in addition to
normal day-to-day operations. Additional resources may be needed depending on the nature of the
incident and response/recovery operations. The City maintains a list of contacts and resources for
translations, interpretations, media, etc.
4.3.a
Packet Pg. 145
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
11
11
City staff also connect with local school districts and other community partners as trusted resources
for LEP families and, independently from that, connect with individuals within Edmonds’s LEP
communities.
References and Supporting Guidance
State
• RCW 49.60 - Washington Law Against Discrimination
• RCW 49.60.400 - Washington State Civil Rights Act
• Governor Executive Order 17-01, Reaffirming Washington’s Commitment to Tolerance,
Diversity and Inclusiveness, February 23, 2017
• RCW 38.52 – Emergency Management
See sections:
o RCW 38.52.010 – Definitions (communications plan, life-safety information)
o RCW 38.52.070 – Definitions (significant population segment, LEP data set), Evaluating
Effectiveness of Communications
o RCW 38.52.073 – State Agencies’ annual reports to Legislature
o RCW 38.52.580 – State Agencies’ communication plans, annual reports on
communications
Federal
• U.S. Department of Justice Civil Rights Division
• Title VI of the Civil Rights Act of 1964, 42 USC 2000
• Presidential Executive Order 13166, Improving Access to Services for Persons with Limited
English Proficiency, August 11, 2001.
• Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 93-288, as amended, 42
USC 5151 o
• U.S. Department of Homeland Security Title VI regulations against national origin
discrimination, 6 CFR part 21.
• Guidance to Federal Financial Assistance Recipients Regarding Title VI Prohibition Against
National Origin Discrimination Affecting Limited English Proficient Persons
• Guidance to State and Local Governments and Other Federally Assisted Recipients Engaged
in Emergency Preparedness, Response, Mitigation, and Recovery Activities on Compliance
with Title VI of the Civil Rights Act of 1964
• Tips and Tools for Reaching Limited English Proficient Communities in Emergency
Preparedness, Response, and Recovery, U.S. Department of Justice, Civil Rights Division,
August 2016
4.3.a
Packet Pg. 146
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Appendix A (2): LEP Inclusive Communication Plan
12
12
4.3.a
Packet Pg. 147
At
t
a
c
h
m
e
n
t
:
2
0
2
4
E
d
m
o
n
d
s
C
E
M
P
F
i
n
a
l
D
r
a
f
t
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
STATE OF WASHINGTON
MILITARY DEPARTMENT
EMERGENCY MANAGEMENT DIVISION
MS: TA-20 Building 20 • Camp Murray, Washington 98430-5122
Phone: (253) 512-7000 • FAX: (253) 512-7200
December 2, 2024
Mike Rosen, Mayor
City of Edmonds
1215th Avenue N
Edmonds, Washington 98020
Re: City of Edmonds Comprehensive Emergency Management Plan
Dear Mr. Rosen:
Thank you for submitting the City of Edmonds's Comprehensive Emergency Management Plan
(CEMP) for our review as required under Title 38.52.070 RCW. Congratulations on completing
this significant accomplishment.
The enclosed documents provide a compilation of recommendations for your next planning and
review cycle to meet the requirements of RCW 38.52 and WAC 118.30. Addressing the lawful
requirements category will ensure your CEMP's continued consistency with the State CEMP and
incorporate industry best practices. The Washington Emergency Management Division (EMD)
looks forward to receiving the next iteration of the City of Edmonds's CEMP in five years.
To better incorporate the use of core capabilities while also making the CEMP a more
operational document, CEMP development in Washington has changed significantly. If you
would like additional information or assistance, please contact EMD's Planning Section at
emdcempreview@mil.wa.gov.
Sincerely,
Robert Ezelle
Director
Enclosures (2)
EMD CEMP Evaluated Checklist — City of Edmonds 2024
CEMP Review and Recommendations — City of Edmonds 2024
4.3.b
Packet Pg. 148
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
EMD CEMP Evaluated Checklist -City of Edmonds 2024
Section Title Tier III - Required Tier II - Suggestions Tier I - Optional
Introductory Documentation 75%73%0%
Purpose, Situation, & Assumptions 100%80%100%
Concept of Operations 100%100%83%
Direction, Control, & Coordination 100%81%87%
Organization 100%50%100%
Responsibilities 100%48%63%
Communications 100%19%
Administration 100%100%
Finance 100%67%100%
Logistics 80%100%83%
Development & Maintenance 100%0%24%
Population Protection 94%37%
ESF 4 0%0%
ESF 5 70%83%
ESF 6 45%77%
ESF 8 0%46%
ESF 9 0%6%
ESF 10 0%0%
ESF 13 60%87%
ESF 15 83%87%
Resource Management 100%44%
ESF 7 78%90%
ESF 11 0%0%
Critical Infrastructure 85%46%
ESF 1 0%0%
ESF 2 79%96%
ESF 3 88%95%
ESF 12 0%0%
TIER TOTALS*95%61%58%
Rating:
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
5
4
4
4
4COMPLIANCEThe Plan should align with guidance and doctrine to the maximum extent possible because these provide a baseline that facilitates both planning and execution.
COMPLETENESS
A plan is complete if it:
Incorporates all tasks to be accomplished;
Includes all required capabilities;
Integrates the needs of the general population, children of all ages, individuals with disabilities and others with access and functional needs, immigrants,
individuals with limited English proficiency, and diverse racial and ethnic populations;
Provides a complete picture of the sequence and scope of the planned response operation;
Makes time estimates for achieving objectives;
Identifies success criteria and a desired end-state.
ACCEPTABILITY
A plan is acceptable if:
It meets the requirements driven by a threat or incident;
It meets decision maker and public cost and time limitations;
It is consistent with the law;
It can be justified in terms of the cost of resources;
Its scale is proportional to mission requirements.
FEASIBILITY
A plan is feasible if:
The organization can accomplish the assigned mission and critical tasks by using available resources whithin the time contemplated by the plan;
The organization allocates available resources to tasks and tracks the resources by status;
Available resources include internal assets and those available through mutual aid or through existing state, regional, or Federal assistance agreements.
Specifically, the jurisdiction should complete a capability estimate that:
Identifies the current status of resources arrayed to support the plan;
Analyzes the required resources based on the courses of action in the plan;
Identifies the most supportable courses of action and ways to reduce the impact of resource deficiencies.
ADEQUACY
A plan is adequate if:
The scope and concept of planned operations identify and address critical tasks effectively;
The plan can accomplish the assigned mission while complying with guidance;
The plan's assumptions are valid, reasonable, and comply with guidance.
Basic Plan
Annexes
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
Five Fundamental Plan Review Criteria:
Rating System:
1 = Missing All of the specified characteristics
2 = Minimally addresses the specified characteristics
3 = Addresses Some of the specified characteristics
4 = Addresses Most of the specified characteristics
5 = Addresses All of the specified characteristics
*Each Tier Total is the sum of all elements that have been addressed across all sections in the column and displayed in a percentage
Cells that are grayed out do not contain elements that are reviewed for that tier.
COMPLETE OVERVIEW
4.3.b
Packet Pg. 149
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Washington Emergency 11/14/2024
Management Division Page 1
Comprehensive Emergency Management Plan (CEMP) Review &
Recommendations
Jurisdiction: City of Edmonds - 2024
The plan provides well written, easy to understand and necessary information for the
administration of an emergency management program. The recommendations provided below
are separated into three tiers:
Tier III – Lawful Requirements; Tier II – State Suggestions; and Tier I – Optional
State consistency reviews will follow the recommendations identified in Tier III. Tier II
identifies the next logical step in the planning process and should be considered guidance to
assist with state-wide planning coordination; Tier II is not a requirement, but highly suggested
to better prepare your jurisdiction. Tier I identifies entirely optional, accreditation-related
elements and remains dependent on individual jurisdictions’ preparedness goals, capabilities
and resources; Tier I is not a requirement.
TIER III – Lawful Requirements
CEMP Location Recommendation to Meet Legal Obligations Reference
Basic Plan – Approval
Document
Ensure the approval document is signed by
either the Emergency Management Director
or the senior elected official. This is expected
and is a reminder to sign the official
document when it is ready to be
promulgated/approved.
Chapter 118-30, WA
CEMP, CPG 101
Basic Plan – Logistics
A large part of planning and preparedness is
to pre-identify resource gaps. Discuss your
jurisdictions resource gaps to then better
plan for how to overcome those gaps.
PPD-8, Title 38.52
RCW, Chapter 118-
30 WAC, WA CEMP,
CPG 101
All Annexes – Terms
and Definitions
Consider what technical information was
discussed that may need additional
clarification. Terms and definitions to include
in these sections are specific to the Annexes
in question. General terms that apply to the
CEMP as a whole or those that apply to the
Basic Plan’s content should only be included
in the Basic Plan.
Chapter 118-30
WAC, WA CEMP
EMS and Firefighting
Annex
Consider adding an annex to discuss the
description and capabilities of emergency
medical services and fire protection
capabilities within the jurisdiction and
EPCRA, Chapter 118-
30 WAC, National
Response
4.3.b
Packet Pg. 150
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Washington State Emergency 11/14/2024
Management Division Page 2
TIER III – Lawful Requirements
CEMP Location Recommendation to Meet Legal Obligations Reference
address any mutual aid agreements
pertaining to firefighting assistance. This can
include references to any Special Technical
Teams, USAR, HAZMat Technical Teams, etc.
Framework, WA
CEMP, CPG 101
Communications Plan
When discussing the implementation or
activation of the Communications Plan the
topic of pre-scripted messages should be
addressed. Consider addressing within the
Communications Plan pre-scripted messaging
and notifications for AFN populations (to
include LEP and hearing-impaired
individuals).
Public Law E.O.
13166, Title 38.52
RCW, The National
Planning
Frameworks, WA
CEMP, CPG 101
Energy
Consider discussing significant energy
disruptions or power outages (gas, electricity,
natural gas, etc.) and how these will be
addressed. Also, another consideration to
explore is how extended outages/disruptions
to energy supplies or suppliers in neighboring
geographical areas can affect your
jurisdiction.
PPD-21, 118-30
WAC, National
Planning
Framework, WA
CEMP, CPG 101
Transportation
Consider describing incident management
practices for Aviation, Maritime, Pipeline,
and Rail and how those practices with be
implemented in an incident. Even if your
jurisdiction does not have no capabilities to
perform these, it should still be determined
who will manage these types of incidents
within your jurisdiction or how your
jurisdiction can assist with any specific
resources.
PPD-21, EPCRA, 118-
30, WA CEMP
TIER II – State Suggestions
CEMP Location Recommendation to Meet Legal Obligations Reference
Basic Plan – Approval
Document
Consider discussing authorities and decision-
making policies in either your approval
document or the delegation of authority if
the senior or appointed officials were absent.
Also, consider adding a disclosure statement
that “This CEMP is the current plan
supersedes all previous plans.”
WA CEMP, CPG 101
4.3.b
Packet Pg. 151
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Washington State Emergency 11/14/2024
Management Division Page 3
TIER II – State Suggestions
CEMP Location Recommendation to Meet Legal Obligations Reference
Basic Plan – Concept
of Operations
There are many elements that can be
addressed in the Concept of Operations
section of the Basic Plan relating to three
elements, or Core Capabilities, which impact
all Mission Areas. The first is Planning, the
second is Public Information & Warning, and
the third is Operation Coordination. Your
plan did a great job of addressing these core
capabilities and captured all the suggested
elements.
The National
Planning
Frameworks, WA
CEMP
Basic Plan – Direction,
Control, &
Coordination
Part of the Comprehensive Emergency
Management Plan should include a
description of the activities taking place in
the other mission areas (i.e. Prevention,
Protection, Mitigation, Recovery). The State
CEMP is currently moving in this direction
with its own Plan which is the reasoning
behind offering this recommendation and the
previous one as a suggestion for future
updates to your CEMP. Your plan did a great
job of addressing the other 29 core
capabilities, you were just missing a few
elements.
The National
Planning
Frameworks, WA
CEMP
Basic Plan – Record of
Distribution
Within the Record of Distribution Table,
consider adding the full name and/or Title of
the person receiving the plan. By listing the
name/title of person, this ensures the correct
person is receiving the plan and not getting
lost or sent to the wrong person.
WA CEMP, CPG 101
Basic Plan – Situation
Overview – Capability
Assessment Summary
Consider adding this section to summarize
prevention, protection, mitigation, response,
and recovery capabilities involving the
hazards identified in the Situation Overview.
This section can also highlight limitations that
may exist due to training, equipment, or
personnel.
WA CEMP, CPG 101
Continuity of
Government –
Devolution and
Reconstitution
Process
Consider discussing the process of devolution
and reconstitution planning. Devolution
planning identifies and continues essential
functions, maintains continuity of emergency
services delivery, determines the likely
Continuity Guidance
Circular, National
Response
Framework, CPG
101
4.3.b
Packet Pg. 152
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Washington State Emergency 11/14/2024
Management Division Page 4
TIER II – State Suggestions
CEMP Location Recommendation to Meet Legal Obligations Reference
impacts of service delivery changes, and
provides a template for reintegrating services
back to the local jurisdiction.
Basic Plan -
Organization
Describe the conflict resolution process that
exists or would be used to resolve issues
which present themselves amongst local
departments.
WA CEMP, CPG 101
Basic Plan –
Responsibilities
There are many tasks and abilities that
Departments/Agencies (at all levels of
government), the private sector, community
organizations, and individuals should be
participating in and accomplishing based on
the guidance offered by the National
Planning Frameworks. The Responsibilities
section is an opportunity to not only address
what capabilities are, but what they should
be. This section should also be considered a
place to set expectations. For more
information on stakeholder responsibilities,
consult the CEMP Evaluation Checklist – Tier
II Suggestions tab.
Overall, this section was well-written, there
were just a few pieces missing.
The National
Planning
Frameworks, WA
CEMP, CPG 101
Basic Plan - Finance
Consider briefly discussing the impact and
role of insurance for recovering from the
impacts of emergencies and/or disasters.
National Disaster
Recovery
Framework, WA
CEMP
Basic Plan –
Development and
Maintenance
Briefly discuss the promulgation process that
your CEMP goes through in order to become
approved by your jurisdiction’s appointed
and/or senior leadership. Your plan does a
good job of stating who has the authority to
issue the proclamation.
WA CEMP, CPG 101
Basic Plan – Terms
and Definitions /
Abbreviations
Consider moving those terms and definitions
which only apply to a specific function to a
Support Annex. The definitions section within
a support annex serves to house unique
terms or jargon. This will leave the Basic
Plan’s terms and definitions section free to
discuss more general concepts that are
WA CEMP, CPG 101
4.3.b
Packet Pg. 153
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Washington State Emergency 11/14/2024
Management Division Page 5
TIER II – State Suggestions
CEMP Location Recommendation to Meet Legal Obligations Reference
appropriate to its intended audience. Also,
consider removing any terms, definitions, or
anacronyms that is not used in the Plan to
help reduce its length and sharpen its focus.
Alternative and
Recovery of
Transportation
Systems
Describe the alternative methods of
transportation that can be used during an
incident (e.g. using ferries, local school buses,
city/county buses, etc.).
Consider describing the methods used for
coordinating the restoration and recovery of
transportation systems and infrastructure.
The National
Planning
Frameworks, WA
CEMP, CPG 101
Transportation of
Supplies
Discuss the strategy for the transportation of
supplies. For example, who is responsible for
the movement of food, water, and medical
supplies going to shelters.
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
Local Bridges
Consider addressing how local bridges
receive the same attention as roads. Bridges
are components of the local road system that
require additional resources to inspect and
repair which makes them an important
aspect to discuss.
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
Communications –
Neighboring
Jurisdictions
Describe the actions taken to notify
neighboring jurisdictions that an incident has
occurred.
WA CEMP, CPG 101
Communications –
Frequencies
Considering adding a table in this ESF which
identifies the various frequencies that
response organizations operate on.
WA CEMP, CPG 101
Communications –
Alternate 9-1-1
Consider discussing alternative methods for
essential communications if 9-1-1 or other
dispatch centers are out of operation.
WA CEMP, CPG 101
Communications –
Public Notices
Discuss how information pertaining to the
potential impacts of secondary hazards is
relayed to the public.
Lastly, discuss the possibility of providing
announcements for upcoming community
meetings (i.e. involving state officials, local
authorities, damage assessments, etc.).
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP
4.3.b
Packet Pg. 154
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Washington State Emergency 11/14/2024
Management Division Page 6
TIER II – State Suggestions
CEMP Location Recommendation to Meet Legal Obligations Reference
Communications –
Public Health
Information
Consider discussing the following health
related disaster conditions:
• Distribution of drinking water
• Human waste disposal services
• Vector control
• Food production and protection
services
• Agricultural services
• Other distribution systems and
services (medical, general health
supplies, etc)
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
Emergency
Management -
Notification and
Documentation
Briefly discuss what the initial notification
and documentation process is for an incident.
Also, if this incident were to expand into a
neighboring jurisdiction, discuss the
notification process which exists.
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
24-hour Operations
Describe the process which will be initiated
and sustained to provide for 24-hour
operations for IC/EOC operations.
WA CEMP, CPG 101
Resource
Requirements for
EOC/ECC Staff
Consider describing the training and
equipment requirements to staff positions in
your EOC/ECC.
WA CEMP, CPG 101
Shelters
There were a few additional elements that
should be addressed when describing shelter
setup. The first is the establishment of
reception centers at shelter locations (not to
be confused with disaster recovery centers).
The second is the procurement, delivery, and
disbursement of emergency relief supplies.
The third is the coordination with Logistics to
conduct feeding operations.
Consider discussing the process and
procedures to address unaccompanied
children, registered offenders, or household
pets when they arrive at shelters.
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
Nutritional Needs
Consider discussing what processes or
procedures are in place to help the
jurisdiction in determining the nutritional
needs of the population when feeding
National Response
Framework,
National Disaster
Recovery
4.3.b
Packet Pg. 155
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Washington State Emergency 11/14/2024
Management Division Page 7
TIER II – State Suggestions
CEMP Location Recommendation to Meet Legal Obligations Reference
operations are being conducted (e.g. baby
food, religious diets, food allergies, calorie
needs, etc.). To understand this function in a
different light, consider how you might run a
food bank-like operation.
Framework, WA
CEMP, CPG 101
Shelter
Communications and
Operations
Consider discussing more information
regarding what communications are
established and maintained for sheltering
operations. Important areas to consider are
what information collection and
dissemination efforts will be conducted
between the various stakeholders, such as
between shelters and the media or shelters
and evacuees. Another consideration to
discuss is the process and procedures to
address unaccompanied children, registered
offenders, or household pets when they
arrive at shelters.
[Recommendation can be found on the CEMP
Evaluation Checklist Tier II – Suggestions tab
under ESF 6]
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
Resource
Management –
Prioritization of
Resources
Consider discussing the fundamental
framework of decision making that may take
place when resources are limited or the
ability to deliver the resources are limited.
There are many considerations that could be
used as the basis for this discussion. For
example: Are certain population segments
prioritized? Are specific government
functions prioritized to receive resource over
other functions? Are certain geographic
locations prioritized due to multiple
considerations? Do you have two bridges
down but only enough resources to fix one?
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
Mass Casualty/Fatality
Incident Management
Consider expanding the discussion on how
the following elements are coordinated or
describe the actions that will be taken to:
• Contain and stabilize the effects of the
incident;
• Track patients;
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
4.3.b
Packet Pg. 156
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Washington State Emergency 11/14/2024
Management Division Page 8
TIER II – State Suggestions
CEMP Location Recommendation to Meet Legal Obligations Reference
• Coordinate private organization support
and asset integration;
• Establish emergency treatment centers or
mass casualty collection centers;
• Decontaminate survivors and responders.
Search and Rescue
Consider discussing the capabilities for
Search and Rescue efforts for your
jurisdiction. If these capabilities do not exist
in your jurisdiction, consider noting
neighboring jurisdiction through MOA/MOU
or other formal request process that can
assist.
National Response
Framework, WA
CEMP, CPG 101
Oil and Hazardous
Material Response
Consider discussing the following:
• Methods to detect and assess the extent
of contamination;
• Description of the methods to stabilize a
release;
• Environmental cleanup
• Waste disposal methods/processes;
• Implementing storage options;
• Implementing treatment options.
Even if your jurisdiction does not participate
in the process (i.e. Department of Ecology
takes care of the waste), this section should
briefly describe/highlight who is participating
in these activities and if any coordination is
involved or highlight any MOU/MOA or other
formal request process that can assist.
National Mitigation
Framework,
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
TIER I – Optional
CEMP Location Recommendation to Meet Legal Obligations Reference
General
The biggest concern with accreditation
entities and requirements is detailed
explanations of process and procedures. It is
often not enough to simply address that you
perform an activity, but rather explain each
step of the process involved to accomplish
such activities.
EMAP
Basic Plan Develop and/or reference a multi-year
strategic plan complete with goals, EMAP 3.1.1
4.3.b
Packet Pg. 157
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Washington State Emergency 11/14/2024
Management Division Page 9
TIER I – Optional
CEMP Location Recommendation to Meet Legal Obligations Reference
objectives, milestones, and implementation
methods.
Basic Plan -
Communications
There are a lot of elements to try and provide
methods and processes regarding crisis
communication, public information, and
education.
EMAP 4.11.1 -
4.11.4
Basic Plan -
Development and
Maintenance
A training and exercise program contains
numerous components. Accreditation is
primarily concerned with the methods used
to train, exercise, and track all this data.
EMAP 4.9 - 4.10
Additional Considerations
CEMP Location Recommendation
Overall CEMP This CEMP was very well written and organized. It was easy
to follow as a reader.
4.3.b
Packet Pg. 158
At
t
a
c
h
m
e
n
t
:
S
I
G
N
E
D
-
C
E
M
P
_
C
o
m
p
l
e
t
e
d
_
R
e
v
i
e
w
_
L
e
t
t
e
r
-
C
i
t
y
o
f
E
d
m
o
n
d
s
2
0
2
4
(
0
0
2
)
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
Page 1 of 2 City of Edmonds Police Department
Date: Click here to enter text.
To: All City Departments, Emergency Response Partners, and the Residents of Edmonds
From: Michelle Bennett, Police Chief
Subject: City of Edmonds Comprehensive Emergency Management Plan (CEMP)
The City of Edmonds Comprehensive Emergency Management Plan is designed to ensure that
all jurisdictional members have the capability and knowledge to respond to any emergency or
disaster that should befall our City.
Pursuant to RCW 38.52, the Plan is intended as a comprehensive framework for citywide
disaster mitigation, preparedness, response, and recovery. It details authorities, functions, and
responsibilities to establish a mutually cooperative plan of action. The purpose of the CEMP is to
ensure that our city is well-prepared to protect lives, property, and resources, and to provide a
framework for efficient and effective response during times of crisis.
Every effort has been made to ensure the Plan’s compatibility with planning guidance provided
by the Federal Emergency Management Agency and the Washington State Emergency
Management Division.
The CEMP is a living document, and it will be reviewed and updated regularly to address new
threats, technologies, and lessons learned from exercises and real-world events.
I request that all departments and organizations in the city of Edmonds study this plan, and be
prepared to discharge its emergency responsibilities, or to support the emergency responsibilities
of others.
The City of Edmonds is committed to ensuring the safety and well-being of its residents, and this
plan is a key element in achieving that goal. I extend my sincere gratitude to all who contributed
to the development of the CEMP, and I look forward to working together to make Edmonds a
resilient and prepared community.
Thank you for your commitment to safety, preparedness, and partnership.
Signed this ________________ day of ________________, 202_ by:
MEMORANDUM
4.3.c
Packet Pg. 159
At
t
a
c
h
m
e
n
t
:
P
r
o
m
u
l
g
a
t
i
o
n
L
e
t
t
e
r
f
o
r
C
E
M
P
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
Page 2 of 2 City of Edmonds Police Department
Vivian Olsen, Council President Position #5
Chris Eck, Councilmember Position #1
Will Chen, Councilmember Position #2
Neil Tibbott, Councilmember Position #3
Michelle Dotsch, Councilmember Position #4
Susan Paine, Councilmember Position #6
Jenna Nand, Councilmember Position #7
Mike Rosen, Mayor
4.3.c
Packet Pg. 160
At
t
a
c
h
m
e
n
t
:
P
r
o
m
u
l
g
a
t
i
o
n
L
e
t
t
e
r
f
o
r
C
E
M
P
(
R
e
v
i
e
w
a
n
d
a
p
p
r
o
v
e
a
n
u
p
d
a
t
e
d
C
o
m
p
r
e
h
e
n
s
i
v
e
E
m
e
r
g
e
n
c
y
M
a
n
a
g
e
m
e
n
t
P
l
a
n
(
C
E
M
P
)
a
n
d
City Council Agenda Item
Meeting Date: 12/17/2024
Ordinance Suspending Boards Committees & Commissions for the 2025-2026 Biennium
Staff Lead: City Council
Department: City Council
Preparer: Scott Passey
Background/History
On December 3, 2024, Council passed a budget amendment directing that all non-mandatory boards,
committees, and commissions be suspended for the 2025-2026 biennium.
Staff Recommendation
Adopt the attached ordinance as part of the consent agenda.
Narrative
N/A
Attachments:
Reduce Boards-Commission 20241203
Ordinance suspending boards and commissions
4.4
Packet Pg. 161
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds – City Council
Amendment Title: Pause all non-mandatory Boards and Commissions for 2025
and 2026
Amendment Number:
Councilmember: Vivian Olson Date Submitted: December 2, 2024
Fund: numerous Agenda Packet: Council staff will complete
Department: numerous Deliberated: Council staff will complete
Program: Boards and Commissions Outcome: Council staff will complete
Budget Year: both 2025/2026
Amendment Motion:
I move that we pause all non-mandatory Boards and commissions for 2025 and 2026 and reduce the
appropriate department budgets most non-staff expenses for these boards.
Amendment Description:
Except for the mandated boards (Planning Board, Civil Service Board, Disability Board, Lodging Tax
Advisory Board and Cemetery Board), all boards and commissions are proposed to be placed on
standby status for budget years 2025 and 2026. This is due to prioritization of resources and staff time
due to the fiscal emergency. In addition, a task force is underway to evaluate and possibly
recommend reorganization of our boards and commissions or the City’s overall approach to seeking
community engagement, an effort already underway with completion anticipated in 2025.
Standby status defined:
Special meetings of the board and commission could be called by the Mayor or the council majority;
no regular meetings
Duration of board member or commissioner term will not include any of the time in standby status.
Amendment Purpose (intended outcomes):
• Reduce expenses
Describe All Funding Sources
GF and Fund 143
Describe Future on Ongoing Costs (Expenditure) or Savings (Reduction of Expenditure):
Project Status (if Applicable)
[Project Status or N/A]
FISCAL DETAILS Account/BARS Notes:
Expenditures CSED (DEIA, GF)
CSED (EDC, GF)
Parks (Tree, Fund143)
$increase
or
($decrease)
($2000)
($1000)
($4000)
2025 and
2026
4.4.a
Packet Pg. 162
At
t
a
c
h
m
e
n
t
:
R
e
d
u
c
e
B
o
a
r
d
s
-
C
o
m
m
i
s
s
i
o
n
2
0
2
4
1
2
0
3
(
O
r
d
i
n
a
n
c
e
S
u
s
p
e
n
d
i
n
g
B
o
a
r
d
s
C
o
m
m
i
t
t
e
e
s
&
C
o
m
m
i
s
s
i
o
n
s
f
o
r
t
h
e
2
0
2
5
-
2
0
2
6
B
i
e
n
n
i
u
m
)
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds – City Council
Parks (Youth, GF)
Planning (Historical Preservation, GF
Planning (Arch Design Board, GF)
($750)
($4000)
($1000)
Revenues ($increase)
or
$decrease
$0
Net Budget Impact: ($8750 GF)
($4000 Fund
143)
2025 and
2026
4.4.a
Packet Pg. 163
At
t
a
c
h
m
e
n
t
:
R
e
d
u
c
e
B
o
a
r
d
s
-
C
o
m
m
i
s
s
i
o
n
2
0
2
4
1
2
0
3
(
O
r
d
i
n
a
n
c
e
S
u
s
p
e
n
d
i
n
g
B
o
a
r
d
s
C
o
m
m
i
t
t
e
e
s
&
C
o
m
m
i
s
s
i
o
n
s
f
o
r
t
h
e
2
0
2
5
-
2
0
2
6
B
i
e
n
n
i
u
m
)
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF EDMONDS,
WASHINGTON, SUSPENDING FOR TWO YEARS THE
REGULAR MEETINGS OF CITY BOARDS AND
COMMISSIONS THAT ARE NOT REQUIRED TO OPERATE
UNDER STATE LAW AND MAKING RELATED
PROVISIONS FOR SPECIAL MEETINGS AND TOLLING /
EXTENDING OF TERMS.
WHEREAS, the city is in the midst of a fiscal crisis; and
WHEREAS, the fiscal crisis will require non-represented employees to take furloughs
during the 2025-2026 biennium; and
WHEREAS, the furloughs will leave less time available for these non -represented
employees to perform their traditional duties; and
WHEREAS, the city would like to ease the burden that furloughs will place on its non -
represented staff; and
WHEREAS, staff support of the city’s boards and commissions could be curtailed toward
that end; and
WHEREAS, some of the city’s boards and commissions will be required to continue
operations under state law;
NOW, THEREFORE,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO ORDAIN
AS FOLLOWS:
Section 1. Regular Meetings Suspended. The following boards and commissions shall
not have regular meetings during the 2025-2026 biennium:
A. Architectural Design Board
B. Citizens’ Tree Board
C. Edmonds Civic Arts Commission
4.4.b
Packet Pg. 164
At
t
a
c
h
m
e
n
t
:
O
r
d
i
n
a
n
c
e
s
u
s
p
e
n
d
i
n
g
b
o
a
r
d
s
a
n
d
c
o
m
m
i
s
s
i
o
n
s
(
O
r
d
i
n
a
n
c
e
S
u
s
p
e
n
d
i
n
g
B
o
a
r
d
s
C
o
m
m
i
t
t
e
e
s
&
C
o
m
m
i
s
s
i
o
n
s
f
o
r
t
h
e
2
0
2
5
-
2
0
2
6
D. Edmonds Diversity, Equity, Inclusion, and Accessibility Commission
E. Citizens Economic Development Commission
F. Edmonds Historic Preservation Commission
G. Edmonds Sister City Commission
H. Edmonds Youth Commission
H.I. Salary Commission
I.J. Mayors' Climate Protection Committee
J.K. Transportation Committee
Section 2. Process for Requesting Special Meetings. The boards and commissions listed
in Section 1 shall not have a right to meet pursuant to the provisions of city code during the
2025-2026 biennium without obtaining permission from the mayor or city council. The mayor
may call a special meeting by providing at least 24-hours’ notice to the members of the board or
commission. In addition, but a special meeting may be requested, but not called, by the chair of
the board or commission. Any special meeting request should be sent to the mayor and council
president and shall should include the requested date and time of the meeting, the proposed
business to be transacted at the meeting, and the staff support that is contemplated by the chair.
A special meeting request may be approved by the city council during an open public meeting or
by the mayor. Even in the absence of a request, a special meeting of any of these boards may
also be called by the city council during an open public meeting.
Section 3. Effect of Suspension on Terms. Terms of members of the following boards and
commissions shall be tolled during the suspension described in Section 1:
A. Architectural Design Board
B. Citizens’ Tree Board
C. Edmonds Civic Arts Commission
D. Edmonds Diversity, Equity, Inclusion, and Accessibility Commission
E. Citizens Economic Development Commission
4.4.b
Packet Pg. 165
At
t
a
c
h
m
e
n
t
:
O
r
d
i
n
a
n
c
e
s
u
s
p
e
n
d
i
n
g
b
o
a
r
d
s
a
n
d
c
o
m
m
i
s
s
i
o
n
s
(
O
r
d
i
n
a
n
c
e
S
u
s
p
e
n
d
i
n
g
B
o
a
r
d
s
C
o
m
m
i
t
t
e
e
s
&
C
o
m
m
i
s
s
i
o
n
s
f
o
r
t
h
e
2
0
2
5
-
2
0
2
6
F. Edmonds Historic Preservation Commission
G. Edmonds Sister City Commission
G.H. Salary Commission
H.I. Mayors' Climate Protection Committee
I.J. Transportation Committee.
Those terms are hereby extended by the length of the suspension. For example, a term that was
supposed to expire on June 30, 2025 shall be automatically extended to June 30, 2027.
Section 4. Conflicts with City Code or State Law. To the extent that this ordinance
conflicts with the provisions of Title 10 or any other aspect of city code, this ordinance shall
control. Any provision of this ordinance that, in the written opinion of the city attorney, conflicts
with the general laws of the state of Washington shall be disregarded.
Section 5. Severability. If any section, subsection, clause, sentence, or phrase of this
ordinance should be held invalid or unconstitutional, such decision shall not affect the validity of
the remaining portions of this ordinance.
Section 6. Effective Date. This ordinance, being an administrative function of the city
council, is not subject to referendum and shall take effect five (5) days after passage and
publication of an approved summary thereof consisting of the title.
Section 7. Sunset. This ordinance shall automatically sunset and have no further force or
effect on January 1, 2027.
APPROVED:
MAYOR MIKE ROSEN
ATTEST/AUTHENTICATED:
CITY CLERK, SCOTT PASSEY
APPROVED AS TO FORM:
4.4.b
Packet Pg. 166
At
t
a
c
h
m
e
n
t
:
O
r
d
i
n
a
n
c
e
s
u
s
p
e
n
d
i
n
g
b
o
a
r
d
s
a
n
d
c
o
m
m
i
s
s
i
o
n
s
(
O
r
d
i
n
a
n
c
e
S
u
s
p
e
n
d
i
n
g
B
o
a
r
d
s
C
o
m
m
i
t
t
e
e
s
&
C
o
m
m
i
s
s
i
o
n
s
f
o
r
t
h
e
2
0
2
5
-
2
0
2
6
OFFICE OF THE CITY ATTORNEY:
BY
JEFF TARADAY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
4.4.b
Packet Pg. 167
At
t
a
c
h
m
e
n
t
:
O
r
d
i
n
a
n
c
e
s
u
s
p
e
n
d
i
n
g
b
o
a
r
d
s
a
n
d
c
o
m
m
i
s
s
i
o
n
s
(
O
r
d
i
n
a
n
c
e
S
u
s
p
e
n
d
i
n
g
B
o
a
r
d
s
C
o
m
m
i
t
t
e
e
s
&
C
o
m
m
i
s
s
i
o
n
s
f
o
r
t
h
e
2
0
2
5
-
2
0
2
6
5
SUMMARY OF ORDINANCE NO. __________
of the City of Edmonds, Washington
On the ____ day of ___________, 2024, the City Council of the City of Edmonds, passed
Ordinance No. _____________. A summary of the content of said ordinance, consisting
of the title, provides as follows:
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON,
SUSPENDING FOR TWO YEARS THE REGULAR MEETINGS OF
CITY BOARDS AND COMMISSIONS THAT ARE NOT REQUIRED
TO OPERATE UNDER STATE LAW AND MAKING RELATED
PROVISIONS FOR SPECIAL MEETINGS AND TOLLING /
EXTENDING OF TERMS..
The full text of this Ordinance will be mailed upon request.
DATED this _____ day of ________________, 2024.
CITY CLERK, SCOTT PASSEY
4840-7251-8158, v. 1
4.4.b
Packet Pg. 168
At
t
a
c
h
m
e
n
t
:
O
r
d
i
n
a
n
c
e
s
u
s
p
e
n
d
i
n
g
b
o
a
r
d
s
a
n
d
c
o
m
m
i
s
s
i
o
n
s
(
O
r
d
i
n
a
n
c
e
S
u
s
p
e
n
d
i
n
g
B
o
a
r
d
s
C
o
m
m
i
t
t
e
e
s
&
C
o
m
m
i
s
s
i
o
n
s
f
o
r
t
h
e
2
0
2
5
-
2
0
2
6