2024-12-17 Council Special Packet 530Agenda
Edmonds City Council
SPECIAL MEETING NOTICE
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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)
S. CONVENE IN EXECUTIVE SESSION TO DISCUSS PENDING OR POTENTIAL LITIGATION PER RCW
42.30.110(1)(1) (20 MIN.)
6. RECONVENE IN OPEN SESSION
ADJOURNMENT 6:55 PM
Edmonds City Council Agenda
December 17, 2024
Page 1
4.1
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
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4.1.a
W.EMS'N'
INTERAGENCY AGREEMENT
BETWEEN THE
Washington Traffic Safety Commission
AND
EDMONDS POLICE DEPARTMENT
THIS AGREEMENT is made and entered into by and between the Washington Traffic Safety Commission, hereinafter
referred to as "WTSC," and EDMONDS POLICE DEPARTMENT , hereinafter referred to as "SUB -RECIPIENT."
NOW THEREFORE, in consideration of the authority provided to WTSC in RCW 43.59 and RCW 39.34, terms, conditions,
covenants, and performance contained herein, or attached and incorporated and made a part hereof, the parties mutually
agree as follows:
1. PURPOSE OF THE AGREEMENT:
The purpose of this Agreement is to provide funding, provided by the United States Department of Transportation (USDOT)
National Highway Traffic Safety Administration (NHTSA) and allowed under the Assistance Listings Catalog of Federal
Domestic Assistance (CFDA) number 20.600 for traffic safety grant project 2025-HVE-5423-Region 10 Target Zero Task Force
specifically to provide funding for the law enforcement agencies in WTSC Region 10 to conduct straight time or overtime
enforcement activities (traffic safety emphasis patrols) as outlined in the Statement of Work (SOW), in support of Target Zero
priorities. The Target Zero Manager (TZM) and/or the Law Enforcement Liaison (LEL) shall coordinate the SOW with the
SUB -RECIPIENT with the goal of reducing traffic crashes.
Grant 2025-HVE-5423-Region 10 Target Zero Task Force was awarded to the WTSC Region 10 to support collaborative
efforts to conduct HVE activities. By signing this agreement, the SUB -RECIPIENT can seek reimbursement for straight time
or overtime for approved law enforcement activity expenses incurred as a participant in the region's FIVE grant.
2. PERIOD OF PERFORMANCE
The period of performance of this Agreement shall commence upon the date of execution by both parties, but not earlier than
October 1, 2024, and remain in effect until September 30, 2025 unless terminated sooner, as provided herein.
3. SCOPE OF WORK
3.1.1 Problem ID and/or Opportunity
The main causes of serious injury and fatality collisions on Washington's roadways are driver impairment through drug and/or
alcohol use, speeding, occupant restraint mis/nonuse, and distraction. Fatalities have increased almost 40 percent since
2019. Despite a very high seat belt use rate (greater than 90% for many years in a row), the number of unrestrained fatalities
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and serious injuries have increased to the highest number since before 2010. Since 2019, unrestrained fatalities have
increased over 40 percent Motorcyclists also represent a high number of injured and killed because of unsafe and poorly
trained riders and the challenges vehicle drivers face in observing motorcycles on the road.
Washington has seen a drastic decrease in proactive enforcement of traffic laws. This decrease is due to a myriad of factors,
include the COVID-19 pandemic, political actions to update laws that reduce an officer's ability to stop drivers,
This project will fund locally coordinated enforcement mobilizations to address impaired driving, distracted driving, seat belt
safety, speeding, and motorcycle safety. Funding and events will be organized by local Target Zero Managers (TZMs) & the
statewide Law Enforcement Liaison networks and their local Target Zero Task Force. These patrols will also be coordinated
with the Washington State Patrol (WSP). Target Zero Managers will establish or strengthen relationships with key WSP
district personnel to improve interagency coordination.
3.1.2 Project Purpose and Strategies
This project will fund High Visibility Enforcement (HVE) and Traffic Safety Enforcement Program (TSEP) patrols to prevent
impaired driving, distracted driving, seat belt use, speeding, and motorcycle safety.
High Visibility Enforcement (HVE) and Traffic Safety Enforcement Program (TSEP) patrols are designed to create deterrence
by increasing the expectation of a citation/fine/arrest. Officers may also remove high risk (impaired) drivers when
encountered. So together, this countermeasure works by preventing dangerous driving behaviors and stopping those who still
decide to engage in those behaviors.
Funding and events will be organized by local TZMs, LELs, and their local Target Zero Task Force. Task forces will use local
data and professional judgement to determine enforcement priorities for their jurisdictions and will schedule and plan
enforcement and outreach activities. Regional participation in the following National Campaigns is_mandatory:
• Impaired driving enforcement during the Holiday DUI campaign (December 2024).
• Distracted driving enforcement during the Distracted Driving campaign (April 2025)
• Seat belt enforcement during the Click It or Ticket campaign (May 2025).
• Impaired driving enforcement during the Summer DUI campaign (August 2025).
These patrols will also be coordinated with the Washington State Patrol (WSP). Target Zero Managers will establish or
strengthen relationships with key WSP district personnel to improve interagency coordination with the WSP.
3.1.3 Requirements for National Mobilizations and Traffic Safety Enforcement Program (TSEP)
1. HVE events will be data informed; based on crash data, anecdotal evidence, and the professional judgement of task
force members. WTSC strongly believes in the expertise of local officers to understand the highest priority areas in
their communities to focus their efforts.
2. The SUB -RECIPIENT will ensure that all officers participating in these patrols are BAC certified and have received
and passed the SFST refresher training.
3. SUB -RECIPIENT will ensure all officers participating in Impaired Driving patrols have also received Advanced
Roadside Impaired Driving Enforcement (ARIDE) training.
4. SUB -RECIPIENT shall ensure all participating personnel will use the WEMS system provided by the WTSC to record
all activities in digital activity logs conducted by their commissioned officers pursuant to the HVE events. Participating
officers will fill out all applicable fields of the digital activity log and use the comments field to provide details on
irregularities, challenges or other details that would help explain what was encountered during their shift. SUB -
RECIPIENT will also ensure all supervisors and fiscal staff have the ability to review and edit those activity logs.
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5. Activity conducted outside of the quarterly task force operational plans will not be reimbursed.
3.1.4 Project Intent and Best Practice
1. SUB -RECIPIENT is encouraged to help their Region Task Force fulfill the requirement to participate in the four
mandatory National Campaigns. (Holiday DUI campaign in December 2024, Distracted Driving campaign in April 2025,
Click It or Ticket campaign in May 2025, and Summer DUI campaign in August 2025).
NOTE: Agencies must participate in speed or impaired driving enforcement under this agreement to be eligible to
receive funding under the WASPC equipment grant.
2. SUB -RECIPIENT is strongly encouraged to participate in their task force to plan and execute enforcement events.
3. Regional task force will be submitting quarterly operational plans and SUB -RECIPIENT is encouraged to participate to
the fullest extent possible. Quarterly operational plans are due October 15, December 15, March 15, and June 15.
4. WTSC encourages participating officers to prioritize violations that directly contribute to the injury and death of road
users, such as impaired driving, speeding, distracted driving, non -restraint, etc.
5. SUB -RECIPIENT should promote patrol events through all earned, owned and, if funded, paid media that is available
so that the public is made aware of the event before, during, and after the enforcement takes place. It is best practice
to translate messages as needed and invite local media involvement in the effort to reach communities in which HVE
will occur.
6. SUB -RECIPIENT should strive to actively enforce traffic safety laws focused on collision causing behaviors in priority
areas throughout the year outside of HVE events.
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7. When participating in motorcycle patrols SUB -RECIPIENT should focus on the illegal and unsafe driving actions of all
motor vehicles interacting with motorcycles. This includes speeding, failure to yield to a motorcycle, following too
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closely to a motorcycle, distracted driving, etc.
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8. When participating in motorcycle patrols SUB -RECIPIENT should ensure that enforcement will focus on the illegal and
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unsafe driving actions of motorcycles that are known to cause serious and fatal crashes. This includes impaired
driving, speeding, and following too closely.
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9. Performance will be monitored by the regional TZM, LEL, and Task Force, as well as WTSC. WTSC reserves the right
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to designate specific officers as ineligible for cost reimbursement. This will occur if an officer is determined to not have
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not met the purpose/intent of this grant in multiple emphasis patrols.
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10. Funds can be used to support the mentoring of officers in traffic enforcement. This can be focused on impaired
driving, or general traffic enforcement.
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For DUI mentorship, WTSC has found it to be best practice to include a mix of instruction and practical experience.
The mentor should be a DRE when possible, or a highly effective DUI emphasis patrol officer with a minimum of Q
ARIDE training. Mentor/mentee activities will be pre -approved by the TZM or LEL after the mentee submits their
interest.
11. Community outreach/collaboration: Funds can be used to pay for traffic safety focused community outreach and
collaboration activities. The operational approach for regional community outreach and collaboration activities should
be developed at the Task Force level and be approved by the WTSC. WTSC recommends that these activities include
an opportunity for the audience to provide feedback on local traffic safety priorities and activities, which ideally will
influence the region's plan for traffic safety programming.
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In order to receive funding from this grant, agencies must participate with the regional traffic safety task force/coalition
in the planning efforts for these activities.
WTSC also encourages all law enforcement agencies in Washington to utilize WTSC's data analysis resources, such
as interactive dashboards and data from a statewide attitudinal survey, as well their regional Target Zero Manager to
identify priorities for engaging with the community.
WTSC will provide tools for documenting community collaboration activities, such as the WEMS activity log.
3.1.5 NATIONAL AND STATE-WIDE MOBILIZATIONS
Not all agencies are required to participate in all of these, however the region has committed to participate as a region in all of
these. Dates are tentative and may change when NHTSA publishes their FFY2025 mobilization calendar.
Mobilization
Dates
Holiday DUI
December 14, 2024 — January 1, 2025
U Drive. U Text. U Pay.
April 7 — 14, 2025
Click It or Ticket
May 12 — June 1, 2025
It's a Fine Line (optional if funded
Jul 7 — 20, 2025
DUI Drive Sober or Get Pulled Over
August 13 — September 1, 2025
3.2 PROJECT GOALS
Prevent traffic crashes to reduce traffic related deaths and serious injuries through active, visible, consistent, and targeted traffic
law enforcement, law enforcement training, and community outreach. Law enforcement can have a profound effect on traffic
safety and this project aims to increase participation to accomplish that.
3.3 COMPENSATION
3.3.1 The Compensation for the straight time or overtime work provided in accordance with this Agreement has been
established under the terms of RCW 39.34. The cost of accomplishing the work described -in the SOW will not exceed
dollar total from amounts listed below. Payment for satisfactory performance shall not exceed this amount unless the
WTSC and SUB -RECIPIENT mutually agree to a higher amount in a written Amendment to this Agreement executed
by both the WTSC and SUB -RECIPIENT. Comp -time is not considered overtime and will not be approved for payment.
All law enforcement agencies who are active members of the Region's traffic safety task force with a fully executed
grant agreement are eligible to participate in this grant.
3.3.2 WTSC will reimburse for personnel straight time or overtime expenses at 150 percent of the officer's normal salary
rate plus SUB-RECIPIENT's contributions to employee benefits, limited to the following:
• FICA
• Medicare
• Any portion of L&I that is paid by the employer (SUB -RECIPIENT)
• Retirement contributions paid by the employer (SUB -RECIPIENT) can be included if the contribution is based
on a percentage of their hours worked.
Health insurance, or any other benefits not listed above, are not eligible for reimbursement.
The SUB -RECIPIENT will provide law enforcement officers with appropriate equipment (e.g., vehicles, radars, portable
breath testers, etc.) to participate in the emphasis patrols.
3.3.3 Funding alterations are permitted as follows: Upon agreement by the regional TZM and all other parties impacted by a
proposed budget alteration, the budget category amounts may be increased or decreased without amending this
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agreement, so long as the total grant award amount does not increase. HVE grant funds should be managed
collaboratively by the SUB -RECIPIENT and the TZM.
These alterations must be requested through email communication between the regional TZM and assigned WTSC
Program Manager. This communication shall include details of the requested budget modifications and a description
of why these changes are needed. The TZM will also send an updated quarterly Operations Plan to the WASPC
representative monitoring the project if the budget modification will result in changes to the previously submitted plan.
3.3.4 These funds, designated for salaries and benefits, are intended to pay for the hourly straight time or overtime costs
and proportional amounts of fringe benefits of commissioned staff pursuing the activities described in the statement of
work. These funds may not be used for any other purpose for example any work required to maintain a law
enforcement commission including recertification trainings like firearm qualification. This agreement is expressly
designated to fund salaries and benefits. By signing this agreement, SUB -RECIPIENT agrees to supply all necessary
equipment and vehicles needed to accomplish the work in the scope of work. WTSC is not responsible for any
equipment that is lost, stolen, or destroyed in the execution of the scope of work.
3.3.5 Dispatch: WTSC will reimburse communications officers/dispatch personnel for work on this project providing SUB -
RECIPIENT has received prior approval from their region's TZM. This activity must be overtime and only the expenses
listed in section 3.2 and its subsections will be reimbursed.
3.3.6 Transport Officers: WTSC will reimburse transport officers for their work on this project providing SUB -RECIPIENT
has received approval from their regions TZM. The TZM will work with the regional LEL to determine if need is
warranted for the type of HVE activity. This activity must be overtime and only the expenses listed in section 3.2 and
its subsections will be reimbursed.
3.3.7 The law enforcement agency involved will not schedule individual officer overtime shifts for longer than eight hours.
WTSC understands there may be instances when more than eight hours are billed due to DUI processing or other
reasons and an explanation should be provided on the WEMS Officer Activity Log.
3.3.8 The law enforcement agency involved will ensure that any reserve officer for whom reimbursement is claimed has
exceeded his/her normal weekly working hours when participating in an emphasis patrol and is authorized to be paid
at the amount requested. Reserve officers may only be paid at the normal hourly rate and not at the 150 percent
overtime rate.
3.4 PROJECT COSTS
The WTSC has awarded $225,000
to the WTSC Region 10 Traffic Safety Task Force for the purpose of
conducting coordinated HVE enforcement and community outreach/collaboration activities. The funding must be used for
traffic safety purposes in the areas of impaired driving, distracted driving, occupant restraint use, speeding, and motorcycle
safety. See the project in WEMS for an updated distribution of funding by specific emphasis area.
By signing this agreement, the SUB -RECIPIENT can seek reimbursement for approved straight time or overtime expenses
incurred as a participant in this grant. Funds are expressly designated for staffing activities and may not be used for other
expenses that may be incurred, such as vehicle damage, supply replacement, etc. All activity must be coordinated by the
region's traffic safety task force and TZM to be eligible for reimbursement.
APPLICABLE STATE AND FEDERAL TERMS AND CONDITIONS:
4. ACTIVITY REPORTS
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The SUB -RECIPIENT agrees to have all personnel who work HVE patrols submit a WEMS Officer Activity Log within 24
hours of the end of all shifts worked. These same logs will be associated with invoices as detailed in the "BILLING
PROCEDURE" section. Use of the Officer Activity Log in the WTSC's online grant management system, WEMS, is required.
Supervisor review and accuracy certification will also be done in WEMS.
S. ADVANCE PAYMENTS PROHIBITED
No payments in advance of or in anticipation of goods or services to be provided under this Agreement shall be made by the
WTSC.
6. AGREEMENT ALTERATIONS AND AMENDMENTS
This Agreement may be amended by mutual agreement of the Parties in the form of a written request to amend this
Agreement. Such amendments shall only be binding if they are in writing and signed by personnel authorized to bind each of
the Parties. Changes to the budget, SUB -RECIPIENT'S Primary Contact, and WTSC Program Manager can be made through
email communication and signatures are not required.
7. ALL WRITINGS CONTAINED HEREIN
This Agreement contains all the terms and conditions agreed upon by the parties. No other understandings, oral or otherwise,
regarding the subject matter of this Agreement shall be deemed to exist or to bind any of the parties hereto.
8. ASSIGNMENT
The SUB -RECIPIENT may not assign the work to be provided under this Agreement, in whole or in part, without the express
prior written consent of the WTSC, which consent shall not be unreasonably withheld. The SUB -RECIPIENT shall provide the
WTSC a copy of all third -party contracts and agreements entered into for purposes of fulfilling the SOW. Such third -party
contracts and agreements must follow applicable federal, state, and local law, including but not limited to procurement law,
rules, and procedures. If any of the funds provided under this Agreement include funds from NHTSA, such third -party
contracts and agreements must include the federal provisions set forth in this Agreement in sections 32 through 40.
9. ATTORNEYS' FEES
In the event of litigation or other action brought to enforce the Agreement terms, each party agrees to bear its own attorney
fees and costs.
10. BILLING PROCEDURE
All invoices for reimbursement of HVE activities will be done using the WTSC's grant management system, WEMS. WEMS
Officer Activity logs will be attached to invoices, directly linking the cost of the activity to the invoice. Because the activity,
approval, and invoicing are all done within WEMS, no back up documentation is required in most cases.
Once submitted by the SUB -RECIPIENT, invoices are routed to the regional TZM for review and approval. The TZM will
submit all approved invoices to the WTSC via WEMS within 10 days of receipt.
Payment to the SUB -RECIPIENT for approved and completed work will be made by warrant or account transfer by WTSC
within 30 days of receipt of such properly documented invoices acceptable to WTSC. Upon expiration of the Agreement, any
claim for payment not already made shall be submitted within 45 days after the expiration date of this Agreement. All invoices
for goods received or services performed on or prior to June 30, 2025, must be received by WTSC no later than August
10, 2025. All invoices for goods received or services performed between July 1, 2024 and September 30, 2025, must be
received by WTSC no later than November 15, 2025.
11. CONFIDENTIALITY / SAFEGUARDING OF INFORMATION
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The SUB -RECIPIENT shall not use or disclose any information concerning the WTSC, or information which may be classified
as confidential, for any purpose not directly connected with the administration of this Agreement, except with prior written
consent of the WTSC, or as may be required by law.
12. COST PRINCIPLES
Costs incurred under this Agreement shall adhere to provisions of 2 CFR Part 200 Subpart E.
13. COVENANT AGAINST CONTINGENT FEES
The SUB -RECIPIENT warrants that it has not paid, and agrees not to pay, any bonus, commission, brokerage, or contingent
fee to solicit or secure this Agreement or to obtain approval of any application for federal financial assistance for this
Agreement. The WTSC shall have the right, in the event of breach of this section by the SUB -RECIPIENT, to annul this
Agreement without liability.
14. DISPUTES
14.1. Disputes arising in the performance of this Agreement, which are not resolved by agreement of the parties, shall be
decided in writing by the WTSC Deputy Director or designee. This decision shall be final and conclusive, unless within 10 days
from the date of the SUB-RECIPIENT's receipt of WTSC's written decision, the SUB -RECIPIENT furnishes a written appeal to
the WTSC Director. The SUB-RECIPIENT's appeal shall be decided in writing by the Director or designee within 30 days of
receipt of the appeal by the Director. The decision shall be binding upon the SUB -RECIPIENT and the SUB -RECIPIENT shall
abide by the decision.
14.2. Performance During Dispute. Unless otherwise directed by WTSC, the SUB -RECIPIENT shall continue performance
under this Agreement while matters in dispute are being resolved.
14.3 In the event that either Party deems it necessary to institute legal action or proceedings to enforce any right or obligation
under this Agreement, the Parties hereto agree that any such action or proceedings shall be brought in the superior court
situated in Thurston County, Washington.
15. GOVERNANCE
15.1. This Agreement is entered into pursuant to and under the authority granted by the laws of the state of Washington
and any applicable federal laws. The provisions of this Agreement shall be construed to conform to those laws.
15.2. In the event of an inconsistency in the terms of this Agreement, or between its terms and any applicable statute or
rule, the inconsistency shall be resolved by giving precedence in the following order:
15.2.1.Applicable federal and state statutes and rules
15.2.2.Terms and Conditions of this Agreement
15.2.3.Any Amendment executed under this Agreement
15.2.4.Any SOW executed under this Agreement
15.2.5.Any other provisions of the Agreement, including materials incorporated by reference
16. INCOME
Any income earned by the SUB -RECIPIENT from the conduct of the SOW (e.g., sale of publications, registration fees, or
service charges) must be accounted for, reported to WTSC, and that income must be applied to project purposes or used to
reduce project costs.
17. INDEMNIFICATION
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17.1. To the fullest extent permitted by law, the SUB -RECIPIENT shall indemnify and hold harmless the WTSC, its officers,
employees, and agents, and process and defend at its own expense any and all claims, demands, suits at law or equity,
actions, penalties, losses, damages, or costs of whatsoever kind ("claims") brought against WTSC arising out of or in
connection with this Agreement and/or the SUB-RECIPIENT's performance or failure to perform any aspect of the Agreement.
This indemnity provision applies to all claims against WTSC, its officers, employees, and agents arising out of, in connection
with, or incident to the acts or omissions of the SUB -RECIPIENT, its officers, employees, agents, contractors, and
subcontractors. Provided, however, that nothing herein shall require the SUB -RECIPIENT to indemnify and hold harmless or
defend the WTSC, its agents, employees, or officers to the extent that claims are caused by the negligent acts or omissions of
the WTSC, its officers, employees or agents; and provided further that if such claims result from the concurrent negligence of
(a) the SUB -RECIPIENT, its officers, employees, agents, contractors, or subcontractors, and (b) the WTSC, its officers,
employees, or agents, or involves those actions covered by RCW 4.24.115, the indemnity provisions provided herein shall be
valid and enforceable only to the extent of the negligence of the SUB- RECIPIENT, its officers, employees, agents,
contractors, or subcontractors.
17.2. The SUB -RECIPIENT agrees that its obligations under this Section extend to any claim, demand and/or cause of action
brought by, or on behalf of, any of its employees or agents in the performance of this agreement. For this purpose, the SUB -
RECIPIENT, by mutual negotiation, hereby waives with respect to WTSC only, any immunity that would otherwise be
available to it against such claims under the Industrial Insurance provisions chapter 51.12 RCW.
17.3. The indemnification and hold harmless provision shall survive termination of this Agreement.
18. INDEPENDENT CAPACITY
The employees or agents of each party who are engaged in the performance of this Agreement shall continue to be
employees or agents of that party and shall not be considered for any purpose to be employees or agents of the other party
19. INSURANCE COVERAGE
19.1. The SUB -RECIPIENT shall comply with the provisions of Title 51 RCW, Industrial Insurance, if required by law
19.2. If the SUB -RECIPIENT is not required to maintain insurance in accordance with Title 51 RCW, prior to the start of any
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performance of work under this Agreement, the SUB -RECIPIENT shall provide WTSC with proof of insurance coverage (e.g.,
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vehicle liability insurance, private property liability insurance, or commercial property liability insurance), as determined
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appropriate by WTSC, which protects the SUB -RECIPIENT and WTSC from risks associated with executing the SOW v
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20. LICENSING, ACCREDITATION, AND REGISTRATION c
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The SUB -RECIPIENT shall comply with all applicable local, state, and federal licensing, accreditation, and registration E
requirements and standards necessary for the performance of this Agreement. The SUB -RECIPIENT shall complete
registration with the Washington State Department of Revenue, if required, and be responsible for payment of all taxes due Q
on payments made under this Agreement
21. RECORDS MAINTENANCE
21.1. During the term of this Agreement and for six years thereafter, the SUB -RECIPIENT shall maintain books, records,
documents, and other evidence that sufficiently and properly reflect all direct and indirect costs expended in the performance
of the services described herein. These records shall be subject to inspection, review, or audit by authorized personnel of the
WTSC, the Office of the State Auditor, and federal officials so authorized by law. All books, records, documents, and other
material relevant to this Agreement will be retained for six years after expiration. The Office of the State Auditor, federal
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auditors, the WTSC, and any duly authorized representatives shall have full access and the right to examine any of these
materials during this period.
21.2. Records and other documents, in any medium, furnished by one party to this Agreement to the other party, will remain
the property of the furnishing party, unless otherwise agreed. The receiving party will not disclose or make available this
material to any third parties without first giving notice to the furnishing party and giving them a reasonable opportunity to
respond. Each party will utilize reasonable security procedures and protections to assure that records and documents
provided by the other party are not erroneously disclosed to third parties.
22. RIGHT OF INSPECTION
The SUB -RECIPIENT shall provide right of access to its facilities to the WTSC or any of its officers, or to any other authorized
agent or official of the state of Washington or the federal government, at all reasonable times, in order to monitor and evaluate
performance, compliance, and/or quality assurance under this Agreement. The SUB -RECIPIENT shall make available
information necessary for WTSC to comply with the right to access, amend, and receive an accounting of disclosures of their
Personal Information according to the Health Insurance Portability and Accountability Act of 1996 (HIPAA) or any regulations
enacted or revised pursuant to the HIPAA provisions and applicable provisions of Washington State law. The SUB -
RECIPIENT shall upon request make available to the WTSC and the United States Secretary of the Department of Health
and Human Services all internal policies and procedures, books, and records relating to the safeguarding, use, and disclosure
of Personal Information obtained or used as a result of this Agreement.
23. RIGHTS IN DATA
23.1. WTSC and SUB -RECIPIENT agree that all data and work products (collectively called "Work Product") pursuant to this
Agreement shall be considered works made for hire under the U.S. Copyright Act, 17 USC §101 et seq., and shall be owned
by the state of Washington. Work Product includes, but is not limited to, reports, documents, pamphlets, advertisement, books,
magazines, surveys, studies, computer programs, films, tapes, sound reproductions, designs, plans, diagrams, drawings,
software, and/or databases to the extent provided by law. Ownership includes the right to copyright, register the copyright,
distribute, prepare derivative works, publicly perform, publicly display, and the ability to otherwise use and transfer these rights.
23.2. If for any reason the Work Product would not be considered a work made for hire under applicable law, the SUB -
RECIPIENT assigns and transfers to WTSC the entire right, title, and interest in and to all rights in the Work Product and any
registrations and copyright applications relating thereto and any renewals and extensions thereof.
23.3. The SUB -RECIPIENT may publish, at its own expense, the results of project activities without prior review by the
WTSC, provided that any publications (written, visual, or sound) contain acknowledgment of the support provided by
NHTSA and the WTSC. Any discovery or invention derived from work performed under this project shall be referred to
the WTSC, who will determine through NHTSA whether patent protections will be sought, how any rights will be
administered, and other actions required to protect the public interest.
24. SAVINGS
In the event funding from state, federal, or other sources is withdrawn, reduced, or limited in any way after the effective date
of this Agreement and prior to completion of the SOW under this Agreement, the WTSC may terminate the Agreement under
the "TERMINATION FOR CONVENIENCE" clause, without the 30-day notice requirement. The Agreement is subject to
renegotiation at the WTSC's discretion under any new funding limitations or conditions.
25. SEVERABILITY
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If any provision of this Agreement or any provision of any document incorporated by reference shall be held invalid, such
invalidity shall not affect the other provisions of this Agreement which can be given effect without the invalid provision, if such
remainder conforms to the requirements of applicable law and the fundamental purpose of this Agreement, and to this end
the provisions of this Agreement are declared to be severable.
26. SITE SECURITY
While on WTSC premises, the SUB -RECIPIENT, its agents, employees, or sub -contractors shall conform in all respects with
all WTSC physical, fire, or other security policies and applicable regulations.
27. TAXES
All payments of payroll taxes, unemployment contributions, any other taxes, insurance, or other such expenses for the SUB -
RECIPIENT or its staff shall be the sole responsibility of the SUB -RECIPIENT.
28. TERMINATION FOR CAUSE
If the SUB -RECIPIENT does not fulfill in a timely and proper manner its obligations under this Agreement or violates any of
these terms and conditions, the WTSC will give the SUB -RECIPIENT written notice of such failure or violation, and may
terminate this Agreement immediately. At the WTSC's discretion, the SUB -RECIPIENT may be given 15 days to correct the
violation or failure. In the event that the SUB -RECIPIENT is given the opportunity to correct the violation and the violation is
not corrected within the 15- day period, this Agreement may be terminated at the end of that period by written notice of the
WTSC.
29. TERMINATION FOR CONVENIENCE
Except as otherwise provided in this Agreement, either party may terminate this Agreement, without cause or reason, with 30
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days written notice to the other party. If this Agreement is so terminated, the WTSC shall be liable only for payment required
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under the terms of this Agreement for services rendered or goods delivered prior to the effective date of termination.
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30. TREATMENT OF ASSETS
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30.1. Title to all property furnished by the WTSC shall remain property of the WTSC. Title to all property furnished by the SUB-
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RECIPIENT for the cost of which the SUB -RECIPIENT is entitled to be reimbursed as a direct item of cost under this
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Agreement shall pass to and vest in the WTSC upon delivery of such property by the SUB -RECIPIENT. Title to other property,
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the cost of which is reimbursable to the SUB -RECIPIENT under this Agreement, shall pass to and vest in the WTSC upon (i)
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issuance for use of such property in the performance of this Agreement, or (ii) commencement of use of such property in the
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performance of this Agreement, or (iii) reimbursement of the cost thereof by the WTSC in whole or in part, whichever first
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30.2. Any property of the WTSC furnished to the SUB -RECIPIENT shall, unless otherwise provided herein or approved
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by the WTSC, be used only for the performance of this Agreement.
30.3. The SUB -RECIPIENT shall be responsible for any loss or damage to property of the WTSC which results from the
negligence of the SUB -RECIPIENT or which results from the failure on the part of the SUB -RECIPIENT to maintain and
administer that property in accordance with sound management practices.
30.4. If any WTSC property is lost, destroyed, or damaged, the SUB -RECIPIENT shall immediately notify the WTSC and
shall take all reasonable steps to protect the property from further damage.
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30.5. The SUB -RECIPIENT shall surrender to the WTSC all property of the WTSC upon completion, termination, or
cancellation of this Agreement.
30.6. All reference to the SUB -RECIPIENT under this clause shall also include SUB-RECIPIENT's employees, agents, or
sub- contractors_
31. WAIVER
A failure by either party to exercise its rights under this Agreement shall not preclude that party from subsequent exercise of
such rights and shall not constitute a waiver of any other rights under this Agreement.
APPLICABLE CERTIFICATIONS AND ASSURANCES FOR HIGHWAY SAFETY GRANTS (23 CFR PART 1300 APPENDIX
A):
32. BUY AMERICA ACT
The SUB -RECIPIENT will comply with the Buy America requirement (23 U.S.C. 313) when purchasing items using federal
funds. Buy America requires the SUB -RECIPIENT to purchase only steel, iron, and manufactured products produced in the
United States, unless the Secretary of Transportation determines that such domestically produced items would be
inconsistent with the public interest, that such materials are not reasonably available and of a satisfactory quality, or that
inclusion of domestic materials will increase the cost of the overall project contract by more than 25 percent. In order to use
federal funds to purchase foreign produced items, the WTSC must submit a waiver request that provides an adequate basis
and justification, and which is approved by the Secretary of Transportation.
33. DEBARMENT AND SUSPENSION
Instructions for Lower Tier Certification
33.1. By signing this Agreement, the SUB -RECIPIENT (hereinafter in this section referred to as the "lower tier
participant") is providing the certification set out below and agrees to comply with the requirements of 2 CFR part 180
and 23 CFR part 1200.
33.2. The certification in this section is a material representation of fact upon which reliance was placed when this transaction
was entered into. If it is later determined that the lower tier participant knowingly rendered an erroneous certification, in
addition to other remedies available to the federal government, the department or agency with which this transaction originated
may pursue available remedies, including suspension and/or debarment.
33.3. The lower tier participant shall provide immediate written notice to the WTSC if at any time the lower tier participant
learns that its certification was erroneous when submitted or has become erroneous by reason of changed circumstances
33.4. The terms covered transaction, civil judgement, debarment, suspension, ineligible, participant, person, principal, and
voluntarily excluded, as used in this clause, are defined in 2 CFR parts 180 and 1200.
33.5. The lower tier participant agrees by signing this Agreement that it shall not knowingly enter into any lower tier
covered transaction with a person who is proposed for debarment under 48 CFR part 9, subpart 9.4, debarred,
suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized
by WTSC.
33.6. The lower tier participant further agrees by signing this Agreement that it will include the clause titled "Instructions for
Lower Tier Certification" including the "Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion
- Lower Tier Covered Transaction," without modification, in all lower tier covered transactions and in all solicitations for
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lower tier covered transactions, and will require lower tier participants to comply with 2 CFR part 180 and 23 CFR part 1200.
33.7. A participant in a covered transaction may rely upon a certification of a prospective participant in a lower tier covered
transaction that it is not proposed for debarment under 48 CFR part 9, subpart 9.4, debarred, suspended, ineligible, or
voluntarily excluded from the covered transaction, unless it knows that the certification is erroneous. A participant is
responsible for ensuring that its principals are not suspended, debarred, or otherwise ineligible to participate in covered
transactions. To verify the eligibility of its principals, as well as the eligibility of any prospective lower tier participants, each
participant may, but is not required to, check the System for Award Management Exclusions website (https://www.sam.govn.
33.8. Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to
render in good faith the certification required by this clause. The knowledge and information of a participant is not required
to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings.
33.9. Except for transactions authorized under paragraph 33.5. of these instructions, if a participant in a covered transaction
knowingly enters into a lower tier covered transaction with a person who is proposed for debarment under 48 CFR part 9,
subpart 9.4, suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other
remedies available to the Federal government, the department or agency with which this transaction originated may pursue
available remedies, including suspension or debarment.
Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion - Lower Tier Covered Transactions
33.10. The lower tier participant certifies, by signing this Agreement, that neither it nor its principals are presently debarred,
suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any
federal department or agency.
33.11. Where the lower tier participant is unable to certify to any of the statements in this certification, such participant shall
attach an explanation to this Agreement.
34. THE DRUG -FREE WORKPLACE ACT OF 1988 (41 U.S.C. 8103)
34.1. The SUB -RECIPIENT shall:
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34.1.1. Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of
a controlled substance is prohibited in the SUB-RECIPIENT's workplace, and shall specify the actions that will be taken
against employees for violation of such prohibition.
34.1.2. Establish a drug -free awareness program to inform employees about the dangers of drug abuse in the workplace; the
SUB- RECIPIENT's policy of maintaining a drug -free workplace; any available drug counseling, rehabilitation, and employee
assistance programs; and the penalties that may be imposed upon employees for drug violations occurring in the workplace.
34.1.3. Make it a requirement that each employee engaged in the performance of the grant be given a copy of the
statement required by paragraph 34.1.1. of this section.
34.1.4. Notify the employee in the statement required by paragraph 34.1.1. of this section that, as a condition of employment
under the grant, the employee will abide by the terms of the statement, notify the employer of any criminal drug statute
conviction for a violation occurring in the workplace no later than five days after such conviction, and notify the WTSC within
10 days after receiving notice from an employee or otherwise receiving actual notice of such conviction.
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34.1.5. Take one of the following actions within 30 days of receiving notice under paragraph 34.1.3. of this section, with
respect to any employee who is so convicted: take appropriate personnel action against such an employee, up to and
including termination, and/or require such employee to participate satisfactorily in a drug abuse assistance or rehabilitation
program approved for such purposes by a federal, state, or local health, law enforcement, or other appropriate agency.
34.1.6. Make a good faith effort to continue to maintain a drug -free workplace through implementation of all of the
paragraphs above.
35. FEDERAL FUNDING ACCOUNTABILITY AND TRANSPARENCY ACT (FFATA)
In accordance with FFATA, the SUB -RECIPIENT shall, upon request, provide WTSC the names and total compensation of
the five most highly compensated officers of the entity, if the entity in the preceding fiscal year received 80 percent or more of
its annual gross revenues in federal awards, received $25,000,000 or more in annual gross revenues from federal awards,
and if the public does not have access to information about the compensation of the senior executives of the entity through
periodic reports filed under section 13(a) or 15(d) of the Securities Exchange Act of 1934 or section 6104 of the Internal
Revenue Code of 1986.
36. FEDERAL LOBBYING
36.1. The undersigned certifies, to the best of his or her knowledge and belief, that:
36.1.1. No federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for
influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or
employee of Congress, or an employee of a Member of Congress in connection with the awarding of any federal contract,
the making of any federal grant, the making of any federal loan, the entering into of any cooperative agreement, and the
extension, continuation, renewal, amendment, or modification of any federal contract, grant, loan, or cooperative
agreement.
36.1.2. If any funds other than federal appropriated funds have been paid or will be paid to any person for influencing or
attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or
an employee of a Member of Congress in connection with this federal contract, grant, loan, or cooperative agreement, the
undersigned shall complete and submit Standard Form-LLL, Disclosure Form to Report Lobbying, in accordance with its
instructions.
36.1.3. The undersigned shall require that the language of this certification be included in the award documents for all sub -
awards at all tiers (including sub -contracts, sub -grants, and contracts under grant, loans, and cooperative agreements), and
that all sub- recipients shall certify and disclose accordingly.
36.2. This certification is a material representation of fact upon which reliance was placed when this transaction was made
or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by
Section 1352, Title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of
not less than $10,000 and not more than $100,000 for each such failure.
37. NONDISCRIMINATION (Title VI, 42 U.S.C. § 2000d et seq.)
37.1. During the performance of this Agreement, the SUB -RECIPIENT agrees:
37.1.1. To comply with all federal statutes and implementing regulations relating to nondiscrimination ("Federal
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Nondiscrimination Authorities"). These include but are not limited to:
37.1.1.1. Title VI of the Civil Rights Act of 1964 (42 U.S.C. 2000d et seq., 78 stat. 252
37.1.1.2. 49 CFR part 21
37.1.1.3. 28 CFR section 50.3
37.1.1.4. The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970
37.1.1.5. Federal -Aid Highway Act of 1973, (23 U.S.C. 324 et seq.)
37.1.1.6. Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. 794 et seq.)
37.1.1.7. The Age Discrimination Act of 1975, as amended, (42 U.S.C. 6101 et seq.)
37.1.1.8. The Civil Rights Restoration Act of 1987
37.1.1.9. Titles II and III of the Americans with Disabilities Act (42 U.S.C. 12131-12189)
37.1.1.10. Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low -Income
Populations
37.1.1.11. Executive Order 13166, Improving Access to Services for Persons with Limited English Proficiency
37.1.1.12. Executive Order 13985, Advancing Racial Equity and Support for Underserved Communities through the Federal
Government
37.1.1.13. Executive Order 13988, Preventing and Combating Discrimination on the Basis of Gender Identity or Sexual
Orientation
37.1.2. Not to participate directly or indirectly in the discrimination prohibited by any federal non-discrimination law or
regulation, as set forth in Appendix B of 49 CFR Part 21 and herein.
37.1.3. To keep and permit access to its books, records, accounts, other sources of information, and its facilities as
required by the WTSC, USDOT, or NHTSA in a timely, complete, and accurate way. Additionally, the SUB -RECIPIENT
must comply with all other reporting, data collection, and evaluation requirements, as prescribed by law or detailed in
program guidance
37.1.4. That, in the event a contractor/funding recipient fails to comply with any nondiscrimination provisions in this
contract/funding Agreement, the WTSC will have the right to impose such contract/agreement sanctions as it or NHTSA
determine are appropriate, including but not limited to withholding payments to the contractor/funding recipient under the
contract/agreement until the contractor/funding recipient complies, and/or cancelling, terminating, or suspending a contract or
funding agreement, in whole or in part.
37.1.5. In accordance with the Acts, the Regulations, and other pertinent directives, circulars, policy, memoranda, and/or
guidance, the SUB -RECIPIENT hereby gives assurance that it will promptly take any measures necessary to ensure that: "No
person in the United States shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied
the benefits of, or be otherwise subjected to discrimination under any program or activity, for which the Recipient receives
Federal financial assistance from DOT, including NHTSA".
37.1.6. To insert this clause, including all paragraphs, in every sub -contract and sub -agreement and in every solicitation for a
sub- contract or sub -agreement that receives federal funds under this program.
38. POLITICAL ACTIVITY (HATCH ACT)
The SUB -RECIPIENT will comply with provisions of the Hatch Act (5 U.S.C. 1501-1508), which limit the political activities of
employees whose principal employment activities are funded in whole or in part with federal funds.
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39. PROHIBITION ON USING GRANT FUNDS TO CHECK FOR HELMET USAGE
The SUB -RECIPIENT will not use 23 U.S.C. Chapter 4 grant funds for programs to check helmet usage or to create
checkpoints that specifically target motorcyclists. This Agreement does not include any aspects or elements of helmet usage
or checkpoints, and so fully complies with this requirement.
40. STATE LOBBYING
None of the funds under this Agreement will be used for any activity specifically designed to urge or influence a state or local
legislator to favor or oppose the adoption of any specific legislative proposal pending before any state or local legislative body.
Such activities include both direct and indirect (e.g., "grassroots") lobbying activities, with one exception. This does not
preclude a state official whose salary is supported with NHTSA funds from engaging in direct communications with state or
local legislative officials, in accordance with customary state practice, even if such communications urge legislative officials
to favor or oppose the adoption of a specific pending legislative proposal.
41. CERTIFICATION ON CONFLICT OF INTEREST
41.1. No employee, officer or agent of the SUB -RECIPIENT who is authorized in an official capacity to negotiate, make, accept
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or approve, or to take part in negotiating, making, accepting or approving any subaward, including contracts or subcontracts, in
connection with this grant shall have, directly or indirectly, any financial or personal interest in any such subaward. Such a
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financial or personal interest would arise when the employee, officer, or agent, any member of his or her immediate family, his or
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her partner, or an organization which employs or is about to employ any of the parties indicated herein, has a financial or
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personal interest in or a tangible personal benefit from an entity considered for a subaward.
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41.2. Based on this policy:
41.2.1. The SUB -RECIPIENT shall maintain a written code or standards of conduct that provide for disciplinary actions to be
applied for violations of such standards by officers, employees, or agents. The code or standards shall provide that the SUB-
RECIPIENT's officers, employees, or agents may neither solicit nor accept gratuities, favors, or anything of monetary value from
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present or potential sub-awardees, including contractors or parties to subcontracts and establish penalties, sanctions or other
disciplinary actions for violations, as permitted by State or local law or regulation.
41.2.2. The SUB -RECIPIENT shall maintain responsibility to enforce the requirements of the written code or standards of f°
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41.3. No SUB -RECIPIENT, including its officers, employees or agents, shall perform or continue to perform under a grant or
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cooperative agreement, whose objectivity may be impaired because of any related past, present, or currently planned interest,
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financial or otherwise, in organizations regulated by NHTSA or in organizations whose interests may be substantially affected by
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41.3.1. The SUB -RECIPIENT shall disclose any conflict of interest identified as soon as reasonably possible, making an
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immediate and full disclosure in writing to WTSC. The disclosure shall include a description of the action which the recipient has a
taken or proposes to take to avoid or mitigate such conflict.
42. DESIGNATED CONTACTS
The following named individuals will serve as designated contacts for each of the parties for all communications, notices, and
reimbursements regarding this Agreement:
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The Contact for the SUB-
The Taraet Zero Manager for
RECIPIENT is:
Region 10 is:
The Contact for WTSC is:
Jerry Noviello
Kraig Strum
Stacey McShane
WTSC Program Manager
Special Operations Sergeant
Snohomish County Sheriffs Office
jnoviello@wtsc.wa.gov
425-218-0909
stacey.mcshane@snoco.org
Kraig.Strum@edmondswa.gov
425407-2697
360-725-9897
AUTHORITY TO SIGN
The undersigned acknowledge that they are authorized to execute this Agreement and bind their respective agencies or
entities to the obligations set forth herein.
IN WITNESS WHEREOF, the parties have executed this Agreement.
SUB -RECIPIENT:
Signature
Michelle Bennett
Printed Name
Chief of Police
ORR
Date
WASHINGTON TRAFFIC SAFETY COMMISSION
Signature
Printed Name
Title
Date
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4.2
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
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ARLINGTON MUNICIPAL AIRPORT
USE AGREEMENT
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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.
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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.
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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-
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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 limits
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.
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
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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 land; 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 surfaces 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 benefit to the airport or its
users.
S. 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
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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 will
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 live 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.
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4.2.a
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 referring 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 other
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
6
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4.2.a
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 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; 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.
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4.2.a
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 and 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
Authorized Representative
Marty Wray, Airport Director
Arlington Municipal Airport
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4.2.a
L�Tfolet Oki 1,11L[c I I
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4.3
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
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4.3.a
Comprehensive Emergency
Management Plan
Base Plan
2024 - 2029
A-1
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City of Edmonds Comprehensive Emergency Management Plan 2024
4.3.a
Promulgation by City
Insert copy after City Council Approves the new CEMP
Basic Plan
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City of Edmonds Comprehensive Emergency Management Plan
4.3.a
2024
WA EMD Letter of Acceptance
Insert copy after the State reviews the plan
Basic Plan
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan
UK,!
Record of Changes
Change Date of Individual Making the Change Summary/Sections Affected
Number Change Changes
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City of Edmonds Comprehensive Emergency Management Plan
2024
4.3.a
Record of Distribution
Date
Recipient low"
Emergency Management Office — Edmonds Police Department
Printed
Emergency Management webpage — City of Edmonds
website
https://www.edmondswa.gov/services/emergency ma
Digital
nagement
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
Basic Plan
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan
2024
Table of Contents
Promulgationby City..............................................................................................................2
WA EMD Letter of Acceptance...............................................................................................3
Recordof Changes...................................................................................................................4
Recordof Distribution.............................................................................................................5
Tableof Contents.....................................................................................................................6
Introduction.............................................................................................................................9
Purpose.................................................................................................................................... 9
PlanFormat.............................................................................................................................. 9
Scope........................................................................................................................................ 9
SituationOverview.................................................................................................................. 9
Hazard Assessment Summary........................................................................................
10
PlanningAssumptions...........................................................................................................10
Conceptof Operations..........................................................................................................11
General...................................................................................................................................
11
PlanActivation.................................................................................................................
11
Whole Community Involvement...........................................................................................
11
OperationalObjectives..........................................................................................................12
Emergency Declaration.........................................................................................................
13
Direction, Control, and Coordination.................................................................................13
Multi -jurisdictional Coordination.........................................................................................
13
jointInformation System......................................................................................................
13
Mission Areas, Core Capabilities, and Community Lifelines ..............................................
13
CommunityLifelines..............................................................................................................
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
ActivationProcess...........................................................................................................
18
Deactivation Process.......................................................................................................
19
EmergencyManagement Roles............................................................................................19
LocalGovernment...........................................................................................................
19
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan 2024
CountyGovernment........................................................................................................
20
Regional............................................................................................................................
20
StateGovernment...........................................................................................................
20
Nongovernmental and Volunteer Organizations..........................................................
20
Edmonds Emergency Management Advisory Committee (EMAC) ..............................
21
PrivateSector...................................................................................................................
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
Alertsand 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.
PublicAssistance(PA)......................................................................................................
33
Individual Assistance (IA) Program.................................................................................
33
Small Business Administration (SBA).............................................................................
33
Other Needs Assistance(ONA).......................................................................................
33
Logistics and Resources Management................................................................................33
ResourcesTyping...................................................................................................................
34
MutualAid..............................................................................................................................34
Volunteers and Donations Management............................................................................
35
Training and Exercise Program............................................................................................35
Training...................................................................................................................................
35
Exercises.................................................................................................................................
36
After -Action Reports..............................................................................................................36
Plan Development and Maintenance.................................................................................36
PlanningProcess...................................................................................................................
36
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan 2024
PlanAvailability...................................................................................................................... 36
RevisionProcess.................................................................................................................... 37
Authorities and References..................................................................................................38
Cityof Edmonds..................................................................................................................... 38
State........................................................................................................................................ 38
Federal.................................................................................................................................... 38
References.............................................................................................................................. 38
Glossary..................................................................................................................................38
Definitions.............................................................................................................................. 39
Acronyms............................................................................................................................... 41
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan 2024
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).
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan 2024
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
1
Hazard
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.
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan
P10%!
• 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,
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City of Edmonds Comprehensive Emergency Management Plan 2024
4.3.a
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.
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan 2024
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 Q 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 UIS) 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
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan
PIN,
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.
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan
i1111YU
Planning
Public Information and Warning
Operational Coordination
Intelligence and Information Sharing
Community
Infrastructure
Systems
Resilience
Long-term
Interdiction and Disruption
Critical
Economic Recovery
Vulnerability
Transportation
Screening, Search, Detection
Environmental
Health and Social
Reduction
Risk and Disaster
Response/Health and
Safety
Services
Forensics and
Access Control and
Resilience
Housing
Attribution
Identity
Assessment
Fatality Management
Verification
Services
Natural and
Cybersecurity
Threats and
Hazards
Fire Management and
Cultural Resources
Identification
Suppression
Physical Protective
Logistics and Supply
Measures
Chain Management
Risk Management
Mass Care Services
for Protection
Programs and
Mass Search and
Activities
Rescue Operations
On -scene Security,
Supply Chain
Protection, and Law
Integrity and
Enforcement
Security
Operational
Communications
Public Health,
Healthcare, and
Emergency Medical
Services
Situational
Assessment
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:
Basic Plan 15
Packet Pg. 44
4.3.a
City of Edmonds Comprehensive Emergency Management Plan
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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
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City of Edmonds Comprehensive Emergency Management Plan 2024
4.3.a
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.)
�I
Adman Seiv�ces Economic �
Develo ment
Flrtarrce Public
Information
information Officer
Human lkqff�Kes
Planning &
Resources Ser�KDevelopment
Building
Managemente Diwsion
6 Safety Planning
Div.sion
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.)
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan
PIOZI!
Emergency Operations Center (EOC)
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Human Sernces Manager
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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:
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City of Edmonds Comprehensive Emergency Management Plan 2024
4.3.a
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.
reactivation 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.
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City of Edmonds Comprehensive Emergency Management Plan 2024
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.
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City of Edmonds Comprehensive Emergency Management Plan 2024
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
o Ensure all staff provide Human Resources with the documentation of the required
classes they have completed. .
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City of Edmonds Comprehensive Emergency Management Plan
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• 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
• Ensure disaster related expenditures
• Planning
Services
are made in accordance with
• Operational Coordination
applicable laws, regulations, and
• Logistics and Supply Chain
(Finance)
accounting procedures
Management
• Support procurement and disaster-
• Economic Recovery
related expenditures
• Support donations management
activities
Administrative
• Support response operation use of IT
• Planning
Services
resources
• Operational Coordination
• Provide emergency assistance for
• Intelligence and
(Information
mission -critical activities
Information Sharing
Services)
• Lead cybersecurity programs for the
• Access Control and Identity
City
Verification
• Stand up the EOC when activated
• Cybersecurity
and provide IT support
• Physical Protective
• Coordinate situational assessment
Measures
through Geographic Information
• Infrastructure Systems
System (GIS) resources
• Operational
• Assist with emergency
Communications
communications including amateur
• Situational Assessment
radio
City Council
• Provide policy approval for funding
• Community Resilience
support/allocation
• Economic Recovery
• Approve appropriate motions,
ordinances, or other required
legislation to facilitate an expedient
response
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City of Edmonds Comprehensive Emergency Management Plan
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4.3.a
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
• Staff and coordinate the activities in
• Planning
Management
the Emergency Operations Center
• Public Information and
Program (within
(EOC)
Warning
the Police Dept)
• Facilitate communication and
• Operational Coordination
operational coordination for
• Community Resilience
response agencies during a disaster
• Long-term Vulnerability
• Coordinate with County DEM, State
Reduction
EMD, and other agency emergency
• Risk and Disaster
management organizations
Resilience Assessment
• Conduct emergency preparedness
• Threats and Hazards
outreach and public education
Identification
• Maintain emergency management
• Critical Transportation
plans and assist with planning in
• Logistics and Supply Chain
other City Departments
Management
• In coordination with
• Mass Care Services
Communications, provide emergency
• Operational
information to the public
Communications
• Coordinate Emergency Worker
• Situational Assessment
Program and authorize any
. Economic Recovery
emergency worker deployed by the
• Housing
City (CERT and Ham radio team)
Human Resources
• Oversees personnel needs or issues
. Planning
during emergency management
• Operational Coordination
activities
• Operational
• Monitors activities to ensure they
Communications
comply with safety standards
• Environmental
• Coordinates spontaneous volunteer
Response/Health and
management
Safety, Health and Social
• Processes "Extra Help or Temporary
Services
Help" requests.
• Maintain all training records of
Basic Plan
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City of Edmonds Comprehensive Emergency Management Plan
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4.3.a
employees in their employee file.
Legal
• Provide legal counsel for emergency
• Planning
response activities
• Operational Coordination
• Supports development and approval
• Operational
of emergency declarations
Communications
• Review and approve contracts as
needed
• Provide legal review of relevant
emergency plans and agreements
• Secure public records as necessary
Mayor
• Provide overall policy direction of
• Planning
emergency management functions
• Operational Coordination
• Make emergency declarations
• Community Resilience
• Provide briefings to and coordinate
• Operational
the activities of the City Council
Communications
• Share information with the public in
• Economic Recovery
coordination with Communications
and the Joint Information Center (if
activated)
Municipal Court
• Coordinate with legal and law
• Planning
enforcement to maintain critical and
• Operational Coordination
required aspects of court
• Operational
proceedings and prisoner
Communications
management
Parks, Recreation
• Coordinate the use of parks and
• Planning
and Human
recreational facilities for emergency
• Operational Coordination
Services
management functions
• Community Resilience
• Coordinate shelter activities for City-
• Mass Care Services
operated shelters and assist shelter
• Operational
operations of external agencies (See
Communications
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 and
• Coordinate and conduct damage
• Planning
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City of Edmonds Comprehensive Emergency Management Plan
4.3.a
Development
assessments and inspections
• Operational Coordination
• Evaluate infrastructure repair with
• Risk and Disaster
Public Works, balancing short term
Resilience Assessment
emergency repairs with
• Threats and Hazards
opportunities for larger renewal
Identification (See the City
projects that may be associated with
of Edmonds Hazard
a rebuild plan
Mitigation Plan).
• Support long-term efforts to promote
• Operational
building/rebuilding, sustainability,
Communications
and other aspects of community
• Situational Assessment
recovery
• Economic Recovery
• Conduct permit reviews for
• Housing Natural and
emergency and permanent repairs
Cultural Resources
• Integrate planning efforts with
emergency management activities
where appropriate and assist with
emergency plan development (ex.
hazard mitigation plan)
Police
• Conduct law enforcement operations
• Planning
in all mission areas
• Public Information and
Provide command and control for
Warning
field operations through established
• Operational Coordination
incident Command Posts as
• Intelligence and
appropriate
Information Sharing
Lead or support active assailant,
• Interdiction and Disruption
mass casualty, or mass fatality
• Screening
incidents
• Search and Detection
• Provide guidance for emergency
• Access Control and Identity
traffic control and maintain site
Verification
security of critical facilities or
• Cyber Security
response areas
• Physical Protective
Direct or support evacuation efforts
Measures
as appropriate
• On -scene Security
• Provide support in the dissemination
. Protection
of emergency warning information to
. Law Enforcement
the public
• Operational
• Oversee the Emergency Management
Communications
function
• Situational Assessment
Public Works
• Maintain transportation
• Planning
infrastructure and designate
• Operational Coordination
emergency traffic routes
• Physical Protective
• Maintain operations of and
Measures
implement repairs to water, storm,
• Risk Management
and sewer systems
Protection for Protection
• Conduct debris removal activities
Programs and Activities
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4.3.a
City of Edmonds Comprehensive Emergency Management Plan
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• 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
Emergency Support Function (ESF) Reference
• Risk and Disaster
Resilience Assessment
• Infrastructure Systems
• Critical Transportation
• Operational
Communications
• Situational Assessment
• Natural and Cultural
Resources
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 primarytasks
as well as which City Departments might be related to the County ESF.
ESF
'(not all inclusive)
City -..
ESF 1
• Monitor, assess, and report the status
• Public Works
Transportation
of transportation systems and
infrastructures
• Coordination temporary alternative
transportation solutions
• Coordinate restoration and recovery of
transportation systems and
infrastructures
ESF 2
• Coordination of emergency
• Admin Services
Communications
communications
• Community Services &
• Coordination with telecommunications
Economic Development
and information technology industries
• Police
• Protection and repair of
• Volunteer Radio Team
telecommunications infrastructure
• Radio Communications Support
Management (Ham Radio Team like
RACES/ARES)
ESF 3
• Infrastructure protection, emergency
• Public Works
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City of Edmonds Comprehensive Emergency Management Plan
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Public Works &
repair, and restoration
Engineering
• Debris/solid waste management
• Coordination with Public Utilities
ESF 4
• Coordinate public fire and life safety
• South Snohomish
Fire Service
services
County Fire and Rescue
• Support to wildland, rural, and urban
firefighting
ESF 5
• Coordination of incident management
• Police
Emergency
response efforts
Department/Emergency
Management
• Information collection, analysis, and
Manager
planning for emergent operations
ESF 6
• Mass Care (non -medical), feeding, and
• Parks, Recreation and
Mass Care,
sheltering of persons displaced by a
Human Services
Housing, and
disaster
• Human Resources
Human Services
• 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
ESF 7
• Support provision of logistic support to
• Admin Services
Logistics &
include facility space, equipment,
• Parks, Recreation and
Resources
supplies and contracting
Human Services
ESF 8
• Assessment and support of public
• South County Fire
Public Health &
health and medical needs
• Police
Medical
• Mental health services
• Mass casualty/fatality management
ESF 9
• Search and rescue operations
• South Snohomish
Search & Rescue
County Fire and Rescue
• Police
ESF 10
• Coordination of response to oil and
• South Snohomish
Hazardous
hazardous materials spills/incidents
County Fire and Rescue
Materials
• Public Works
Response
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City of Edmonds Comprehensive Emergency Management Plan
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ESF 11
• Nutritional assistance
• Public Works
Agriculture &
• Animal and plant disease and pest
• Parks, Recreation and
Natural Resources
response
Cultural Services
• Food safety and security
• Planning &
• Protection of natural and cultural
Development
resources and historic properties
• Police
• Safety and well-being of household
Department/Animal
pets
Control
ESF 12
• Energy and utility sector coordination
• Public Works
Utilities
• Assessment, repair, and restoration of
energy and public utilities
ESF 13
• Law enforcement, public safety, and
• Police (See Appendix G:
Public Safety
security support
PD Checklist)
• Support to access, traffic, and crowd
• Municipal Court
control
ESF 14
• Business and Private Sector
• Community Services &
Private Sector
Economic Development
ESF 15
• Emergency public information and
• Community Services &
Public Affairs
protective action guidance
Economic Development
• Media and community relations
Communications
InteroperaNe 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.
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City of Edmonds Comprehensive Emergency Management Plan 2024
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.
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4.3.a
JL
City Alert and Warninq 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
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• damage assessment reports
• financial documentation (including receipts, payroll records, etc.)
• after -action reports
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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.
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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.
ndividual 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
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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 1) 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 memberjurisdictions, 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
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4.3.a
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, orthe 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 1)
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
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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
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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
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City of Edmonds Comprehensive Emergency Management Plan 2024
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
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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.
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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 QIC) - A facility in which personnel coordinate incident -related public
information activities.
joint Information System QIS) - 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.
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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
414 ..
..
AAR
After -Action Report
HSEEP
Homeland Security Exercise and
Evaluation Program
ACS
Auxiliary Communications
IA
Individual Assistance
Service
ADA
Americans with Disabilities Act
ICS
Incident Command System
AFN
Access and Functional Needs
IP
Improvement Plan
ARES
Amateur Radio Emergency
LEP
Limited English Proficiency
Service
CAO
Chief Administrative Officer
NIMS
National Incident Management
System
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4.3.a
CEMP
Comprehensive Emergency
ONA
Other Needs Assistance
Management Plan
CERT
Community Emergency
PA
Public Assistance
Response Team
DEM
Department of Emergency
PETS
Pets Evacuation and Transportation
Management (Snohomish
Standards
County)
EMAC
Emergency Management
P10
Public Information Officer
Assistance Compact
EMD
Emergency Management
PNEMA
Pacific Northwest Emergency
Division (Washington State)
Management Arrangement
EMO
Emergency Management
RACES
Radio Amateur Civil Emergency
Organization
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
WAC
Washington Administrative Code
Management Agency
GIS
Geographic Information System
WAMAS
Washington Intrastate Mutual Aid
System
HMP
Hazard Mitigation Plan
Basic Plan
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4.3.a
Comprehensive Emergency
Management Plan
Department Annexes
2024 - 2029
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4.3.a
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.
Executive and Legal
.. 6
.. 10
HumanResources........................................................................................................................ 14
Parks, Recreation and Human Services.....
Planning and Development.
18
22
Police............................................................................................................................................... 26
PublicWorks................................................................................................................................... 30
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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.
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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.
Safety and Security
• Government Services
• Communications
• Finance
• Infrastructure
• Responder Communications
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12
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.
SupportEmergency
Functions
Department
ESF 2
• Coordination of emergent
• Admin Services
Communications
communications
• ACS
• Coordination with telecommunications
and information technology industries
• Protection and repair of
telecommunications infrastructure
• Radio Communication Support
Management (RACES/ARES)
ESF 7 Logistics &
• Support provision of logistic support to
• Admin Services
Resource
include facility space, equipment,
• Various
supplies, and contracting
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.
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4.3.a
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)
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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.
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 I Communications
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4.3.a
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.
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.
Packet Pg. 79
4.3.a
Edmonds CEMP - Department Annexes
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.
SupportEmergency
Functions
Department
ESF 14 Long Term
• Convene recovery expertise to provide
• Planning and
Recovery/Private
strategic guidance to long-term recovery
Development
Sector
efforts.
• Community
• Assist with Business and Private Sector
Services, Cultural
recovery efforts
and Economic
• See Appendix X City of Edmonds Recovery
Development
Plan
ESF 15 Public Affairs
. Emergency public information and
• Community
protective action guidance
Services, Cultural
• Media and community relations
and Economic
• See Appendix A City of Edmonds
Development
Emergency Communications Plan
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):
Packet Pg. 80
Edmonds CEMP - Department Annexes
4.3.a
0
• 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)
Packet Pg. 81
4.3.a
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.
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
Packet Pg. 82
4.3.a
Edmonds CEMP - Department Annexes
11
Lega I
• 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.
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.
Packet Pg. 83
Edmonds CEMP - Department Annexes
12
4.3.a
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.
SupportEmergency
Functions
An
Department
ESF 5 Emergency
• Oversight of incident management and
• Mayor's Office
Management
response efforts
• Police Department
• Information collection, analysis, and
planning for emergency operations
ESF 14 Private Sector
• Oversight of Business and Private Sector
• Mayor's Office
Economic Recovery
• Community
• Convene recovery expertise to provide
Services &
strategic guidance to long-term recovery
Economic
efforts
Development
• Assist with Business and Private Sector
• Planning &
recovery efforts
Development
• See City of Edmonds Recovery Plan
Appendix K
ESF 15 Public Affairs
• Emergency public information and
• Mayor's Office
protective action guidance
• Communications
• Media and community relations
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.
Packet Pg. 84
4.3.a
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
Packet Pg. 85
4.3.a
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.
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
Packet Pg. 86
Edmonds CEMP - Department Annexes
15
4.3.a
Emergency Volunteers I Primary Role
Community Lifelines
• Coordinate volunteer reception center activities and processing
spontaneous volunteers utilizing the Volunteer Worker Program
(see CEMP Appendix Emergency Volunteers)
Supporting Role
• Assist with registration of emergency workers (background
checks, applications, etc. see Appendices J for Emergency Worker
Program Application.
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 • 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
Packet Pg. 87
Edmonds CEMP - Department Annexes 16
4.3.a
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.
ESF 7 Logistics & • Support provision of logistic support to • Finance & Admin
Resource include facility space, equipment, supplies, Services
and contracting • 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
Packet Pg. 88
Edmonds CEMP - Department Annexes
4.3.a
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
Packet Pg. 89
4.3.a
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 I.
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.
Basic Plan • Provide EOC staff as appropriate
• Coordinate the use of Parks and Recreation facilities for emergency
management functions
Packet Pg. 90
Edmonds CEMP - Department Annexes
19
4.3.a
• 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
Supporting Role
Volunteers
• 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.
Safety and Security
• Government Services
• Food, Hydration, Shelter
• Shelter
Packet Pg. 91
Edmonds CEMP - Department Annexes
4.3.a
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.
ESF 6 Mass Care, • Mass Care (non -medical), feeding, and
Housing, and Human sheltering of persons displaced by a
Services 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
Packet Pg. 92
Edmonds CEMP - Department Annexes
21
4.3.a
ESF 7 Logistics &
Resource
• Support provision of logistic support to
include facility space, equipment, supplies,
and contracting
• Admin Services
• Various
departments
ESF 11 Agriculture &
• Nutritional assistance
• Public Works
Natural Resources
• Animal and plant disease and pest
• Parks. Recreation
response
and Cultural
• Food safety and security
Services
• Protection of natural and cultural resources
• Police
and historic properties
Department/Ani
• Safety and well-being of household pets
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
Packet Pg. 93
Edmonds CEMP - Department Annexes
4.3.a
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
Packet Pg. 94
4.3.a
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.
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
Packet Pg. 95
4.3.a
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.
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 DD 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.
Packet Pg. 96
Edmonds CEMP - Department Annexes
25
4.3.a
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.
SupportEmergency
Department
Functions
ESF 7 Logistics &
. Support provision of logistic support to
• Admin Services
Resource
include facility space, equipment, supplies,
• Parks, Recreation
and contracting
& Human
Services
• Public Works
ESF 11 Agriculture &
• Nutritional assistance
• Parks, Recreation
Natural Resources
• Animal and plant disease and pest
and Human
response
Services
• Food safety and security
• Planning and
• Protection of natural and cultural resources
Development
and historic properties
• PIC)
• Safety and well-being of household pets
• Police
Department/Ani
mal Control
• Red Cross
• Public Health
• Snohomish
county DEM
• Washington State
EMD
ESF 14 Long Term
• Convene recovery expertise to provide
• Planning and
Recovery/Private
strategic guidance to long-term recovery
Development
Sector
efforts.
• Community
• Assist with Business and Private Sector
Services, Cultural
recovery efforts
and Economic
• See City of Edmonds Recovery Plan
Development
Appendix K
Direction, Control, and Coordination
Packet Pg. 97
Edmonds CEMP - Department Annexes
26
4.3.a
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 43.21 C - State Environmental Policy
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4.3.a
27
Washington State Shoreline Master Program
Packet Pg. 99
Edmonds CEMP - Department Annexes 28
4.3.a
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.
Basic Plan • Provide EOC staff as appropriate
• Conduct law enforcement operations in all mission areas
• Provide command and control for field operations through
Packet Pg. 100
4.3.a
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
Primary Role
Evacuation
• 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
Primary Role
Mass Care
• 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
• Staff and coordinate the activities in the Emergency Operations
Management
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)
Packet Pg. 101
4.3.a
Edmonds CEMP - Department Annexes 30
Police Department • Coordinate with South Snohomish Fire and Rescue and Snohomish
Search and Rescue 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.
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.
Packet Pg. 102
Edmonds CEMP - Department Annexes
31
4.3.a
SupportEmergency
Functions
Department
ESF 5 Emergency
•
Coordination of incident management and
•
Emergency
Management
response efforts
Management
•
Information collection, analysis, and
•
Police
planning for emergent operations
•
All City
Departments
ESF 8 Public Health &
•
Assessment and support of public health
•
South County Fire
Medical
and medical needs
•
Emergency
•
Mental health services
Management
•
Mass casualty / fatality management
ESF 13 Public Safety
•
Law Enforcement, public safety, and
•
Police
security support
•
Support to access, traffic, and crowd
control
ESF 7 Logistics &
•
Support provision of logistic support to
•
Admin Services
Resource
include facility space, equipment, supplies,
•
Parks
and contracting
•
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
Packet Pg. 103
Edmonds CEMP - Department Annexes
4.3.a
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
Packet Pg. 104
4.3.a
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 1.
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.
Basic Plan • Provide EOC staff as appropriate
• Maintain transportation infrastructure and designate emergency
traffic routes
• Maintain operations of and implement repairs to water, storm,
Packet Pg. 105
Edmonds CEMP - Department Annexes
34
4.3.a
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.
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
Packet Pg. 106
4.3.a
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.
SupportEmergency
Functions
Department
ESF 3 Public Works &
• Infrastructure protection, emergency
• Public Works
Engineering
repair, and restoration
• Debris / solid waste management
• Engineering services and flood fighting
operations
ESF 7 Logistics &
• Support provision of logistic support to
• Admin Services
Resource
include facility space, equipment, supplies,
• Various
and contracting
departments
ESF 11 Agriculture &
• Nutritional assistance
• Public Works
Natural Resources
• Animal and plant disease and pest
• Parks and
response
Recreation
• Food safety and security
• Police
• Protection of natural and cultural resources
Department/Ani
Packet Pg. 107
Edmonds CEMP - Department Annexes
36
4.3.a
and historic properties
mal Control
• Safety and well-being of household pets
• Planning and
Development
ESF 12 Utilities
• Energy and utility sector coordination
• Public Works
• Assessment, repair, and restoration of
energy and public utilities
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
Packet Pg. 108
Edmonds CEMP - Department Annexes
37
4.3.a
RCW Title 80 - Public Utilities WAC Title 480 - Water Companies America's Water Infrastructure Act
(AW IA)
Safe Drinking Water Act
Packet Pg. 109
4.3.a
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.
Packet Pg. 110
4.3.a
Appendix D: Core Capability Critical Tasks and Department Responsibilities
Mission Area: Prevention
Core
Core Capability Description
Core Capability Critical Tasks
Primary Department
Supporting Department
Capability
Planning
Conduct a systematic process
Identify critical objectives during the planning process, provide a
• Emergency
• Public Works
engaging the whole community as
complete and integrated picture of the sequence and scope of
Management
• Admin Services
appropriate in the development of
the tasks to achieve the objectives, and ensure the objectives are
executable strategic, operational,
implementable within the timeframe contemplated within the
and/or tactical -level approaches to
plan using available resources for prevention -related plans.
meet defined objectives.
Develop and execute appropriate courses of action in
• Police
• Emergency Management
coordination with local, state, tribal, territorial, Federal, and
• Admin Services
private sector entities in order to prevent an imminent terrorist
attack within the United States.
Public
Deliver coordinated, prompt,
Share prompt and actionable messages, to include National
• Community Services &
• Admin Services
Information
reliable, and actionable information
Terrorism
Economic
and Warning
to the whole community through
Advisory System alerts, with the public and other stakeholders,
Development
the use of clear, consistent,
as appropriate, to aid in the prevention of imminent or follow-on
• Police
accessible, and culturally and
terrorist attacks, consistent with the timelines specified by
linguistically appropriate methods
existing processes and protocols.
to effectively relay information
regarding any threat or hazard, as
Provide public awareness information to inform the general
• Community Services &
• Emergency Management
well as the actions being taken and
public on how to identify and provide terrorism -related
Economic
• Admin Services
the assistance being made
information to the appropriate law enforcement authorities,
Development
available, as appropriate.
thereby enabling the public to act as a force multiplier in the
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• Police
prevention of imminent or follow-on acts of terrorism.
Operational
Establish and maintain a unified
Execute operations with functional and integrated
• Police
Coordination
and coordinated operational
communications among appropriate entities to prevent initial or
structure and process that
follow-on terrorist attacks within the United States in accordance
appropriately integrates all critical
with established protocols.
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4.3.a
Appendix D: Core Capability Critical Tasks and Department Responsibilities
stakeholders and supports the
execution of core capabilities.
Intelligence
Provide timely, accurate, and
Anticipate and identify emerging and/or imminent threats
• Police
and
actionable information resulting
through the intelligence cycle.
information
from the planning, direction,
Sharing
collection, exploitation, processing,
Share relevant, timely, and actionable information and analysis
• Police
• Community Services &
analysis, production, dissemination,
with local, state, tribal, territorial, Federal, private sector, and
Economic Development
evaluation, and feedback of
international partners and develop and disseminate appropriate
• Emergency Management
available
classified/unclassified products.
information concerning physical
and cyber threats to the United
Ensure local, state, tribal, territorial, Federal, and private sector
• Police
• Admin Services
States, its people, property, or
partners possess or have access to a mechanism to submit
interests; the development,
terrorism -related information and/or suspicious activity reports
proliferation, or use of WMDs; or
to law enforcement.
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.
Interdiction
Delay, divert, intercept, halt,
Maximize our ability to interdict specific conveyances, cargo, and
• Police
and
apprehend, or secure threats
persons associated with an imminent terrorist threat or act in
Disruption
and/or hazards.
the land, air, and maritime domains to prevent entry into the
United States or to prevent an incident from occurring in the
Nation.
Conduct operations to render safe and dispose of CBRNE
• South County Fire
hazards in multiple locations and in all environments, consistent
with established protocols.
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4.3.a
Appendix D: Core Capability Critical Tasks and Department Responsibilities
Prevent terrorism financial/material support from reaching its
. Police
target, consistent with established protocols.
Prevent terrorist acquisition of and the transfer of CBRNE
• Police
materials, precursors, and related technology, consistent with
established protocols.
Conduct tactical counterterrorism operations in multiple
• Police
locations and in all environments.
Screening,
Identify, discover, or locate threats
Maximize the screening of targeted cargo, conveyances, mail,
. Police
. Municipal Court
Search, and
and/or hazards through active and
baggage, and people associated with an imminent terrorist
Detection
passive surveillance and search
threat or act using technical, non -technical, intrusive, or non -
procedures.
intrusive means.
This may include the use of
systematic examinations and
assessments, bio surveillance,
Initiate operations immediately to locate persons and networks
sensor technologies, or
associated with an imminent terrorist threat or act.
physical investigation and
intelligence.
Conduct CBRNE search/detection operations in multiple
locations and in all environments, consistent with established
. Variety of Federal
Agencies
. Police
• South County Fire
protocols.
Forensics and
Conduct forensic analysis and
Prioritize physical evidence collection and analysis to assist in
• FBI
• Police
Attribution
attribute terrorist acts (including
preventing initial or follow-on terrorist acts.
• Information Services
the means and methods of
terrorism) to their source, to
Prioritize chemical, biological, radiological, nuclear, and explosive
• Variety of Federal
• Police
include forensic analysis as well as
(CBRNE) material (bulk and trace) collection and analysis to assist
Agencies
. South County Fire
attribution for an attack and for the
in preventing initial or follow-on terrorist acts.
preparation for an attack in an
effort to prevent initial or follow-on
acts and/or swiftly develop
Prioritize biometric collection and analysis to assist in preventing
initial or follow-on terrorist acts.
. FBI
. Police
• Information Services
counter -options.
Prioritize digital media, network exploitation, and cyber technical
• FBI
• Police
analysis to assist in preventing initial or follow-on terrorist acts.
• Information Services
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4.3.a
Appendix D: Core Capability Critical Tasks and Department Responsibilities
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4.3.a
Appendix D: Core Capability Critical Tasks and Department Responsibilities
Mission. •
Core
Core Capability Description
Core Capability Critical Tasks
Primary Department
Supporting Department
Capability
Planning
Conduct a systematic process
Develop protection plans that identify critical objectives based on
engaging the whole community as
planning requirements, provide a complete and integrated picture
appropriate in the development of
of the sequence and scope of the tasks to achieve the planning
executable strategic, operational,
objectives, and implement planning requirements within the
and/or tactical -level approaches to
timeframe contemplated within the plan using available resources
meet defined objectives.
for protection related plans.
Implement, exercise, and maintain plans to ensure continuity of
• Emergency
• Police
operations.
Management
• Public Works
• Admin Services
Public
Deliver coordinated, prompt,
Use effective and accessible indication and warning systems to
• Community Services &
• Admin Services
Information
reliable, and actionable
communicate significant hazards to involved operators, security
Economic Development
and Warning
information to the whole
officials, and the public (including alerts, detection capabilities,
• Police
community through the use of
and other necessary and appropriate assets).
• Public Works
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.
Operational
Establish and maintain a unified
Establish and maintain partnership structures among Protection
• Emergency
Coordination
and coordinated operational
elements to support networking, planning, and coordination.
Management
structure and process that
appropriately integrates all critical
stakeholders and supports the
execution of core capabilities.
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4.3.a
Appendix D: Core Capability Critical Tasks and Department Responsibilities
Intelligence
Provide timely, accurate, and
Anticipate and identify emerging and/or imminent threats
• Police
• Admin Services
and
actionable information resulting
through the intelligence cycle.
• Community Services &
information
from the planning, direction,
Economic Development
Sharing
collection, exploitation, processing,
Share relevant, timely, and actionable information and analysis
•Police
•Emergency
analysis, production,
with local, state, tribal, territorial, Federal, private sector, and
• Community Services &
Management (Police)
dissemination, evaluation, and
international partners and develop and disseminate appropriate
Economic Development
feedback of available
classified/unclassified products.
information concerning physical
Provide local, state, tribal, territorial, Federal, and private sector
• Police
• Community Services &
and cyber threats to the United
States, its people, property, or
partners with or access to a mechanism to submit terrorism-
Economic Development
interests; the development,
related information and/or suspicious activity reports to law
• Admin Services
proliferation, or use of WMDs; or
enforcement.
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.
Interdiction
Delay, divert, intercept, halt,
Deter, detect, interdict, and protect against domestic and
• Police
and
apprehend, or secure threats
transnational criminal and terrorist activities that threaten the
Disruption
and/or hazards.
security of the homeland across key operational activities and
critical infrastructure sectors.
Intercept the malicious movement and acquisition/transfer of
• Police
chemical, biological, radiological, nuclear, and explosive (CBRNE)
• South County Fire
materials and related technologies.
Screening,
Identify, discover, or locate threats
Screen cargo, conveyances, mail, baggage, and people using
• Police
• Municipal Court
Search, and
and/or hazards through active and
information -based and physical screening technology and
Detection
passive surveillance and search
processes.
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4.3.a
Appendix D: Core Capability Critical Tasks and Department Responsibilities
procedures.
Detect WMD, traditional, and emerging threats and hazards of
• Police
This may include the use of
concern using:
systematic examinations and
a. A laboratory diagnostic capability and the capacity for food,
assessments, bio surveillance,
agricultural
sensor technologies, or
(plant/animal), environmental, medical products, and clinical
physical investigation and
samples
intelligence.
b. Biosurveillance systems
c. CBRNE detection systems
d. Trained healthcare, emergency medical, veterinary, and
environmental
laboratory professionals
Access
Apply and support necessary
Implement and maintain protocols to verify identity and
• Police
• Public Works
Control and
physical, technological, and cyber
authorize, grant, or deny physical and cyber access to specific
• Admin Services
Identify
measures to control admittance to
locations, information, and networks.
Verification
critical locations and systems.
Cybersecurity
Protect (and if needed, restore)
Implement risk -informed guidelines, regulations, and standards to
• Admin Services
• Police
electronic communications
ensure the security, reliability, integrity, and availability of critical
systems, information, and services
information, records, and communications systems and services
from damage, unauthorized use,
through collaborative cybersecurity initiatives and efforts.
and exploitation.
Implement and maintain procedures to detect malicious activity
• Admin Services
• Police
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.
Physical
Implement and maintain risk-
Identify, assess, and mitigate vulnerabilities to incidents through
• Public Works
• Admin Services
Protective
informed countermeasures, and
the deployment of physical protective measures.
• Police
Measures
policies protecting people,
borders, structures, materials,
Deploy protective measures commensurate with the risk of an
• Public Works
products, and systems associated
incident and balanced with the complementary aims of enabling
• Police
with key
commerce and maintaining the civil rights of citizens.
operational activities and critical
infrastructure sectors.
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
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
• Public Works
• Police
have and maintain appropriate threat, vulnerability, and
consequence tools to identify and assess threats, vulnerabilities,
and consequences.
Supply Chain
Strengthen the security and
Secure and make resilient key nodes, methods of transport
. Public Works
Integrity and
resilience of the supply chain.
between nodes, and materials in transit.
• Emergency
Security
Management
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
Core
Core Capability Description
Core Capability Critical Tasks
Primary Department
Supporting Department
Capability
Planning
Conduct a systematic process
Develop approved hazard mitigation plans that address relevant
• Emergency
• Public Works
engaging the whole community as
threats/hazards in accordance with the results of their risk
Management
• Admin Services
appropriate in the development of
assessment within all local, state, tribal, territorial, and Federal
executable strategic, operational,
partners.
and/or tactical -level approaches to
meet defined objectives.
Public
Deliver coordinated, prompt,
Communicate appropriate information, in an accessible manner,
• Community Services &
• Emergency
Information
reliable, and actionable
on the risks faced within a community after the conduct of a risk
Economic Development
Management
and Warning
information to the whole
assessment.
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.
Operational
Establish and maintain a unified
Establish protocols to integrate mitigation data elements in
• Emergency
Coordination
and coordinated operational
support of operations with local, state, tribal, territorial, and
Management
structure and process that
insular area partners and in coordination with Federal agencies.
• Public Works
appropriately integrates all critical
• Planning &
Development
stakeholders and supports the
execution of core capabilities.
Community
Enable the recognition,
Maximize the coverage of the U.S. population that has a localized,
• Emergency
• Community Services &
Resilience
understanding, communication of,
risk -informed mitigation plan developed through partnerships
Management
Economic Development
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
and planning for risk and
across the entire community.
empower individuals and
Empower individuals and communities to make informed
• Emergency
• Community Services &
communities to make informed
risk management decisions
decisions to facilitate actions necessary to adapt to, withstand,
Management
Economic Development
necessary to adapt to, withstand,
and quickly recover from future incidents.
• City Council
and quickly
recover from future incidents.
Long -Term
Build and sustain resilient systems,
Achieve a measurable decrease in the long-term vulnerability of
• Planning &
• Emergency
Vulnerability
communities, and critical
the Nation against current baselines amid a growing population
Development
Management
Reduction
infrastructure and key resources
base, changing climate conditions,
• Community Services &
lifelines so as to reduce their
increasing reliance upon information technology, and expanding
Economic Development
vulnerability to natural,
infrastructure base.
technological, and
human -caused threats and
hazards by lessening the
likelihood, severity, and duration
of the adverse consequences.
Risk and
Assess risk and disaster resilience
Ensure that local, state, tribal, territorial, and insular area
• Emergency
Disaster
so that decision makers,
governments and the top 100 Metropolitan Statistical Areas
Management
Resilience
responders, and community
complete a risk assessment that defines localized vulnerabilities
Assessment
members can take informed action
and consequences associated with potential natural,
to reduce their entity's risk and
technological, and human -caused threats and hazards to their
increase their resilience.
natural, human, physical, cyber, and socioeconomic interests.
Threat and
Identify the threats and hazards
Identify the threats and hazards within and across local, state,
• Emergency
Hazards
that occur in the geographic area;
tribal, territorial, and insular area governments and the top 100
Management
Identification
determine the frequency and
Metropolitan Statistical Areas, in collaboration with the whole
magnitude; and incorporate this
community, against a national standard based on sound science.
into analysis and planning
processes so as to clearly
understand the needs
of a community or entity.
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
Mission
Core
Core Capability Description
Core Capability Critical Tasks
Primary Department
Supporting Department
Capability
Planning
Conduct a systematic process
Develop operational plans that adequately identify critical
• Emergency Management
engaging the whole community as
objectives based on the planning requirement, provide a
appropriate in the development of
complete and integrated picture of the sequence and scope of
executable strategic, operational,
the tasks to achieve the objectives, and are
and/or tactical -level approaches to
meet defined objectives.
implementable within the timeframe contemplated in the plan
using available resources.
Public
Deliver coordinated, prompt,
Inform all affected segments of society of critical lifesaving and
• Community Services &
• Emergency
Information
reliable, and actionable
life- sustaining information by all means necessary, including
Economic Development
Management
and Warning
information to the whole
accessible tools, to expedite the delivery of emergency services
community through the use of
and aid the public to take protective actions.
clear, consistent, accessible, and
culturally and
linguistically appropriate methods
Deliver credible and actionable messages to inform ongoing
• Community Services &
• Emergency
to effectively relay information
emergency services and the public about protective measures
Economic Development
Management
regarding any threat or hazard, as
and other life -sustaining actions, and
well as the actions being taken and
facilitate the transition to recovery.
the assistance being made
available, as appropriate.
Operational
Establish and maintain a unified
Mobilize all critical resources and establish command, control,
• Emergency Management
• All departments
Coordination
and coordinated operational
and coordination structures within the affected community, in
• Police
structure and process that
other coordinating bodies in surrounding communities, and
• South County Fire
appropriately integrates all critical
across the Nation, and maintain as needed throughout the
stakeholders and supports the
execution of core capabilities.
duration of an incident.
Enhance and maintain command, control, and coordination
• Emergency Management
• All departments
structures consistent with the National Incident Management
(Police)
System (NIMS) to meet basic human needs, stabilize the
• Police
incident, and transition to recovery.
• South County Fire
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
Infrastructure
Stabilize critical infrastructure
Decrease and stabilize immediate infrastructure threats to the
• Public Works
Systems
functions, minimize health and
affected population, to include survivors in the heavily damaged
safety threats, and efficiently
zone, nearby communities that may be affected by cascading
restore and revitalize systems and
effects, and mass care support facilities and evacuation
services to support a viable,
processing centers with a focus on life sustainment and
resilient community.
congregate care services.
Re-establish critical infrastructure within the affected areas to
• Public Works
support ongoing emergency response operations, life
sustainment, community functionality, and a transition to
recovery.
Provide for the clearance, removal, and disposal of debris.
• Public Works
Formalize partnerships with governmental and private sector
• Admin Services
• Public Works
cyber incident or emergency response teams to accept, triage,
and collaboratively respond to cascading impacts in an efficient
manner.
Critical
Provide transportation (including
Establish physical access through appropriate transportation
• Public Works
Transportatio
infrastructure access and
corridors and deliver required resources to save lives and to
• Emergency
n
accessible transportation services)
meet the needs of disaster survivors.
Management
for response priority objectives,
including the evacuation of people
Ensure basic human needs are met, stabilize the incident,
• Emergency Management
• Public Works
and animals, and the delivery of
vital response personnel,
transition into recovery for an affected area, and restore basic
services and community functionality.
• Parks, Recreation and
Human Services
equipment, and services into the
affected areas.
Clear debris from any route type (i.e., road, rail, airfield, port
• Public Works
facility, waterway) to facilitate response operations.
Environmenta
Conduct appropriate measures to
Identify, assess, and mitigate worker health and safety hazards,
• Human Resources
ensure the protection of the health
and disseminate health and safety guidance and resources to
Response/Hea
and safety of the public and
response and recovery workers.
Ith and Safety
workers, as well as the
environment, from all -hazards in
Minimize public exposure to environmental hazards through
• Human Resources
assessment of the hazards and implementation of public
• South County Fire
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
support of responder operations
protective actions.
and the affected communities.
Detect, assess, stabilize, and clean up releases of oil and
. South County Fire
hazardous materials into the environment, including
buildings/structures, and properly manage waste.
Identify, evaluate, and implement measures to prevent and
• Planning & Development
minimize impacts to the environment, natural and cultural
• Public Works
resources, and historic properties from all -hazard emergencies
and response operations.
Fatality
Provide fatality management
Establish and maintain operations to recover a significant
. South County Fire
Management
services, including decedent
number of fatalities over a geographically dispersed area.
Services
remains recovery and victim
identification, working with local,
Mitigate hazards from remains, facilitate care to survivors, and
state, tribal, territorial, insular
return remains for final disposition.
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.
Fire
Provide structural, wildland, and
Provide traditional first response or initial attack firefighting
. South County Fire
Management
specialized firefighting capabilities
services.
and
to manage and suppress fires of all
Suppression
types, kinds, and complexities
Conduct expanded or extended attack firefighting and support
. South County Fire
while protecting the lives,
operations through coordinated response of fire management
property, and the environment in
and specialized fire suppression resources.
the affected area.
Ensure the coordinated deployment of appropriate local,
• South County Fire
regional, national, and international fire management and fire
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4.3.a
Appendix D: Core Capability Critical Tasks and Department Responsibilities
suppression resources to reinforce firefighting efforts and
maintain an appropriate level of protection
for subsequent fires.
Logistics and
Deliver essential commodities,
Mobilize and deliver governmental, nongovernmental, and
• Emergency Management
• Finance
Supply Chain
equipment, and services in
private sector resources to save lives, sustain lives, meet basic
Management
support of impacted communities
human needs, stabilize the incident, and transition to recovery,
and survivors, to include
to include moving and delivering resources and services to meet
emergency power and fuel
the needs of disaster survivors.
support, as well as the
coordination of access to
Enhance public and private resource and services support for
• Emergency Management
community staples. Synchronize
an affected area.
logistics capabilities and enable
the restoration
of impacted supply chains.
Mass Care
Provide life -sustaining and human
Move and deliver resources and capabilities to meet the needs
• Emergency Management
• Public Works
Services
services to the affected population,
of disaster survivors, including individuals with access and
• Parks, Recreation and
to include hydration, feeding,
functional needs.
Human Services
sheltering, temporary housing,
evacuee support, reunification,
and distribution of emergency
Establish, staff, and equip emergency shelters and other
• Emergency
supplies.
temporary housing options (including accessible housing) for
the affected population.
Management
• Parks, Recreation and
Human Services
Move from congregate care to non -congregate care alternatives
• Emergency
and provide relocation assistance or interim housing solutions
Management
for families unable to return to their pre -disaster homes.
Mass Search
Deliver traditional and atypical
Conduct search and rescue operations to locate and rescue
• South County Fire
and Rescue
search and rescue capabilities,
persons in distress.
Operations
including personnel, services,
animals, and assets to survivors in
Initiate community -based search and rescue support operations
• Emergency
across a wide, geographically dispersed area.
Management
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
need, with the goal of saving the
Ensure the synchronized deployment of local, regional, national,
• Emergency Management
greatest number of endangered
and international teams to reinforce ongoing search and rescue
• South County Fire
lives in the shortest time possible.
efforts and transition to recovery.
On -Scene
Ensure a safe and secure
Establish a safe and secure environment in an affected area.
• Police
• Public Works
Security,
environment through law
• South County Fire
Protections,
enforcement and related security
and Law
and protection operations for
Provide and maintain on -scene security and meet the protection
•Police
•Public Works
Enforcement
people and communities located
needs of the affected population over a geographically
within affected areas
dispersed area while eliminating or
and also for response personnel
mitigating the risk of further damage to persons, property, and
engaged in lifesaving and life-
the environment.
sustaining operations.
Operational
Ensure the capacity for timely
Ensure the capacity to communicate with both the emergency
• Admin Services
• Police
Communicati
communications in support of
response community and the affected populations and
• Community Services &
• South County Fire
ons
security, situational awareness,
establish interoperable voice and
Economic Development
and operations by any
data communications between Federal, tribal, state, and local
• Emergency Management
and all means available, among
first responders.
and between affected
communities in the impact area
Re-establish sufficient communications infrastructure within the
• Admin Services
and all response forces.
affected areas to support ongoing life -sustaining activities,
provide basic human needs, and a transition to recovery.
Re-establish critical information networks, including
• Admin Services
• Emergency
I
cybersecurity information sharing networks, to inform
Management
situational awareness, enable incident response, and support
the resilience of key systems.
Public Health,
Provide lifesaving medical
Deliver medical countermeasures to exposed populations.
Healthcare,
treatment via Emergency Medical
Complete triage and initial stabilization of casualties, and begin
• South County Fire
and
Services and related operations
Emergency
and avoid additional disease and
definitive care for those likely to survive their injuries and
Medical
injury by providing targeted public
illnesses.
Services
health, medical, and behavioral
Return medical surge resources to pre -incident levels, complete
health support, and products to all
affected populations.
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
health assessments, and identify recovery processes.
Situational
Provide all decision makers with
Deliver information sufficient to inform decision making
• Emergency Management
• All departments
Assessment
decision -relevant information
regarding immediate lifesaving and life -sustaining activities, and
regarding the nature and extent of
engage governmental, private, and
the hazard, any cascading effects,
civic sector resources within and outside of the affected area to
and the status of the
meet basic human needs and stabilize the incident.
response.
Deliver enhanced information to reinforce ongoing lifesaving
• Emergency Management
and life- sustaining activities, and engage governmental, private,
• Community services &
and civic sector resources within and outside of the affected
Economic Development
area to meet basic human
needs, stabilize the incident, and transition to recovery.
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
MissionRecovery
Core
Core Capability Description
Core Capability Critical Tasks
Primary Department
Supporting Department
Capability
Planning
Conduct a systematic process
Convene the core of an inclusive planning team (identified pre-
• Emergency
• Planning &
engaging the whole community as
disaster), which will oversee disaster recovery planning.
Management
Development
appropriate in the development of
executable strategic, operational,
Complete an initial recovery plan that provides an overall strategy
• Emergency
• Planning &
and/or tactical -level approaches to
and timeline, addresses all core capabilities, and integrates
Management
Development
meet defined objectives.
socioeconomic, demographic, accessibility, technology, and risk
• Community Services &
assessment considerations (including projected climate change
Economic Development
impacts), which will be implemented in accordance with the
timeline contained in the plan.
Public
Conduct a systematic process
Reach all populations within the community with effective
• Community Services &
Information
engaging the whole community as
actionable recovery- related public information messaging and
Economic Development
and Warning
appropriate in the development of
communications that are accessible to people with disabilities and
executable strategic, operational,
people with limited English proficiency; protect the health and
and/or tactical -level approaches to
safety of the affected population; help manage expectations; and
meet defined objectives.
ensure stakeholders have a clear understanding of available
assistance and their
roles and responsibilities.
Support affected populations and stakeholders with a system that
• Community Services &
• Emergency
provides appropriate, current information about any continued
Economic Development
Management
assistance, steady state
resources for long-term impacts, and monitoring programs in an
effective and accessible manner.
Operational
Establish and maintain a unified
Establish tiered, integrated leadership and inclusive coordinating
• Emergency
Coordination
and coordinated operational
organizations that operate with a unity of effort and are supported
Management
structure and process that
by sufficient assessment and
appropriately integrates all critical
analysis to provide defined structure and decision-
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
stakeholders and supports the
making processes for recovery activities.
execution of core capabilities.
Define the path and timeline for recovery leadership to achieve
• Community Services &
the jurisdiction's objectives that effectively coordinates and uses
Economic Development
appropriate local, state, tribal,
territorial, insular area, and Federal assistance, as well as
nongovernmental and private sector resources. This plan is to be
•
• Planning &
Development
implemented within the established timeline.
Infrastructure
Stabilize critical infrastructure
Restore and sustain essential services (public and private) to
• Public Works
Systems
functions, minimize health and
maintain community functionality.
• Admin Services
safety threats, and efficiently
restore and revitalize systems and
Develop a plan with a specified timeline for redeveloping
. Public Works
• Emergency
services to support a viable,
resilient community
community infrastructures to contribute to resiliency, accessibility,
• Planning &
Management
and sustainability.
Development
Provide systems that meet the community needs while minimizing
• Public Works
service disruption during restoration within the specified timeline
in the recovery plan.
Economic
Return economic and business
Conduct a preliminary assessment of economic issues and identify
• Community Services &
Recovery
activities (including food and
potential inhibitors to fostering stabilization of the affected
Economic Development
agriculture) to a healthy state and
communities.
develop new business and
employment opportunities that
Return affected area's economy within the specified timeframe in
. Community Services &
. City Council
result in an
the recovery plan.
Economic Development
economically viable community.
Ensure the community recovery and mitigation plan(s)
• Community Services &
• City Council
incorporates economic revitalization and removes governmental
Economic Development
• Emergency
inhibitors to post -disaster economic
Management
sustainability, while maintaining the civil rights of citizens.
Health and
Restore and improve health and
Identify affected populations, groups, and key partners in short-
. Emergency
Social
social services capabilities and
term, intermediate, and long-term recovery.
Management
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
Services
networks to promote the
Complete an assessment of community health and social service
• Emergency
resilience, independence, health
needs; prioritize these needs, including accessibility requirements,
Management
(including behavioral health), and
based on the whole
• Admin Services
well-being of the
community's input and participation in the recovery planning
whole community.
process; and develop a comprehensive recovery timeline.
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
Assess preliminary housing impacts and needs, identify currently
• Emergency
effectively support the needs of
available options for temporary housing, and plan for permanent
Management
the whole community and
housing.
contribute to its sustainability and
resilience.
Ensure community housing recovery plans continue to address
• Planning &
interim housing needs, assess options for permanent housing,
Development
and define a timeline for achieving a resilient, accessible, and
sustainable housing market.
Establish a resilient and sustainable housing market that meets
• Planning &
the needs of the community, including the need for accessible
Development
housing within the specified timeframe in the recovery plan.
Natural and
Protect natural and cultural
Implement measures to protect and stabilize records and
• Planning &
Cultural
resources and historic properties
culturally significant documents, objects, and structures.
Development
Resources
through appropriate planning,
mitigation, response, and recovery
Mitigate the impacts to and stabilize the natural and cultural
• Planning &
actions to preserve, conserve,
resources, and conduct a preliminary assessment of the impacts
Development
rehabilitate, and restore them
that identifies protections that need to be in place during
consistent with post-
stabilization through recovery.
disaster community priorities and
best practices and in compliance
Complete an assessment of affected natural and cultural
resources, and develop a timeline for addressing these impacts in
• Public Works
• Planning &
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Appendix D: Core Capability Critical Tasks and Department Responsibilities
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
. Planning &
community recovery that is achieved through the coordinated
Development
efforts of natural and cultural resource experts and the recovery
team in accordance with the
specified timeline in the recovery plan.
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4.3.a
Communication Plan
CEMP Appendix A (1)
May 2024
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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.
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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.
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.
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4.3.a
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.
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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 01C) 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.
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4.3.a
Limited English
Proficiency (LEP)
Inclusive
Communication Plan
Appendix A (2)
May 2024
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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 orto internal staffing
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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 QIC)
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.
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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.)
Home Languages of Students Attending High Schools in
Edmonds (Edmonds School District) - 2023
Language Woodway Meadowdale Total %
Total Population
1576
1524
3100
Bgjish
1071
977
2048
66.1%
Spanish
273
227
500
16.1%
Vietnamese
31
42
73
2.4%
Russian
17
27
44
1.4%
Korean
20
22
42
1.4%
ArahiC
19
20
39
1.3%
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.
Edmonds POpulatlOn (OFM) 43,370
Language
% from
Table 1
Estimated
Population
English
66.1%
28,652
Spanish
16.1%
6,995
Vietnamese
2.4%
1,021
Russian
1.4%
616
Korean
1.4%
588
Arabic
1.3%
546
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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.
dmonds 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
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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 (DES) 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
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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:
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• 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
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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."
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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.
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 WA(
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.
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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
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4.3.b
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
121 5ch 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@n-iil.wa.gov.
Sincerely,
Robert Ezelle
Director
Enclosures (2)
EMD CEMP Evaluated Checklist — City of Edmonds 2024
CEMP Review and Recommendations — City of Edmonds 2024
Packet Pg. 148
EMD CEMP Evaluated Checklist -City of Edmonds 2024
4.3.b
1,71111 DRIVE 1
i • Tien If - Suggestions Tier I - Optional
Basic Plan
Introductory Documentation 75/0
7-1
0%
Purpose, Situation, & Ass tions 100%
80%
lo0%
Concept of0erations 100%
100%
83%
Direction, Control, & Coordination 100%
81%
87%
Organization 100%
50",,,
100%
Responsibilities 100%
48;k,
63%
Communications 100%
19%
Administration100%
100%
Finance 100%
67%
100%
Logistics 80%
83%
Development & Maintenance 100%
0%
24%
Annexes
Population Protection
94%
37%
ESF 4
0%
011„
ESF 5
70%
83%
ESF 6
45%
77%
ESF 8
0%
46°,
ESF 9
0%
61.
ESF 10
0%
0%
ESF 13
60%
87/0
ESF 15
wro
87'/0
Resource Management
1001%
441
ESF 7
78%
90%
ESF 11
()(1 11
00
Critical Infrastructure
85%
46',
ESF 1
00
01111
ESF 2
79%
ESF 3
ESF 12
o
88a
0%
61%
95
0%
58%
*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 graved out do not contain elements that are reviewed for that tier.
Five Fundamental Plan Review Criteria:
Rating:
Rabat 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
A plan is adequate if
4
ADEQUACY
The scope and concept of planned operations identify and address critical tasks effectively;
4
The plan can accomplish the assigned mission while complying with guidance;
4
The plads assumptions are valid, reasonable, and comply with guidance.
4
A plan is feasible iE
4
The organization can accomplish the assigned mission and critical tasks by using available resources whithin the time contemplated by the plan;
4
The organization allocates available resources to tasks and tracks the resources by status;
4
FEASIBILITY
Available resources include internal assets and those available through mutual aid or through existing state, regional, or Federal assistance agreements.
4
Specifically, the jurisdiction should complete a capability estimate that:
4
Identifies the current status of resources arrayed to support the plan;
4
Analyzes the required resources based on the courses of action in the plan;
4
Identifies the most supportable courses of action and ways to reduce the impact of resource deficiencies.
4
A plan is acceptable if:
4
It meets the requirements driven by a threat or incident;
4
ACCEPTABI.ITY
It meets decision maker and public cost and time limitations;
4
It is consistent with the law;
4
It can be justified in tetras of the cost of resources;
4
Its scale is proportional to mission requirements.
4
A plan is complete if it:
4
Incorporates all tasks to be accomplished;
4
Includes all required capabilities;
4
COMPLETENESS
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;
5
Provides a complete picture of the sequence and scope of the planned response operation;
4
Makes time estimates for achieving objectives;
4
Identifies success criteria and a desired end -state.
4
COMPLIANCE
The Plan should align with guidance and doctrine to the maximum extent possible because these provide a baseline that facilitates both planning and execution.
4
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COMPLETE OVERVIEW Packet Pg. 149
Comprehensive Emergency Management Plan (CEMP) Review &
Recommendations
Jurisdiction: ON 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 —Option a I
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.
Ensure the approval document is signed by
either the Emergency Management Director
Basic Plan — Approval or the senior elected official. This is expected
Chapter 118-30, WA
Document and is a reminder to sign the official
CEMP, CPG 101
document when it is ready to be
promulgated/approved.
A large part of planning and preparedness is
PPD-8, Title 38.52
to pre -identify resource gaps. Discuss your
Basic Plan —Logistics
RCW, Chapter 118-
jurisdictions resource gaps to then better
30 WAC, WA CEMP,
plan for how to overcome those gaps.
CPG 101
Consider what technical information was
discussed that may need additional
clarification. Terms and definitions to include
All Annexes —Terms in these sections are specific to the Annexes
Chapter 118-30
and Definitions in question. General terms that apply to the
WAC, WA CEMP
CEMP as a whole or those that apply to the
Basic Plan's content should only be included
in the Basic Plan.
Consider adding an annex to discuss the
EPCRA, Chapter 118-
EMS and Firefighting description and capabilities of emergency
30 WAC, National
Annex medical services and fire protection
capabilities within the jurisdiction and
Response
I
4.3.b
Washington Emergency 11/14/2024
Management Division Page 1
Packet Pg. 150
4.3.b
address any mutual aid agreements
Framework, WA
pertaining to firefighting assistance. This can
CEMP, CPG 101
include references to any Special Technical
Teams, USAR, HAZMat Technical Teams, etc.
When discussing the implementation or
activation of the Communications Plan the
Public Law E.O.
topic of pre -scripted messages should be
13166, Title 38.52
Communications Plan addressed. Consider addressing within the
RCW, The National
Communications Plan pre -scripted messaging
Planning
and notifications for AFN populations (to
Frameworks, WA
include LEP and hearing -impaired
CEMP, CPG 101
individuals).
Consider discussing significant energy
disruptions or power outages (gas, electricity,
ppD-21, 118-30
natural gas, etc.) and how these will be
WA National
addressed. Also, another consideration to
Energy
l
Planning
explore is how extended outages/disruptions
Framework, WA
to energy supplies or suppliers in neighboring
CEMP, CPG 101
geographical areas can affect your
jurisdiction.
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
Transportation
PPD-21, EPCRA, 118-
perform these, it should still be determined
30, WA CEMP
who will manage these types of incidents
within your jurisdiction or how your
jurisdiction can assist with any specific
resources.
TIER II —State Suggestions
Reference
Consider discussing authorities and decision
making policies in either your approval
document or the delegation of authority if
Basic Plan —Approval the senior or appointed officials were absent. WA CEMP, CPG 101
Document
Also, consider adding a disclosure statement
that "This CEMP is the current plan
supersedes all previous plans."
Washington State Emergency 11 /14/2024
Management Division Page 2
Packet Pg. 151
4.3.b
TIER II —State Suggestions
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
The National
Basic Plan — Concept
all Mission Areas. The first is Planning, the
Planning
of Operations
second is Public Information & Warning, and
Frameworks, WA
the third is Operation Coordination. Your
CEMP
plan did a great job of addressing these core
capabilities and captured all the suggested
elements.
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
The National
Basic Plan — Direction,
CEMP is currently moving in this direction
Planning
Control, &
with its own Plan which is the reasoning
Frameworks, WA
Coordination
behind offering this recommendation and the
previous one as a suggestion for future
CEMP
updates to your CEMP. Your plan did a great
job of addressing the other 29 core
capabilities, you were just missing a few
elements.
Within the Record of Distribution Table,
consider adding the full name and/or Title of
Basic Plan — Record of
the person receiving the plan. By listing the
WA CEMP, CPG 101
Distribution
name/title of person, this ensures the correct
person is receiving the plan and not getting
lost or sent to the wrong person.
Consider adding this section to summarize
prevention, protection, mitigation, response,
Basic Plan —Situation
and recovery capabilities involving the
Overview — Capability
hazards identified in the Situation Overview.
WA CEMP, CPG 101
Assessment Summary
This section can also highlight limitations that
may exist due to training, equipment, or
personnel.
Continuity of
Consider discussing the process of devolution
Continuity Guidance
Government —
and reconstitution planning. Devolution
Circular, National
Devolution and
planning identifies and continues essential
Response
Reconstitution
functions, maintains continuity of emergency
Framework, CPG
Process
services delivery, determines the likely
101
Washington State Emergency 11 /14/2024
Management Division Page 3
Packet Pg. 152
4.3.b
CEMP Location %Reference
impacts of service delivery changes, and
provides a template for reintegrating services
back to the local jurisdiction.
Describe the conflict resolution process that
Basic Plan -
exists or would be used to resolve issues
Organization
which present themselves amongst local
departments.
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
Basic Plan —
section is an opportunity to not only address
Responsibilities
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.
Consider briefly discussing the impact and
Basic Plan - Finance
role of insurance for recovering from the
impacts of emergencies and/or disasters.
Briefly discuss the promulgation process that
Basic Plan —
your CEMP goes through in order to become
Development and
approved by your jurisdiction's appointed
and/or senior leadership. Your plan does a
Maintenance
good job of stating who has the authority to
issue the proclamation.
Consider moving those terms and definitions
which only apply to a specific function to a
Basic Plan —Terms
Support Annex. The definitions section within
and Definitions /
a support annex serves to house unique
Abbreviations
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
The National
Planning
Frameworks, WA
CEMP, CPG 101
National Disaster
Recovery
Framework, WA
CEMP
WA CEMP, CPG 101
WA CEMP, CPG 101
Washington State Emergency 11 /14/2024
Management Division Page 4
Packet Pg. 153
4.3.b
TIER II —State Suggestions pffir
111aaaimbidida "I I 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.
Describe the alternative methods of
transportation that can be used during an
Alternative and
incident (e.g. using ferries, local school buses,
Recovery of
city/county buses, etc.).
Transportation
Systems
Consider describing the methods used for
coordinating the restoration and recovery of
transportation systems and infrastructure.
Discuss the strategy for the transportation of
Transportation of supplies. For example, who is responsible for
Supplies the movement of food, water, and medical
supplies going to shelters.
Consider addressing how local bridges
receive the same attention as roads. Bridges
Local Bridges
are components of the local road system that
require additional resources to inspect and
repair which makes them an important
aspect to discuss.
Communications—
Describe the actions taken to notify
Neighboring
neighboring jurisdictions that an incident has
Jurisdictions
occurred.
Communications—
Considering adding a table in this ESF which
Frequencies
identifies the various frequencies that
response organizations operate on.
Consider discussing alternative methods for
Communications—
essential communications if 9-1-1 or other
Alternate 9-1-1
dispatch centers are out of operation.
Discuss how information pertaining to the
potential impacts of secondary hazards is
relayed to the public.
Communications—
Lastly, discuss the possibility of providing
Public Notices
announcements for upcoming community
meetings (i.e. involving state officials, local
authorities, damage assessments, etc.).
The National
Planning
Frameworks, WA
CEMP, CPG 101
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP, CPG 101
WA CEMP, CPG 101
WA CEMP, CPG 101
WA CEMP, CPG 101
National Response
Framework,
National Disaster
Recovery
Framework, WA
CEMP
Washington State Emergency 11 /14/2024
Management Division Page 5
Packet Pg. 154
4.3.b
TIER II —State Suggestions
Consider discussing the following health
related disaster conditions:
• Distribution of drinking water
• Human waste disposal services
Communications—
0 Vector control
National Disaster
Public Health
• Food production and protection
Recovery
Framework, WA
Information
services
CEMP, CPG 101
• Agricultural services
• Other distribution systems and
services (medical, general health
supplies, etc)
Briefly discuss what the initial notification
National Response
Emergency
and documentation process is for an incident.
Framework,
Management -
Also, if this incident were to expand into a
National Disaster
Notification and
neighboring jurisdiction, discuss the
Recovery
Documentation
notification process which exists.
Framework, WA
CEMP, CPG 101
Describe the process which will be initiated
24-hour Operations
and sustained to provide for 24-hour
WA CEMP, CPG 101
operations for IC/EOC operations.
Resource
Consider describing the training and
Requirements for
equipment requirements to staff positions in
WA CEMP, CPG 101
EOC/ECC Staff
your EOC/ECC.
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).
National Response
The second is the procurement, delivery, and
Framework,
Shelters
disbursement of emergency relief supplies.
National Disaster
The third is the coordination with Logistics to
Recovery
conduct feeding operations.
Framework, WA
CEMP, CPG 101
Consider discussing the process and
procedures to address unaccompanied
children, registered offenders, or household
pets when they arrive at shelters.
Consider discussing what processes or
National Response
Nutritional Needs
procedures are in place to help the
Framework,
jurisdiction in determining the nutritional
National Disaster
needs of the population when feeding
Recovery
Washington State Emergency 11 /14/2024
Management Division Page 6
Packet Pg. 155
4.3.b
TIER II —State Suggestions
CEIVIP Location
operations are being conducted (e.g. baby
Framework, WA
food, religious diets, food allergies, calorie
CEMP, CPG 101
needs, etc.). To understand this function in a
different light, consider how you might run a
food bank -like operation.
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
National Response
Shelter
between the various stakeholders, such as
Framework,
Communications and
between shelters and the media or shelters
National Disaster
and evacuees. Another consideration to
Recovery
Operations
discuss is the process and procedures to
Framework, WA
address unaccompanied children, registered
CEMP, CPG 101
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]
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.
National Response
Resource
There are many considerations that could be
Framework,
Management —
used as the basis for this discussion. For
National Disaster
Prioritization of
example: Are certain population segments
Recovery
Resources
prioritized? Are specific government
Framework, WA
functions prioritized to receive resource over
CEMP, CPG 101
other functions? Are certain geographic
locations prioritized due to multiple
considerations? Do you have two bridges
down but only enough resources to fix one?
Consider expanding the discussion on how
National Response
the following elements are coordinated or
Framework,
Mass Casualty/Fatality
describe the actions that will be taken to:
National Disaster
Incident Management
• Contain and stabilize the effects of the
Recovery
incident;
Framework, WA
• Track patients;
CEMP, CPG 101
Washington State Emergency 11 /14/2024
Management Division Page 7
Packet Pg. 156
4.3.b
TIER II —State Suggestions
• Coordinate private organization support
and asset integration;
• Establish emergency treatment centers or
mass casualty collection centers;
• Decontaminate survivors and responders.
Consider discussing the capabilities for
Search and Rescue efforts for your
jurisdiction. If these capabilities do not exist
National Response
Search and Rescue
in your jurisdiction, consider noting
Framework, WA
neighboring jurisdiction through MOA/MOU
CEMP, CPG 101
or other formal request process that can
assist.
Consider discussing the following:
• Methods to detect and assess the extent
of contamination;
• Description of the methods to stabilize a
release;
National Mitigation
• Environmental cleanup
Framework,
• Waste disposal methods/processes;
National Response
Oil and Hazardous
• Implementing storage options;
Framework,
Material Response
• Implementing treatment options.
National Disaster
Even if your jurisdiction does not participate
Recovery
in the process (i.e. Department of Ecology
Framework, WA
takes care of the waste), this section should
CEMP, CPG 101
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.
TIER I — Optional
The biggest concern with accreditation
entities and requirements is detailed
explanations of process and procedures. It is
General often not enough to simply address that you EMAP
perform an activity, but rather explain each
step of the process involved to accomplish
such activities.
Basic Plan Develop and/or reference a multi -year EMAP 3.1.1
strategic plan complete with goals,
Washington State Emergency 11 /14/2024
Management Division Page 8
Packet Pg. 157
4.3.b
TIER I — Optional
• •.
objectives, milestones, and implementation
methods.
There are a lot of elements to try and provide
Basic Plan - methods and processes regarding crisis EMAP 4.11.1-
Communications communication, public information, and 4.11.4
education.
Basic Plan - A training and exercise program contains
numerous components. Accreditation is
Development and EMAP 4.9 - 4.10
Maintenance
primarily concerned with the methods used
to train, exercise, and track all this data.
Additional Considerations
,CEIVIP Location 111it I � W.- I
Overall CEMP This CEMP was very well written and organized. It was easy
to follow as a reader.
Washington State Emergency 11 /14/2024
Management Division Page 9
Packet Pg. 158
4.3.c
MEMORANDUM
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
Page 1 of 2
day of
202_ by:
City of Edmonds Police Department
Q
Packet Pg. 159
4.3.c
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
Page 2 of 2 City of Edmonds Police Department
Q
Packet Pg. 160
4.4
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
Packet Pg. 161
4.4.a
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
Protect Status (if Applicable)
[Project Status or N/A]
FISCAL DETAILS
Account/BARS
Notes:
Expenditures
CSED (DEIA, GF)
$increase
($2000)
2025 and
CSED (EDC, GF)
o decrease)
($1000)
2026
Parks (Tree, Fund143)
($4000)
Packet Pg. 162
4.4.a
Amendment to Proposed 2025-2026 Biennial Budget
City of Edmonds — City Council
Parks (Youth, GF)
($750)
Planning (Historical Preservation, GF
($4000)
Planning (Arch Design Board, GF)
($1000)
Revenues
($increase)
$0
or
$decrease
Net Budget Impact:
($8750 GF)
2025 and
($4000Fund
2026
143)
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Packet Pg. 163
4.4.b
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
Packet Pg. 164
4.4.b
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
ICI. Salary Commission
EJ_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 maw
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 eouneil
stand 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 eity eauneil during an open„ lie meeti .
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
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4.4.b
F. Edmonds Historic Preservation Commission
G. Edmonds Sister City Commission
&.H. Salary Commission
ICI. Mayors' Climate Protection Committee
-1-.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. AU 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.
MAYOR MIKE ROSEN
ATTEST/AUTHENTICATED:
CITY CLERK, SCOTT PASSEY
APPROVED AS TO FORM:
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OFFICE OF THE CITY ATTORNEY:
JEFF TARADAY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
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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 12024.
4840-7251-8158,v. 1
6
CITY CLERK, SCOTT PASSEY
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