HomeMy WebLinkAbout03-02-2015 CITY COUNCIL AGENDA,A BURN
'
CALL TO ORDER
A. Pledge of Allegiance
B. Roll Call
City Council Meeting
March 2, 2015 - 7:00 PM
Auburn City Hall
AGENDA
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M eeti ng vi deos are not avai I abl e unti 172
hours after the meeti na has concl uded.
II. ANNOUNCEMENTS, PROCLAMATIONS, AND PRESENTATIONS
III. APPOINTMENTS
IV. AGENDA MODIFICATIONS
V. CITIZEN INPUT, PUBLIC HEARINGS & CORRESPONDENCE
A. Public Hearings
Public Hearing on Franchise Agreement No. 14 -51 (Snyder)
City Council to conduct a public hearing on the application from Astound
Broadband, LLC, for a non - exclusive franchise for the right of entry, use
and occupation of certain public right(s) -of way within the city, expressly to
install, construct, erect, operate, maintain, repair, relocate and remove its
facilities in, on, upon, along and /or across those right(s) -of -way. The
purpose of the public hearing is to determine public benefit and impact,
applicant compliance, public right -of -way capacity to accommodate the
telecommunication system, potential disruption of public right -of way, and
present and future use of the public right -of -way.
B. Audience Participation
This is the place on the agenda where the public is invited to speak to the City
Council on any issue. Those wishing to speak are reminded to sign in on the
form provided.
C. Correspondence
There is no correspondence for Council review.
VI. COUNCIL AD HOC COMMITTEE REPORTS
Council Ad Hoc Committee Chairs may report on the status of their ad hoc
Council Committees' progress on assigned tasks and may give their
recommendation to the City Council, if any.
VII. CONSENT AGENDA
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All matters listed on the Consent Agenda are considered by the City Council to be
routine and will be enacted by one motion in the form listed.
A. Minutes of the February 17, 2015 Regular City Council Meeting*
B. Claims Vouchers (Coleman)
Claims voucher numbers 432498 through 432662 in the amount of
$1,867,491.80 and one wire transfer in the amount of $597.00 and dated March
2, 2015.
C. Payroll Vouchers (Coleman)
Payroll check numbers 535376 through 535405 in the amount of $293,581.66
and electronic deposit transmissions in the amount of $1,341,884.55 for a grand
total of $1,635,466.21 for the period covering February 12 to February 25, 2015.
VIII. UNFINISHED BUSINESS
IX. NEW BUSINESS
A. SCORE Jail Statistics* (Mayor Backus)
X. ORDINANCES
A. Ordinance No. 6555 (First Reading)* (Snyder)
An Ordinance of the City Council of the City of Auburn, Washington, granting to
Astound Broadband, LLC, a Washington Limited Liability Company, a franchise
for telecommunications and related services
XI. RESOLUTIONS
A. Resolution No 5129* (Hursh)
A Resolution of the City Council of the City of Auburn, Washington, adopting the
City of Auburn Comprehensive Emergency Management Plan (CEMP)
B. Resolution No. 5133* (Snyder)
A Resolution of the City Council of the City of Auburn, Washington, amending
the City of Auburn Design Standards for its Downtown Urban Center Zoning
District
XII. MAYOR AND COUNCILMEMBER REPORTS
At this time the Mayor and City Council may report on their significant City- related
activities since the last regular Council meeting.
A. From the Council
B. From the Mayor
XIII. ADJOURNMENT
Agendas and minutes are available to the public at the City Clerk's Office, on the City
website (http: / /www.auburnwa.gov), and via e -mail. Complete agenda packets are
available for review at the City Clerk's Office.
*Denotes attachments included in the agenda packet.
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AGENDA BILL APPROVAL FORM
Agenda Subject: Date:
Public Hearing on Franchise Agreement No. 14 -51 February 9, 2015
Department: Attachments: Budget Impact:
CD & PW No Attachments Available $0
Administrative Recommendation:
City Council to hold a public hearing in consideration of Franchise Agreement No. 14-
51. See Ordinance No. 6555 for further information.
Background Summary:
Per Auburn City Code Chapter 20.06.030 a public hearing shall be held to consider
the proposed Franchise Agreement No. 14 -51 for Astound Broadband, LLC to operate
and build a telecommunications system within the City's rights of way. The date of the
pubic hearing was set by Resolution No. 5122 on 02/17/2015.
Reviewed by Council Committees:
Councilmember: Staff: Snyder
Meeting Date: March 2, 2015 Item Number: PH.1
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AGENDA BILL APPROVAL FORM
Agenda Subject:
Minutes of the February 17, 2015 Regular City Council
Meeting
Department:
Administration
Attachments:
2 ®17 ®2015 minutes
Administrative Recommendation:
Background Summary:
Reviewed by Council Committees:
Councilmember:
Meeting Date: March 2, 2015
Staff:
Date:
February 25, 2015
Budget Impact:
$0
Item Number: CA.A
CA.A AUBURN * MORE THAN YOU IMAGINED Page 5 of 264
AUB q N
CALL TO ORDER
A. Pledge of Allegiance
City Council Meeting
February 17, 2015 - 7:00 PM
Auburn City Hall
MINUTES
Mayor Nancy Backus called the meeting to order at 7:00 p.m. and led those
in attendance in the Pledge of Allegiance.
B. Roll Call
City Councilmembers present: Deputy Mayor Holman, Rich Wagner, Bill
Peloza, Largo Wales, Wayne Osborne, Claude DaCorsi, and Yolanda Trout.
Department Directors and staff members present: Community Development
and Public Works Director Kevin Snyder, Assistant Director of Engineering
Services /City Engineer Ingrid Gaub, Parks Arts and Recreation Director
Daryl Faber, Public Affairs and Marketing Liaison Dana Hinman, Innovation
and Technology Customer Support Manager Reba Stowe, Police
Commander Mark Caillier, City Attorney Daniel B. Heid, Innovation and
Technology Operations Manager Ashley Riggs, Director of Administration
Michael Hursh, Assistant Finance Director Paula Barry, Emergency
Preparedness Manager Sarah Miller, Economic Development Manager
Doug Lein and Deputy City Clerk Shawn Campbell.
II. ANNOUNCEMENTS, PROCLAMATIONS, AND PRESENTATIONS
There was no announcement, proclamation or presentation.
III. APPOINTMENTS
There was no appoinment.
IV. AGENDA MODIFICATIONS
There was no agenda modification.
V. CITIZEN INPUT, PUBLIC HEARINGS & CORRESPONDENCE
A. Public Hearings
There was no public hearing.
B. Audience Participation
This is the place on the agenda where the public is invited to speak to the
City Council on any issue. Those wishing to speak are reminded to sign in on
the form provided.
Brian Gunn, 2305 27th Place SE, Auburn
Mr. Gunn expressed concerns regarding the oil and coal train cars that pass
through the Auburn area. He requested the City Council ask for additional
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CA.A Page 6 of 264
legislation requirements for safety and insurance. He provided a sample
letter for the Council to send to the State legislature.
C. Correspondence
There was no correspondence for Council review.
VI. COUNCIL AD HOC COMMITTEE REPORTS
Council Ad Hoc Committee Chairs may report on the status of their ad hoc
Council Committees' progress on assigned tasks and may give their
recommendations to the City Council, if any.
Councilmember Wales reported on behalf of the Council ad hoc committee
that reviews claims and payroll vouchers. Councilmember Wales reported the
committee recommends approval of the claims and payroll vouchers as
presented.
Councilmember Wales reported on behalf of the Council ad hoc committee that is
reviewing the various committees and boards the City Council
attends. Councilmember Wales noted the ad hoc committee has met three times.
Councilmember Wagner noted the Committee is reviewing the 42 various
committees the Councilmembers attend and analyzing each committee to ensure
the City of Auburn it maximizing the Council members' time. The Committee will
report back to the full Council with their findings in the near future.
VII. CONSENT AGENDA
All matters listed on the Consent Agenda are considered by the City Council to be
routine and will be enacted by one motion in the form listed.
A. Minutes of the January 26, 2015 Study Session
B. Minutes of the February 2, 2015 Regular Meeting
C. Claims Vouchers (Coleman)
Claims voucher numbers 432351 through 432497 in the amount of
$3,231,294.35 and three wire transfers in the amount of $7,638.33 and dated
February17, 2015.
D. Payroll Vouchers (Coleman)
Payroll check numbers 535345 through 535375 in the amount of
$898,901.41, electronic deposit transmissions in the amount of
$1,308,595.71 for a grand total of $2,207,497.12 for the period covering
January 29, 2015 to February 11, 2015
E. Public Works Project No. CP1104 (Snyder)
City Council to approve final pay estimate No. 5 to contract No. 14 -09 in the
amount of $48,023.32 and accept construction of project No. CP1104, 8th St
NE and 104th Ave SE Intersection Improvements
F. Public Works Project No. CP1322 (Snyder)
City Council to approve final pay estimate No. 2 to contract No. 14 -16 in the
amount of $37,503.21 and accept construction of project No. CP1322,
Annual Traffic Signal Improvements
G. Public Works Project No. CP1402 (Snyder)
City Council to award contract No. 15 -02, to ICON Materials on their low bid
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CA.A Page 7 of 264
of $1,584,182.95 for project No. CP1402, 2014 Citywide Pavement Patching
and Overlay Project
Deputy Mayor Holman moved and Councilmember Osborne seconded to
approve the Consent Agenda.
The Consent Agenda includes minutes, claims and payroll vouchers, and
public works contract items.
MOTION CARRIED UNANIMOUSLY. 7 -0
VIII. UNFINISHED BUSINESS
There was no unfinished business.
IX. NEW BUSINESS
There was no new business.
X. ORDINANCES
A. Ordinance No. 6556 (First Reading) (Snyder)
An Ordinance of the City Council of the City of Auburn, Washington,
amending Auburn City Code Chapter 2.94 entitled "Citizen's Committee for
Transportation, Transit and Trails" for the purpose of revising the code
language and creating a new Transportation Advisory Board
Councilmember Osborne moved and Councilmember Trout seconded to
approve Ordinance No. 6556.
Councilmember Osborne moved and Councilmember Trout seconded to
suspend rules and approve Ordinance No. 6556 on first reading.
MOTION CARRIED UNANIMOUSLY. 7 -0
MOTION CARRIED UNANIMOUSLY. 7 -0
XI. RESOLUTIONS
A. Resolution No. 5122 (Snyder)
A Resolution of the City Council of the City of Auburn, Washington, setting a
public hearing to consider a franchise agreement with Astound Broadband,
LLC
Deputy Mayor Holman moved and Councilmember Osborne seconded to
adopt Resolution No. 5122.
MOTION CARRIED UNANIMOUSLY. 7 -0
B. Resolution No. 5123 (Snyder)
A Resolution of the City Council of the City of Auburn, Washington,
authorizing the Mayor to accept Federal Grant Funds to be administered
through the Washington State Department of Transportation
Councilmember DaCorsi moved and Councilmember Trout seconded to
adopt Resolution No. 5123.
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CA.A Page 8 of 264
Councilmember Osborne asked when construction would begin. He noted
this is a great opportunity for the City to meet many of the needs the City for
street maintenance and repairs.
Assistant Director of Engineering Services /City Engineer Gaub explained the
projects listed list in the resolution have differing requirements and
schedules The West Main Street Multi -Modal Corridor and ITS Improvements
project is expected to start construction in 2016; the F Street SE Non -
motorized Improvements project is currently only design funds; the Auburn
Way North Preservation project is scheduled to start construction in 2016; the
Traffic Signal Safety Improvements project is expected to start construction
in late 2015 or early 2016 and the A Street SE and 37th Street SE
Intersection Improvements project is expected to start construction in 2016.
In response to a question from Councilmember DaCorsi Assistant Director of
Engineering Services /City Engineer Gaub explained the deadlines for each
grant and each phase of each grant.
MOTION CARRIED UNANIMOUSLY. 7 -0
C. Resolution No 5124 ( Hursh)
A Resolution of the City Council of the City of Auburn, Washington,
authorizing the Mayor to execute an Interlocal Agreement with the City of
Kent to provide federal grant subrecipient monitoring services
Councilmember Peloza moved and Councilmember Osborne seconded to
adopt Resolution No. 5124.
Councilmember Wales inquired regarding the contract costs. Emergency
Preparedness Manager Miller explained the City of Kent is required to
contract out the work. The amount is flexible because Kent is reimbursing
actual costs. Councilmember Peloza asked where the Statement of Work is
located. Emergency Preparedness Manager Miller explained Statement of
Work is throughout the document. Director of Administration Hursh explained
the City of Auburn will be performing an auditing function.
MOTION CARRIED UNANIMOUSLY. 7 -0
D. Resolution No. 5132 (Snyder)
A Resolution of the City Council of the City of Auburn, Washington,
authorizing the Mayor to execute interagency agreements between the City
of Auburn (the City) and the Washington State Department of Transportation
(WSDOT) relating to Project Nos. CP1118, CP1119, CP1218 (Auburn Way
South Corridor Improvements Projects)
Deputy Mayor Holman moved and Councilmember Peloza seconded to
adopt Resolution No. 5132.
Deputy Mayor Holman noted this will provide a cost savings to both the City
and WSDOT.
MOTION CARRIED UNANIMOUSLY. 7 -0
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XII. MAYOR AND COUNCILMEMBER REPORTS
At this time the Mayor and City Council may report on their significant City - related
activities since the last regular Council meeting.
A. From the Council
Deputy Mayor Holman reported he attended the Puget Sound Regional
Council Board meeting, and the Green River College Foundation Board
meeting. Deputy Mayor Holman reminded the City of Auburn's birthday party
is scheduled for June 5th.
Councilmember Trout noted the amazing job Valley Regional Fire Authority
did for her personally.
Councilmember Peloza reported he attended the Regional Policy Committee
meeting, the Water Resource Inventory Area (WRIA) 9 meeting, the King
Conservation District Board of Directors meeting, the Senior Center Coffee
Hour, the Community and Schools meeting, and the Daughters of the
American Revolution meeting.
Councilmember Wagner reported he attended the Puget Sound Regional
Council meeting.
Councilmember Wales reported Pierce County Public Health is going to be
relocated to the former Puget Sound Hospital General Services site. She
also attended the Sound Cities Association meeting.
Councilmember DaCorsi reported he attended the Senior Center Coffee
Hour, Painting with the Stars at Green River College, and the Auburn Youth
Resources Breakfast.
B. From the Mayor
Mayor Backus reported she attend the Valley Communications Board
meeting, a tour of the Rally Point 6 facility in Lakewood which is a service
center for veterans, the Sound Cities Association Exectives Board meeting
and the Economic Development Council of King County meeting.
Councilmember Wales noted the Mayor's State of the City address was
inspiring for all who attended.
XIII. ADJOURNMENT
There being no further business to come before the Council, the meeting adjourned
at 7:49 p.m.
APPROVED THIS day of March, 2015.
NANCY BACKUS, MAYOR Shawn Campbell, Deputy City Clerk
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Agenda Subject:
Claims Vouchers
AGENDA BILL APPROVAL FORM
Date:
February 25, 2015
Department: Attachments: Budget Impact:
Administration No Attachments Available $0
Administrative Recommendation:
City Council approve claims vouchers.
Background Summary:
Claims voucher numbers 432498 through 432662 in the amount of $1,867,491.80
and one wire transfer in the amount of $597.00 and dated March 2, 2015.
Reviewed by Council Committees:
Councilmember: Staff: Coleman
Meeting Date: March 2, 2015 Item Number: CA.B
CA.B AUBURN * MORE THAN YOU IMAGINED Page 11 of 264
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Agenda Subject:
Payroll Vouchers
AGENDA BILL APPROVAL FORM
Date:
February 25, 2015
Department: Attachments: Budget Impact:
Administration No Attachments Available $0
Administrative Recommendation:
City Council approve payroll vouchers.
Background Summary:
Payroll check numbers 535376 through 535405 in the amount of $293,581.66 and
electronic deposit transmissions in the amount of $1,341,884.55 for a grand total of
$1,635,466.21 for the period covering February 12 to February 25, 2015.
Reviewed by Council Committees:
Councilmember: Staff: Coleman
Meeting Date: March 2, 2015 Item Number: CA.0
CA.0 AUBURN * MORE THAN YOU IMAGINED Page 12 of 264
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VVA,S I � I N G "i'(')N'
Agenda Subject:
SCORE Jail Statistics
AGENDA BILL APPROVAL FORM
Department: Attachments:
Administration Jail ssta cs
Administrative Recommendation:
Background Summary:
Reviewed by Council Committees:
Councilmember:
Meeting Date: March 2, 2015
Date:
February 25, 2015
Budget Impact:
$0
Staff: Mayor Backus
Item Number: NB.A
NB.A AUBURN * MORE THAN YOU IMAGINED Page 13 of 264
JANUARY 2015 JAIL STATISTICS
40o SCORE Member City Billable Average Daily Population ��li��
SCO E
Page 1
350
308 311
300 303 302 303 308 301 307
� 290 �
279 276 � •� 277 279
20 I
250 ZA' '
200 g1 101
92 g6
�9 I
S9
- �;:t;
150 .�
I
100
50
� I
0 I
1 F M q M 1 Ju A 5 O N p � .
2014 2015 I
■AUburn ■Renton ■Federal Way ■Tukwila ■Burien ■Sea7ac ■Des Moines I
NB.A Page 14 of 264
Total ADP by Month and Year #��� �
�oo
SCOBE -
675
65o Page 2
625 624 ������� �������������������� ���������— ��������� ����� 621
600
575
sso li )anuarv 2015
szs � Member 307
5� Contract 307
Unbillable 10
47S Total 624
aso
a2s
aoo
375
350
325
300
275
250
1 F M A M 1 Ju A S O N D I
��2012 t2013 t2014 ��1�2015 --- 2014Median �I
NB.A Page 15 of 264
Auburn Billable Average Daily Population ��,
2013 - 2015 SCUflE
13o Page 3
_ 2013 Budget ADP_ 122 _ _
izo
iio
ioo
I ..... 2014 Budget ADP: 97 "
90 '
sa
81 2015 Budget ADP: 79 I�,
I
�o I
60 .. . .... ...�.......
Median: 66 �i
I
so �
ao
I
J F M A M 1 Ju A 5 O N D 1 F M A M 1 Ju A S O N D J F M A M 1 I Ju A I S ; O '�, N D � I
2013 2014 2015 I
NB.A Page 16 of 264
�,��ii� Total Bookings for Member and Contract Agencies I
��-
s e o n E January 2014 - January 2015
Page 10
2500 � �Member �COntract tTotal
2039 I
1906 1876
2000 1861 1755 1772 1855 1842 1814 1764 1734 1847 �I
1648
1500 - �'
884 �.7� $� 835 �
� �926 826. Su
1000
500
0 , ,
J F M A M 1 lu A S 0 N D 1
Daily Average Bookings �,
70 66
64 63
60 59 59 59 59 Sy Sy 60
60 5�
56
SO qs
40 34
30
Average Average J F I M A M 1 Ju A S O N D 1
2012 2013 2014 2015
NB.A Page 17 of 264
Member Bookings by Agency � ,��
February 2014 to January 2015 a c o e E
Page 11
350 �
300
250
211
200
__-- ___ 180
i
150
/�� 122
100
-J�^ V 90
64
— --- � — 62
50
0
F A 1 ASO�ND1 F A 1 AS ND1 F A J 5 NDJI F A 1 AS ND1 F 1 S NOJI F A J AIS NDJ F A1v�J A�,SiON.�D�J
Aubum Federal Way Renton Tukwila Burien SeaTac Des Moines I ��
NB.A Page 18 of 264
�►�t�i Member Agency Bookings by Type
��_�i
S C 0 R E January 2015 �
Page 12 I
98Y,o 100%
1,000 - S00%
92Yo
- 90Y
82�0
800 - 80%
70%
600 - 60Y
47Y
� 50%
I
400
- 40% il
- 30%
200
- 20%
- 10%
Z� I
0 0% ,
WARRANTS NEW ARREST CUSTODY TRANSFER fELONY RUSH i0 COUNTY fELONV INVESTIGATION
NB.A Page 19 of 264
�,�l�� SCORE Contract Billable Average Daily Population
����- 2014-2015
SCORE
3so , Page 16 345 '
330 3Z6 330
315 321 __
� 304 304 312 307
300 284 285 —-
277
250
200
150
100
50
lanuary February Matth April May June July August September October Novem6er December
■DOC ■Fife ■Algona ■Bellevue ■Black Diamond ■Buckley ■Clyde Hill
■Covington ■Duvall ■Enumclaw ■Hunts Point ■Issaquah ■Kenmore ■Kirkland
■Lynnwood ■Marysville ■Medina �Mercer Isiand ■Milton ■MIT �Normandy Park
■Orting ■Pacific Port of Seattle � Redmond
NB.A Page 20 of 264
� ���ii� Daily Billable Population - Since 1/1/2014
�so ----- S 0 E ----------------- ---------- — -- -------------- -
- ----------- ------ -------
Page 17
703 704 710
700 +----- ----------- 701 696
2015 Budget
I ADP: 650
650 ----- - - ------------------------ - ------- I
Median 621
600 � ------------- ----- --- ----- - - — ---- - -
I
550 ----
� ---------
Amended 2014
i Budget ADP: 550
sooI ----- --------- ----------------------------------------------------------------
------------- --
I
aso ----------------------------------------------------------------
; -------------------------------
2014 Budget Maximum Population: 1085
Minimum Population: 515
ADP: 450 From 1/1/2014 to 2/3/2015
aoo ,
1p 1d ,� 1b ya 1b 1b �0. �� 1� 1h �� 1y 1y �
'y\,y�'L� 'L\��'L� '�\1�'L� h\1�'L� \��'L� 1�'L� ��'L� 1�'L� ��'L� 1�ti� ��'L� y�'L� \�y0 ,y0
h �� �� �� �� tio\ titi\ titi\ .,\� .y���
NB.A Page 21 of 264
� Male vs Female Member Agency Bookings from �!i<< �
1/1/2015 to 1/31/2015 S 0 R E
Page 18
I AUB, 74, 7i�
FED, 63, 6%
74% MALE FEMALE 26%
TUK, 39, 4%
I
BUR, 23, 2%
� STC, 14, 1%
I
I DES, 9, 14/�
I
i
�
I
NB.A Page 22 of 264
C i..i,y C�1:
VVAS I � I N G "i'(') N1
AGENDA BILL APPROVAL FORM
Agenda Subject: Date:
Ordinance No. 6555 (First Reading) February 9, 2015
Department: Attachments: Budget Impact:
Public Works Ordinance No. 6555 $0
Administrative Recommendation:
City Council introduce Ordinance No. 6555 for Franchise Agreement No. 14 -51 for
Astound Broadband, LLC.
Background Summary:
Per Auburn City Code Chapter 20.06.010, a franchise shall be required of any
commercial utility or telecommunications operator or carrier or other person who
desires to occupy public ways of the city and to provide telecommunications or
commercial utility services to any person or area in the city.
Astound Broadband, LLC. has applied for a Franchise Agreement to be able to
construct within the City's rights of way a fiber optic telecommunications
network. These facilities would be part of a larger network of infrastructure that
Astound is building throughout Washington. Astound desired to provide
telecommunications, internet access and private line services to potential customers
including mobile backhaul services to existing cell phone towers. Initially, Astound
intends to market to large institutional customers, including healthcare facilities,
government authorities, schools and other large employers.
The initial proposed build -out includes overhead installations on existing utility poles
wherever possible with underground installation being utilized if necessary. The
applicant is requesting the entire City as the proposed franchise area so that future
expansion of their facilities may be accommodated without having to amend the
agreement for each installation. Exact locations, plans, engineering and construction
schedules would be reviewed, approved and managed through the City's permitting
processes that are a requirement of the Franchise Agreement.
Reviewed by Council Committees:
Councilmember: Staff: Snyder
ORD.A AUBURN * MORE THAN YOU IMAGINED Page 23 of 264
Meeting Date: March 2, 2015 Item Number: ORD.A
ORD.A AUBURN * MORE THAN YOU IMAGINED Page 24 of 264
ORDINANCE NO. 6555
AN ORDINANCE OF THE CITY COUNCIL OF THE
CITY OF AUBURN, WAS.H.INGTON, GRANTING TO
ASTOUND BROADBAND, LLC, A WASHINGTON
LIMITED LIABILITY COMPANY, A FRANCHISE FOR
TELECOMMUNICATIONS AND RELATED
SERVICES
WHEREAS, Astound Broadband, LLC, a Washington limited liability
company ( "Grantee ") has applied to the City of Auburn ( "City ") for a non-
exclusive Franchise for the right of entry, use, and occupation of certain public
right(s) -of -way within the City, expressly to install, construct -, erect, operate,
maintain, repair, relocate and remove its facilities in, on, over, under, along
and/or across those right(s) -of -way; and
WHEREAS, following proper notice, the City Council held a public hearing
on Grantee's request for a Franchise, at which time representatives of Grantee
and interested citizens were heard in a full public proceeding affording
opportunity for comment by any and all persons desiring to be heard; and
WHEREAS, from information presented at such public hearing, and from
facts and circumstances developed or discovered through independent study and
investigation, the City Council now deems it appropriate and in the best interest
of the City and its inhabitants that the franchise be granted to Grantee,
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN
WASHINGTON, DO ORDAIN as follows:
Section 1. Grant of Right to Use Franchise Area
A. Subject to the terms and conditions stated herein, the City grants to
the Grantee general permission to enter, use, and occupy the right(s) -of -way
and /or other public property specified in Exhibit "A," attached hereto and
incorporated by reference (the "Franchise Area ").
B. The Grantee is authorized to install, remove, construct, erect,
operate, maintain, relocate and repair the types of facilities specified in Exhibit
"B," attached hereto and incorporated by reference, and all necessary
appurtenances thereto, ( "Grantee Facilities ") for provision of those services set
forth in' Exhibit °C" ( "Grantee Services ") in, along, under and across the
Franchise Area.
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 1 of 1
ORD.A Page 25 of 264
C. This Franchise does not authorize the use of the Franchise Area for
any facilities or services other than Grantee Facilities and Grantee Services, and
it extends no rights or privilege relative to any facilities or services of any type,
including Grantee Facilities and Grantee Services, on public or private property
elsewhere within the City.
D. This Franchise is non - exclusive and does not prohibit the City from
entering into other agreements, including Franchises, impacting the Franchise
Area, unless the City determines that entering into such agreements interferes
with Grantee's right set forth herein.
E. Except as explicitly set forth herein, this Franchise does not waive
any rights that the City has or may hereafter acquire with respect to the
Franchise Area or any other City roads, rights -of -way, property, or any portions
thereof. This Franchise shall be subject to the power of eminent domain, and in
any proceeding under eminent domain, the Grantee acknowledges its use of the
Franchise Area shall have no value.
F. The City reserves the right to change, regrade, relocate, abandon,
or vacate any right -of -way within the Franchise Area. If, at any time during the
term of this Franchise, the City vacates any portion of the Franchise Area
containing Grantee Facilities, the City shall reserve an easement for public
utilities within that vacated portion, pursuant to RCW 35.79.030, within which the
Grantee may continue to operate any existing Grantee Facilities under the terms
of this Franchise for the remaining period set forth under Section 3.
G. The Grantee agrees that its use of Franchise Area shall at all times
be subordinated to and subject to the City and the public's need for municipal
infrastructure, travel, and access to the Franchise Area, except as may be
otherwise required by law.
Section 2. Notice
A. Written notices to the parties shall be sent by certified mail to the
following addresses, unless a different address shall be designated in writing and
delivered to the other party.
City: Engineering Aide, Public Works Department - Transportation
City of Auburn
25 West Main Street
Auburn, WA 98001 -4998
Telephone: (253) 931 -3010, Fax: (253) 931 -3048
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 2 of 2
ORD.A Page 26 of 264
with a copy to: City Clerk
City of Auburn
25 West Main Street
Auburn, WA -98001 -4998
Grantee: Jim Penney
Executive Vice President, Business and Legal Affairs
Astound Broadband, LLC
401 Kirkland Parkplace, Suite 500
Kirkland, WA 98033
Telephone: (425) 896 -1891
Fax: (425) 896 -1911
B. Any changes to the above - stated Grantee information shall be sent
to the City's Engineering Aide, Public Works Department — Tra.nsporta_tion
Division, with copies to the City Clerk, referencing the title of this agreement.
C. The above - stated Grantee voice and fax telephone numbers shall
be staffed at least during normal business hours, Pacific time zone.
Section 3. Term of Agreement
A. This Franchise shall run for a period of five (5) years, from the date
of execution specified in Section 5.
B. Renewal Option of Term: The Grantee may renew this Franchise
for an additional five (5) year period upon submission and approval of the
application specified under ACC 20.06.130, as it now exists or is amended,
within the timeframe set forth therein (currently 240 to 180 ' days prior to
expiration of the then - current term). Any materials submitted by the Grantee for
a previous application may be considered by the City in reviewing a current
application, and the Grantee shall only submit those materials deemed
necessary by the City to address changes in the Grantee Facilities or Grantee
Services, or to reflect specific reporting periods mandated by the ACC.
C. Failure to Renew Franchise — Automatic Extension. If the Parties
fail to formally renew this Franchise prior to the expi.ration of its term or any
extension thereof, the Franchise automatically continues month to month until
renewed or either party gives written notice at least one hundred and eighty (180)
days in advance of intent not to renew the Franchise.
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 3 of 3
ORD.A Page 27 of 264
Section 4. Definitions
For the purpose of this agreement:
"ACC" means the Auburn City Code.
"Emergency" means a condition of imminent danger to the health, safety and
welfare of persons or property located within the City including, without limitation,
damage to persons or property from natural consequences, such as storms,
earthquakes, riots, acts of terrorism or wars.
"Maintenance or Maintain" shall mean examining, testing, inspecting, repairing,
maintaining and replacing the existing Grantee Facilities or any part thereof as
required and necessary for safe operation.
"Relocation" means permanent movement of Grantee facilities required by the
City, and not temporary or incidental movement of such facilities, or other
revisions Grantee would accomplish and charge to third parties without regard to
municipal request.
"Rights -of -Way" means the surface and the space above and below streets,
roadways, highways, avenues, courts, lanes, alleys, s.idewalks, easements,
rights -of -ways and similar public properties and areas.
Section S. Acceptance of Franchise
A. This Franchise, and any rights granted hereunder, shall not
become effective for any purpose unless and until Grantee files with the City
Clerk (1) the Statement of Acceptance, attached hereto as Exhibit "D," and
incorporated by reference, (2) all verifications of insurance coverage specified
under Section 15, and (3) the financial guarantees specified in Section 16
(collectively, "Franchise Acceptance "). Tie date that such Franchise Acceptance
is filed with the City Clerk shall be the effective date of this Franchise.
B. Should the Grantee fail to fife the Franchise Acceptance with the
City Clerk within 30 days after the effective date of the ordinance approving the
Franchise, the City's grant of the Franchise will be null and void.
Section 6. Construction and Maintenance
A. The Grantee shall apply for, obtain, and comply with the terms of all
permits required under ACC Chapter 12.24 for any work done upon Grantee
Facilities. Grantee shall comply with all applicable City, State, and Federal
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 4 of 4
ORD.A Page 28 of 264
codes, rules, regulations, and orders in undertaking such work, which shall be
done in a thorough and proficient manner.
B. Grantee agrees to coordinate its activities with the City and all other
utilities located within the public right -of -way within which Grantee is under taking
its activity.
C. The City expressly reserves the right to prescribe how and where
Grantee Facilities shall be installed within the public right -of -way and may from
time to time, pursuant to the applicable sections of this Franchise, require the
removal, relocation and /or replacement thereof in the public interest and safety at
the expense of the Grantee.
D. Before commencing any work within the public right -of -way, the
Grantee shall comply with the One Number Locator provisions of RCW Chapter
19.122 to identify existing utility infrastructure.
E. Tree Trimming. Upon prior written approval of the City and in
accordance with City ordinances, Grantee shall have the authority, but not the
obligation, to reasonably trim trees upon and overhanging streets, public rights -
of -way, and places in the Franchise Area so as to prevent the branches of such
trees from coming in physical contact with the Grantee Facilities. Grantee shall
be responsible for debris removal from such activities. If such debris is not
removed within twenty -four (24) hours of completion of the trimming, the City
may, at its sole discretion, remove such debris and charge Grantee for the cost
thereof. This section does not, in any instance, grant automatic authority to clear
vegetation for purposes of providing a clear path for radio signals. Any such
general vegetation clearing will require a land clearing permit.
Section 7. Repair and Emergency Work
In the event of an emergency, the Grantee may commence such repair
and emergency response work as required under the circumstances, provided
that the Grantee shall notify the City Engineering Aide in writing as promptly as
possible, before such repair or emergency work commences, or as soon
thereafter as possible, if advance notice is not practical. The City may act, at
any time, without prior written notice in the case of emergency, but shall notify
the Grantee in writing as promptly as possible under the circumstances.
Section 8. Damages to City and Third -Party Property
Grantee agrees that if any of its actions under this Franchise impairs or
damages any City property, survey monument, or property owned by a third -
party, Grantee will restore, at its own cost and expense, said property to a safe
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 5 of 5
ORD.A Page 29 of 264
condition. Such repair work shall be performed and completed to the satisfaction
of the City Engineer.
Section' 9. Location Preference
A. Any structure, equipment, appurtenance or tangible property of a
utility, other than the Grantee's, which was installed, constructed, completed or in
place prior in time to Grantee's application for a permit to construct or repair
Grantee Facilities under this Franchise shall have preference as to positioning
and location with respect to the Grantee Facilities. However, to the extent that
the Grantee Facilities are completed and installed prior to another utility's
submittal of a permit for new or additional structures, equipment, appurtenances
or tangible property, then the Grantee Facilities shall have priority. These rules
governing preference shall continue in the event of the necessity of relocating or
changing the grade of any City road or right -of -way. A relocating utility shall not
necessitate the relocation of another utility that otherwise would not require
relocation. This Section shall not apply to any City facilities or utilities that may in
the future require the relocation of Grantee Facilities. Such relocations shall be
governed by Section 11.
B. Grantee shall maintain a minimum Underground horizontal
separation of five (5) feet from City water, sanitary sewer and storm sewer
facilities and ten (10) feet from above- ground City water facilities; provided, that
for development of new areas, the City, in consultation with Grantee and other
utility purveyors or authorized users of the Public Way, will develop guidelines
and procedures for determining specific utility locations.
Section 10. Grantee Information
A. Grantee agrees to supply, at no cost to the City, any information
reasonably requested by the City Engineering Aide to coordinate municipal
functions with Grantee's activities and fulfill any municipal obligations under state
law. Said information shall include, at a minimum, as- built drawings of Grantee
Facilities, installation inventory, and maps and plans showing the location of
existing or planned facilities within the City: Said information may be requested
either in hard copy or electronic format, compatible with the City's data base
system, as now or hereinafter existing, including the City's geographic
information Service (GIS) data base. Grantee shall keep the City Engineering
Aide informed of its long -range plans for coordination with the City's long -range
plans.
B. The parties understand that Washington law limits the ability of the
City to shield from public disclosure any information given to the City.
Accordingly, the City agrees to notify the Grantee of requests for public records
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 6 of 6
ORD.A Page 30 of 264
related to the Grantee, and to give the Grantee a reasonable amount of time to
obtain an injunction to prohibit the City's release of records.
Grantee shall indemnify and hold harmless the City for any loss or liability
for fines, penalties, and costs (including reasonable attorneys fees) imposed by
an administrative or judicial authority on the City because of non - disclosures
requested by Grantee under Washington's public records act, provided the City
has notified Grantee of the pending request.
Section 11. Relocation of Grantee Facilities
A. Except as otherwise so required by law, Grantee agrees to
relocate, remove, or reroute its facilities as ordered by the City Engineer at no
expense or liability to the City, except as may be required by RCW Chapter
35.99. Pursuant to the provisions of Section 14, Grantee agrees to protect and
save harmless the City from any customer or third -party claims for service
interruption or other losses in connection with any such change, relocation,
abandonment, or vacation of the Pubic Way.
B. If a readjustment or relocation of the Grantee Facilities is
necessitated by a request from a party other than the City, that party shall pay
the Grantee the actual costs thereof.
Section 12. Abandonment and or Removal of Grantee Facilities
A. Within one hundred and eighty days (180) of Grantee's permanent
cessation of use of the Grantee Facilities, or any portion thereof, the Grantee
shall, at the City's discretion, either abandon in place or remove the affected
facilities.
B. The parties expressly agree that this Section shall survive the
expiration, revocation or termination of this Franchise.
Section 13. Undergrounding
A. The parties agree that this Franchise does not limit the City's
authority under federal law, state law, or local ordinance, to require the
undergrounding of utilities.
B. Whenever the City requires the undergrounding of aerial utilities in
the Franchise Area, the Grantee shall underground the Grantee Facilities in the
manner specified by the City Engineer at no expense or liability to the City,
except as may be required by RCW Chapter 35.99. Where other utilities are
present and involved in the undergrounding project, Grantee shall only be
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 7 of 7
ORD.A Page 31 of 264
required to pay its fair share of common costs borne by all utilities, in addition to
the costs specifically attributable to the undergrounding of Grantee Facilities.
Common costs shall include necessary costs for common trenching and utility
vaults. Fair share shall be determined in comparison to the total number and
size of all other utility facilities being undergrounded.
Section 14. Indemnification and Hold Harmless
A. The Grantee shall defend, indemnify, and hold the City and its
officers, officials, agents, employees, and volunteers harmless from any and all
third party costs, claims, injuries, damages, fosses, suits, or liabilities of any
nature including attorneys' fees arising out of or in connection with the Grantee's
performance under this Franchise, except to the extent such costs, claims,
injuries, damages, losses, suits, or liabilities are caused by the negligence or
willful misconduct of the City.
B. The Grantee shall hold the City harmless from any liability arising
out of or in connection with any damage or loss to the Grantee Facilities caused
by maintenance and/or construction work performed by, or on behalf of, the City
within the Franchise Area or any other City road, right -of -way, or other property,
except to the extent any such damage or loss is directly caused by the
negligence or willful misconduct of the City, or its agent performing such work.
C. The Grantee acknowledges that neither the City nor any other
public agency with responsibility for fire fighting, emergency rescue, public safety
or similar duties within the City has the capability to provide trench, close trench
or confined space rescue. The Grantee, and its agents, assigns, successors, or
contractors, shall make such arrangements as Grantee deems fit for the
provision of such services. The Grantee shall hold the City harmless from any
liability arising out of or in connection with any damage or loss to the Grantee for
the City's failure or inability to provide such services, and, pursuant to the terms
of Section 14(A), the Grantee shall indemnify the City against any and all third -
party costs, claims, injuries, damages, losses, suits, or liabilities based on the
City's failure or inability to provide such services.
D. Acceptance by the City of any work performed by the Grantee shall
not be grounds for avoidance of this section.
E. It is further specifically and expressly understood that the
indemnification provided herein constitutes the Grantee's waiver of immunity
under Industrial Insurance, Title 51 RCW, solely for the purposes of this
indemnification. This waiver has been mutually negotiated by the parties. The
provisions of this section shall survive the expiration or termination of this
Agreement.
------------------------------
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 8 of 8
ORD.A Page 32 of 264
Section 15. Insurance
A. The Grantee shall procure and maintain for the duration of this
Franchise, insurance against claims for injuries to persons or damage to property
which may arise from or in connection with the performance of the work
hereunder by the Grantee, its agents, representatives, or employees in the
amounts and types set forth below:
1. Automobile Liability insurance covering all owned, non -
owned, hired, and leased vehicles with a minimum combined single limit for
bodily injury and property damage of $1,000,000.00 per accident. Coverage
shall be written on Insurance Services Office (ISO) form CA 00 01 or a substitute
form providing equivalent liability coverage. If necessary, the policy shall be
endorsed to provide contractual liability coverage.
2. Commercial General Liability insurance with limits no less
than $1,000,000.00 each occurrence, $2,000,000.00 general aggregate and a
$2,000,000.00 products - completed operations aggregate limit. Coverage shall
be written on ISO occurrence form CG 00 01 and shall cover liability arising from
premises, operations, independent contractors, products - completed operations,
stop gap liability, and personal injury and advertising injury and liability assumed
under an insured contract. The Commercial General Liability insurance shall be
endorsed to provide the Aggregate Per Project Endorsement ISO form CG 25 03
11 85. There shall be no endorsement or modification of the Commercial
General Liability insurance for liability arising from explosion, collapse, or
underground property damage. The City shall be named as an additional insured
under the Grantee's Commercial General Liability insurance policy with respect
to the work performed under this Franchise using ISO Additional Insured
Endorsement CG 20 10 10 01 and Additional Insured - Completed Operations
endorsement CG 20 37 10 01 or substitute endorsements providing equivalent
coverage.
3. Professional Liability insurance with limits no less than
$1,000,000.00 per claim for all professional employed or retained Grantee to
perform services under this Franchise.
4. Workers' Compensation coverage as required by the
Industrial Insurance laws of the State of Washington.
B. The insurance policies. are to contain, or be endorsed to contain,
the following provisions for Automobile Liability, Professional Liability, and
Commercial General Liability insurance:
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 9 of 9
ORD.A Page 33 of 264
1. The Grantee's insurance coverage shall be primary
insurance as respects the City. Any insurance, self- insurance, or insurance pool
coverage maintained by the City shall be in excess of the Grantee's insurance
and shall not contribute with it.
2. The Grantee's insurance shall be endorsed to state that
coverage shall not be cancelled by either party except after thirty (30) days' prior
written notice by certified mail, return receipt requested, has been given to the
City.
C. Acceptability of Insurers. Insurance is to be placed with insurers
with a current A.M. Best rating of not less than ANIL
D. Verification of Coverage. G. rant _ee shall furnish the City with
A.
documentation of insurer's M. Best rating and with original certificates and a
copy of amendatory endorsements, including but not necessarily limited to the
additional insured endorsement, evidencing the insurance requirements of the
Consultant before commencement of the work.
E. Grantee shall have the right to self- insure any or all of the above -
required insurance. Any such self insurance is subject to approval by the City.
F. Grantee's maintenance of insurance as required by this Franchise
shall not be construed to limit the liability of Grantee to the coverage provided by
such insurance, or otherwise limit the City's recourse to any remedy to which the
City is otherwise entitled at law or in equity.
Section 16. Performance Security
The Grantee shall provide the City with a financial guarantee in the amount of
Fifty Thousand Dollars ($50,000.00) running for, or renewable for, the term of this
Franchise, in a form and substance acceptable to the City. In the event Grantee
shall fail to substantially comply with any one or more of the provisions of this
Franchise, then there shall be recovered jointly and severally from the principal
and any surety of such financial guarantee any damages suffered by City as a
result thereof, including but not limited to staff time, material and equipment
costs, compensation or indemnification of third parties, and the cost of removal or
abandonment of facilities hereinabove described. Grantee specifically agrees
that its failure to comply with the terms of Section 19 shall constitute damage to
the City in the monetary amount set forth therein. Such a financial guarantee
shall not be construed to limit the Grantee's liability to the guarantee amount, or
otherwise limit the City's recourse to any remedy to which the City is otherwise
entitled at law or in equity.
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 10 of 10
ORD.A Page 34 of 264
Section 17. Successors and Assignees
A. All the provisions, conditions, regulations and requirements herein
contained shall be binding upon the successors, assigns of, and independent
contractors of the Grantee, and all rights and privileges, as well as all obligations
and liabilities of the Grantee shall inure to its successors, assignees and
contractors equally as if they were specifically mentioned herein wherever the
Grantee is mentioned.
B. This Franchise shall not be leased, assigned or otherwise alienated
without the express prior consent of the City by ordinance, which such consent
shall not be unreasonably withheld.
C. Grantee and any proposed assignee or transferee shall provide and
certify the following to the City not less than sixty (60) days prior to the proposed
date of transfer: (a) Complete information setting forth the nature, term and
conditions of the proposed assignment or transfer; (b) All information required by
the City of an applicant for a Franchise with respect to the proposed assignee or
transferee; and, (c) An application fee which shall be set by the City, plus any
other costs actually and reasonably incurred by the City in processing, and
investigating the proposed assignment or transfer.
D. Prior to the City's consideration of a request by Grantee to consent
to a Franchise assignment or transfer, the proposed Assignee or Transferee shall
file with the City a written promise to unconditionally accept all terms of the
Franchise, effective upon such transfer or assignment of the Franchise. The City
is under no obligation to undertake any investigation of the transferor's state of
compliance and failure of the City to insist on full compliance prior to transfer
does not waive any right to insist on full compliance thereafter.
Section 18. Dispute Resolution
A. In the event of a dispute between the City and the Grantee arising
by reason of this Franchise, the dispute shall first be referred to the operational
office_ rs or representatives designated by Grantor and Grantee to have oversight
over the administration of this Franchise. The officers or representatives shall
meet within thirty (30) calendar days of either party's request for a meeting,
Whichever request is first, and the parties shall make a good faith effort to
achieve a resolution of the dispute.
B. If the parties fail to achieve a resolution of the dispute in this
manner, either party may then pursue any available judicial remedies. This
Franchise shall be governed by and construed in accordance with the laws of the
Ordinance Flo. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 11 of 11
ORD.A Page 35 of 264
State of Washington. In the event any suit, arbitration, or other proceeding is
instituted to enforce any term of this Agreement, the parties specifically
understand and agree that venue shall be exclusively in King County,
Washington. The prevailing party in any such action shall be entitled to its
attorneys' fees and costs of suit, which shall be fixed by the judge hearing the
case, and such fees shall be included in the judgment.
Section 19. Enforcement and Remedies
A. If the Grantee shall willfully violate, or fail to comply with any of the
provisions of this Franchise through willful or unreasonable negligence, or should
it fail to heed or comply with any notice given to Grantee under the provisions of
this agreement, the City may, at its discretion, provide Grantee with written notice
to cure the breach within thirty (30) days of notification. If the City determines the
breach cannot be cured within thirty days, the City may specify a longer cure
period, and condition the extension of time on Grantee's submittal of a plan to
cure the breach within the specified period, commencement of work within the
original thirty day cure period, and diligent prosecution of the work to completion.
If the breach is not cured within the specified time, or the Grantee does not
comply with the specified conditions, the City may, at its discretion, either (1)
revoke the Franchise with no further notification, or (2) claim damages of Two
Hundred Fifty Dollars ($250.00) per day against the financial guarantee set forth
in Section 16 for every day after the expiration of the cure period that the breach
is not cured.
B. Should the City determine that Grantee is acting beyond the scope
of permission granted herein for Grantee Facilities and Grantee Services, the
City reserves the right to cancel this Franchise and require the Grantee to apply
for, obtain, and comply with all applicable City permits, franchises, or other City
permissions for such actions, and if the Grantee's actions are not allowed under
applicable federal and state or City laws, to compel Grantee to cease such
actions.
Section 20. Compliance with Laws and Regulations
A. This Franchise is subject to, and the Grantee shall comply with all
applicable federal and state or City laws, regulations and policies (including all
applicable elements of the City's comprehensive plan), in conformance with
federal laws and regulations, affecting performance under this Franchise.
Furthermore, notwithstanding any other terms of this agreement appearing to the
contrary, the Grantee shall be subject to the police power of the City to adopt and
enforce general ordinances necessary to protect the safety and welfare of the
general public in relation to the rights granted in the Franchise Area.
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 12 of 12
ORD.A Page 36 of 264
B. The City reserves the right at any time to amend this Franchise to
conform to any hereafter enacted, amended, or adopted federal or state statute
or regulation relating to the public health, safety, and welfare, or relating to
roadway regulation, or a City Ordinance enacted pursuant to such federal or
state statute or regulation upon providing Grantee with thirty (30) days written
notice of its action setting forth the full text of the amendment and identifying the
statute, regulation, or ordinance requiring the amendment. Said amendment
shall become automatically effective upon expiration of the notice period unless,
before expiration of that period, the Grantee makes a written call for negotiations
over the terms of the amendment. If the parties do not reach agreement as to
the terms of the amendment within thirty (30) days of the call for negotiations, the
City may enact the proposed amendment, by incorporating the Grantee's
concerns to the maximum extent the City deems possible.
C. The City may terminate this Franchise upon thirty (30) days written
notice to the Grantee, if the Grantee fails to comply with such amendment or
modification.
Section 21. License, Tax and Other Charges
This Franchise shall not exempt the Grantee from any future license, tax,
or charge which the City may hereinafter adopt pursuant to authority granted to it
under state or he
law for revenue or as reimbursement for use and
occupancy of the Franchise Area.
Section 22. Consequential Damages Limitation
Notwithstanding any other provision of this Agreement, in no event shall
either party be liable for any special, incidental, indirect, punitive, reliance,
consequential or similar damages.
Section 23. Severability
If any portion of this Franchise is deemed invalid, the remainder portions
shall remain in effect.
Section 24. Titles
The section titles used herein are for reference only and should not be
used for the purpose of interpreting this Franchise.
Section 25. Implementation.
Ordinance No. 6555
Franchise Agreement No. 14-51
January 27, 2015
Page 13 of 13
ORD.A Page 37 of 264
The Mayor is hereby authorized to implement such administrative
procedures as may be necessary to carry out the directions of this legislation.
Section 26. Effective date.
This Ordinance shall take effect and be in force five days from and after its
passage, approval and publication as provided by law.
FIRST READING: _
SECOND READING:
PASSED:
APPROVED:
NANCY BACKUS, MAYOR
ATTEST:
Danielle E. Daskam, City Clerk
APPROVED AS TO FORM:
WDWJi5��__&A - 4-
Daniel B. Heid, City Attorne
Published:
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 14 of 14
ORD.A Page 38 of 264
Franchise Agreement No 14-51 Astound Broadband, LLC
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Ordinance No 6555
Franchise Agreement No 14-51
January 27. 20 t 5
Page 15 of 15
ORD.A Page 39 of 264
1:0 Ill •
Grantee Facilities
Astound intends to deploy fiber optic strands attached to already- existing utility
poles wherever possible. To the extent underground construction is required,
Astound would install fiber optic facilities within newly - installed conduits.
Astound does not intend to use or lease any existing facilities in the City.
Ordinance No, 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 16 of 16
ORD.A Page 40 of 264
Exhibit C
Grantee Services
Astound desires to provide telecommunications, intemet access, and private line
services to potential customers, inc'ludi'ng mobile backhaul services to existing
cell phone towers. Astound may also make available dark fiber or other facilities
for government institutions.
Ordinance No. 6555
Franchise Agreement No. 14 -51
January 27, 2015
Page 17 of 17
ORD.A Page 41 of 264
EXHIBIT "D"
STATEMENT OF ACCEPTANCE
hereby accepts and agrees
provisions of the Franchise
reference.
[Grantee]
By:
Name:
Title:
for itself, its successors and assigns,
to be bound by all lawful terms, conditions and
attached hereto and incorporated herein by this
STATE OF
)ss.
COUNTY OF }
Date:
On this day of , 20xx, before me the undersigned, a
Notary Public in and for the State of , duly commissioned and sworn,
personally appeared, of the company that
executed the within and foregoing instrument, and acknowledged the said
instrument to be the free and voluntary act and deed of said company, for the
uses and purposes therein mentioned, and on oath stated that he/she is
authorized to execute said instrument.
IN WITNESS WHEREOF, I have hereunto set my hand and affixed my official
seal on the date hereinabove set forth.
Signature
NOTARY PUBLIC in and for the State of
residing at
MY COMMISSION EXPIRES:
Ordinance No. 6555
Franchise Agreement No. 14 -51
,lanuary 27, 2015
Page 18 of 18
ORD.A Page 42 of 264
'Alu,BURN
VVAS p � I N G "i'(
AGENDA BILL APPROVAL FORM
The City of Auburn is required under RCW 38.52 and WAC 118 -30 to have a
Comprehensive Emergency Management Plan and to update that plan every four
years. The last plan was adopted in 2009. The 2015 plan reflects all current state and
federal requirements have been met. This plan serves as a guide to all disaster
response, recovery, mitigation, and planning efforts conducted by the City. It should
be noted that the State of Washington granted the City a one -year extension due to
the change in City administration and the State received this plan in 2014 and
subsequently approved it.
Reviewed by Council Committees:
Councilmember: Staff: Hursh
Meeting Date: March 2, 2015 Item Number: RES.A
RES.A AUBURN * MORE THAN YOU IMAGINED Page 43 of 264
RESOLUTION NO. 5 1 2 9
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE CITY OF AUBURN
COMPREHENSIVE EMERGENCY MANAGEMENT PLAN (CEMP)
WHEREAS, RCW Chapter 38.52 and WAC Chapter 118-30 require
counties and cities within the State of Washington to establish emergency
management organizations and emergency plans for the protection of persons
and property in the event of disaster and to provide for the coordination of
emergency management functions with other public agencies and organizations,
and
WHEREAS, the City's existing Comprehensive Emergency Management
Plan was adopted in 2009 and is required to be updated every four years; and
WHEREAS, the Comprehensive Emergency Management Plan provides
the City with a method to address the City's preparedness for handling and
responding to disasters and emergencies, and assisting citizens to be prepared
in the case of disasters or emergencies; and
WHEREAS, the City's Comprehensive Emergency Management Plan has
been updated to reflect changes in local, state, and federal laws and regulations;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1, Purpose. The City Council of the City of Auburn hereby
adopts the City of Auburn Comprehensive Emergency Management Plan, dated
January 2015.
Resolution No. 5129
February 4, 2015
RES.X,,e 1
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Section 2. Implementation. The Mayor of the City of Auburn is hereby
authorized to implement such administrative procedures as may be necessary to
carry out the directions of this resolution.
Section 3. Effective Date. This Resolution shall be in full force and effect
upon passage and signatures hereon.
SIGNED and DATED this day of March 2015.
CITY OF AUBURN
Nancy Backus
MAYOR
ATTEST:
Danielle Daskam,
City Clerk
APPROVED AS TO FORM:
aniel B. Heid,
City Attorney
Resolution No. 5129
February 4, 2015
Page 2
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City of Auburn, Washington
Comprehensive Emergency Management Plan
January 2015
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Table of Contents
EMERGENCY CONTACT NUMBERS ........................................................ ...............................
5
FOREWARD............................................................................................... ...............................
7
LETTER OF PROMULGATION .................................................................. ...............................
9
DISTRIBUTION PAGE ................................................................................. .............................11
RECORD OF REVISIONS ........................................................................... .............................13
BASICPLAN ................................................................................................ .............................15
INTRODUCTION...................................................................................... .............................15
PLANNING ASSUMPTIONS AND CONSIDERATIONS ........................... .............................18
ROLES AND RESPONSIBILITIES ........................................................... .............................19
CONCEPT OF OPERATIONS .................................................................. .............................22
INCIDENT MANAGEMENT ACTIONS ..................................................... .............................26
ONGOING PLAN MANAGEMENT AND MAINTENANCE ........................ .............................31
REFERENCES......................................................................................... .............................31
ATTACHMENTS....................................................................................... .............................32
APPENDICES.............................................................................................. .............................33
APPENDIX 1: DEFINITIONS ................................................................ .............................35
APPENDIX 2: ACRONYMS .................................................................. .............................45
APPENDIX 3: AUTHORITIES AND REFERENCES .............................. .............................47
APPENDIX 4: TRAINING, DRILLS, AND EXERCISES ......................... .............................49
APPENDIX 5: DISTRIBUTION LIST ..................................................... .............................53
EMERGENCY SUPPORT FUNCTIONS ...................................................... .............................55
ESF 1: TRANSPORTATION .................................................................. .............................57
Attachment 1: City of Auburn Evacuation Plan ...................................... .............................62
Attachment 1 -a: Public Pre - Printed Evacuation Instructions .................. .............................74
Attachment 2: Snow and Ice Routes ..................................................... .............................75
Attachment 3: Lahar Evacuation Routes ............................................... .............................76
ESF 2: COMMUNICATIONS AND WARNING ....................................... .............................77
Attachment 1: Warning Dissemination .................................................. .............................85
Attachment 2: Field Warning /Evacuation Instructions ........................... .............................86
ESF 3: PUBLIC WORKS AND ENGINEERING .................................. .............................87
Attachment 1: Windshield Survey Form ................................................ .............................93
ESF 4: FIREFIGHTING .......................................................................... .............................95
ESF 5: EMERGENCY MANAGEMENT .................................................. .............................99
Attachment 1: Essential Elements of Information ............................. ............................103
ESF 6: MASS CARE, HOUSING, AND HUMAN SERVICES ................. ............................105
Attachment 1: King County Regional Shelter Concept of Operations ... ............................111
Attachment 2: King County Shelter Types ............. ............................... ............................112
Attachment 3: King County Sheltering and Mass Care Decision Tree .. ............................117
ESF 7: RESOURCE SUPPORT ............................. ............................... ............................119
ESF 8: PUBLIC HEALTH AND MEDICAL SERVICES .......................... ............................125
ESF 9: SEARCH AND RESCUE ............................ ............................... ............................131
ESF 10: HAZARDOUS MATERIALS RESPONSE ... ............................... ............................135
ESF 11: AGRICULTURE AND NATURAL RESOURCES ....................... ............................139
ESF 12: ENERGY .................................................... ............................... ............................145
ESF 13: PUBLIC SAFETY AND SECURITY ............ ............................... ............................149
ESF 14: LONG TERM COMMUNITY RECOVERY AND MITIGATION ... ............................153
ESF 15: PUBLIC INFORMATION ............................ ............................... ............................159
ESF 20: DEFENSE SUPPORT of CIVIL AUTHORITIES ......................... ............................163
Attachment 1: Military Organizations .................... ............................... ............................166
Attachment 2: Examples of Military Resources and Services ............... ............................167
Revised January 2015 3
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SupportAnnexes .........................................................
............................... ............................169
SA 1: DIRECTION
AND CONTROL ...................... ............................... ............................171
Attachment 1:
Emergency Management Organization Chart ............... ............................185
Attachment 2:
EOC Organization Chart -- Level One ........................... ............................186
Attachment 3:
EOC Organization Chart -- Level Two ........................... ............................187
Attachment 4:
EOC Organization Chart -- Level Three ........................ ............................188
Attachment 5:
EOC Organization Chart -- Level Three with Incident Management Team
(I MT) .....................................................................
............................... ............................189
Attachment 6:
Functional Responsibility Matrix ..... ............................... ............................190
SA 2: FINANCIAL
MANAGEMENT ........................ ............................... ............................191
SA 3: WORKER HEALTH AND SAFETY ........... ............................... ............................197
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EMERGENCY CONTACT NUMBERS
If immediate emergency or disaster assistance is required, contact ValleyCom:
24 -Hour Emergency Telephone: 911
For non - emergency assistance, please contact:
Auburn Police Department: 253 - 931 -3080
Auburn Emergency Management: 253 - 876 -1925
Valley Regional Fire Authority: 253 - 288 -5831
The City of Auburn's 2015 Comprehensive Emergency Management Plan (CEMP) will be
distributed electronically as well as hard copy. A redacted version will be available on the City of
Auburn's website at httr)://www.auburnwa.gov.
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FOREWARD
The City of Auburn sincerely appreciates the cooperation and support from those agencies,
departments, and local jurisdictions that have contributed to the development and publication of
the 2015 City of Auburn Comprehensive Emergency Management Plan (CEMP).
Coordination of the CEMP represents a committed and concerted effort by the City of Auburn,
Valley Regional Fire Authority, and other local jurisdictions to emergency management. The
CEMP demonstrates the ability of a large number of agencies to work together to achieve a
common goal.
Special recognition for the document preparation and integration of materials into this plan go to
the City of Auburn Emergency Management Committee and the City of Auburn Emergency
Management Division, without whose efforts this document would not have been produced.
The CEMP is one of many efforts to prepare all people in the City for emergencies and
disasters. The CEMP is formatted to be consistent with the King and Pierce County CEMPs and
the Washington State CEMP, as well as the National Response Framework (NRF), complete
with Emergency Support Functions (ESFs) as single function activities. Standardized plans
throughout the State help improve interoperability between local, county, state, and federal
levels of government. The CEMP improves our ability to minimize the impacts of emergencies
and disasters on people, property, economy, and the environment of the City of Auburn.
Michael Hursh
Director of Administration /Director of Emergency Management
City of Auburn
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LETTER OF PROMULGATION
To All Recipients:
With this notice, we are pleased to officially promulgate the 2015 City of Auburn Comprehensive
Emergency Management Plan (CEMP). It is intended to provide a structure for standardized
plans and procedures through the City and to facilitate interoperability between local, county,
state, and federal agencies.
Every effort has been made to ensure that the City of Auburn's CEMP is compatible with the
King County, Pierce County, and Washington State CEMPs, the National Response Framework
(NRF), the National Incident Management System (NIMS), the Revised Code of Washington,
and other local, county, state, and federal regulations. It will be tested, revised, and updated as
required. All recipients are requested to advise the City of Auburn Emergency Management
Division regarding recommendations for improvements.
The format of the CEMP the City of Auburn supports that of the National Response Framework
(NRF). It specifies the authorities, functions, and responsibilities that pertain to establishing
collaborative action plans between local, county, state, federal, volunteer, and other public and
private sector organizations. It also contains detailed information on participant Emergency
Support Functions as single function activities. The CEMP will help minimize the impacts of
disasters and other emergencies in the City of Auburn by ensuring responder safety and
accountability, saving lives, protecting property, preserving the environment, and sustaining the
economy.
Finally, as a reminder to the City of Auburn elected officials and employees and other public and
private organizations, the primary response and recovery goals for emergency management in
any hazard that impacts the City are to support the City and other local jurisdictions during an
emergency or disaster and to maintain a comprehensive internal process for conducting daily
business before, during and after an emergency or disaster.
Adopted pursuant to City of Auburn Resolution 5129 by the City Council of the City of Auburn,
Washington at its regularly scheduled meeting on March 2, 2015.
Nancy Backus
Mayor
City of Auburn
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DISTRIBUTION PAGE
This plan will be distributed to all participating City Departments, Valley Regional Fire Authority,
King and Pierce County Emergency Management Agencies, Washington State Emergency
Management Division, neighboring cities, and other response entities.
See Appendix 5, Distribution List, for full distribution details.
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RECORD OF REVISIONS
Change # Date Entered Contents of Change Initials
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BASIC PLAN
INTRODUCTION
It is the policy of the City of Auburn's government, in order to protect lives, property, and the
economic base of the community, and in cooperation with other public and private
organizations of the community, to endeavor to mitigate, prepare for, respond to, and
recover from all natural and technological emergencies and disasters.
The normal day -to -day functions of many local agencies will be interrupted by disaster
conditions. Therefore, the employees and equipment of those agencies can readily be
committed to the support of disaster response and recovery efforts. The mission of this plan
is to develop well defined operational procedures to ensure an effective, organized response
to save lives, assist disaster victims, minimize injury and damage, and protect property.
B. Purpose
This plan establishes the emergency management functions and responsibilities of the City
of Auburn and specifies those functions that are the responsibility of King or Pierce County
Emergency Management Agencies, as well as public and private organizations that aid in
the response and recovery from any hazard that could impact the City.
The plan is also intended to do the following:
• Establish who is in command in case of a disaster.
• Clearly designate disaster related functions assigned to government agencies based
upon capabilities and mandated responsibilities.
• Identify available sources of equipment and manpower in government agencies to utilize
during disaster events.
• Identify resources, manpower and equipment available from the private sector and
general public to provide assistance during disasters.
• Identify and clarify funding sources of manpower and other resources during disasters.
• Provide coordination between agencies to achieve assigned function.
• Organize volunteers when it is determined that there is a need.
C. Scope and Applicability
This Comprehensive Emergency Management Plan (CEMP) is a local level emergency
management plan designed to describe the emergency /disaster response of the City of
Auburn, Washington. This plan is designed to work in concert with the emergency
management plans of both King and Pierce Counties.
This CEMP is intended to be both "generic" and "hazard specific ", covering the entire range
of emergency and disaster situations, from natural disasters to the technological hazards
created as a byproduct of our modern society.
This CEMP considers that emergencies and disasters are likely to occur as described in the
King and Pierce County Hazard Identification and Vulnerability Assessments, and describes:
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• Functions and activities necessary to implement the four phases of emergency
management: mitigation, preparedness, response, and recovery.
• Responsibilities identified in City ordinances and other applicable laws, as deemed
appropriate.
D. Incident Management Activities
This plan enumerates the responsibilities of City departments and other entities involved in
various aspects of emergency management in the City of Auburn, including prevention,
preparedness, response, and recovery actions.
The National Incident Management System (NIMS) provides a nationwide template enabling
Federal, State, local, and tribal governments and private- sector and nongovernmental
organizations to work together effectively and efficiently to prevent, prepare for, respond to,
and recover from domestic incidents regardless of cause, size, or complexity. Therefore, it
is the policy of the City of Auburn to apply the principles of NIMS to all incident management
activities.
E. Authorities
This CEMP is developed under the authority of the following local, State, and Federal
statutes and regulations:
a. Auburn City Code, Chapter 2.75: Emergency Preparedness
b. King County Comprehensive Emergency Management Plan
c. Pierce County Comprehensive Emergency Management Plan
d. State Revised Code of Washington (RCW)
i. 35.33.081, Emergency Expenditures — Nondebatable Emergencies
ii. 35.33.101, Emergency Warrants
iii. 38.52, Emergency Management
iv. 38.56, Intrastate Mutual Aid System
V. 39.34, Interlocal Cooperation Act
vi. 49.60.400, Discrimination, Preferential Treatment Prohibited
e. Washington Administrative Code (WAC)
i. 118 -04, Emergency Worker Program
ii. 118 -30, Local Emergency Management/Services Organizations, Plans and
Programs
iii. 296 -62, General Occupational Health Standards
f. Federal Public Law:
i. 93 -288, Disaster Relief Act of 1974, as amended by Public Law 100 -707, the Robert
T. Stafford Disaster Relief and Emergency Assistance Act
ii. 96 -342, Improved Civil Defense Act of 1980, as amended
iii. 99 -499, Superfund Amendments and Reauthorization Act (SARA) of 1986, Title III,
Emergency Planning and Community Right to Know
F. Key Concepts
1. All disaster operations will be in coordination with King and Pierce County Emergency
Management Agencies and conducted or overseen by City personnel. Those efforts will
be supplemented, as necessary, by trained volunteers and by the local workforce.
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2. When local resources have been exhausted or overwhelmed, the Mayor, Director of
Emergency Management, or their designees may request additional resources through
King or Pierce County Emergency Management Agencies or directly through the
Washington State Emergency Operations Center.
3. All City departments are designated the responsibility for providing personnel and
equipment in support of disaster preparedness, mitigation, and response, and recovery
as directed by the Mayor or Director of Emergency Management, including providing
trained staff members to work in the Emergency Operations Center.
4. It is the policy of the City that no services will be denied on the basis of race, color,
national origin, religion, sex, age, sexual orientation, or disability. Additionally no special
treatment will be extended to any person or group in an emergency or disaster over and
above what normally would be expected in the way of City services. Local activities
pursuant to the Federal and State Agreement for major disaster recovery will be carried
out in accordance with RCW 49.60.400, Discrimination, Preferential Treatment
Prohibited and Title 44, CFR 205.16, Nondiscrimination. Federal disaster assistance is
conditional upon compliance with this code.
5. In order to carry out the responsibilities identified above, all department heads are
directed to establish emergency organizations within their respective departments, ready
and capable of fulfilling disaster missions, as specified in this Plan. Further, all
department heads are expected to designate at least one staff member to serve on, and
actively contribute to, the Emergency Management Committee.
6. Fire services are provided to the City of Auburn by the Valley Regional Fire Authority,
which also serves the cities of Algona and Pacific, KCFD #31 and portions of the
Muckleshoot Indian Reservation. Station 31 (Headquarters) is located at 1101 D ST NE.
Additional stations are: Station 32: 1951 R ST SE; Station 33: 500 182nd Ave E; Station
34: 31290 124th AVE SE; Station 35: 2905 C ST SW; and Station 38: 133 3rd AVE SE,
Pacific.
7. Mutual Aid — The City of Auburn is a signatory to the King County Regional Coordination
Framework (RCF). The RCF provides for sharing of resources between public, private,
and non - profit organizations throughout King County, which are paid for by the
requesting agency. The City is also included in the Washington Mutual Aid
Compact/Washington Mutual Aid System, which provides for resource sharing between
municipalities throughout the State.
8. The Auburn Police Department, located at 340 E Main St, Suite 201, provides law
enforcement services within the City. There are two substations; one is located at the
Outlet Collection of Seattle, 1101 Outlet Collection Drive SW and the other is at 3004
Auburn Way S. The Auburn Police Department has Notice of Consent agreements in
effect with 174 law enforcement agencies in the State of Washington pursuant to the
Washington Mutual Aid Peace Officers Powers Act (Chapter 10.93 RCW). This includes
all surrounding agencies. The Auburn Police Department is also a participant in the
Valley SWAT Team, Valley Crisis Communications Unit (CCU) and two regional drug
task forces — Tahoma Narcotics Enforcement Team (TNET) and Valley Narcotics
Enforcement Team (VNET).
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PLANNING ASSUMPTIONS AND CONSIDERATIONS
The City of Auburn is located in King and Pierce Counties, in the south Puget Sound area of the
State of Washington, approximately 20 miles south of Seattle. Auburn has an area of 29.83
square miles, with 28.17 square miles located in King County and 1.66 square miles located in
Pierce County. Approximately 74,860 individuals reside within Auburn, with approximately
67,300 of those living in the King County portion and 7,560 in the Pierce County portion. 2010
Census data showed the population comprised of 49.4% males and 50.6% females. The
elevation of the City at Main St. and Auburn Ave. is 84 feet and latitude 47.3072 N; longitude
122.2283 W. The lowest elevation in the city is 43 feet and the highest is 650.
State Route 18, State Route 167 and State Route 164 provide major highway access to the
City. The Burlington Northern Santa Fe Railway Company and the Union Pacific Railroad
Corporation provide freight rail service. Passenger rail service is limited to commuter trains (see
below) although Amtrak does utilize tracks within the City.
Transportation assets in Auburn include the Auburn School District, with their transportation
facility located at 615 15th St. SW, which serves their entire district. Public transportation is
primarily provided by King County Metro bus services, with a terminal located at the Auburn
Transit Station downtown. Pierce County Transit provides morning and evening weekday
shuttles between the Lakeland Hills neighborhood in southeast Auburn to the Auburn Transit
Station. Sound Transit also provides limited stop regional bus service. Passenger rail service is
provided between the cities of Seattle and Tacoma by Sound Transit, with the Sounder
commuter train making morning and evening stops at the Auburn Transit Station.
Valley Communications (ValleyCom), located in unincorporated King County, between the cities
of Auburn and Kent, WA, provides 911 dispatching services for police and fire response.
The City Maintenance and Operations Division is located at 1305 C Street SW and is
responsible for all streets within the City, with the exception of State Highways 18, 167, and
164. The State Department of Transportation (DOT) Highway Maintenance Shop is located at
26620 West Valley Highway, just north of the Auburn city limits. State DOT is responsible for the
state highways located within the City.
The City of Auburn is served by four public school districts, only two of which have facilities
located inside the City limits (Auburn School District and Federal Way School District).
Together, they offer 14 elementary schools, 4 middle schools, and 4 high schools. Other
districts providing service in Auburn do not have facilities located within the City limits. Five
private schools exist in Auburn, including one boarding school hosting international high school
students. Additionally, Green River Community College, with an enrollment of nearly 10,000, is
located in Auburn on the east hill. It also serves a large number of international students.
The major employment industries in Auburn are Services (17.9 %), Administrative Support staff
(15.6 %) and Professional (15.3 %). The local hospital is the Multicare Auburn Medical Center,
located at 202 N Division St. There is also an urgent care facility, operated by MultiCare, located
at 202 Cross St. SE. There are three nursing homes, four assisted living /boarding homes, and
15 adult family homes located in Auburn.
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Assumptions
1. The King and Pierce County Hazard Identification and Vulnerability Assessments (HIVA)
provide information on potential hazards threatening the City. The City does not maintain a
separate HIVA but contributes to the county level ones based on their existing processes.
Disasters have occurred in the City and will occur again, some with warning and others with
no warning at all.
2. It is assumed that any of the noted situations could create significant property damage,
injury, loss of life, and /or disruption of essential services in the City. These situations may
also create significant financial, psychological, and sociological impacts on residents of and
visitors to the community and the City governmental organization itself.
3. It is reasonable to assume that, with impending incidents including, but not limited to,
storms, floods, and acts of terrorism, warnings will be issued to enable some preparation
prior to the event. Other disasters, such as earthquakes and Iahars, will come with no
advance warning.
4. In the event of widespread disaster, there will not likely be any significant assistance from
nearby communities, counties, State, or Federal agencies for 72 hours or longer. In this
situation, the City will need to rely on available City resources and those of non - profit
organizations, businesses, and residents within the City for initial response operations.
5. The City may receive requests to provide support to other jurisdictions with both resources
and sheltering during emergencies and disasters not affecting the City
ROLES AND RESPONSIBILITIES
This CEMP identifies responsibilities of City departments, outside agencies, and other
organizations.
Emergency Support Functions (ESFs) establish mitigation, preparedness, response, and
recovery activities. There is either one department or agency or joint departments or agencies,
with primary responsibility for each ESF. Other agencies and /or organizations may have ESF
support roles. ESFs numbered 1 — 15, and 20 correspond to the Washington State
Comprehensive Emergency Management Plan and the National Response Framework
numbering system.
A. City of Auburn
1. General Responsibilities
The following are basic responsibilities for emergency management operations provided
by and through City government. Detailed responsibilities and essential activities are
found in the appropriate ESFs and Appendices to this document. Department Standard
Operating Procedures (SOPs) or Continuity of Operations (COOP) plans detail how
individual departments shall perform their responsibilities as delineated in the Basic
Plan, ESFs, and Appendices. Direction, control, and coordination of emergency
management activities undertaken in accordance with the City of Auburn CEMP are
outlined in SA 1: Direction and Control.
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a. The City Council will be convened pursuant to ACC 2.06.040 to perform legislative
duties as the situation demands, and shall receive reports relative to Emergency
Management activities.
b. The Director of Emergency Management for the City will be appointed by the Mayor.
The Director shall be responsible for the organization, administration, and operation
of the emergency management organization, and shall serve as incident commander
for any occurrence with significant city -wide impact, when so directed by the Mayor.
c. The Emergency Operations Board, comprised of the Mayor and all City Department
Heads, shall oversee emergency operations and provide policy recommendations to
the City Council during emergency and recovery periods.
d. The Emergency Preparedness Manager shall be appointed by the Emergency
Management Director. The Manager shall direct and coordinate development,
implementation, and maintenance of all City emergency management related plans.
The Manager facilitates coordination with outside agencies and organizations
involved in emergency management, provides public education and information
related to disasters, and manages the Emergency Operations Center during
disasters.
e. The Emergency Management Committee shall be comprised of representatives of
each City department, as well as representatives of other public and private entities
that have a significant role in emergency management within the City. The
Committee is responsible for providing input into all City emergency management
related plans and for staffing the Emergency Operations Center during a disaster.
f. Each City department has basic responsibilities in the four phases of emergency
management: mitigation, preparedness, response, and recovery.
2. Limitations
It is the policy of the City of Auburn that no guarantee of a perfect response system is
implied by or should be inferred from this plan. As City assets and systems may be
overwhelmed, the City can only endeavor to make every reasonable effort to respond
based on the situation, information, and resources available at the time.
3. City Departments:
a. Ensure that employee work areas are safe, clear of equipment and supplies that may
compromise ingress and egress routes, and that no equipment or supplies can injure
employees.
b. Develop Standard Operating Procedures (SOPs) and /or Continuity of Operations
(COOP) plans designed to reestablish or maintain department operations after a
disaster, including notification of critical personnel, assessment of damage and
resources, identification of critical department functions, and estimated time to open
for business.
c. Participate in emergency management training, drills, and exercises to test
department and City plans and procedures.
d. Train department employees on emergency and disaster plans and procedures to
ensure operational capabilities to facilitate an effective response. This includes
NIMS- mandated training for all non - temporary employees.
e. Provide department resources (supplies, equipment, services and personnel), as
coordinated through the Emergency Operations Center (EOC).
f. Follow procedures to document all costs associated with disaster response and
recovery operations.
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B. Local Agencies /Organizations
1. Valley Regional Fire Authority
a. Provide and /or coordinate all fire suppression, technical rescue, hazardous materials
incident response, and emergency medical services in the City.
b. Assist in providing communications support.
c. Provide representation to the EOC, if requested, and as resources allow.
2. Auburn School District
a. Provide public shelter facilities through agreements with the American Red Cross
(ARC), if requested and as resources allow.
b. Conduct damage assessments on school -owned facilities and provide situation
reports to the EOC.
c. Assist with transportation, if requested and as resources allow.
d. Provide representation to the EOC, if requested and as resources allow.
3. King and Pierce County Emergency Management
a. Coordinate emergency management activities in the County, protect lives and
property, and preserve the environment.
b. Provide information regarding county -wide activities and resource availability.
4. King and Pierce County Health Departments
a. Coordinate and provide environmental health services.
b. Coordinate and provide emergency health services, including, but not limited to,
communicable disease control, immunizations, and quarantine procedures.
c. Advise on public health matters, if requested.
d. Order quarantines as necessary
e. Provide a representative to EOC, if appropriate and as resources allow.
f. Supervise the food and water quality control program.
5. King and Pierce County Sheriff's Offices
a. Provide assistance with crime prevention and detection programs, crowd and traffic
control, search and rescue operations, and other law enforcement activities, if
requested and as resources allow.
6. King County Metro and Sound Transit
a. Provide assistance with transportation, if requested and as resources allow.
C. State
Emergency Management Division
a. Through the Washington State CEMP and the State Emergency Operations Center
(EOC), coordinate all emergency management activities of the State to protect lives
and property and to preserve the environment.
b. Take appropriate actions to mitigate the effects of, prepare for, respond to, and
recover from the impacts of emergencies or disasters.
c. Coordinate requests for various services such as specialized skills, equipment, and
resources in support of State and local government emergency operations.
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D. Federal
Federal Emergency Management Agency (FEMA)
a. Provide assistance to save lives and protect property, the economy, and the
environment.
b. Facilitate the delivery of all types of Federal response assistance to state and local
governments.
c. Assist states in recovering from an emergency or disaster.
E. Residents and Visitors
Because of the nature of an emergency or disaster, government may be limited in its
response capabilities. The City encourages residents and visitors to be self- sufficient for at
least 7days in the event of an emergency or disaster.
CONCEPT OF OPERATIONS
A. General
1. The classification of non - charter code city as provided in the Optional Municipal Code
Title 35A, Revised Code of Washington, is adopted as the classification for the
government of the City of Auburn, Washington. (Ord. 2402 § 1, 1969).
2. The plan of government for the City of Auburn, Washington is the mayor - council plan of
government as provided for in the Optional Municipal Code, Title 35A, Revised Code of
Washington. (Ord. 2402 § 2, 1969).
3. The Revised Code of Washington (RCW) Chapter 38.52, Emergency Management,
empowers local governmental entities to establish a program to deal with emergencies.
4. Local governments are responsible for ensuring that provisions are made for continuity
of government during emergencies within their respective jurisdictions.
5. City government will retain the authority and ultimate responsibility for direction and
control of its own disaster operations, use of resources, and application of mutual aid
within its own boundaries.
6. The City is provided fire protection, technical rescue, hazardous materials response and
emergency medical services by the Valley Regional Fire Authority (VRFA).
7. Disaster operations will be in coordination with other local agencies and organizations
and conducted or supervised by City personnel. Those efforts will be supplemented as
necessary by trained volunteers and by the workforce available within the local area.
Resources obtained from the County, State and from Federal agencies will also be
utilized.
8. The Director of Emergency Management, has been delegated the responsibility for the
development and maintenance of the City's CEMP and the coordination of emergency
preparedness and management activities within the City.
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9. Other public and private organizations, school districts, and volunteer organizations may,
under mutual agreement, operate in coordination with this CEMP.
B. Overall Coordination of Incident Management Activities
1. The Mayor is head of the executive branch and the City Council makes up the legislative
branch of City government. The legislative branch of the City is responsible for overall
policy direction within the City, and the executive branch is responsible for
implementation of that direction.
2. The Director of Emergency Management is appointed by the Mayor (Ord. 6428 § 2013).
In that role, he /she oversees and provides policy recommendations to the Mayor and
City Council during emergency and recovery periods and is responsible to ensure the
development and maintenance of the CEMP.
3. The Director of Emergency Management, or designee, is responsible for directing all
emergency management operations and programs throughout City government and
preserving City records.
4. Emergency management activities are conducted so as to follow the Incident Command
System (ICS) to the maximum extent possible.
C. Concurrent Implementation of Other Plans
The CEMP is the core plan for emergency management. This CEMP employs an
Emergency Support Function (ESF) approach. This approach identifies sources of direct
assistance and operational support through the EOC that the City may need in order to
address hazard mitigation, preparedness, response, and recovery from an emergency or
disaster.
1. The Basic Plan presents the policies, and concept of operations that guide how the City
will conduct mitigation, preparedness, response, and recovery activities.
2. The Appendices describe emergency management activities and give details supporting
the Basic Plan.
3. The ESFs describe the mission, policies, concept of operations, and responsibilities of
the primary and support agencies involved in implementation of activities.
4. Other plans, authorities, protocols, and guidance that may be used before, during, or
after disasters and emergencies within the City of Auburn include:
a. City of Auburn Emergency Management Duty Officer Manual
b. City of Auburn EOC Manager Manual
c. City of Auburn Continuity of Operations Plans (by individual departments)
d. King and Pierce County Hazard Identification and Vulnerability Assessments
e. King and Pierce County Regional Hazard Mitigation Plans
f. King and Pierce County Comprehensive Emergency Management Plans
g. Washington State Comprehensive Emergency Management Plan
h. National Response Framework
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D. Organizational Structure
The day -to -day organizational structure of departments will be maintained; to the extent it is
practical to do so, for major emergency and disaster situations, with the understanding that
all departments have an obligation to assign personnel to the Emergency Operations Center
(EOC) and the labor pool as requested. All departments and the City will operate within the
Incident Command System (ICS) structure, as set forth in NIMS.
E. Principal Incident Management Organizational Elements
Various City departments have personnel and other resources, including specialized
vehicles and heavy construction equipment, available to deploy during disasters and
emergencies. Each department is responsible for keeping track of its available personnel
and equipment and reporting availability directly to the EOC during an activation. These
include the following:
Administration
a. The Director of Emergency Management is responsible for overall Incident
Command activities during a disaster or large -scale emergency when so directed
by the Mayor. He /she has the responsibility to lead the Emergency Management
Board to oversee the event as appropriate.
b. Public Affairs Division is responsible for coordinating public information activities
related to a disaster or emergency, including operation of a Joint Information
Center (JIC) if needed.
c. Emergency Management Division is responsible for coordination with internal
and external stakeholders and EOC management.
d. Human Services Division coordinates post- disaster recovery efforts for residents.
e. Facilities Division oversees all buildings owned by the city and is responsible for
conducting rapid damage assessments of them as well as coordinating
emergency and long -term repairs.
2. Police Department
a. Provides law enforcement services within the City, as well as rapid damage
assessments during disasters.
3. Community Development and Public Works Department (CDPW)
a. Maintenance and Operations and Engineering maintain all City -owned critical
infrastructure, including streets, water, sanitary sewer, storm drainage, dikes and
bridges within the city. Responsible for conducting rapid damage assessments
on City owned facilities during disasters and emergencies.
b. Community Development Services is responsible for organizing and conducting
both rapid damage assessment and detailed building inspections of both City
owned facilities and those critical to the needs of the community at large.
4. Parks, Arts, and Recreation Department
a. Open and operate disaster shelters for City employees and the general public, as
well as to provide support to CDPW in some areas.
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F. Emergency Response and Support Teams (Field Level)
Trained and certified federal teams described in the Concept of Operations of the National
Response Framework may be available to assist in incident management, setup of
response facilities, and to provide additional expertise and capability. They include
representatives from the federal Emergency Support Functions. They will integrate into the
Joint Field Office when it is established.
G. Defense Support of Civil Authorities
1. The Department of Defense (DOD) is authorized to deploy support to local jurisdictions
during disasters and emergencies to assist.
2. DOD support is described in the Concept of Operations of the National Response
Framework (NRF). DOD responds to requests for assistance during disasters and
emergencies when local, state or federal resources are overwhelmed. This support is
provided on a reimbursable basis.
3. Emergency Support Function (ESF) 20 details the Department of Defense (DOD)
support that is available.
H. Law Enforcement Assistance
The Auburn Police Department is the agency of primary jurisdiction within the City under
routine circumstances and during emergency operations. The Washington Mutual Aid Peace
Officers Powers Act, RCW 10.93, provides law enforcement with mutual assistance
capabilities between jurisdictions. Mutual aid agreements exist with local law enforcement
agencies and letters of mutual support exist with various law enforcement agencies
throughout the state. Supplemental law enforcement assistance should be requested
through the EOC, when activated, with the understanding that in a significant regional event,
outside assistance will not be available for some time.
Law enforcement support that may be available to deploy to the City of Auburn during
disasters and emergencies includes, but is not limited to, the following:
Local Agencies (mutual aid /notices of consent)
a. Pacific Police Department
b. Algona Police Department
c. Kent Police Department
d. Federal Way Police Department
e. Sumner Police Department
2. County Agencies (mutual aid /notices of consent)
a. King County Sheriff
b. Pierce County Sheriff
3. State Agencies
a. Washington State Patrol
b. Washington National Guard
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4. Federal Agencies
a. FBI
b. BATF
c. Secret Service
d. Federal Protective Services
e. Department of Homeland Security
These are federal government resources described in the Concept of Operations of the
National Response Framework. Federal agencies may be requested to provide public
safety and security during disasters and emergencies. ESF #13 provides guidance on
the integration of resources to support incident management functions.
INCIDENT MANAGEMENT ACTIONS
It is the policy of the City to conduct emergency and disaster preparedness and mitigation
activities in an effort to reduce and minimize the effects of a major emergency or disaster.
When a major emergency or disaster occurs, departments shall use the following general
checklist as a basis for managing their disaster operations:
1. Establish Incident Command following procedures established by each department.
2. Report to a pre- determined site to manage department operations.
3. Account for personnel.
4. Assess damages to facilities and resources.
5. Assess personnel and resources available.
6. Assess problems and needs.
7. Report the situation, damages, and capabilities to the EOC.
8. Send designated department representatives to the EOC.
9. Carry out department responsibilities and assigned tasks.
10. Continue assessment of and report to the EOC regarding department resources, needs,
damages, actions etc.
11. Keep detailed and accurate records, document actions, costs, situations, etc.
A. Notification and Assessment
Federal, State, local, tribal, private- sector, and nongovernmental organizations report
threats, incidents, and potential incidents using established communications and
reporting channels. The established communication channel for receiving and
disseminating threat and operational information for hazards, disasters, and
emergencies for the City of Auburn is through King or Pierce County Emergency
Management (or their respective EOC /DOC, if activated) to the Washington State
Emergency Management Division (or the Washington State Emergency Operations
Center, if activated).
2. Suspicious activity, terrorist threats, and actual incidents with a potential or actual
terrorist nexus are to be reported immediately to the regional Joint Terrorism Task Force
(JTTF) in Seattle. The FBI will make subsequent notifications to other federal and state
agencies as appropriate.
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B. Activation
It is the mission of the City to provide vital services to the community during emergency
conditions while maintaining a concern for the safety of City employees and their families. In
the event of a widespread disaster that necessitates the activation of the EOC, the following
procedures shall be followed:
During non -work hours: All employees are encouraged to ensure the safety and welfare
of their families and homes. After making any necessary arrangements, all designated
employees are required to report to work pursuant to department standard operating
procedures (SOPs) and Continuity of Operations Plans.
2. During work hours: Departments shall make every effort to allow employees to check
promptly on the status of their families and homes, provided that doing so does not
compromise emergency response functions as defined in this CEMP.
3. Directors from each department will determine the instances when an allowance for time
off for unusual circumstances will be made for any employee.
4. The Mayor, Director of Emergency Management, or designees may activate the EOC.
Any City department may also request that the EOC be activated. Additionally, the EOC
may be activated at the request of an outside agency such as King or Pierce County
Emergency Management or other governmental entity to support their operations,
subject to approval by the Mayor, Director of Emergency Management, or designees
when the level of operations requires it. Requested staff will report to the EOC to
coordinate response efforts and support field operations. The EOC will be activated at a
level appropriate to the specific emergency or disaster.
5. The City's primary EOC is located at 1 E Main St., Suite 380. The designated alternate
EOC location is the Auburn Justice Center at 340 E Main St., Suite 201.
6. In the event of communications failure during an emergency or disaster, any City facility
or temporarily established site may act as a remote EOC for its local area until
coordination can be established from the EOC. Each site may serve as a command
post, staging area, triage station, communications center, or in any other functional
capacity appropriate for the situation.
7. Any City facility may be utilized as an EOC in the event that the primary and alternate
sites are rendered unusable by the event.
8. Each Department has one or more designated Department Operations Centers (DOCs).
Department personnel are to respond to these centers as directed in their departmental
emergency plans. DOC locations are:
• Administration (City Hall): 25 W Main St.
• Legal Department (City Hall): 25 W Main St.
• Public Works M &O: 1305 C St. SW
• Community Development and Public Works (Annex): 1 E Main St., 2nd Floor
• Parks Admin: 910 9th St. SE
• Parks Maintenance: 1401 C St. SW
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• Police: 340 E Main St., Suite 201
• Finance (Annex): 1 E Main St., 3rd Floor
• HR /Risk /Property Management (City Hall): 25 W Main St.
• Innovation & Technology (Annex): 1 E Main St., 3rd Floor
A map is provided to each employee in their disaster backpack that includes these
locations.
C. Requests for Assistance
When a major emergency or disaster occurs, it is anticipated that departments and other
responding organizations will organize their areas of responsibility into manageable units,
assess damages, and determine needs. If agency resources cannot meet the needs created
by the disaster, additional assistance may be requested through existing mutual aid
agreements, through the King County Zone 3 Coordinator, through King or Pierce County
Emergency Management, or directly from the State Emergency Operations Center. In the
event of a Proclamation of a Local Emergency, the deployment of resources will normally be
coordinated through the EOC (if activated). Resources to support City operations may be
placed at staging areas until specific assignment can be made.
D. Pre - Incident Actions (Preparedness and Mitigation)
Preparedness involves taking steps to ready the City and the community for emergencies
and disasters while mitigation involves actions taken to protect lives and property.
1. Long term mitigation activities, both pre- and post- disaster, are covered in detail in the
King County Regional Hazard Mitigation Plan (RHMP), to which the City is a signatory.
Auburn's portion of the RHMP includes detailed lists of prioritized activities that can be
taken to reduce risk in the community.
2. Public Health and Safety: Initial safety efforts focus on actions to detect, prevent, or
reduce the impact to public health and safety. Such actions can include environmental
analysis, plume modeling, evacuations, emergency sheltering, air monitoring,
decontamination, infectious disease tracking, emergency broadcasts, etc. These efforts
may also include public health education; site and public health surveillance and testing
procedures; and immunizations, prophylaxis, and isolation or quarantine for biological
threats coordinated by Health and Human Services (HHS) and State and local public
health officials.
3. Responder Health and Safety: The safety and health of responders is also a priority.
Actions essential to limit their risks include full integration of deployed health and safety
assets and expertise; risk assessments based upon timely and accurate data; and
situational awareness that considers responder and recovery worker safety. A
comprehensive location and /or operational response safety and health plan is key to
mitigating the hazards faced by responders. These efforts include incident hazard
identification and characterization; implementation and monitoring of personal protective
equipment selection, use, and decontamination; exposure sampling and analysis; worker
health and safety risk analysis; health and safety monitoring; and development/ongoing
evolution of the site - specific safety and health plan.
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4. Property and the Environment: Responders may also take incident mitigation actions to
protect public and private property and the environment. Such actions may include, but
are not limited to, sandbagging in anticipation of a flood, or booming of environmentally
sensitive areas in response to a potential oil spill.
5. Specific preparedness activities for each department include:
a. Establish policies and procedures for department chain of command and succession
of authority.
b. Designate primary and alternate locations from which to establish direction and
control of department activities during an emergency or disaster.
c. Identify and obtain necessary equipment and supplies which may be needed to
manage department activities.
d. Identify the information needed to manage department activities including how it will
be gathered, stored, and accessed.
e. Decide how department management relates to the EOC and who should report
there when an emergency or disaster occurs.
f. Encourage development of employee response teams from within their department.
g. Establish procedures to ensure the ability to activate personnel on a 24 -hour basis.
h. Make staff available, when requested by the Director of Emergency Management or
Emergency Preparedness Manager, or EOC Manager, for appropriate training and
emergency assignments, such as EOC activities, damage assessment, and liaisons
with other agencies and organizations. All costs for these activities shall be the
responsibility of the respective department.
i. Maintain an updated inventory of key department personnel, facilities, and equipment
resources.
E. Response Activities
Once an incident occurs, the priorities shift from prevention, preparedness, and incident
mitigation to immediate and short -term response activities to preserve life, property, the
environment, and the social, economic, and political structure of the community. In the
context of a terrorist threat, simultaneous activities are initiated to assess regional and
national -level impacts, as well as to assess and take appropriate action to prevent and
protect against other potential threats.
During the event, the Director of each department, with concurrence of the Director of
Emergency Management, shall:
1. Assess the impact of the event on department personnel, facilities, equipment, and
capabilities.
2. Report any observed damage through the respective department's chain of command to
the EOC on a continuing basis.
3. Keep complete records of costs, expenditures, overtime, repairs, and other disaster -
related expenditures.
4. Incoordination with the EOC, direct the execution of emergency operations plans and
perform appropriate incident mitigation activities designed to limit the loss of life,
personal injury, property damage, and other unfavorable outcomes.
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5. Response actions may also include immediate law enforcement, fire, ambulance, and
emergency medical service actions; emergency flood fighting; evacuations;
transportation system detours; emergency public information; actions taken to minimize
additional damage; urban search and rescue; the establishment of facilities for mass
care; the provision of public health and medical services, food, ice, water, and other
emergency essentials; debris clearance; the emergency restoration of critical
infrastructure; control, containment, and removal of environmental contamination; and
protection of responder health and safety. Though the City does not have the direct
capability to perform all of these functions, it will take steps to ensure that the functions
are carried out as needed.
6. During the response to a terrorist event, law enforcement actions to collect and preserve
evidence and to apprehend perpetrators are critical. These actions take place
simultaneously with response operations necessary to save lives and are closely
coordinated with the law enforcement effort to facilitate the collection of evidence without
impacting ongoing life- saving operations.
7. In the context of a single incident, once immediate response missions and lifesaving
activities conclude, the emphasis shifts from response to recovery operations and, if
applicable, hazard mitigation.
F. Recovery Activities
Recovery involves actions needed to help individuals and communities return to normal
when feasible. The Joint Field Office (JFO) is the central coordination point among Federal,
State, local, and tribal agencies and voluntary organizations for delivering recovery
assistance programs.
All response and recovery activities are detailed in SOPs, and appropriate State and
Federal recovery guidelines. The process for collecting and analyzing data, developing
objectives and action plans, and documenting critical incident information in the EOC is
guided by SOPs. Following the event, the Director of each department, with the concurrence
of the Director of Emergency Management, shall:
1. Continue to report any observed damage and assess community needs.
2. Prioritize recovery projects and assign functions accordingly.
3. Coordinate recovery efforts and logistical needs with supporting agencies and
organizations.
4. Prepare documentation of the event, including the event log, cost analysis, and
estimated recovery costs.
5. Assist in establishing disaster assistance offices to aid private businesses and residents
with individual recovery.
6. Assess special community needs and provide information and assistance, as deemed
appropriate.
G. Demobilization
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When the Director of Emergency Management or designee determines that activation of the
EOC is no longer required, he /she will disseminate instructions for demobilization from
emergency management activities at the conclusion of an event. Planning for demobilizatior
will commence upon initial activation of the EOC.
ONGOING PLAN MANAGEMENT AND MAINTENANCE
A. Coordination
Ongoing plan management and maintenance requires coordination with the whole
community. The City of Auburn Emergency Preparedness Manager will coordinate with all
agencies and organizations that have a role in incident response management for the
development and execution of policy, planning, training, equipping, and other preparedness
activities. This will primarily be achieved through the use of the City's Emergency
Management Committee, which includes representatives from the City, neighboring cities,
the Muckleshoot Tribe, and various non - profit and private organizations located within
Auburn.
B. Plan Maintenance
The Emergency Preparedness Manager will ensure that exercises of this plan are
conducted on an annual basis, except in years when there are actual EOC activations.
EOC activations will be used in lieu of exercises for plan evaluation and maintenance
purposes.
2. After - action reviews (AAR) will be conducted for all EOC activations and exercises for
the purpose of identifying lessons learned and incorporating them into future plan
updates. AARs will include corrective action plans as necessary.
3. This plan will be completely updated every four years (at a minimum), with supplemental
updates done as the need arises. The complete update will be submitted to the
Washington State Emergency Management Division for review prior to formal adoption.
C. NIMS Integration
1. NIMS is a system mandated by HSPD -5 that provides a consistent, nationwide approach
for Federal, State, local, and tribal governments; the private sector; and non - profits to
effectively and efficiently together to prepare for, respond to, and recover from domestic
incidents, regardless of cause, size, or complexity.
2. To provide for interoperability and compatibility among Federal, State, local, and tribal
capabilities, NIMS includes a core set of concepts, principles, and terminology.
3. It is the policy of the City of Auburn that all emergency management activities will be
conducted in accordance with NIMS and that the City will remain fully compliant with
NIMS.
REFERENCES
1. City of Auburn — Ordinance 6088, 2007, Emergency Preparedness
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2. City of Auburn — Ordinance 6428, 2013, Director of Emergency Management
3. City of Auburn Duty Officer Manual
4. City of Auburn EOC Manager Manual
5. King County Hazard Identification and Vulnerability Assessment
6. King County Comprehensive Emergency Management Plan
7. King County Regional Coordination Framework
8. Pierce County Hazard Identification and Vulnerability Assessment
9. Pierce County Comprehensive Emergency Management Plan
10. RCW 35.33.081, Emergency Expenditures- Nondebatable Emergencies
11. RCW 35.33.101, Emergency Warrants
12. RCW 38.52, Emergency Management
13. RCW 38.56, Intrastate Mutual Aid System
14. RCW 39.34, Interlocal Cooperation Act
15. RCW 43.43, Washington State Patrol -State Fire Services Mobilization Plan
16. RCW 49.60.400, Discrimination, Preferential Treatment Prohibited
17. WAC 118 -04, Emergency Worker Program
18. WAC 118 -30, Local Emergency Management/Services Organizations, Plans &
Programs
19. WAC 296 -62, General Occupational Health Standards
20. Washington State Comprehensive Emergency Management Plan
21. Public Law 93 -288, Disaster Relief Act of 1974, as amended by PL 100 -707, the Robert
T. Stafford Disaster Relief and Emergency Assistance Act
22. Public Law 96 -342, Improved Civil Defense Act of 1980, as amended.
23. Public Law 99 -499, Superfund Amendments & Reauthorization Act (SARA) of 1986, Title
III, Emergency Planning and Community Right to Know
24. Title 44, CFR, Section 205.16 — Nondiscrimination
25. National Response Framework
26. National Incident Management System
ATTACHMENTS
None.
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APPENDICES
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APPENDIX 1: DEFINITIONS
Term
Description
ACCESS (A Centralized
Statewide law enforcement data network controlled and administered by
Computer Enforcement
the Washington State Patrol. Used primarily for law enforcement
Service System)
functions, this network also provides the capability to send warning and
notification of emergencies from state and federal organizations to local
jurisdictions.
Administration and
Responsible for all costs and financial /administrative considerations of
Finance Chief
the incident. Part of the Command and General Staff, reporting to the
Incident Commander.
After Action Report (AAR)
A narrative report that presents issues found during an incident or
exercise along with recommendations on how those issues can be
resolved.
Alternate Facility
An alternate work site that provides the capability to perform minimum
essential departmental or jurisdictional functions until normal operations
can be resumed.
Amateur Radio Emergency
The American Radio Relay League (ARRL) public service arm for
Service (ARES)
providing support primarily to non - government agencies during an
emergency /disaster. A primary user of the AIRES is the American Red
Cross.
AMBER Alert
Abducted Minor Broadcast Emergency Response Alert sent out locally
or from the State law enforcement agencies over the EAS system.
American Red Cross (ARC)
Non - profit organization that provides support of mass care, sheltering,
communication, and other services in times of disaster. Relies on
volunteers to carry out operations.
Annex
The purpose of an annex is to describe operations for a particular
function. It defines the function and shows how activities of various
participants in the functional organization are coordinated. The annex is
action - oriented. It is written for, and preferably by, the person
responsible for controlling resources available to accomplish the
objectives of the function in any large -scale emergency. It is a
substantial, freestanding plan that is specific to carry out a task.
Examples: Fire Mobilization Plan, Hazmat Plan, Pet Care Plan.
Appendix
An appendix contains details, methods, and technical information that
are unique to specific hazards identified as being likely to pose a threat
of disaster in the community. Appendices should be attached to
functional annexes. Appendices are supplementary, helper documents,
frequently changing but without specific direction. Examples: non-
critical lists such as phone lists or annual lists of events.
Area Command
An organization established to oversee the management of (1) multiple
incidents that are each being handled by an ICS organization, or (2)
large or multiple incidents to which several Incident Management Teams
have been assigned. Area Command has the responsibility to set
overall strategy and priorities, allocate critical resources according to
priorities, ensure that incidents are properly managed, and ensure that
objectives are met and strategies followed. May be established at an
EOC or at some location other than an ICP.
Call Center Supervisor
Volunteer or staff member assigned to supervise call takers.
Call Takers
Volunteers or staff assigned to answer phones in either the EOC or the
public call center.
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Term
Description
Clear Text
The use of plain English in radio communications transmissions. No ten
codes or agency- specific codes are used when using clear text.
Command Staff
The Command Staff consists of the Safety Officer, Liaison Officer, and
Public Information Officer, who report directly to the Incident
Commander.
Communications Unit
In incident command structure, responsible for providing communication
services at an incident, whether it be by phone, radio, in person, etc...
Comprehensive
Dedicated 2 -way Very High Frequency (VHF) low -band radio system.
Emergency Management
Provides direction and control capability for state and local jurisdictions
Network (CEMNET)
for administrative use, and during an emergency or disaster. This is an
emergency management net belonging to and managed by the
Washington State Military Department, Emergency Management
Division.
Comprehensive
A required plan which addresses the mitigation, preparation, response,
Emergency Management
and recovery activities associated with emergency /disaster situations.
Plan (CEMP)
Concept of Operations
User - oriented document that describes the characteristics for a
(CONOPS)
proposed asset or system from the viewpoint of any individual or
organizational entity that will use it in their daily work activities or who
will operate or interact directly with it.
Continuity of Government
Measures taken by a government to continue to perform required
(COG)
functions during and after a severe emergency. COG is a coordinated
effort within each branch of the government to continue its minimum
essential responsibilities in a catastrophic emergency.
Continuity of Operations
An internal effort within individual components of a government to
(COOP)
ensure the capability exists to continue essential functions across a wide
range of potential emergencies, including localized acts of nature,
accidents, and technological or attack - related emergencies.
COOP Emergency
The individuals, identified by position, within the jurisdiction that are
Response Team
responsible for ensuring the essential functions are performed in an
emergency and for taking action to facilitate that performance.
Critical Customers
Organizations or individuals for which a state department or local
jurisdiction performs mission - essential functions.
Damage Assessment
The process of determining the magnitude of damage and the unmet
needs of the community as the result of a hazardous event. Estimation
of damages made after a disaster has occurred which serves as the
basis of the Mayor's proclamation of emergency.
Debrief /Debriefing
A meeting held after an event or disaster to discuss what happened,
lessons learned and to discuss what may or may not be shared with the
public.
Delegated Authority
An official mandate calling on the individual holding a specific position to
assume responsibilities and authorities not normally associated with that
position when specified conditions are met.
Duty Officer
Generally refers to the person designated to intake and assess
emergency events on a 24/7 basis.
Direction and Control
The emergency support function that defines the management of
emergency response and recovery.
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Term
Description
Disaster
An event, expected or unexpected, in which a community's available,
pertinent resources are expended, or the need for resources exceeds
availability, and in which a community undergoes severe danger,
incurring losses so that the social or economic structure of the
community is disrupted and the fulfillment of some or all of the
community's essential functions are prevented.
Disaster assessment
Estimation of damages made after a disaster has occurred which serves
as the basis of a Proclamation of a Local Emergency.
Disaster Recovery Center
A temporary facility where, under one roof, representatives of Federal
(DRC)
agencies, local and state governments, and voluntary relief
organizations can process applications from individuals, families, and
business firms.
Donated Resources
Volunteer labor, donated equipment, and donated materials. If tracked
appropriately, may be used to satisfy the matching requirements of
federal disaster relief funds.
Emergency Alert System
A federally mandated program established to enable the President,
(EAS)
federal, state, and local jurisdiction authorities to disseminate
emergency information to the public via the Commercial Broadcast
System. Formerly known as the Emergency Broadcast System (EBS), it
requires broadcasters to relay emergency information. This system is for
immediate action emergencies where the public needs to be informed.
Example, dam failure, hazmat chemical cloud.
Emergency
A sudden, usually unexpected event that does or could do harm to
people, resources, property, or the environment. Emergencies can
range from localized events that affect a single office in a building, to
human, natural, or technological events that damage, or threaten to
damage, local operations. An emergency could cause the temporary
evacuation of personnel or the permanent displacement of personnel
and equipment from the site to a new operating location environment.
Emergency Management
The preparation for and the carrying out of all emergency functions to
mitigate, prepare for, respond to, and recover from emergencies and
disasters, to aid victims suffering from injury or damage resulting from
disasters caused by all hazards, whether natural or technological, and to
provide support for search and rescue operations for persons and
property in distress.
Emergency Management
The individual within each political subdivision that has coordination
Director
responsibility for jurisdictional emergency management.
Emergency
City of Auburn volunteers trained to manage communications functions,
Communications Team
including phones, radios, and social media.
(EmComm)
Emergency Coordination
See Emergency Operations Center.
Center (EOC)
Emergency Management
Agreements that provide for jurisdictions in different states to provide
Assistance Compact
resources or other support to one another during an incident.
(EMAC)
Emergency Management
The EMC is responsible for participating in the emergency management
Committee (EMC)
planning process, as well as to provide trained and qualified individuals
to carry out coordination functions during and event. Each department is
required to have at least one representative on the committee. The
committee will also include public and private agencies whom have
direct responsibilities within the CEMP.
Emergency Management
Washington State Emergency Management Division, responsible for
Division (EMD)
coordinating state -wide emergency management activities.
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Term
Description
Emergency Medical
Emergency Medical Services provides care to the sick and injured at the
Services (EMS)
scene of any medical emergency or while transporting any patient in an
ambulance to an appropriate medical control, including ambulance
transportation between medical facilities. It commonly includes trained
and licensed emergency care providers and specialized transportation
vehicles.
Emergency Operations
A central location from which overall direction, control, and coordination
Center (EOC)
of a single community's response to a disaster will be established. The
EOC is generally equipped and staffed to perform the following
functions: collect, record, analyze, display, and distribute information;
coordinate public information and warning; coordinate government
emergency activities; support first responders by coordinating the
management and distribution of information and resources and the
restoration of services; conduct appropriate liaison and coordination
activities with all levels of government, public utilities, volunteer and civic
organizations, and the public.
Emergency Operations
The staff person assigned to manage the EOC during an activation or
Center Manager
exercise.
Emergency Operations
See Comprehensive Emergency Management Plan.
Plan (EOP)
Emergency Protective
Actions taken by jurisdictions before, during, and after a disaster to save
Measures
lives, protect public health, and to prevent damage to improved public
and private property.
Emergency Support
Emergency Support Functions are functional annexes to the basic
Function (ESF)
Comprehensive Emergency Management Plan. They outline the general
guidelines by which organizations will carry out the responsibilities
assigned in the plan, i.e., how response to a disaster or emergency will
be handled.
Emergency Work
Work that must be done immediately to save lives and to protect
improved property and public health and safety to avert or lessen the
threat of a major disaster.
Emergency Worker
Emergency worker means any person, including but not limited to, an
architect registered under Chapter 18.08 RCW, a professional engineer
registered under Chapter 18.43 RCW, or a volunteer registered under
RCW 38.52/WAC 118.04 who is registered with a local emergency
management organization for the purpose of engaging in authorized
emergency management activities or is an employee of the state of
Washington or any political subdivision thereof who is called upon to
perform emergency management activities.
Essential Functions
Those functions, stated or implied, that jurisdictions are required to
perform by statute or executive order or are otherwise necessary to
provide vital services, exercise civil authority, maintain the safety and
well -being of the general populace, and sustain the industrial /economic
base in an emergency.
Essential Operations
Those operations, stated or implied, that state departments and local
jurisdictions are required to perform by stature or executive order or are
otherwise deemed necessary.
Essential Personnel
Staff of the department or jurisdiction that are needed for the
performance of the organization's mission - essential functions.
Evacuation
A protective action which involves leaving an area of risk until the
hazard has passed.
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Term
Description
Event
A planned, non - emergency activity. ICS can be used as the
management system for a wide range of events, e.g. parades, concerts
or sporting events.
Facility
Any publicly or privately owned building, works, system, or equipment
built or manufactured, or an improved and maintained natural feature.
Land used for agricultural purposes is not a facility.
Federal Disaster
See Presidential Declaration.
Declaration
Federal Emergency
Agency created in 1979 to provide a single point of accountability for all
Management Agency
federal activities related to disaster mitigation and emergency
(FEMA)
preparedness, response, and recovery. FEMA provides technical
advice and funding for state and local emergency management
agencies, manages the President's Disaster Relief Fund and
coordinates the disaster assistance activities of all federal agencies in
the event of a Presidential Disaster Declaration.
Finance/ Administration
Responsible for all costs and financial /administrative considerations of
Section
the incident. Section Chief reports directly to the Incident Commander.
First Responders
Those in occupations that require they respond immediately to an
emergency event. Example: firefighters, law enforcement officers,
emergency medical services personnel, public works.
Force Account
Ajurisdiction's own labor forces and equipment.
Government Emergency
A service providing priority access telephone dialing during circuit
Telecommunications
overload conditions.
Service (GETS)
Governor's Proclamation
A proclamation by the Governor in accordance with RCW 43.06 and
of a State of Emergency
38.52 which activates the State of Washington Comprehensive
Emergency Management Plan and authorizes State resources to be
used to assist affected political jurisdictions.
Hazard
Something that is potentially dangerous or harmful, often the root cause
of an unwanted outcome.
Hazard Identification and
The HIVA is a comprehensive plan that is the result of a systematic
Vulnerability Analysis
evaluation of a jurisdiction's existing natural and technological hazards.
(HIVA)
It includes a vulnerability assessment to such hazards and provides
guidance for mitigation efforts.
Hazard Mitigation
Any measure that will reduce or prevent the damaging effects of a
hazard.
Hazmat
Hazardous Materials
Hazmat Team
Team with specialized training to response to hazardous materials
incidents.
Incident
An occurrence or event, either human - caused or natural phenomena,
that requires action by emergency services personnel to prevent or
minimize loss of life or damage to property and /or the environment.
Incident Action Plan (IAP)
The strategic goals, tactical objectives, and support requirements for the
incident. All incidents require an action plan.
Incident Command Post
A centralized base of operations established near the site of an incident.
(ICP)
That location at which primary command functions are executed; usually
collated with the incident base.
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City of Auburn Comprehensive Emergency Management Plan
Term
Description
Incident Command System
The combination of facilities, equipment, personnel, procedures, and
(ICS)
communications operating within a common organizational structure for
the purpose of coordinating the response to any event. An all- hazard,
on -scene functional management system that establishes common
standards in organization, terminology, and procedures, provides a
means (unified command) for the establishment of a common set of
incident objectives and strategies during multi- agency /multi - jurisdiction
operations while maintaining individual agency /jurisdiction authority,
responsibility, and accountability, and which is a component of the
National Interagency Incident Management Systems (NIMS). An
equivalent and compatible all- hazards, on- scene, functional
management system.
Incident Commander (IC)
The individual responsible for the management of operations at the
scene of an incident.
Incident Period
The time span during which an incident or event occurs.
Incidents of National
Those high- impact events that require a coordinated and effective
Significance
response by an appropriate combination of Federal, State, local, tribal,
private sector, and nongovernmental entities in order to save lives,
minimize damage, and provide the basis for long -term community
recovery and mitigation activities. All Presidential declared disasters are
considered Incidents of National Significance.
Individual Assistance (IA)
Supplementary Federal assistance available under the Stafford Act to
individuals, families, and businesses; includes disaster housing
assistance, unemployment assistance, grants, loans, legal services,
crisis counseling, tax relief, and other services or relief programs.
Integrated Public Alert &
It is a modernization and integration of the nation's alert and warning
Warning System (iPAWS)
infrastructure. Provides public safety officials with an effective way to
alert and warn the public about serious emergencies using EAS, WEA,
NOAA and other public alerting systems from a single interface.
Interoperable
Alternate communications that provide the capability to perform
Communications
minimum essential departmental or jurisdictional functions, in
conjunction with other agencies, until normal operations can be
resumed.
Joint Information Center
A facility that may be used by affected utilities, state agencies, counties,
(JIC)
local jurisdictions, and /or federal agencies to jointly coordinate the public
information function during all hazards incidents. May also be
conducted virtually.
Liaison Officer
The point of contact for assisting or coordinating agencies.
Local Emergency
A proclamation by the Mayor or his /her designee in accordance with
Declaration
RCW 36.40.180 and 38.52.070(2) which activates the City of Auburn
Comprehensive Emergency Management Plan and the liability
protection and resource procurement provisions of RCW 38.52.
Local Emergency Planning
A local planning group appointed by the State Emergency Response
Committee (LEPC)
Commission (SERC) to fulfill the planning requirements for a Local
Planning District under the Superfund Amendments and Reauthorization
Act (SARA) of 1986. As the planning body for preparing local hazardous
materials plans.
Local Resources
The combined resources, of the type needed to respond to a given
hazardous event, of the City and of the private sector. In any request for
state or federal resources, the requesting jurisdiction must certify that
local resources have been, or soon will be, exhausted.
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Term
Description
Logistics Chief
In the incident command structure, responsible for resource
management and responding to resource requests. Oversees Logistics
Section. Reports directly to the Incident Commander.
Logistics Section
In Incident Command structure, responsible for providing facilities,
services, and materials for an incident or event.
Major Disaster
As defined in the Stafford Act, "Any natural catastrophe (including any
hurricane, tornado, storm, high water, wind - driven water, tidal wave,
tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm,
or drought), or, regardless of cause, any fire, flood, or explosion in any
part of the United States, which in the determination of the President
causes damage of sufficient severity and magnitude to warrant major
disaster assistance under this Act to supplement the efforts and
available resources of states, local governments, and disaster relief
organizations in alleviating the damage, loss, hardship, or suffering
caused thereby."
Message Controller
A volunteer or staff member charged with recording and distributing
paper based messages in the EOC or public call center.
Message Distributors
In the Incident Command structure, responsible for routing information
about resources reporting to the incident, resource status, and
administrative and tactical traffic
Military Department
Refers to the Emergency Management Division, the Army and Air
National Guard, and Support Services.
Mitigation
Any sustained actions taken to eliminate or reduce the degree of long-
term risk to human life, property, and the environment from natural and
technological events. Mitigation assumes our communities are exposed
to risks whether or not an emergency occurs. Mitigation measures
include but are not limited to: building codes, disaster insurance, hazard
information systems, land use management, hazard analysis, land
acquisition, monitoring and inspection, public education, research,
relocation, risk mapping, safety codes, statutes and ordinances, tax
incentives and disincentives, equipment or computer tie downs, and
stockpiling emergency supplies.
Multi- Agency Coordination
A system by which multiple agencies coordinate response and limited
(MAC)
resources.
Mutual Aid Agreement
A formal or informal agreement for reciprocal assistance for emergency
(MAA)
services and resources between jurisdictions.
National Incident
A concept that provides for a total approach to all risk incident
Management System
management; NIIMS addresses the Incident Command System (ICS),
(NIMS)
training, qualifications and certification, publications management, and
supporting technology. NIMS outlines a standard incident management
organization called Incident Command System (ICS) that establishes
five functional areas -- command, operations, planning, logistics, and
finance /administration - -for management of all major incidents. To
ensure further coordination and during incidents involving multiple
jurisdictions or agencies, the principle of unified command has been
universally incorporated into NIMS. This unified command not only
coordinates the efforts of many jurisdictions, but provides for and
assures joint decisions on objectives, strategies, plans, priorities, and
public communications.
National Response
The plan that establishes the basis for the provision of federal
Framework (NRF)
assistance to a state and the local jurisdiction impacted by a
catastrophic or significant disaster or emergency that result in a
requirement for federal response assistance.
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Term
Description
National Warning System
The federal portion of the Civil Defense Warning System, used for the
(NAWAS)
dissemination of warnings and other emergency information from the
National or FEMA Region Warning Centers to Warning Points in each
state. Also used by the State Warning Points to disseminate information
to local Primary Warning Points. Provides warning information to state
and local jurisdictions concerning severe weather, earthquake, flooding,
and other activities affecting public safety.
Non - Essential Personnel
Staff of the department orjurisdiction who are not required for the
performance of the organization's mission - essential functions.
NORTHCOM
Military structure that provides command and control of Department of
Defense (DOD) homeland defense efforts and coordinates defense
support of civil authorities.
Objectives
The specific operations that must be accomplished to achieve goals.
Objectives must be both specific and measurable.
Officer
The Incident Command title for individuals responsible for Public
Information. Liaison and Safety.
Operational Period
In Incident Command, the period of time scheduled for execution of a
given set of operation actions such as specified in the Incident Action
Plan
Operations Chief
In an incident command structure, a representative of the principal first -
response agency having overall incident management responsibilities in
the field; responsible for coordinating support to individual incident
commanders. Oversees the Operations Section. Reports to the Incident
Commander.
Operations Sections
In an Incident Command structure, responsible for all tactical operation
at the incident.
Order of Succession
The order in which and conditions under which the responsibilities and
authorities of a public official are passed to another official when the
original holder of the responsibilities and authorities is unable or
unavailable to exercise them.
Plan Maintenance
Steps taken to ensure the plans are reviewed regularly and updated
whenever major changes occur.
Planning Chief
In an incident command structure, responsible for situation analysis and
anticipating future response or recovery needs and activities. Oversees
the Planning Section. Reports directly to the Incident Commander.
Planning Section
In incident command structure, responsible for the collection, evaluation,
and dissemination of information related to the incident, and for the
preparation and documentation of IAPs
Preliminary Damage
The joint local, state, and Federal analysis of damage that has occurred
Assessment (PDA)
during a disaster and which may result in a Presidential declaration of
disaster. The PDA is documented through surveys, photographs, and
other written information.
Preparedness
The range of deliberate, critical tasks and activities necessary to build,
sustain, and improve the operational capability to prevent, protect
against, respond to , and recover from domestic incidents. Within the
NIMS, preparedness is operationally focused on establishing guidelines,
protocols, and standards for planning, training and exercises, personnel
qualification and certification, equipment certification, and publication
management.
Presidential Disaster
Formal declaration by the President that an Emergency or Major
Declaration
Disaster exists based upon the request for such a declaration by the
Governor and with the verification of Federal Emergency Management
Agency preliminary damage assessments.
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Term
Description
Public Assistance (PA)
Supplementary federal assistance provided under the Stafford Act to
state and local jurisdictions, special purpose districts, tribes, or eligible
private, nonprofit organizations.
Public Information Officer
The person designated and trained to coordinate disaster related public
(PIO)
information and media relations.
Radio Amateur Civil
Volunteer ham (amateur) radio operators who provide reserve
Emergency Service
communications within government agencies in times of extraordinary
(RACES)
need. Although the exact nature of each activation will be different, the
common thread is communications.
Radio Operators
Staff or volunteers assigned to operate radios in the EOC radio room or
in the field.
Radio Room Supervisor
Staff member or volunteer assigned to supervise the people and
activities in the EOC radio room.
Recovery
A short -term and long -term process. Short -term operations restore vital
services to the community and provide for the basic needs of the public.
Long -term recovery focuses on restoring the community to its normal, or
improved, state of affairs, including some form of economic viability.
Recovery measures include, but are not limited to, crisis counseling,
damage assessment, debris clearance, decontamination, disaster
application centers, disaster insurance payments, disaster loans and
grants, disaster unemployment assistance, public information,
reassessment of emergency plans, reconstruction, temporary housing,
and full -scale business resumption. Also, the extrication, packaging,
and transport of the body of a person killed in a search and rescue
incident.
Regional Coordination
A mutual aid agreement specific to King County, which encompasses
Framework (RCF)
government agencies, non - profit organizations, and private businesses.
Response
The actual provision of services during an event. These activities help
to reduce casualties and damage and to speed recovery. Actions taken
immediately before, during, or directly after an emergency occurs, to
save lives, minimize damage to property and the environment, and
enhance the effectiveness of recovery. Response measures include,
but are not limited to, emergency plan activation, emergency alert
system activation, emergency instructions to the public, emergency
medical assistance, staffing the emergency operations center, public
official alerting, reception and care, shelter and evacuation, search and
rescue, resource mobilization, and warning systems activation.
Robert T. Stafford Disaster
(Public Law 93 -288, as amended) - The act that authorizes the greatest
Relief and Emergency
single source of federal disaster assistance. It authorizes coordination
Assistance Act
of the activities of federal, state, and volunteer agencies operating under
their own authorities in providing disaster assistance, provision of direct
federal assistance as necessary, and provision of financial grants to
state and local jurisdictions as well as a separate program of financial
grants to individuals and families. This act is commonly referred to as
the Stafford Act.
Search and Rescue (SAR)
The act of searching for, rescuing, or recovering by means of ground,
marine, or air activity any person who becomes lost, injured, or is killed
while outdoors or as a result of a natural or human - caused event,
including instances of searching for downed aircraft when ground
personnel are used. Includes DISASTER, URBAN, and WILDLAND
SEARCH AND RESCUE.
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Term
Description
Shelter in place
A protective action that involves taking cover in a building that can be
made relatively airtight. Generally, any building suitable for winter
habitation will provide some protection with windows and doors closed
and heating, ventilation, and air conditioning system turned off.
Increased effectiveness can be obtained in sheltering by methods such
as using an interior room or basement, taping windows and doors, and
other more elaborate systems to limit natural ventilation. To be used as
a protective action, sheltering requires the ability to communicate to the
public when it is safe and /or necessary to emerge from the shelter.
Stafford Act
See Robert T. Stafford Disaster Relief and Emergency Assistance
Act.
Staging Area
In an Incident Command structure, the location where incident
personnel and equipment are assigned on an immediately available
status.
Task Force
A group of any type and kind of resources with common
communications and a leader temporarily assembled for a specific
mission.
Technical Specialist
Personnel with special skills who are activated only when needed.
Terrorism
The unlawful use of force or violence committed by an individual or
group against persons or property in order to intimidate or coerce a
government, the civilian population, or any segment thereof in
furtherance of political or social objectives.
Unified Command
An application of ICS used when there is more than one agency with
incident jurisdiction or when incidents cross political jurisdictions.
Agencies work together through the designated members fo the Unified
Command, to establish a common set of objectives and strategies and a
single IAP.
Urban Search and Rescue
Locating, extricating, and providing for the immediate medical treatment
(USAR)
of victims.
Urban Search and Rescue
A 62 member organization sponsored by the Federal Emergency
task force
Management Agency in support of Emergency Support Function 9. The
task force is trained and equipped to conduct heavy urban search and
rescue and is capable of being deployed to any disaster site nationwide.
US- NORTHCOM
See NORTHCOM.
Warning and Information
Advising the public of a threatening or occurring hazard and providing
information to assist them in safely preparing for and responding to the
hazard.
Washington State Mutual
Mutual aid agreement covering all cities, counties, and state agencies in
Aid Agreement
Washington State.
(WAMACIWAMAS)
Weapon of Mass
Any weapon or device that is intended or has the capability to cause
Destruction (WMD)
death or serious bodily injury to a significant number of people through
the release, dissemination, or impact of toxic or poisonous chemicals or
their precursors; a disease organism; or radiation or radioactivity. Any
explosive, incendiary, or poison gas, bomb, grenade, rocket having a
propellant charge of more than four ounces, missile having an explosive
or incendiary charge of more than one - quarter ounce, minor device
similar to the above; poison gas; any weapon that is designed to release
radiation or radioactivity at a level dangerous to life.
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APPENDIX 2: ACRONYMS
APD — Auburn Police Department
ARC - American Red Cross
ARES - Amateur Radio Emergency
Services
ARNORTH — Army component of
NORTHCOM.
CCU — Valley Crisis Communications Unit
CDPW — Community Development and
Public Works Department
CEMP - Comprehensive Emergency
Management Plan
CERT — Community Emergency Response
Team
COAD — Community Organizations Active in
Disasters
COOP — Continuity of Operations Plan
DHS — Department of Homeland Security
DOC — Department Operations Center
DOD - United States Department of Defense
DOT — Department of Transportation
DSCA — Defense Support of Civil
Authorities
DSHS - Department of Social and Health
Services
EAS -Emergency Alert System
EMCOMM — Emergency Communications
Team
EMD - Washington State Emergency
Management Division
EMS - Emergency Medical Services
EOC - Emergency Operations Center
ESF - Emergency Support Function
FAA - Federal Aviation Administration
FEMA - Federal Emergency Management
Agency
HHS — Health and Human Services
HIVA -- Hazard Identification and
Vulnerability Assessment
HSEEP — Homeland Security Exercise and
Evaluation Program
HSOC — Homeland Security Operations
Center (DHS)
HSPD — Homeland Security Presidential
Directive
IC - Incident Commander
ICP - Incident Command Post
ICS - Incident Command System
iPAWS — Integrated Public Alert and
Warning System
IT — Innovation and Technology Department
JIC -Joint Information Center
JOC — Joint Operations Center
JTTF — Joint Terrorism Task Force
LEPC - Local Emergency Planning
Committee
MAMC — Multicare Auburn Regional
Medical Center
MRC - Medical Reserve Corps
MSCA - Military Support to Civil Authorities
MYN — Map Your Neighborhood
NAWAS - National Warning System
NIMS - National Incident Management
System
NOAA - National Oceanic Atmospheric
Administration
NORTHCOM — US Northern Command
NRF — National Response Framework
NWACP - Northwest Area Contingency Plan
NWS — National Weather Service
PDA - Preliminary Damage Assessment
PIO - Public Information Officer
PSAP - Public Safety Answering Point (911
answering point)
RCF — King County Regional Coordination
Framework
RCW - Revised Code of Washington
RHMP — Regional Hazard Mitigation Plan
SAR - Search and Rescue
SARA — Superfund Amendments and
Reauthorization Act
SBA - Small Business Association
SOP - Standard Operating Procedures
TNET — Tahoma Narcotics Enforcement
Team
UC - Unified Command
USCG - United States Coast Guard
USAR - Urban Search and Rescue
ValleyCom — Valley Communications
Center (local PSAP /911 center)
VNET —Valley Narcotics Enforcement
Team
VRFA — Valley Regional Fire Authority
WAC - Washington Administrative Code
WAMAS — Washington State Mutual Aid
System
WMD - Weapons of Mass Destruction
WSDOT - Washington State Department of
Transportation
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APPENDIX 3: AUTHORITIES AND REFERENCES
This Appendix is a compilation of references used in the completion of this version of the City of
Auburn Comprehensive Emergency Management Plan. References include City, County, State,
and Federal codes and regulations as well as plans and widely used standards.
Codes and Regulations
City of Auburn
■ Auburn City Code 2.75, Emergency Preparedness
Washington State
• RCW 10.93, Washington Mutual Aid Peace Officers Power Act
• RCW 35.33.081, Emergency Expenditures — Nondebatable Emergencies
• RCW 35.33.091, Emergency Expenditures — Other Emergencies - Hearing
• RCW 35.33.101, Emergency Warrants
• RCW 35.33.111, Forms — Accounting — Supervision by state
• RCW 35A.38, Emergency Services
• RCW 38.52, Emergency Management
• RCW 38.52.020, Declaration of policy and purpose
• RCW 38.52.070, Local Organization and Joint Local Organizations Authorized —
Establishment, Operation- Emergency Powers, Procedures
• RCW 38.52.110, Use of Existing Services and Facilities — Impressment of Citizenry
• RCW 38.56, Intrastate Mutual Aid System
• RCW 39.34, Interlocal Cooperation Act
• RCW 40.10.010, Essential Records — Designation — List - Security and Protection —
Reproduction
• RCW 42.12, Vacancies
• RCW 42.14, Continuity of Government Act
• RCW 43.21 G, Energy Supply- Emergencies and Alerts
• RCW 43.43, Washington State Patrol - State Fire Service Mobilization Plan
• RCW 47.68.380, Search and Rescue
• RCW 49.60.400, Discrimination, Preferential Treatment Prohibited
• RCW 68.50.010, Coroner's Jurisdiction over Remains
• Section 7 of Article VIII of Washington State Constitution
• WAC 118 -04, Emergency Worker Program
• WAC 118 -30, Local Emergency Management/Services Organizations, Plans, & Programs
• WAC 296 -62, General Occupational Health Standards
Federal
• Comprehensive Preparedness Guide 101 — A guide for All- Hazard Emergency Operations
Planning
• Public Law 93 -288, Disaster Relief Act of 1974, as amended by Public Law 100 -707, the
Robert T. Stafford Disaster Relief and Emergency Assistance Act
• Public Law 96 -342, Improved Civil Defense Act of 1980, as amended.
• Public Law 99 -499, Superfund Amendments & Reauthorization Act (SARA)of 1986, Title III,
Emergency Planning and Community Right to Know
• Superfund Amendments and Re- Authorization Act of 1986 (SARA Title III)
• Title 44, CFR, Section 205.16 — Nondiscrimination
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City of Auburn Comprehensive Emergency Management Plan
Plans
city
• Auburn Police Department — Standard Operating Procedures
• City of Auburn Duty Officer Manual
• City of Auburn EOC Manager Manual
County
• King County Hazard Identification and Vulnerability Assessment
• King County Comprehensive Emergency Management Plan
• King County Regional Disaster Plan
• Pierce County Hazard Identification and Vulnerability Assessment
• Pierce County Comprehensive Emergency Management Plan
State
• Washington State Comprehensive Emergency Management Plan
• Washington State Department of Transportation Disaster Plan
• Washington State Emergency Communication Development Plan
• Washington State Emergency Management Disaster Assistance Guide for Local
Governments
Federal
• American Red Cross Disaster Plan
• American Red Cross Disaster Services Regulations and Procedures: Survey /Damage
Assessment
• Americans with Disabilities Act of 1990 as amended by the Americans with Disabilities
Amendments Act of 2008, Public Law 110 -325
• National Response Framework
• Interstate Mutual Aid Compact
• National Search and Rescue Plan
• Pets Evacuation and Transportation Standards Act of 2006, Public Law 109 -308
• Comprehensive Preparedness Guide 101 v2 Guide for All- Hazard Emergency Operations
Planning
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APPENDIX 4: TRAINING, DRILLS, AND EXERCISES
PURPOSE
To identify and establish methods of meeting the training and educational needs of City of
Auburn (City) employees responsible for responding to emergencies and for community -wide
educational programs geared at self - preparedness.
CONCEPT OF OPERATIONS
The Emergency Preparedness Manager will be responsible for ensuring that City staff receives
training in specific emergency management skills and related professional development.
Public education programs will be made available upon request, and as resources permit, to all
segments of the community to increase awareness of hazards, explain how best to safely
respond, and promote self - preparedness. The Emergency Management Division will work with
public and private partners to offer the following programs:
• Schools: Information on local hazards and how to prepare for and respond to their
effects will be provided to students, faculty, and school administrators. The development,
standardization, and practice of emergency plans will be encouraged.
• Community Groups: Information on local hazards and how to prepare for and respond to
their effects will be provided to neighborhood and community groups. Those groups will
be encouraged to participate in Community Emergency Response Team (CERT) and
Map Your Neighborhood (MYN) programs to build disaster response and organizational
skills designed to increase neighborhood resiliency.
• Businesses and Non - Profits: Information on local hazards and how to prepare for and
respond to their effects will be provided to the business and non -- profit communities.
These communities will be encouraged to engage in business resumption and
contingency planning, as well as CERT training.
• City Employees: Information on local hazards and how to prepare for their effects will be
provided to City employees. CERT training (or components of CERT training) will also
be made available to them.
The City will utilize the full -range of exercise types including discussion, tabletop, functional, and
full -scale exercises.
Each City department is responsible for ensuring that their employees are trained in the
concepts of the Comprehensive Emergency Management Plan (CEMP) and in the department -
specific standard operating procedures (SOPs) or Continuity of Operations (COOP) Plan. The
Emergency Management Division will regularly offer training on the CEMP and will assist
departments in SOP and /or COOP training.
Every non - temporary City employee and elected official is required to complete ICS 100 (or
G402 for elected officials) and IS 700 training within six months of hire to ensure the City's
continued compliance with NIMS. The Emergency Management Division will offer the courses
as- needed and will assist employees with taking them on- line..
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Certain City employees are required to complete more advanced levels of NIMS compliant ICS
training. This includes:
• Supervisors: ICS 200
• Mid -Level Managers and designated EOC Section Chiefs: ICS 300 and IS 800,
• Senior Managers /Department Directors, designated Incident Commanders and EOC
Managers: ICS 400
• EOC Section Chiefs /Incident Commands /EOC Managers: FEMA position specific
and /or IEMC training,
Generally, an employee is required to complete each new level of training within 6 months of
being hired or promoted. The Emergency Management Division will identify these employees
and provide them with information on upcoming training opportunities as appropriate. The City
will use outside resources to provide specialized training, if appropriate.
The Emergency Preparedness Manager, in coordination with the Director of Emergency
Management, is responsible for ensuring that drills and exercises are conducted to evaluate the
effectiveness of the CEMP and to determine future training needs.
RESPONSIBILITIES
A. City of Auburn
City Departments
a. Develop SOPs or COOPs that define employees' operational responsibilities during
an emergency or disaster.
b. Provide necessary training, in coordination with the Emergency Management
Division, to enable employees to carry out those responsibilities.
c. Provide input for after - action and corrective action reports.
2. Emergency Management Division
a. In coordination with the Director of Emergency Management and outside agencies
as appropriate, design, conduct, and evaluate drills and exercises to determine the
effectiveness of the City's emergency management programs and employee training.
b. In coordination with all City Departments and outside agencies as appropriate,
coordinate the writing and dissemination of exercise related after - action reports,
including recommended corrective action measures.
c. Design, coordinate, evaluate and report corrective actions in accordance with the
Homeland Security Exercise and Evaluation Program (HSEEP) guidance.
B. Local Organizations
1. Valley Regional Fire Authority (VRFA)
a. As requested, assist the Emergency Management Division in the design,
implementation, and evaluation of drills and exercises to determine the effectiveness
of the City's emergency management programs and to ensure coordination of efforts
during a real event.
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2. Multicare Auburn Medical Center (MAMC)
a. As requested, assist the Emergency Management Division in the design,
implementation, and evaluation of drills and exercises to determine the effectiveness
of the City's emergency management programs and to ensure coordination of efforts
during a real event.
3. All other support agencies
a. Participate in training and exercises, if requested and as resources allow.
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APPENDIX 5: DISTRIBUTION LIST
NAME
DEPARTMENT OR AGENCY
PLAN #
Nancy Backus
Mayor
1
John Holman
Deputy Mayor
2
Rich Wagner
Councilmember
3
Claude DaCorsi
Councilmember
4
Wayne Osborne
Councilmember
5
Largo Wales
Councilmember
6
Bill Peloza
Councilmember
7
Yolanda Trout
Councilmember
8
Bob Lee
Police Chief
9
Rob Roscoe
Director of HR /Risk & Property Mgt
10
Shelley Coleman
Finance Director
11
IT Director
12
Dan Heid
City Attorney
13
Kevin Snyder
CDPW Director
14
Daryl Faber
Parks, Arts & Recreation Director
15
Jeff Tate
CDPW Asst. Director, Planning
16
Sarah Miller
Emergency Management EMC
17
EOC
Emergency Management
18
EM Office
Emergency Management
19
Randy Bailey
CDPW Asst. Director, M &O EMC
20
21
Ingrid Gaub
CDPW Asst.Director, Engineering EMC
22
Jeff Dixon
Planning Manager EMC
23
Aaron Barber
Emp Rel /Com ensation Mgr EMC
24
25
VACANT
Building Division Manager EMC
26
Mike Hirman
Police Commander EMC
27
Brian Petty
Recreation Manager EMC
28
Patrick Mamaril
Support Specialist EMC
29
Dana Hinman
Public Affairs/Marketing Manager EMC
30
Bob Brooks
Financial Planning Manager EMC
31
Mike Miller
Parks Maintenance Manager EMC
32
33
Lisa Moore
Facilities Manager
34
Michael Hursh
Director of Administration /EM Director
35
Neil Wachter
Asst City Attorney EMC
36
Radine Lozier
Senior Center Supervisor
37
Chris James
Police Records Manager
38
39
Mike Gerber
VRFA
40
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EMERGENCY SUPPORT FUNCTIONS
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ESF 1: TRANSPORTATION
LEAD: Community Development and Public Works (CDPW)
SUPPORT: City: Innovation & Technology (GIS)
Police
Parks, Arts, and Recreation
Emergency Management
Local: Auburn School District
County: King County Transportation Department
Pierce County Transportation Department
King County Metro Transit
Sound Transit
State: Washington State Department of Transportation
Washington State Emergency Management Division
INTRODUCTION
A. Purpose
1. To provide guidance and direction to ensure effective coordination and utilization of the
transportation system during emergency situations.
2. To provide identification of emergency transportation routes for the movement of people
and materials.
3. To provide for the coordinated evacuation of the population from an area of high risk in
the event of a threatened hazard.
B. Scope
This Emergency Support Function (ESF) addresses emergency transportation issues
including capabilities, routes, and resources needed for the ability to deliver relief services,
supplies, and the ability to move people.
POLICIES
A. The Transportation Coordinator in the Emergency Operations Center (EOC), with assistance
from internal departments and outside support agencies, has primary responsibility for
emergency transportation activities within the City of Auburn.
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PLANNING ASSUMPTIONS
A. The Community Development and Public Works Department (CDPW) will provide a
representative to the EOC who will serve as Transportation Coordinator. This will generally
be an employee from the Transportation Section of the Engineering Division.
B. The Transportation Coordinator will coordinate transportation activities within the City.
C. Transportation infrastructure may sustain significant damage in a disaster. The damage will
influence the means and accessibility level for relief services and supplies.
D. Disaster responses which require transportation capacity may be difficult to coordinate
effectively immediately following an emergency or disaster.
E. The requirement for transportation capacity during the immediate life saving response phase
may exceed the availability of City readily obtained assets.
F. Where the local ground, water, or air transportation systems have been severely disabled,
local political subdivisions (cities and counties) will act to restore transportation systems and
equipment on a priority basis.
G. Metro Transit, Sound Transit, and the Auburn School District may, subject to the conditions
of the disaster and availability of operators and equipment, support emergency operations
with buses, vans, or trains upon request of the City.
CONCEPT OF OPERATIONS
A. The CDPW Department shall provide damage assessment of streets, overpasses,
pedestrian /bicycle routes, traffic signals, and other transportation facilities. The department
shall provide for emergency repair and restoration of city -owned transportation facilities and
coordinate the repair of facilities owned by other agencies that are essential to the
functioning of the City's transportation network.
B. As the extent and transportation needs resulting from an emergency or disaster are
identified, the Transportation Coordinator, in conjunction with CDPW Department, will
identify the most efficient and effective method of operating the transportation system to
appropriately respond to the emergency or disaster.
C. If local capabilities in meeting transportation needs are exceeded, additional resources or
assistance may be obtained through existing mutual aid agreements and /or contracts
through private vendors. Requests for additional assistance should be coordinated through
the Transportation Coordinator.
RESPONSIBILITIES
A. City of Auburn
1. All City Departments
a. Designated staff report to the EOC for duty
b. Notify EOC of observed and reported damage to the transportation system.
c. Provide transportation resources and support, as requested and available.
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d. Maintain accurate records of all personnel and equipment usage time to facilitate
reimbursement.
e. Support recovery efforts as identified in the SOPs.
f. Support appropriate local, State, and Federal agencies as conditions warrant and
within the realm of local plans and procedures.
g. Provide situation and status reports, as requested.
h. Participate in debriefing and critiques organized by the Emergency Management
Division or individual City departments.
2. Community Development and Public Works Department
a. Develop policies and procedures to ensure delivery of adequate fuel sources for City
resources during an event.
b. Identify emergency routes and alternative methods of transportation to be used
during an emergency.
c. Maintain an inventory of equipment (signs, barricades, paints, etc.) that is readily
available to be used to respond to road closures and detour route marking in the
case of an emergency or disaster.
d. Maintain a list of transportation assets owned by the City (buses, vans, etc.) and
organizations with which the City has mutual aid agreements, as well as
organizations that might have transportation assets available to the City for use
during an emergency or disaster.
e. Establish a system for dispatching and tracking repair crews and equipment hours of
work /use.
f. Provide a representative to serve as the Transportation Coordinator in the EOC.
g. Coordinate operational strategies with county and state transportation systems to
ensure an integrated approach to transportation issues.
h. Immediately notify the EOC of partial or total road closures and detours.
i. Place signs, barricades, and traffic control devices, as needed, to promote orderly
traffic flow and protect the public from unsafe conditions.
j. Arrange for delivery of emergency fuel sources.
k. Coordinate assessment and reporting of damage to streets, bridges, and other
transportation routes.
I. Select detour routes and make appropriate changes to traffic control devices to
improve the safety and efficiency of the transportation network.
m. Provide for the safe and effective operation of streets and walkways through debris
removal.
n. Conduct minor street and structure repair as directed by CDPW DOC or the EOC.
o. Decide when to re -open closed roads and coordinate activities necessary to
accomplish this.
p. Request additional resources or assistance through mutual aid agreements, existing
contracts, or the EOC.
q. Arrange for needed City vehicle maintenance and support.
r. Conduct detailed assessment of all streets, bridges, and other transportation routes.
s. Develop a list of all damaged transportation facilities, establish priorities, and
estimate repair costs.
t. Coordinate the return of the transportation system to normal operations.
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3. Innovation & Technology — GIS Division
a. Work with CDPW Department to determine types of maps needed during an event.
b. Ensure that the EOC is supplied with current paper maps related to transportation;
coordinate the number, type, and geographic section with the transportation section
of the CDPW Department. Maps will be printed and stored at the CDPW DOC as
well as the EOC.
c. Ensure that electronic maps related to transportation are kept updated and readily
available for emergency purposes.
d. Create and print additional maps as directed by the Transportation Coordinator
during an event.
e. Update existing maps to reflect any permanent changes to the transportation system
that resulted from the event.
4. Parks Department
a. Coordinate with the CDPW Department to supplement their work force during an
event.
b. In coordination with the CDPW Department, provide for the safe and effective
operation of streets and walkways through debris removal.
5. Police Department
a. Coordinate with the CDPW Department to identify emergency routes and alternate
methods of transportation to be used during an emergency.
b. Report transportation infrastructure damage to the EOC.
c. Provide support for traffic control.
d. Request placement of traffic control devices to affect orderly traffic flow.
e. Recommend detour routes.
f. Coordinate with the Transportation Coordinator to assist in re- opening of closed
roads..
6. Emergency Management Division
a. Develop plans and agreements to utilize transportation assets belonging to outside
organizations.
b. Facilitate resource inventory and tracking systems.
c. Conduct public education campaigns to alert residents of emergency transportation
and evacuation routes.
d. Ensure that EOC staff has access to resources necessary to perform transportation
functions.
e. Compile information on personnel and equipment usage to be used for
reimbursement purposes.
f. Assist in locating funding sources for transportation infrastructure repair and /or
replacement.
B. Local Organizations
1. Auburn School District
a. Provide a representative to the EOC, if requested and as resources allow.
b. Coordinate with the EOC for the provision of school district transportation assets to
assist in meeting emergency transportation needs, as resources allow.
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2. King and Pierce County Transportation Departments
a. Coordinate county -wide transportation route recovery projects with affected agencies
and jurisdictions.
b. Provide support to the City in re- opening transportation routes.
c. Provide information to the City on closed routes outside the City limits that may
impact City transportation needs.
3. Regional Transit Agencies (Metro and Sounder)
a. Provide a representative to the EOC, if requested and as resources allow.
Coordinate with the EOC for the provision of agency assets to assist in meeting
emergency transportation needs, as resources allow.
4. Washington State Department of Transportation
a. Coordinate repair and recovery projects on state maintained highways.
b. Provide information to the City on closed routes that may impact City transportation
needs.
5. Washington State Emergency Management Division
a. Coordinate State and Federal response for transportation assistance, if requested by
local or county government.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Washington State Comprehensive Emergency Management Plan
7. Washington State Department of Transportation Disaster Plan
8. National Response Framework
ATTACHMENTS
1. City of Auburn Evacuation Plan
a. Pre - Printed Evacuation Instructions
2. City of Auburn Snow and Ice Routes Map
3. City of Auburn Lahar Evacuation Map
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Attachment 1: City of Auburn Evacuation Plan
INTRODUCTION
A. Purpose of Plan
The purpose of the Evacuation Annex is to provide the guidelines necessary for the City of
Auburn to conduct an organized and efficient evacuation of all, or part, of the City
population.
The plan is not meant to identify routes for evacuation, but is meant to provide the
information, tools and guidelines that officials will need in the event the City of Auburn (City)
orders an evacuation.
This plan will rely on the City's Comprehensive Emergency Management Plan (CEMP) for
establishing command structure, identification of resources, and coordination protocol
between neighboring jurisdictions and other levels of government.
B. Scope
This Evacuation Plan is specific to the City of Auburn. This plan is designed to be a subset
of the City's Comprehensive Emergency Management Plan (CEMP), which is designed to
work in concert with the emergency management plans of both King and Pierce Counties,
as well as the State of Washington and the National Response Framework (NRF). The
City's CEMP defines the geographic scope and population of the City which must be
considered in an evacuation. All issues not specifically addressed in this plan will be found
in the CEMP in the appropriate ESF.
C. Authorities
This plan is developed under the authorities of the local, state, and federal statutes and
regulations that are listed in the CEMP.
CRITICAL ASSUMPTIONS
A. Regulatory issues in State of Washington relevant to conducting an evacuation:
• The City is responsible for evacuations that occur within the City limits and may only
issue an evacuation order after the Mayor or his /her designee has proclaimed a civil
emergency.
• King and Pierce County Emergency Management will support the City with carrying out
evacuation and sheltering activities.
• King and Pierce County Emergency Management will coordinate with federal, state,
volunteer and private agencies, however, primarily coordination is the responsibility of
the City.
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B. Local Parameters
Localized site - evacuations due to small incidents will be handled using the Incident
Command System as outlined in the CEMP. The Incident Commander is authorized to take
measures designed to protect lives and does not require a Mayor's proclamation to do so.
C. Local Limitations
It is assumed that in cases of large -scale evacuation, City resources will rapidly become
overwhelmed. It is likely that assistance will be required from all surrounding jurisdictions
and this assistance will need to be coordinated at the Zone or County level.
It is assumed that the City will issue notices of evacuation areas and provide final
destination locations when possible, but will not force those to leave who refuse.
All evacuation announcements, notices and related information will be provided in English.
The City owns limited wheel -chair accessible vehicles. In an evacuation scenario with
suitable notice, the City will rely upon mutual aid agreements, including the King County
Regional Coordination Framework, to procure suitable transportation for all those who need
to leave the area. For short notice events, such as a lahar, it will not be possible to call upon
those agreements due to the extremely compressed time -frame and the influx of traffic
fleeing the lahar path from the south. Residents, workers, or other people or groups that
cannot assist themselves will only receive assistance from the City if resources are
available, which is not likely in a lahar scenario. Schools, nursing homes, and other facilities
with large numbers of people and limited transportation must plan for their own
transportation in case of an evacuation in this scenario.
Coordination of security in evacuated areas is the responsibility of the Auburn Police
Department and may be conducted by APD, by police agencies responding under mutual
aid, by private security under contract, or by requested military forces, and will be
accomplished at a level deemed appropriate under the circumstances at the time. Given that
evacuation orders are only given when a hazard presents a threat to life safety, it is unlikely
that evacuated areas will be actively patrolled since it is the City's policy not to put the lives
of first responders in jeopardy to protect property. Security in evacuated areas will primarily
consist of limiting or blocking access to the evacuated areas until such time as a reentry
process is established. When a re -entry process is established, those tasked with security
will follow the process set forward by the Incident Commander.
HAZARDS
A. All hazards
All known hazards have been identified in the King and Pierce County Regional Hazard
Mitigation Plans (RHMP). This annex is designed in such a way as to be usable for all types
of hazards.
B. Likely hazards of note for jurisdiction
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Auburn's portion of the King County Regional Hazard Mitigation Plan highlights the hazards
that are more likely to occur within Auburn. Among the most significant with the potential for
evacuation are lahar, flood, and hazardous materials incidents.
CONCEPT OF OPERATIONS
Evacuation operations occur in four stages: 1) Evacuation of the population; 2) Support of
mobile (passing through) evacuees; 3) Reception of evacuees and; 4) Support of agencies
performing 1 -3. Local government is responsible for the development of a plan to evacuate and
provide mass care services for the public in the event of an emergency. Local government will
perform one or more of the functions listed above. The Counties and State will assist in this
effort, however the majority of resources will initially come from local jurisdictions.
RESPONSIBILITIES
King and Pierce County Offices of Emergency Management, as well as the Washington State
EOC, will support local government units with carrying out evacuation and sheltering activities,
however the responsibility to request and utilize resources rests with the local government unit,
in this case the City.
At the local level, four types of evacuations have been defined. They are:
1. Site Evacuation:
A small -scale localized evacuation may be needed as a result of a severe weather
event, hazardous materials incident, major fire, bomb threat, or civil disturbance. Site
evacuation involves a small number of people. This typically includes workers at the site
and people from adjacent occupancies or areas. The people are easily evacuated and
collected upwind or outside the hazard zone. Evacuation holding times are typically
short, generally less than an hour or two, and people are permitted to return to their
businesses or homes.
2. Intermediate Level Evacuation
Intermediate level involves a larger number of people and a larger area. This level
effects homes and businesses away from the initial incident area, however still generally
effects less than 100 people. People may remain out of the area for two to four hours or
longer. Evacuation completion times will be somewhat longer than a site evacuation but
generally rapid. Collecting, documenting, and controlling the evacuees becomes more
difficult. Off -site collection sites or shelter areas will need to be determined and
managed. Some evacuees will leave the area on their own or at the direction of their
employers. Site perimeters become larger and perimeter security requires more
resources. Close coordination between involved departments and agencies will be
required. The EOC may be activated to support incident activities, as the situation
warrants.
3. Larae Scale Evacuation
Large scale evacuation could be required in the event of a significant natural or
technological disaster or a terrorist threat or attack. Thousands of people could
potentially be evacuated and rapid initiation of the evacuation process may be required.
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Evacuees may be out of their homes and businesses for many hours or days.
Evacuation completion time frames will be extended. Evacuation shelters and dormitory
style shelters will need to be located, opened, and managed, either by the City of Auburn
or by supporting cities. Documentation and tracking of evacuees will become more
important and more difficult. Close coordination with all responding agencies will become
more critical. Evacuation sites and perimeters will become extended and require many
more resources to maintain. Security of the evacuated area will become a larger
concern. The EOC will be activated to support the incident activities.
4. Mass Evacuation
Mass evacuation could be required due to an event that has, or may cause, a major
disaster in the City of Auburn and /or the surrounding area. The situation may require the
implementation of regional, multi - jurisdictional evacuation and sheltering operations,
utilizing mutual aid agreements and the King County Regional Coordination Framework
(RCF). Entire portions of the City may need to be evacuated for an extended period of
time. Large -scale reception operations would be required and sheltering needs would be
regional in nature. Local resources will not only be part of the evacuating population, but
will also be almost immediately exhausted. Significant regional, state, and federal
assistance will likely be required to support evacuation and sheltering operations.
EVACUATION OPERATIONS
The sequence of an evacuation can be divided into six phases in the following order:
1. Incident Analysis
2. Warning
3. Preparation to Move
4. Movement and En -Route Support
5. Reception and Support
6. Return
Within each of these phases different steps may occur. This portion of the plan identifies tools
and resources that could be utilized in an emergency evacuation situation. It is likely that some,
but not all, of these tools would be used and the Incident Commander will direct the
development of specific evacuation plans and routes at the time of the emergency, specific to
the hazards known at the time of the event. However, some evacuations are predictable and
can be planned in advance (dam breaks, Iahars, some floods, etc). Where a known hazard
exists that can be adequately planned for, evacuation areas and routes will be planned in
advance to the greatest extent possible and made available both to the public and to City
officials and responders.
The following pages detail the responsibilities of each ICS section for each of the six evacuation
phases.
A. Incident Analysis
1. Command
Decisions to evacuate will be made on a case -by -case basis, except in response to
known hazards such as dam breaks and Iahars. The decision to evacuate will depend
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entirely upon the nature, scope, and severity of the emergency. Other factors to consider
are the number of people affected, the actions necessary to protect the public, and the
length of time available in which to effect evacuation. Those decisions may be made
singularly or jointly by the on -scene Incident Commander(s), the Emergency
Management Director, or the Mayor. Though it is preferable to have an evacuation order
signed by the Mayor (or designee) for any evacuation larger than a "Site Evacuation ",
the safety of the public is our foremost concern and evacuations that are necessary to
immediately protect lives will not be delayed due to the lack of such an order.
There are three types of evacuation notices:
Evacuation Alert
This alert is issued when it is believed that a hazard has a high probability of posing a
significant threat to people living in an area of risk. People and businesses are
encouraged to prepare to leave the danger area, however the decision to evacuate will
be in the hands of the individuals. This type of alert might be used when it appears that a
flood event is probable but is still 72 hours away from occurring.
Evacuation Request or Warning
This evacuation order is issued when it is believed that though the possibility of a hazard
is high, the potential impact is low to moderate. Again, the decision to evacuate is solely
the responsibility of the individuals. This type of notification might be used when it
appears that a flood event is highly probably but is still 48 hours away from occurring.
Mandatory Evacuation Order
A mandatory evacuation order is issued when it is believed that both the probability and
impact of a hazard are high and that the lives of the public, and any responders
attempting to assist them, will be at grave risk. Though ultimately the decision to
evacuate still rests with the individual, those who choose not to heed the order will,
whenever possible, be warned that the availability of emergency responders to assist
them will be severely hampered or non - existent. Whenever possible, responders will
utilize the guidelines contained in ESF 2: Communications and Warning for gathering
information from residents who refuse to leave. It is understood that the City of Auburn
will not dedicate resources to force the evacuation of those who refuse to leave, even if
doing so will save their lives. Resources will be dedicated to assisting in the safe
evacuation of those who voluntarily leave. This order might be used when flooding is
projected to occur within the next 24 hours or is occurring now.
2. Operations
The Field Incident Commander will be responsible for assessing the situation and
performing the following tasks as necessary:
• Conduct rapid size -up and determine the need to evacuate
• Determine initial evacuation boundaries
• Appropriately staff the command post and field ICS organization
• Order the alert of outside agencies and departments
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• Provide the EM Director and /or EOC Manager with pertinent details and current
status
3. Planning
The Planning Section will gather information on current conditions, projected conditions,
and any additional hazards and re- evaluate the initial evacuation area, recommending
any necessary adjustments.
4. Logistics
The Logistics Section will provide for all requested logistical needs and will look ahead to
identify future resources needs and availability (based on information provided by the
Planning Section).
5. Finance
The Finance Section will ensure compliance with existing disaster financial policies,
make recommendations for emergency policies, and establish administrative controls to
manage the expenditure of funds, provide reasonable accountability, and secure
necessary documentation for bill payment and reimbursement requests. They also assist
the Logistics Section with purchasing and acquisition needs.
B. Warning and Notification
The decision to evacuate must be carefully considered with the timing and nature of the
incident. Some incidents, such as a White River lahar, will trigger immediate evacuation
notices and movement. Other incidents will require a much more organized and supervised
effort to relocate people. Although evacuation is an effective means of moving people out of
a hazard area, anything larger than a site evacuation should be considered a measure of
last resort due to its complexity and the stress it puts on both the public and responders.
1. Command
The decision to evacuate, warn, and notify rests with the Incident Commander or
Emergency Management Director. Whenever feasible, this decision will be made in
conjunction with the Mayor or designee. Lives will not be put in jeopardy however
awaiting confirmation of such order from a higher authority. A PIO will be added to the
Command Staff if not already assigned in order to facilitate Communications, Warning,
and Public Information requirements.
2. Operations
Once the decision to evacuate has been made, notifications will be made utilizing the
process and procedures outlined in ESF 2, including the Field Warning /Evacuation
instructions contained in ESF 2 Attachment 2 and CodeRed usage outlined in
Attachment 3. Instructions will be provided in an appropriate manner utilizing the format
contained in ESF 1 Attachment 1 "Public Pre - Printed Evacuation Instructions ". Public
notifications will also be made in accordance with ESF 15.
Door -to -door or neighborhood evacuation instructions will be determined based on the
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,'most good for the most number' philosophy, recognizing that there may not be sufficient
time or personnel to reach every single person. It is important to note that in case of a
lahar, which leaves a potential 90 minute window in which to evacuate the valley floor, it
will not be possible to perform any notifications other than mass media and CodeRed.
City personnel efforts will be concentrated on removing personnel and equipment from
harms way in order to safeguard our ability to assist those in need after the event
occurs.
3. Planning
The Planning Section will be responsible for all planning associated with the evacuation,
including identification of alternate routes and planning for re- entry.
4. Logistics and Finance
Refer to responsibilities listed in the "Incident Analysis" section.
C. Preparation to Move
The third phase in the evacuation function is to prepare to move those in the affected area.
To successfully implement a large -scale evacuation, it is essential that all affected
communities, regions, and the state work together prior to and during the evacuation
process. An effective evacuation is closely dependent upon the provision and coordination
of evacuation information and instructions.
1. Command
Once the decision has been made to evacuate, the Incident Commander or Emergency
Management Director shall direct personnel to carry out the necessary activities and to
determine whether Unified Command with other organizations is necessary. Command
will also have the responsibility for approving the evacuation plan created by the
Planning Section.
2. Operations
The actual evacuation process will typically be managed and executed by the
Operations Section, as an Evacuation Branch, upon receipt of an evacuation plan
approved by the Incident Commander. Other ICS Branches will be implemented as
needed. Groups within the Evacuation Branch may include, but are not limited to:
Transportation, Public Information, Police, Staging, Reception, and Shelter.
3. Planning
The Planning Section will be responsible for all evacuation planning for which pre -plans
do not exist, in cooperation with all involved departments and agencies. Any evacuation
plan will be approved by the Incident Commander prior to implementation. Evacuation
planning considerations include, but are not limited to:
a. Command structure: single jurisdiction, multiple jurisdictions (Unified Command), or
large area (Area Command).
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b. Communications needs and availability. Whenever possible, evacuation operations
will be conducted on separate channels from response operations and routine traffic.
c. Implementation of a building marking /recording system that incorporates three
designations: 1) Occupants have been informed and will evacuate; 2) Occupants
notified but refused to evacuate; and 3) Notification attempted but no occupant
available to receive (information should be posted on doors in that event).
d. Need for a mobile command post
e. Procedures for security and admission to restricted areas
f. Procedures for identifying those with authority to travel in restricted areas
(emergency vehicles, essential personnel, etc.)
g. Number of buildings to be notified and number of personnel needed to conduct
notification in a given time period
h. Availability and issuance of personal protective equipment and devices when
needed.
i. Ability to shelter -in -place versus evacuation as appropriate and ability to convey such
information to building occupants.
j. Ability to brief all incident personnel on evacuation or shelter -in -place procedures,
building marking /recording system, and critical life safety information.
k. Criteria that must be met before re -entry will be allowed and identification that must
be provided by occupants before they will be allowed to re -enter the impacted area.
I. Availability of neighboring jurisdiction, regional disaster plan, county, state, and
federal assets to assist in evacuation.
4. Logistics and Finance
Refer to responsibilities listed in the "Incident Analysis" section.
D. Movement and En -route Support
Transportation to evacuation and sheltering locations remains primarily the responsibility of
individuals ; however the City will assist with transportation to the extent it is able.
1. Command
Command responsibilities remain the same as in the previous section.
2. Operations
If outside transportation assets are available for large scale evacuations, transportation
pick -up points will be established for those who do not have their own transportation.
Pick -up points must be sufficiently large to accommodate the anticipated number of
evacuees and transportation assets and must be easy for evacuees to find. Staging
areas will be established to organize and direct any incoming transportation assets and
to route them to the appropriate pick -up and drop -off locations. Whenever possible,
evacuees will be informed of their destination prior to boarding provided transportation.
Depending upon the situation, law enforcement assets may need to be utilized as
escorts for transportation in order to move people from pick -up points to evacuation or
shelter sites. These escorts can also provide necessary communication between the
transportation assets and Incident Command. If escorts are not used, it is imperative that
some reliable method of communication be established between the transportation
assets and Incident Command.
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Evacuation routes must be coordinated with outside jurisdictions and agencies whenever
jurisdictional boundaries are crossed. This coordination may be long -term in nature.
Efficient and rapid communication between all impacted jurisdictions is essential.
3. Planning
The most likely area of Auburn to require evacuation is the valley floor. There are limited
transportation routes available for evacuation from the valley floor to higher ground. Not
only are there a limited number of routes, the majority of the routes also have limited
capacity, due to their being two -lane roads. Several State routes run through and near
the City and every effort must be made to coordinate usage with the State and other
impacted jurisdictions. The primary form of transportation out of the hazard area will be
private vehicles owned and operated by the evacuating public, even in instances such
as a lahar where people are specifically told to walk out of the area. Additional modes of
transportation should be identified by the Planning Section to accommodate those who
do not have their own transportation.
The City of Auburn owns very limited transportation assets. Through the Regional
Coordination Framework the City has access to Auburn School District, Sound Transit,
and King County Metro busses, as well as other assets. Activation of those assets is
time consuming and potentially costly. It is not reasonable to believe those assets would
be available with short - notice; however they would likely be within a matter of hours,
assuming the event is localized. If the event is more regional in nature, the assets
available to the City of Auburn may be limited or non - existent.
Before announcing evacuation routes to the public, it is critical to determine evacuation
and /or shelter points as well, so that people have a destination in mind when they
evacuate. If these evacuation or shelter points are located outside the City, maps will
need to be provided or evacuation routes will need to be well marked. Traffic conditions
along evacuation routes need to be monitored and adjustments made as necessary to
maximize throughput.
4. Logistics and Finance
Refer to responsibilities listed in the "Incident Analysis" section.
E. Reception and Support
The requirements for mass care support will vary depending upon the nature, type, and level
of the evacuation and event. If evacuation points are utilized, they will be operated as "safe
zones" where water, restrooms, and ample parking are made available when possible. The
majority of services required for Reception and Support are covered under ESF 6: Mass
Care.
1. Command
The high demand for mass care support during a large -scale evacuation will likely
necessitate partnerships between a variety of government, non - profit, and even private
organizations. Guidelines for this can be found in ESF #6. Command will need to ensure
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appropriate Liaisons are setup between all involved agencies.
2. Operations
The Operations Section will be responsible for staffing any shelters activated within the
City limits, according to the guidelines in ESF #6. All shelter locations, whether "official'
or "unofficial' must be reported to the Planning Section for accurate tracking.
3. Planning
The City is responsible for providing shelters, shelter staffing, and shelter supplies within
the City limits to the extent that it can do so. These efforts may be supplemented by the
American Red Cross, Salvation Army, and a variety of other non - profit and private
organizations. It will likely take several days before those resources arrive and can be
utilized, particularly in the event of a large -scale disaster. The Planning Section must
take these factors into account when preparing plans for reception and support. Refer to
the ESF #6 Shelter typing list for specific types of shelters that may be needed and their
individual requirements.
4. Logistics and Finance
Refer to responsibilities listed in the "Incident Analysis" section.
F. Return
1. Command
The decision to return evacuees to their homes rests with the Incident Commander or
Emergency Management Director. No other agency or individual may authorize mass
reentry, however all relevant decision - makers will be included in the process and all
relevant information will be utilized.
2. Operations
If re -entry is to be restricted or partial, the Operations Section must have procedures in
place to properly identify residents, support personnel, first responders, contractors,
insurance adjusters, media, and others who have legitimate reasons to be in the
previously closed area. Staffing for re -entry points must be obtained, including additional
law enforcement personnel if necessary. Transportation may need to be provided for
those who were transported out of the area initially. The Incident Commander will be
responsible for determining when re -entry has been completed and making appropriate
notifications. At this point, Operations may become primarily a human services oriented
section and appropriate staff must be added to provide those services and related
information.
3. Planning
The Planning Section will develop the re -entry plan in conjunction with all involved
sections, departments, and agencies. Re -entry priorities include:
• Life Safety
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• Physical Security
• Damage Assessment
• Service Restoration
• Information Dissemination
Prior to re -entry being allowed, the closed area must be thoroughly inspected and
analyzed to ensure the safety of returning residents. The assessment should include, but
not be limited to:
• Structures and trees are stable (or unstable ones are clearly tagged out)
• Initial damage and safety assessments have been completed
• Leaking or ruptured gas lines have been capped or repaired
• Downed power and other utility lines have been repair or do not pose a safety hazard
• Water and sewer lines have been repaired
• Search and rescue operations are complete
• Hazardous materials have been removed or appropriate warnings issued
• City water is safe to drink or appropriated notices have been made (boil water
orders, etc.)
• Major transportation routes are passable and debris has been cleared from right -of-
way
• Flood waters have receded
• All significant threats to public safety have been eliminated or mitigated
The public will be notified of re -entry status using the communications methods identified
in ESF #2 and ESF #15.
4. Logistics and Finance
Refer to responsibilities listed in the "Incident Analysis" section.
ADMINISTRATION
This plan should serve as a guidance document for the City of Auburn, in conjunction with the
CEMP, for dealing with evacuation emergencies. This plan shall be incorporated into the CEMP
and adopted /updated on the same schedule.
A. Resource Management
Evacuations can be resource - intensive. General guidelines exist, within this plan and
elsewhere, on the types and numbers of resources necessary to conduct an evacuation.
The resources needed will depend on a variety of factors, including incident size, location,
time of day, and others. The City has available to it additional resources via the King County
Regional Coordination Framework and other mutual aid agreements. Resources will be
managed in such a way that unused /unneeded resources will not be retained, but instead
will be made available to other jurisdictions that may need them.
B. Supportive Agreements
Nearly any medium or large scale evacuation will initially overwhelm the City's available
resources. Large incidents may overwhelm available resources for several days or longer.
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The City, through the previously mentioned agreements, may reach out to neighboring
jurisdictions, counties, the state, non - profit organizations, and the private sector to obtain
needed personnel, technical assistance, and supplies.
C. Emergency Funding Mechanisms
The need for additional resources is likely to put extreme strain on existing City funds.
Though in a major disaster, federal assistance is likely; funds must first be expended locally
and then reimbursed by the federal government. There is no guaranteed timeline for when
that reimbursement will take place. All agreements and understandings entered into for the
purchase, lease, or use of equipment and services will be in accordance with the provisions
of Auburn Municipal Code and procedures. A declaration of emergency by the Mayor, or
designee, may suspend select rules and regulations; however, it is critical that the City
Finance Department, either in their capacity as Finance Section or in daily operations, be
involved in major purchase issues to ensure adequate funds exist to pay for them. Any
changes or special procedures the Finance Section puts in to place during an emergency
must be clearly communicated to the Emergency Management Director, Incident
Commander, EOC Manager, and others who may have spending authority. It is critical that
all expenditures, finance procedure changes, and other finance related matters be
thoroughly documented in order to seek reimbursement from the federal government should
it become available.
D. Post - Incident After Action Reports
The City recognizes the value of conducting a debriefing of those parties involved in disaster
incidents. This allows for review of how the evacuation was executed and helps to illustrate
what can be done to better prepare the City for the next event. Debriefings and after - action
reports will be conducted after every significant evacuation event.
PLAN REVIEW AND MAINTENANCE
Planning is an on -going process. As a result, this document is likely to change and adapt in
order to reflect growth and change within the City. As part of the City's CEMP, this plan will be
reviewed annually and updated not less than every four years. The process for review and
maintenance will follow that of the CEMP.
TRAINING AND EXERCISES
On -going training and exercises based on this plan will ensure that new hazards and changes in
the City can be addressed. This plan will be trained and exercised in conjunction with the
CEMP, following the procedures put forth in that document.
APPENDICES
Transportation Resource List
Evacuation Maps (based on known hazards and prepared by GIS)
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Attachment 1 -a: Public Pre - Printed Evacuation Instructions
Whenever an emergency has the possibility of becoming life threatening you may be asked to
prepare for an evacuation.
When you are directed to evacuate, take the following steps:
1. Stay calm — gather your family
2. Gather only what you need
a. This leaflet
b. Maps of the area
c. Pets and pet supplies
d. Extra clothing and blankets
e. Eyeglasses, dentures, prescriptions, other medications, and a first aid kit
f. Supplies to care for your children or elderly household members
g. Portable radio or TV, flashlight, fresh batteries
h. Checkbook, credit cards, cash
i. Drivers license, and /or other identification
3. Your children in school will be taken to the evacuation center /shelter for their school area
and the school will make arrangements for you to be reunited with them. Please do not
go to the school until requested to do so.
4. Turn off your appliances and lights and lock your doors on the way out.
5. Be prepared to walk to safety depending on the nature of the emergency.
6. Do not use more than one car for your family. Take neighbors who need a ride.
7. Tune radio to any news radio station (such as KOMO 1000 AM or KIRO 97.3 FM) for
emergency information and 1700 AM for information specific to the City of Auburn.
8. Follow the directions of officials who may be stationed along emergency routes. They
are there to make the evacuation safe for everyone.
9. IF YOU CHOOSE NOT TO EVACUATE, please realize that emergency responders may
not be able to reach you for several days, or even weeks. You should prominently
display your name and other vital statistics, along with next of kin information,
somewhere on your person or securely attached to your residence. This will assist
officials in identifying you should you die during the event.
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E F#1 Revised January 2015 76
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ESF 2: COMMUNICATIONS AND WARNING
LEAD: Innovation & Technology (Communications)
Emergency Management (Warning)
SUPPORT: City: Police
Community Development and Public Works
Communication /Multimedia Division
Local: ValleyCom
Valley Regional Fire Authority
County: King County Emergency Operations Center
Pierce County OEM
State: Washington State Emergency Management Division
INTRODUCTION
A. Purpose
1. To provide for and maintain a communications system to ensure the efficient flow of
information during emergency or disaster operations in the City of Auburn.
2. To provide or supplement alerting and warning of an impending or occurring emergency
or disaster to key officials and the public.
B. Scope
1. This ESF addresses all communication and warning assets available to the City,
including AM radio, 2 -way public safety radio, 911, voice and data links, telephone and
cellular systems, National Warning System (NAWAS), Emergency Alert System (EAS),
iPAWS, NOAA Weather Radios, amateur radio, TV21, CodeRed, Internet resources,
and others.
2. This ESF specifically does not address Amber Alert procedures, as those are the
responsibility of the Auburn Police Department (APD) and are covered under APD
Manual of Standards 5.14.2.9.G — Amber Alert. All of the systems listed ESF 2 can be
utilized to rebroadcast an Amber Alert issued by Auburn Police, however the issuance of
the alert itself is outside the scope of this ESF.
POLICIES
A. It is the policy of the City to develop a hazard warning system supplemental to, not
substituting for, the warning systems provided by county, state, and federal agencies and
local media. Moreover, residents are anticipated to be aware of any hazardous situation for
which there is significant media attention, such as severe weather or flooding.
Consequently, and supplemental to information being provided by other sources, the City
will attempt to make a reasonable effort to warn the public of hazardous situations that could
result in an increased risk to the community. The reasonableness of the effort will depend on
the nature of the hazard, when emergency management officials are made aware of a
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hazardous situation, the quality and quantity of information available, communications and
warning resources available, media attention, and other situationally dependent factors.
In accordance with RCW 38.52.110, in responding to an emergency or disaster, or the
threat of emergency or disaster, the Mayor or Director of Emergency Management or
their designee "are directed to utilize the services, equipment, supplies, and facilities of
existing departments, officers, and agencies of the state, political subdivisions, and all
other municipal corporations thereof including, but not limited to, districts and quasi -
municipal corporations organized under the laws of the State of Washington to the
maximum extent practicable, and the offers and personnel of all such departments,
offices, and agencies are directed to cooperate with and extend such services and
facilities upon request notwithstanding any other provision of law.
PLANNING ASSUMPTIONS
A. Reliable communications capabilities are necessary at all levels of government for day -to-
day communication, warning of an impending emergency or disaster, disaster response and
recovery operations, and coordination between the local, county, state and federal
governments and response organizations.
B. Routine day -to -day modes of communication will be utilized to the degree that they survive
the disaster.
C. City government may request assistance by contacting King or Pierce County Emergency
Management or by contacting Washington State Emergency Management Operations
Center directly if necessary.
D. The City is subject to a variety of emergency or disastrous events requiring rapid
dissemination of warning and /or other emergency information to local officials and /or the
public. Emergency or disaster warnings may originate from any level of government;
however most disaster forecasting resources are located within the federal government.
E. The National Warning System ( NAWAS), established by the federal government, is the
primary means of receiving and disseminating warning(s) to the state and local officials
within Washington State. The Washington State Warning Point is operated 24 hours a day
by the Washington State Emergency Operations Center, with operation assistance provided
by the Washington State Patrol. The City's NAWAS receiving point is ValleyCom, a 24 -hour
PSAP facility.
F. Notification of a threatening situation may also come from the National Weather Service, via
NOAA Weather Radio or the media, the amateur communications community, or the public.
G. Initially, the City will focus on coordinating lifesaving activities and reestablishing
communications and control in the hazardous area.
H. Initial reports of damage may be fragmented and provide an incomplete picture of the extent
of damage to telecommunications facilities.
Weather, damage to roads and bridges, and other factors may restrict entry of emergency
communication nodes into the area.
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J. Test of local warning systems will be conducted periodically to familiarize government and
the public with their use.
K. In the event that public instructions need to be translated into languages other than English,
the City will utilize in -house translators whenever possible, followed by translators that may
be made available through King or Pierce County Emergency Management, the American
Red Cross, or other sources. Situations may arise however when no translators are
available and instructions or messages are not able to be translated.
CONCEPT OF OPERATIONS
A. Communications
City of Auburn
a. 1 E Main ST; STE 380 serves as the Emergency Operations Center (EOC) for the
City and shall be the focal point for coordinating the communications systems of the
City during hazardous event.
b. The EOC is equipped with an emergency generator. The generator fuel is provided
via an on -site fuel tank which provides sufficient fuel for approximately 72 hours.
c. The City has no fixed civil defense sirens or public address systems. Warning of
imminent or existing danger can be accomplished by use of fire, police and public
works vehicles using mobile sirens and /or public address speakers.
d. The City owns and operates 1700 AM, a 10 -watt radio station capable of transmitting
emergency information. The radio station is advertised in various City literature and
variable message display signs can be placed throughout the City, directing people
to tune to the radio station. The radio station can also be set to rebroadcast over
TV21.
e. The City pays for a subscription to CodeRed, a reverse calling system. This system
can be used to provide emergency information via phone, e-mail, text, or mobile app
to all or selected parts of the City.
f. City departments may establish communications control centers within their own
Department Operations Centers (DOCs) to coordinate their own resources during a
hazardous situation. However, coordination with the EOC will be critical to the City's
ability to effectively coordinate and respond to an event.
g. Communication operations in the EOC may consist of the following positions and
tasks:
1) Communications Unit Leader — Develop a communications plan, coordinate
phone, radio, and other message traffic. Transmit information via various
emergency and non - emergency notification systems as needed.
2) Message Controller — Receive information from various sources and either
distribute, post, or catalog it.
3) Message Distributors (runners) — Receive written messages from various points
within the EOC and deliver those messages to the intended recipient, passing
them through the Message Controller in most instances.
4) Radio Room Supervisor — Coordinate activities within the radio room, including
assigning radio operators to amateur radios, public safety radios, and other city
radios as needed. Provide assistance as needed.
5) Radio Operators — Transmit, receive, and record radio transmissions as needed,
pass messages to runners, and maintain a log of communications activities.
6) Call Center Supervisor — Ensure adequate help is available to answer EOC
and /or public call center phones and provide assistance as needed.
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7) Call Takers — Answer phones within the EOC and /or public call center, transfer
calls, record messages and pass to runner as appropriate.
8) IT Specialist — Ensure phones, computers, and other IT related equipment
operates correctly within the EOC. Provide advice and remote assistance to City
units in the field who may be experiencing IT difficulties, as appropriate.
2. Valley Communications (ValleyCom)
a. ValleyCom is located in unincorporated King County between Auburn and Kent and
functions as the Public Safety Answering Point (PSAP) for most of South King
County, answering 911 calls for service and providing dispatching services via the
800 MHz regional radio systems for the Auburn Police Department, VRFA, and a
variety of other emergency and non - emergency response agencies. ValleyCom also
serves as the initial communications, alert, and warning point for emergency
management activities in the City of Auburn.
3. Emergency Alert System (EAS)
a. The EAS is a communication and warning tool that operates through designated
radio and television stations. It is intended to provide local officials with the means to
disseminate prompt, reliable emergency information, instructions, and warning in the
event of an emergency or disaster.
b. The EAS may be activated by contacting the King County Emergency Management
Duty Office, the King County Sheriff's Office Communication Center, or the
Washington State Emergency Management Duty Officer.
c. The designated EAS radio station for this area is 710 AM KIRO, though most local
radio and television stations will rebroadcast the information.
4. Integrated Public Alert and Warning System ( iPAWS)
a. Integrated Public Alert and Warning System (I PAWS) allows emergency messages
to be broadcast directly to cellular phones via cellular broadcast towers. It can
broadcast the same messages as the EAS, but is accessed via a specific request to
King or Pierce County Emergency Management.
5. Communications Capabilities
a. The City currently has the following communications and warning capabilities:
1) E -911 Public Safety Answering Point (PSAP) (ValleyCom)
2) Commercial Telephone
3) Cellular Telephones
4) Satellite telephone
5) Two -way radio
(i) 800 MHz public safety radios
(ii) VHF city -wide system (primarily used by Public Works)
(iii) CEMNET state radio system for direction and control
6) National Warning System (NAWAS) information received via ValleyCom
7) EAS system
8) ACCESS (state -wide centralized law enforcement computer system)
9) NOAA Weather Alert Radios (in some City facilities, private facilities and
residences)
10) Amateur radio communications team, with radios available in key City facilities
and the EOC, operated by trained volunteers.
11) CodeRed (aka Auburn Alert) reverse emergency telephone calling system, which
includes e-mail, text messages, and a mobile app.
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12) TV21 government access cable television station
13) 1700 AM 10 -watt radio station
14) Internet resources, including e-mail, City website, mailing lists, and other assets
6. Warning
a. Whenever City officials are alerted to the threat or occurrence of a hazardous event
that increases the risk to the community, the EOC will be activated at the appropriate
level and the situation monitored. Depending on the circumstances, monitoring could
be a prolonged activity or result in the immediate activation of the local information
and warning system.
b. Monitoring will consist of the accumulation, display, and evaluation of relevant
information, release of appropriate public- information advisories, and alerting
response agencies, City personnel, and outside organizations of the situation.
c. As soon as it is apparent that the public must be provided information and /or must
take some action to prepare or protect itself, the local warning system will be
activated, as deemed appropriate and as time and resources allow. Warning could
take the form of one or more of the following activities:
1) Activation of the EAS
2) Broadcast of information over AM 1700 and TV21
3) Activation of CodeRed for an impacted area or the entire City
4) Use of audible sirens and public address systems by Police and VRFA personnel
5) Activation of volunteer resources
6) Posting of signs or notices
7) Providing warning information to local and regional media outlets for broadcast
8) Posting of information on City website, social media outlets, and City e-mail lists.
d. Other methods as the situation dictates
Public information, advisories, and warnings will be updated as necessary until the
hazard has subsided.
e. Notification of residents and visitors regarding emergency information and
instructions may be handled through the EAS, door -to -door by uniformed City
personnel or volunteers, mobile - public- address systems, or any other means
available to the Incident Commander at the time.
f. The Public Information Officers for the City will send emergency public safety
information through conventional methods such as e-mail or fax in addition to any of
the previously mentioned methods. Refer to ESF 15 for more comprehensive public
information capabilities.
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RESPONSIBILITIES
A. City of Auburn
Emergency Preparedness Manager
a. Confirm the EOC is maintained in a configuration to support the warning system and
efficient and effective communications.
b. Ensure a coordinated communications plan exists for City radio usage.
c. Include communications and warning as part of the city -wide emergency
management training program.
d. Ensure sufficient trained PIOs exist among City personnel and that they are able to
effectively utilize all applicable communication and warning tools.
e. Ensure Emergency Communications Volunteers have sufficient training to perform
during an emergency.
f. Ensure adequate coordination of public information efforts and warnings among City
personnel.
g. Activate volunteer resources necessary to support the incident's communication
needs.
h. Manage the internal communication functions of the EOC.
2. All City Departments
a. Train personnel in proper radio protocol, including limiting communications during
emergencies and yielding to EOC communications.
b. Designate representative to ensure correct communication messages are relayed
from the DOC to the EOC.
c. Make personnel available to the EOC to support or assist with the warning effort, if
requested, as feasible, and without jeopardizing their primary mission.
3. Public Affairs and Marketing Manager
a. In coordination with Emergency Management Division, develop and maintain
procedures to provide emergency public information and warning.
b. In coordination with Emergency Management Division, train sufficient personnel from
multiple City departments in emergency public information and warning methods.
c. Develop appropriate notification lists and procedures for activating the public
information and warning systems in order to effectively reach the broadest population
base possible.
d. Coordinate public information and warnings with the Emergency Preparedness
Manager, EOC Manager, and /or Incident Commander as appropriate.
e. Disseminate public information and warnings as above.
f. Assist Emergency Preparedness Manager with dissemination of recovery and
assistance information.
4. Police Department
a. Develop and maintain procedures to provide communications and warning support
and services when requested by the EOC.
b. Train personnel in proper warning methods, including proper dissemination of
warnings received via ACCESS teletype.
c. Make personnel available to the EOC to assist in the warning effort, if requested, as
feasible, and without jeopardizing their primary mission.
d. Disseminate warnings received via ACCESS teletype to appropriate City personnel.
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5. Innovation & Technology
a. Ensure all city communication systems are adequately tested.
b. Ensure adequate backups exist for city communication systems.
c. Ensure IT staff are sufficiently trained to maintain systems during an extended
emergency.
d. Assign at least one staff person to the EOC to handle critical communication issues.
B. Other Organizations
Valley Regional Fire Authority
a. Develop and maintain procedures to support the City communications and warning
services when requested by the EOC.
b. Train personnel in proper warning methods.
c. Make personnel available to the EOC to assist in the dissemination of information
and /or warning effort, if requested, and as feasible, and without jeopardizing their
primary mission.
2. ValleyCom
a. Function as the regional E9 -1 -1 Public Safety Answering Point
b. Provide communications and dispatch services to law enforcement, fire, EMS, and
other agencies.
c. Provide public access and 24 -hour answering of emergencies through the E9 -1 -1
reporting system for the safety of life and protection of property.
d. Provide direct access via the E9 -1 -1 emergency number for the speech and hearing
impaired, using the TTY for the deaf and hard of hearing or other method.
e. Provide direct access via the E9 -1 -1 emergency number for non - English speakers
using available language translation services.
3. King and Pierce County Emergency Management
a. Activate the EAS when requested.
b. Distribute emergency public information as requested by local EOC.
4. Washington State Emergency Management Division
a. Assist local officials in disseminating emergency instructions to affected communities
as needed.
b. Coordinate with local and federal agencies on the release of emergency information
and instructions.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 38.52.110, Use of Existing Services and Facilities — Impressment of Citizenry
7. Washington State Comprehensive Emergency Management Plan
8. Washington State Department of Transportation Disaster Plan
9. National Response Framework
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ATTACHMENTS
1. Warning Dissemination
2. Field Warning /Evacuation Instructions
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Attachment 1: Warning Dissemination
Local, County, State, and Federal agencies routinely issue warnings of impending or occurring
disasters and emergencies via the state -wide ACCESS teletype system. This system is located
within the Records Unit of the Auburn Police Department. Upon receiving a warning of an
impending or occurring natural or man -made disaster, the Records Unit will immediately make
the following notifications:
1. On -duty Police Department field supervisor
2. On -duty or on -call Police Department Commander
3. Emergency Management Duty Officer
4. Assistant Police Chief
5. Police Chief
6. On -duty or on -call Public Works staff
Records Unit personnel tasked with making notifications will receive verbal confirmation from
each person being notified to ensure the warning is clearly received and understood.
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Attachment 2: Field Warning /Evacuation Instructions
Though field warnings will primarily be handled by law enforcement and /or fire personnel, other
City employees and volunteers may be called upon to assist in the efforts. Following are general
directions to follow when providing warning or evacuation information to the public.
1. Drive slowly the length of all streets in the warning area. Use the siren or other means to
get people's attention. If you are assigned to go door -to -door, ensure you account for
every house in your assigned area.
2. If driving, stop at appropriate intervals and use the public address system to announce
the message provide by the EOC or Incident Commander. DO NOT DEVIATE FROM
THE MESSAGE. If assigned to go door -to -door, ring the doorbell and knock vigorously
on the door of each residence, loudly announcing who you are and your intentions.
When someone comes to the door, deliver the message. Again, DO NOT DEVIATE
FROM THE PROVIDED MESSAGE.
3. Do not use force of any kind to ensure that people leave.
4. If you encounter a resident who refuses to leave, log the address and, as time permits,
attempt to get the names of the people who are not evacuating and their out -of -area next
of kin information. If there is not sufficient time or if the resident does not want to give
this information, request that they prominently display their name and pertinent
information either on their person or someplace visible within their residence to expedite
identification should they not survive the event. Depending on the urgency of the
warning /evacuation, do not delay subsequent notification to gather information or give
additional identification instructions.
5. Direct residents to use the designated evacuation routes to the nearest safe area or
reception area, as appropriate. Provide them maps if available.
6. Continue to travel your designated area until all residents have been notified or warned.
7. Upon completion of notifications in your assigned area, inform your immediate
supervisor so that the EOC can be updated. Relocate to the staging area unless given
another assignment.
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ESF 3: PUBLIC WORKS AND ENGINEERING
LEAD: Community Development and Public Works Department (CDPW)
SUPPORT: City: Finance Department
Police Department
Local: Valley Regional Fire Authority
INTRODUCTION
A. Purpose
1. To provide for effective coordination and operation of public water (potable and fire
protection), sanitary sewer, storm drainage, and street transportation facilities required to
meet essential needs during major emergencies and disasters, and to provide for the
orderly restoration of such facilities affected by an emergency or disaster.
2. To address technical advice and evaluations, engineering services, construction
management and inspection, emergency contracting, and emergency repair of water,
sanitary sewer, storm drainage, and transportation infrastructure.
B. Scope
This Emergency Support Function addresses activities including:
1. Participation in mitigation and preparedness activities, and in needs and damage
assessment immediately following an event.
2. Emergency clearance of debris to allow for reconnaissance of the damaged areas and
passage of emergency personnel and equipment for lifesaving, life protecting, and
health and safety purposes during response activities.
3. Operation and emergency restoration of critical transportation routes. .
4. Operation and emergency restoration of critical public facilities including water, sanitary
sewer, and storm drainage facilities.
5. Emergency demolition or stabilization of damaged structures and facilities. The
damaged structures are designated by the State and local jurisdictions as immediate
hazards to the public health and safety, or as necessary to facilitate the accomplishment
of lifesaving operations.
6. Emergency contracting to support the above - referenced activities.
7. Technical assistance to the Building Division including structural inspection of private
residences, commercial buildings, and structures, as resources permit.
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POLICIES
A. The City of Auburn has the right to collect for any costs incurred by its authorized
representatives, contractors, and sub - contractors in carrying out any necessary work on
private property, including debris removal, demolition of unsafe or abandoned structures,
removal of wreckage, and administration costs.
B. Permitting fees and normal inspection procedures will stay in effect following a disaster
unless otherwise directed by the Mayor.
C. It is the policy of the City to provide Utility services to lands and facilities under the City's
jurisdiction, either directly or through contract. Other services, such as debris collection or
fee adjustments, may be established by the Mayor, if deemed necessary.
D. Large -scale debris removal and disposal is covered in the City of Auburn Debris
Management Plan.
PLANNING ASSUMPTIONS
A. A major emergency or disaster may cause extensive damage to property and the
infrastructure. Structures may be destroyed or severely weakened. Homes, public buildings,
bridges, and other facilities may have to be reinforced or demolished to ensure safety.
Debris may make streets and highways impassable. Public utilities may be damaged or
partially or fully inoperable.
B. Access to the disaster areas may be dependent upon the re- establishment of ground routes.
In many locations, debris clearance and emergency road repairs will be given top priority to
support immediate lifesaving emergency response activities.
C. Rapid damage assessment of the disaster area will be required to determine potential
workload and priorities.
D. The City shall be responsible for its own emergency repairs and restoration of services. All
requests for assistance will be forwarded to the EOC, which will coordinate any needed
outside resources.
E. Assistance from the State or Federal government may be needed to clear debris, perform
damage assessments and structural evaluations, make emergency repairs to essential
public facilities, reduce hazards by stabilizing or demolishing structures, and provide
emergency water for human health needs and firefighting. It is understood however, that
these resources take several days to mobilize and respond and that the City should
anticipate no state or federal assistance for at least seven days following a major disaster.
F. Significant numbers of personnel with engineering and construction skills, along with
construction equipment and materials, may be required from outside the disaster areas.
G. Following an earthquake, aftershocks will require re- evaluation of previously assessed
structures and damages.
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CONCEPT OF OPERATIONS
A. City of Auburn
1. The CDPW Department will assign a qualified staff member to the EOC to serve as the
primary coordinator of utilities functions for the City.
2. The CDPW Department will assign a qualified staff member to serve as the primary
coordinator of engineering functions for the City.
3. The CDPW Department shall provide damage assessments and provide for emergency
restoration of all City -owned utilities and street transportation facilities.
4. Priority shall be given to utilities and street transportation facilities that provide critical
and essential life safety services, such as to the Multicare Auburn Medical Center.
5. Additional assistance may be obtained through existing mutual aid agreements,
contracts with public and private agencies and /or through regional, county, or state
agencies.
6. The following utility systems operate within the City:
Public /City Owned Privately Owned
Water Electric power
Sanitary Sewer Natural gas
Storm Drainage Telephone /Fiber Optic /DSL
Cable /Satellite Television
These systems, with some exceptions, generally have the following aspects in
common:
• They provide services to individual properties, both public and private.
• Most systems have a trunk or trunks from which distribution or collection branches
service each property.
* All or substantial portions of each system reside underground.
7. The CDPW Department shall provide damage assessment of City -owned buildings and
facilities.
8. Time permitting and resources allowing, the CDPW Department may provide damage
assessment for other public buildings and facilities and rapid damage assessment for
privately owned critical facilities located within the City of Auburn (VRFA, shelter
locations, medical facilities, etc.).
9. The CDPW Department plans for emergency actions in the following phases:
a. Phase 1
1) Rapid damage assessment.
2) Provide a qualified staff member to coordinate City -wide rapid damage
assessment efforts from the EOC.
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3) Provide building inspectors to sweep affected areas and report damage to the
EOC.
b. Phase 2 — Emergency Permitting and Inspections
1) Review damages and assist application process.
2) Issue permits.
3) Permit construction.
4) Provide inspections.
c. Phase 3 — Abandoned Buildings
1) Identification.
2) Inspection.
3) Coordinate demolition.
4) Legal process.
B. Other Organizations
1. Valley Regional Fire Authority
a. Assist in rapid damage assessment, as personnel and resources allow, and report
findings to the EOC.
RESPONSIBILITIES
A. City of Auburn
CDPW Department
a. Community Development Services.
1) Provide post -event serviceability determination of facilities and structures.
2) Provide support to Valley Regional Fire Authority in the safety evaluation of
structures during rescue operations.
3) Expedite permitting and required inspections, as appropriate and as resources
allow.
4) Coordinate damage assessment and post- disaster safety inspections of City -
owned buildings and facilities.
5) Coordinate with local engineering firms for additional assistance with inspections.
6) Coordinate damage assessment and post- disaster safety inspections of public
assembly buildings (shelter locations, commodity distribution facilities, medical
facilities, etc.) if requested and as resources allow.
7) Enforce City ordinances and State law regarding construction during new or
reconstruction efforts prior to and after an emergency or disaster.
8) Provide for the demolition of damaged and /or abandoned structures posting a
threat to human safety.
b. Engineering Services
1) Document damages and costs related to damage sustained to street
transportation and utility infrastructure during the emergency or disaster.
2) Coordinate damage assessments and post- disaster safety inspections of city -
owned bridges.
3) Assess hazards associated with damage to streams, shorelines, and steep
slopes, and make recommendations for repair and /or mitigation.
4) Coordinate with local engineering firms for additional assistance with the above
hazard assessments.
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5) Coordinate with the EOC and PIO on public information.
6) Assist the Community Development Services with damage assessment of
buildings and facilities, as requested by the EOC.
c. Operation Services - Water Division
1) Conduct damage assessments of City -owned water facilities.
2) Maintain operation of public water supply, storage, pumping, and distribution
systems.
3) Provide for priority restoration of critical water facilities.
4) Provide temporary repair of damaged water infrastructure.
d. Operation Services - Sanitary Sewer Division
1) Conduct damage assessments of city -owned sanitary sewer facilities.
2) Maintain operation of public sanitary sewer collection, conveyance, and
pumping systems, assist in meeting public sanitation needs, and control
wastewater pollution in the environment.
3) Provide for priority restoration of critical sanitary sewer facilities.
4) Provide temporary repair of damaged sanitary sewer infrastructure.
e. Operation Services - Storm Drainage Division
1) Conduct damage assessment of the City -owned storm drainage system and
assist in the assessment of the rivers dike systems.
2) Maintain operation of the public storm drainage collection, conveyance, and
pumping systems.
3) Provide for priority restoration of critical storm drainage facilities, including the
rivers, dike systems.
4) Provide temporary repair of damaged storm drainage infrastructure, and assist in
maintenance of the rivers dike systems.
f. Operation Services - Streets Division
1) Provide debris removal, emergency protective measures, emergency temporary
repair, and /or construction to maintain passable vehicular circulation of priority
routes.
2) Provide damage assessment of streets to the EOC.
3) Provide for priority restoration of essential streets.
4) Designate potentially usable roads and bridges.
5) Establish and maintain evacuation routes as directed by the EOC.
6) Coordinate road closures through the EOC.
7) Provide temporary repair of damaged City roads and bridges, if possible. Provide
road blocks, barricades, signs, or flaggers, as requested and resources allow.
2. Police Department
a. Provide assistance in implementing street closures and detours.
b. Provide perimeter control to bar access to unsafe locations, if requested and as
resources allow.
c. Assist in rapid damage assessment (windshield survey) efforts as requested.
3. Finance Department
a. Solid Waste
1) Coordinate debris removal and disposal with contracted service providers for
solid waste, pursuant to the City of Auburn Debris Management Plan.
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B. Other Organizations
Valley Regional Fire Authority
a. Provide support in rapid damage assessment, debris removal, and emergency
protective measures, if requested and as resources allow.
REFERENCES
1. City of Auburn Debris Management Plan
2. City of Auburn Duty Officer Manual
3. City of Auburn EOC Manager Manual
4. King County Comprehensive Emergency Management Plan
5. King County Regional Coordination Framework
6. Pierce County Comprehensive Emergency Management Plan
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
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ATTACHMENTS
Attachment 1: Windshield Survey Form
(see next page)
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CITY OF AUBURN EMERGENCY MANAGEMENT
WINDSHIELD SURVEY FIELD FORM
nryoi
AUBURN
WAS[ !NG 1''0N
Observer /Unit #
District
DATE
TIME
DAMAGE PRIORITY (check one) P1 ❑ (reporrt�tlIlI��yyimmediately) P2 ❑
P3 ❑
VIII yIyyyhl� II' INl
Type: (check one) I Residential ❑ Multi-Family ❑ Business ❑ Public ❑ School ❑ Other ❑
LOCATION /ADDRESS
Nearest Cross Streets
lmmm� � 'I IN YIW'L' u I'il ij; i�i�i�i�i�uuidddllllllllllllP" " " "
I. INJURIES REPORTED OR OBSERVED: Yes ❑ No ❑
If yes, estimate number:
Immediate assistance required
Yes ❑
No ❑
II. FIRES OBSERVED: Yes ❑ No ❑
If yes, nature of fire (natural gas, live power lines, hazardous materials, etc.):
III. SIGNIFICANT BUILDING DAMAGE: Yes ❑ No ❑
If yes, description (i.e., multi -story collapse, partial collapse, occupied, etc.):
IV. ENVIRONMENTAL HAZARD PRESENT: Yes ❑ No ❑
If yes, what (natural gas, live power lines, hazardous materials, etc.):
V. INFRASTRUCTURE ASSESSMENT: Road impassable:
Yes ❑
No ❑
Water lines broken:
Yes ❑
No ❑
Power lines down /arcing:
Yes ❑
No ❑
Gas Leak:
I Yes ❑
I No ❑
VI. DESCRIPTION /COMMENTS:
SUBMITTED TO EOC & RECEIVED BY:
DATE /TIME:
LOGGED ❑
MAPPED ❑
FILED ❑
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ESF 4: FIREFIGHTING
LEAD: Valley Regional Fire Authority
SUPPORT: City: Police Department
Emergency Management
Community Development and Public Works
State: Washington State Patrol
INTRODUCTION
A. Purpose
To identify the City of Auburn's support activities relating to fire services within the City.
B. Scope
This Emergency Support Function addresses the City's support activities in relation to the
detection and suppression of fires as the City has no direct role in the provision of these
services.
POLICIES
A. The City of Auburn receives fire suppression services from the Valley Regional Fire
Authority (VRFA), a municipal corporation authorized under RCW 52.26 and charged with
the provision of fire suppression services to the City as identified in scope of the VRFA Fire
Authority "Plan ".
PLANNING ASSUMPTIONS
A. The National Incident Management System (NIMS) will be used for all fire related operations
within the City.
B. The City will function in a support role to the VRFA for fire services in the City.
CONCEPT OF OPERATIONS
A. The VRFA provides fire protection services both inside and outside of the City.
B. VRFA is the lead agency for fire suppression operations within the City.
C. VRFA serves multiple cities and as such, will allocate fire resources during emergency
incidents using established best practices, incident triage, and methodologies.
D. A VRFA representative will report to or establish communication with the EOC when
requested by the City.
E. As authorized by their Board of Governance, VRFA participates in several intrastate mutual
aid agreements, which may include, but is not limited to, Washington State Fire Mobilization,
King County Mutual Assistance, and Pierce County Mutual Assistance.
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RESPONSIBILITIES
A. City of Auburn
1. Emergency Management Director
a. Function as, or appoint a, liaison officer to work directly with VRFA representative in
the EOC or other location as needed..
2. Building Division
a. Provide technical expertise in the evaluation of damaged structures, if requested and
as resources allow.
3. Police Department
a. Provide incident scene security, traffic control, and evacuation, if requested and as
resources allow.
4. Community Development and Public Works Department
a. Provide regular maintenance to hydrants located within the City.
b. Conduct testing of hydrants located in the City and forward any hydrant out of
service or other deficiencies to the VRFA including notification when repairs are
completed.
c. Ensure adequate water pressure to hydrants located within the City, as resources
allow.
d. Ensure a sufficient quantity of water is available for fire protection, as resources
allow. Notify the VRFA of any deficiencies in the water delivery system as
appropriate.
e. Provide operational support with equipment, trained staff, traffic control, and utilities
control during an emergency or disaster.
f. Work with other water purveyors that serve the City to complete the above activities
as needed.
B. Other Organizations
Valley Regional Fire Authority
a. Provide fire suppression and control and imminent life- safety services within the City.
b. Provide a representative to the EOC, if requested and as resources allow.
c. Provide regular status reports and information regarding fire operation and resource
needs to the EOC, when activated and if requested.
d. Assist in warning the public of evacuations, traffic routing, and /or traffic control, if
requested and as resources allow.
e. Support evacuation and recovery efforts, if requested and as resources allow.
2. Washington State Patrol
a. Coordinate State Fire Mobilization Plan, including requests for mutual aid.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
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5. Pierce County Comprehensive Emergency Management Plan
6. Washington State Comprehensive Emergency Management Plan
7. National Response Framework
8. Valley Regional Fire Authority Standard Operating Procedures and "Plan ".
9. Fire Defense Mobilization Plan
10. RCW 39.34, Interlocal Cooperation Act
11. RCW 43.43, Washington State Patrol — State Fire Services Mobilization Plan
ATTACHMENTS
None.
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ESF 5: EMERGENCY MANAGEMENT
LEAD: Emergency Management Division
SUPPORT: City: GIS
CDPW
INTRODUCTION
A. Purpose
1. To collect, process, analyze, disseminate, and use information about a potential or
actual emergency or disaster situation.
2. To provide guidance in reporting response and recovery information to local and state
emergency management agencies.
B. Scope
This Emergency Support Function (ESF) addresses the informational needs of the
Emergency Operations Center (EOC) for assessing a disaster situation and supporting
related response and planning efforts. Incident Command is not addressed in this ESF, but
instead in the Basic Plan and in SA #1.
POLICIES
It is the policy of the City of Auburn (City) to disseminate current and accurate information, and
request the same from outside agencies and volunteer organizations, during times of EOC
activations or potential activations. The analysis of this information and planning for anticipated
resources will occur in support of emergency or disaster response and recovery activities.
PLANNING ASSUMPTIONS
A. To identify urgent response requirements during an emergency or disaster, or the threat of
one, and to plan for continuing response, recovery, and mitigation activities, there will be an
immediate and continuing need to collect, process, and disseminate situational information.
B. Information will be provided by field personnel, responders, volunteers, the public, the
media, and others.
C. Information collection may be hampered due to many factors including: damage to
communications systems, communications system overload, damage to transportation
infrastructure, effects of weather, smoke, and other environmental factors.
D. Urgent response requirements during an emergency or disaster, or the threat of one, and
the plan for continued response and recovery activities, necessitates the immediate and
continuing collection, processing, and dissemination of situational information.
E. Information, particularly initial information, may be ambiguous, conflict with information from
other sources or with previous information from the same source, or be limited in detail.
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CONCEPT OF OPERATIONS
A. Whenever any part of the City is threatened by a hazard that could lead to a large -scale
emergency or disaster, or when such an emergency or disaster situation exists, the EOC will
be activated at the appropriate level to assess the situation.
1. The Planning Section will:
a. Collect, record, and disseminate information to the appropriate staff and facilitate the
dissemination of information to appropriate field personnel and responders.
b. Display and analyze information for future response and recovery needs
2. The Operations Section will:
a. Display and analyze information for immediate response needs.
b. Coordinate interdepartmental issues
B. Information analysis will include, as appropriate:
1. Assessment and display of the hazard's impact and potential future impacts, including
the boundaries of the affected area and the distribution, type, and magnitude of the
damage.
2. Maintaining a current status of emergency response activities, resource needs, and
requests, and the status of critical facilities.
3. Establishing priorities in the event of resource scarcity.
4. Consolidation of information into logs and reports to keep others informed and to
document relevant activities.
C. Planning will include, as appropriate:
1. Using the analyzed information to identify trends and determine courses of action for
responding to a hazard or its effects. Planning will focus on response strategies and
resource requirements beyond those needed for immediate response, attempting to
anticipate future actions and needs. The planning horizon may be the next hour, 24
hours, or weeks, depending upon the scenario and situation.
2. Planning information will be shared with King and Pierce County Emergency
Management, neighboring agencies, Washington State Emergency Operations Center
(SEOC), and other EOC functional positions. Where possible, it will also be incorporated
into appropriate visual displays.
3. The planning staff, in coordination with the operations staff, will recommend courses of
action for immediate and future activity, including the need for specific resources
identified as part of the planning process.
4. Once a planning cycle has ended, the planning staff will immediately commence
planning for the next cycle.
D. Whenever information is lacking, contains insufficient detail, is ambiguous, or is conflicting,
recommendations or decisions will be made based on the best analysis possible under the
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circumstances using the combined talents of the staff then assembled.
E. Analysis and planning will continue until the EOC is deactivated, though it may continue long
after deactivation. Analysis and planning functions may be transferred to individual City
departments following deactivation.
RESPONSIBILITIES
A. Emergency Preparedness Manager
1. Ensure development of EOC procedures for coordinating information management,
including flow, recording, dissemination, display, analysis, use, and reporting.
2. Ensure development of EOC procedures for information analysis and planning.
3. Maintain the EOC in a configuration to support the analysis and planning function.
4. Include analysis and planning as part of the citywide emergency management training
program.
5. Ensure development of policies and procedures to assist the EOC with obtaining
appropriately trained personnel to support EOC functions.
B. Innovation & Technology Department— GIS
1. Ensure GIS staff is appropriately trained and have access to sufficient tools to provide
real -time data display services (mapping and plotting) during an EOC activation.
2. Obtain appropriate data from the EOC Planning Section to produce appropriate visual
displays.
3. Work closely with Planning Section to ensure that information is displayed appropriately
and is accessible.
C. CDPW Department — Planning Division
1. Ensure Planning Division personnel are sufficiently trained to staff the Planning Section
of the EOC.
D. All City Departments
1. Report observed damage information to the EOC in accordance with established
damage assessment protocols, including windshield survey data, inspection data, and
other tools.
2. Continue to provide additional disaster related information to the EOC as it becomes
known.
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REFERENCES
1. City of Auburn CEMP Basic Plan: Appendix 4: Training, Drills, and Exercises
2. City of Auburn Duty Officer Manual
3. City of Auburn EOC Manager Manual
4. King County Comprehensive Emergency Management Plan
5. King County Regional Coordination Framework
6. Pierce County Comprehensive Emergency Management Plan
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
1. Essential Elements of Information
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City of Auburn Comprehensive Emergency Management Plan
Attachment 1: Essential Elements of Information
The essential elements of information, which may or may not be immediately or readily available
to City staff, but are of common need to one or more response activities, may include the
following:
OVERALL DISASTER INFORMATION
1. Boundaries of the disaster area
2. Social /economic /political impacts
3. Jurisdictional boundaries
4. Status of transportation systems
5. Status of communication systems
6. Access points to the disaster area
7. Status of utilities
8. Hazard specific information
9. Weather data affecting operations
10. Seismic or other geophysical information
11. Status of critical facilities
12. Status of key personnel
13. Status of disaster or emergency declaration
14. Major issues /activities
15. Overall priorities for response
16. Status of upcoming activities
17. Status of community housing and shelter
18. Status of critical public health issues (water supply,
19. Extent of damage to private property
20. Potential future impacts of the disaster /emergency
ESF #5 — Emergency Management Revised January 2015
RES.A
food, sanitation, etc.)
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ESF 6: MASS CARE, HOUSING, AND HUMAN SERVICES
LEAD: Parks, Arts, and Recreation Department
SUPPORT: City
Human Services Division
Building Division
Emergency Management Division
Police Department
M &O Division
Public Information Officer
Human Resources Department
County: Seattle /King County Public Health
King County Office of Emergency Management
King County Animal Control
Regional:
INTRODUCTION
A. Purpose
American Red Cross
To coordinate the provision of mass care, shelter, and individual assistance for residents
and City employees impacted by an emergency or disaster who are unable to care for
themselves.
B. Scope
This Emergency Support Function (ESF) addresses the sheltering and mass care needs in
the City of Auburn during a major emergency or disaster and the coordination regional mass
care offerings through the Emergency Operations Center (EOC) in coordination with King
and Pierce County Emergency Management and the American Red Cross.
POLICIES
A. It is the policy of the City of Auburn to conduct mass care and shelter operations in close
coordination with surrounding agencies and King and Pierce County Emergency
Management in order to avoid duplication of effort and to combine and share resources as
may be practical.
B. Shelters operated by the City of Auburn will be operated under American Red Cross
standards, guidelines, and procedures to the greatest extent possible in order to facilitate
joint management with the American Red Cross whenever feasible.
C. All mass care services will be provided without regard to economic status or racial, religious,
political, ethnic, or other affiliation.
D. The City of Auburn will not operate "Medical Needs" or "Skilled Care" shelters intended for
the medically fragile or medically dependent. These shelters require specialized equipment,
personnel, and expertise which the City of Auburn does not possess and these shelters fall
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under the purview of King County Public Health, which will facilitate their operation on a
county -wide basis.
E. All offered mass services will be provided in compliance with the Americans With Disabilities
Act and other federal and state laws related to access and functional needs.
F. The City may provide temporary housing as available, either via employee shelters or other
accommodations, for City employees and their families who require assistance during a
disaster.
G. In accordance with the Federal Pets Act, the City will make available pet shelter facilities to
the extent practical, recognizing that the City has limited ability to provide these services
directly and must rely upon mutual aid available through King and Pierce Counties.
PLANNING ASSUMPTIONS
A. Mass care requirements during a large emergency or disaster may overwhelm social service
agencies.
B. The opening of shelters in the City will be coordinated by the Emergency Management
Division, who will coordinate with surrounding agencies, King and Pierce Counties, and the
American Red Cross as appropriate.
C. The Parks Department, in cooperation with the Emergency Management Division, will
coordinate City resources and services necessary for shelter and mass care operations and
management, including employee needs.
D. Each sheltering situation is unique and requires close coordination and possibly inspection
of facilities prior to a shelter site being announced. Schools in particular have a primary
responsibility to their students and are not a first choice for shelters during the school year.
E. Whenever possible, shelters will be operated using standards created by the American Red
Cross.
F. The City has limited capacity and capability for sheltering. Once the City has identified that it
has met or will soon meet, those limits, the appropriate County will be notified so that
regional sheltering can be initiated.
G. The City has limited capacity and capability for pet sheltering. Once local resources are
expended, Auburn Valley Humane Society, other non - profit organizations and King or Pierce
County Animal Control will be contacted to operate or coordinate larger shelters.
H. The City has no capacity for large animal sheltering. Large animal sheltering is coordinated
by King or Pierce County Emergency Management, with the nearly large animal shelter
being located at the Enumclaw Fairgrounds.
CONCEPT OF OPERATIONS
A. Mass care provides for the immediate survival needs of victims through group services and
facilities.
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B. Mass care will normally be carried out during and immediately after an emergency or
disaster, until individual services can be provided. Mass care services are usually provided
for less than a week. Local government is responsible for coordinating resources needed in
an individual community and may utilize the services of the American Red Cross, Salvation
Army, or other non - profit or private organizations.
C. The impact of a disaster may necessitate the provision of emergency food, water, shelter,
clothing, childcare, healthcare and mental health care for disaster victims and disaster
workers. Crisis support and training will also be required for City staff and volunteers.
D. Delivery of appropriate services will be coordinated to the greatest extent possible through
the local EOC, which in turn will coordinate with the Zone Coordinator and /or the County
and State Coordination or Operations centers. Whenever possible, the services provided will
be consolidated to central locations, with individual City's contributing staff and supplies to
the larger effort to achieve economies of scale that cannot be accomplished at the local
level.
E. Mass care includes such basic human needs as emergency medical care, emergency
shelter, and provisions of emergency food, water, supplies, and medicine.
F. The EOC will coordinate the identification of safe areas of the city, inspection and clearance
of potential shelter locations, identification of safe travel routes, assessment of the
appropriate number and location of shelters, etc.
G. Victim lists and disaster assistance inquiries will be coordinated within the EOC, which in
turn will work closely with the Counties, the Red Cross, and other organizations with similar
information to provide a uniform message to the public on these topics.
H. Public information regarding shelter availability and locations shall be coordinated through
the designated Public Information Officer for the City or EOC, utilizing the County JIC as
appropriate.
I. The range of services needed by disaster victims will depend upon the emergency and
could include temporary housing, furniture, building and repair supplies, and occupational
and mental health services.
J. Insurance companies, local human service organizations, and various City, County, State,
and Federal government agencies will provide individual assistance to disaster victims.
K. In the event of a Presidential Disaster Declaration, additional assistance may become
available to eligible individuals. This may include cash grants, low interest loans, food
stamps, disaster counseling, and unemployment benefits.
L. Individuals or families may arrive at shelters in recreational vehicles. They may choose to
utilize some or all of the services provided in the shelter.
M. Individuals may arrive at shelters with pets. Whenever practical, pet shelters will be co-
located (on the same property) with human shelters to facilitate animal care by pet owners.
Pets or companion animals are not allowed in human shelters due to safety and health
concerns. Service animals will be allowed in shelters, however may be challenged to verify
the service provided by their animal. Reasonable accommodations will be made to allow
ESF #6— Mass Care, Housing, and Human Services Revised January 2015 107
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bona fide service animals into mass care shelters, including separation of the individual and
their service animal from the rest of the population, however such separation is not
guaranteed and it may not be possible to accommodate all requests.
RESPONSIBILITIES
A. City of Auburn
Parks Department
a. Act as lead department for emergency shelter operations and mass care.
b. Open shelters upon request of the EOC, utilizing City personnel and trained
volunteers for staff. Shelter locations will be determined by the EOC, taking into
account the location of displaced individuals and the condition of potential shelter
facilities.
c. Coordinate the provision of food, clothing, shelter, first aid, and other services to
disaster victims, utilizing the resources of the City, non - profit organizations, and
private companies.
d. Develop plans and coordinate utilization of City facilities and park sites for use as
shelters or staging areas, in coordination with the Emergency Management Division.
e. Develop plans to house and feed impacted City employees and their families during
disaster operations, when those employees do not have ready access to resources
in their own communities.
2. Emergency Management Division
a. Maintain current list of potential shelter locations, based upon information from the
American Red Cross and other sources.
b. Encourage potential local shelter facilities to sign American Red Cross shelter
agreements.
c. Coordinate and organize a local Community Organizations Active in Disaster
(COAD) group to bring potential local resource providers together prior to disaster.
d. Ensure that identification and inspection of potential shelter locations is coordinated
in the EOC during a disaster.
e. Assist the Parks Department with donation management services.
3. Human Services
a. Coordinate local non - profit and private resources to meet short term needs of
disaster survivors.
b. Serve as focal point for long -term human services needs of disaster victims, in
coordination with local, county, state, and federal agencies.
c. Assist in locating a facility to serve as local disaster recovery center as needed.
4. Building Division
a. Provide structural and building safety inspections of potential shelter sites prior to
shelters opening.
5. Police Department
a. Provide or coordinate security, crime prevention, crowd control, traffic control at
shelter locations in the city, as resources allow.
b. Assist in identifying and monitoring safe travel routes to shelters, in conjunction with
CDPW.
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c. Assist in coordination of emergency pet and large animal sheltering, via the Animal
Control Officer.
6. Maintenance and Operations Division
a. Coordinate disposal of solid waste from shelters, in conjunction with Solid Waste
Division.
b. Coordinate water availability at shelters.
c. Assist in crowd and traffic control by providing temporary traffic control devices and
barriers.
d. Assist in identifying, monitoring, and maintaining safe travel routes to shelters, in
conjunction with Police Department.
e. Makes vehicles and personnel available to Parks Department to transport donated
and procured mass care supplies to shelters and other locations.
7. Public Information Officer
a. Coordinate the dissemination of public information concerning mass care and
individual assistance, ensuring proper information is provided to and by all relevant
partner organizations.
8. Human Resources Department
a. Identify employees and their families who may need disaster related assistance.
b. Assist Parks Department with disaster related employee services.
B. Local Organizations
1. Auburn Valley Human Society
a. Coordinate emergency pet sheltering within the City of Auburn.
2. Non - profit organizations
a. Various organizations, including the American Red Cross, Salvation Army, various
religious organizations, and others may provide a variety of donated goods and
services after a disaster, which will be done in coordination with the Parks
Department, Human Services Division, or Emergency Management Division.
3. Private (for - profit) organizations
a. Various businesses may provide donated or purchased goods and services for the
benefit of disaster victims. This will be done in coordination with the Parks
Department, Human Services Division, or Emergency Management Division.
4. All local organizations which provide goods or services which may be useful after a
disaster, whether non - profit or for - profit, will be encouraged to become part of the local
Community Organizations Active in Disaster group, organized by the Emergency
Management Division, in order to provide more efficient services during the disaster.
C. County
1. King and Pierce County Emergency Management
a. Coordinate the location, staffing, and supplies for regional shelters, in conjunction
with all impacted jurisdictions.
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City of Auburn Comprehensive Emergency Management Plan
b. Coordinate with the American Red Cross and other large service organizations for
the provision of shelters and supplies regionally.
2. King and Pierce County Animal Control
a. Coordinate the location, staffing, and supplies for regional pet shelters, in conjunction
with all impacted jurisdictions and non - profit organizations.
REFERENCES
1. American Red Cross Shelter Operations Guide
2. City of Auburn Duty Officer Manual
3. City of Auburn EOC Manager Manual
4. King County Comprehensive Emergency Management Plan
5. King County Regional Coordination Framework
6. Pierce County Comprehensive Emergency Management Plan
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
1. King County Regional Sheltering Concept of Operations
2. King County Regional Shelter Types Table
3. King County Regional Sheltering and Mass Care Decision Tree
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Attachment 1: King County Regional Shelter Concept of Operations
King County Regional Concept of Operations
For
General Population Shelters
Updated May 26, 2009
The King County Shelter table has been established by the King County Mass Care Workgroup
to establish a common operating platform for shelter operations county -wide. The shelter table
takes into consideration the potential need for individual cities to be able to offer some sort of
shelter in their jurisdiction, while balancing the availability of regional resources and the concept
that no person in need will be turned away based on jurisdictional boundaries.
The intent of the Workgroup is to recommend that jurisdictions coordinate shelter services to
maximize the efficient use of scare resources. Toward this goal, jurisdictions are encouraged to
consolidate dormitory shelters while offering local warming /cooling centers as able and needed.
Jurisdictions must evaluate what level of effort they can adequately support and sustain for the
anticipated length of the event, taking into consideration staff, supplies, facilities, and other
related needs.
The Workgroup recommends that all jurisdictions offering shelter services adopt and utilize
sheltering procedures endorsed by the American Red Cross in order to facilitate the potential
operation of multi - jurisdiction shelters. The Workgroup further recommends that all jurisdictions
in King County adopt the shelter typing system created by the Workgroup.
In a wide - spread regional disaster, the availability of resources from other local jurisdictions and
the American Red Cross will be severely limited, thus collaborative regional shelters will be the
standard in those situations.
ESF #6— Mass Care, Housing, and Human Services Revised January 2015 i l l
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City of Auburn
Attachment 2: King County Shelter Types
Comprehensive Emergency Management Plan
The King County Shelter types have been established by the King County Mass Care Workgroup to establish a common operating platform for
shelter operations county -wide. They take into consideration the need for each individual City to be able to offer some sort of shelter in their
jurisdiction, while balancing the availability of regional resources. The intent is to encourage jurisdictions to offer the shelter services they are able
to, but to recognize that when local resources are expended, or insufficient to begin with, regional shelters will become necessary in order to
leverage available resources from all involved jurisdictions. The shelter typing system encourages all jurisdictions offering shelter services to adopt
and utilize sheltering procedures endorsed by the American Red Cross in order to facilitate the operation of multi - jurisdiction shelters. No jurisdiction
is prohibited from opening their own shelter of any type, however they must take into consideration the availability of resources to support it,
recognizing that local shelters are the sole responsibility of the jurisdiction that opens them, until and unless outside resources are available. In a
wide - spread regional disaster, the availability of resources from other local jurisdictions and the American Red Cross will be severely limited, thus
collaborative regional shelters are highly encouraged in those situations.
CATEGORY
LEGAL
AUTHORITY
DIRECTION/CONTROL OF
SHELTERS
ORGANIZED BY
EVENT
EXAMPLES
RESOURCES NEEDED
RESOURCE SOURCES
Regional Dormitory Mega-
Jurisdiction or
American Red Cross (ARC),
County, City, SP
Windstorm,
Current event
Federal Support; Zone
Shelter ( >500 capacity).
Tribal Execs thru
County, City, Special Purpose
District, Tribes, ARC,
Power Outage,
information, public
Coordination Centers;
KCECC, Private
(SP) Districts, Tribes, Private
Private Sector.
Earthquake,
education, prepared
State Resources, County, City,
Sector. County
Sector.
Supported by all
Terrorism,
meals, sanitation,
SP District, Tribes ARC, Non -
coordination
jurisdictions in
Volcanic
sleeping, first aid, ADA
Governmental Organizations
necessary due to
region.
Eruption
access, security, pet
(NGOs), Faith, Private Sector
resource
shelter nearby (see
constraints.
below)
Zone dormitory shelter
Jurisdiction or
ARC, KC Parks, City, SP
County, City, SP
Hazmat,
Current event
County, City, SP District,
( <500 capacity)
Tribal Execs thru
Districts, Tribes, Private Sector
Districts, Tribes,
Earthquake,
information, public
Tribes, ARC, NGOs, Faith,
Zone 1 = North County
KCECC or Zone
ARC, Private Sector.
Flooding,
education, prepared
State Resources
Zone 3 = South County+
Coord Center.
Supported by all
Winter Storm
meals, sanitation,
Regional Coordination
Vashon
Zone or County
jurisdictions in Zone.
sleeping, security, ADA
Framework (RCF), Zone
Zone 5 = Seattle.
coordination
access, first aid, pet
Coordination Centers.
necessary due to
shelter in separate
resource
location (see below)
constraints.
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CATEGORY
LEGAL
DIRECTION /CONTROL OF
ORGANIZED BY
EVENT
RESOURCES NEEDED
RESOURCE SOURCES
AUTHORITY
SHELTERS
EXAMPLES
Local dormitory shelter
Jurisdiction or
County, City, SP District, Tribes,
Local jurisdictions.
All Hazards,
Current event
City, SP District, Tribes, ARC,
(dependent upon local
Tribal Exec
ARC.
localized
information, public
Faith, NGOs,
jurisdiction resources,
education, prepared
Mutual Aid, Inter -local
typically <100 capacity)
meals, sanitation, utilities,
Agreements, RCF, Private
sleeping, first aid,
Sector
security, ADA access; pet
shelter in separate
location (see below)
Severe weather shelter
Jurisdiction or
County, City, Multiple Agency
County, City, SP
Severe Winter
Sanitation, utilities,
County, City, Multiple Agency
(Provides overnight -only
Tribal Exec, or
Partnership, SP District, Tribes,
District, Tribes
Weather
sleeping, security, ADA
Partnership, SP District, Tribes
sleeping quarters for
ARC, faith -based
ARC
access.
ARC, NGOs, Faith, Private
homeless and general
Optional: Human
Sector
public during severe cold
services information,
weather events.)
warm /cold drinks and
snacks. Pets per facility
policy.
Medical Needs Shelter
Public Health
KC Public Health
Public Health
All Hazards
Nursing staff, in- patient
County, City, SP District,
(Patients have no acute
beds. Medical Reserve
Tribes, ARC, Faith,
medical needs but require
Corps staff.
State Resources,
some medical surveillance
RCF, Zone Coordination Center
and /or special assistance
Activations, Private Sector, all
beyond what is available in
health -care providers.
a standard shelter).
ESF #6 — Mass Care, Housing, and Human ServicesRevised January 2015 113
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Comprehensive Emergency Management Plan
CATEGORY
LEGAL
DIRECTION/CONTROL OF
ORGANIZED BY
EVENT
RESOURCES NEEDED
RESOURCE SOURCES
AUTHORITY
SHELTERS
EXAMPLES
Skilled Care Nursing Home
Public Health
KC Public Health
Public Health
All Hazards
Sick call team, acute
County, City, SP District,
Evacuation
care, oxygen, Medical
Tribes, ARC, Faith,
(Patients who require
Reserve Corps staff,
State Resources,
recurring professional
nursing staff, in- patient
RCF, Zone Coordination Center
medical care, special
beds.
Activations, Private Sector, all
medical equipment, and a
health -care providers.
level of care usually only
available in Hospitals or
Skilled Care Facility.
Medical Surge
Public Health
KC Public Health
Public Health
All Hazards
Sick call team, medical
County, City, SP District,
(Patients who need acute
records, acute care,
Tribes, ARC, Faith,
medical care such as
pediatrics team, oxygen,
State Resources,
individuals experiencing
medical reserve corps
RCF, Zone Coordination Center
trauma or injury. In case of
staff, administration,
Activations, Private Sector, all
disease outbreak or certain
nursing staff, in- patient
health -care providers.
other disasters, a significant
beds.
portion of the population
may be immediately thrown
into this category as a result
of the incident.)
Disaster Meal Site (Meals to
Jurisdiction or
County, City, SP District, Tribes,
County, City, SP
All Hazards
Prepared meals, current
County, City, SP District, ARC,
general public when normal
Tribal Exec
NGOs, ARC
District, ARC Faith,
event information and
NGOs, Faith Community,
food distribution channels
NGOs
education; basic
Private Sector
disrupted, or for emergency
sanitation; ADA access
responders)
ESF #6 — Mass Care, Housing, and Human ServicesRevised January 2015 114
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City of Auburn
Comprehensive Emergency Management Plan
CATEGORY
LEGAL
DIRECTION /CONTROL OF
ORGANIZED BY
EVENT
RESOURCES NEEDED
RESOURCE SOURCES
AUTHORITY
SHELTERS
EXAMPLES
Warming /Cooling Center
Jurisdiction or
County, City, SP District, Tribes,
County, City, SP
All Hazards
Current event
Mutual Aid, Inter -local
(Provide respite for general
Tribal Exec
EOCs
Districts, Tribes,
information, heating or
Agreements, volunteer and
public on a drop -in basis).
Faith, NGOs, private
A/C, basic sanitation,
faith -based resources; local
ADA access. Optional:
staffing, ARC, NGOs
public education, drinks,
snacks.
Pet Shelter Facility
Jurisdiction or
Local jurisdiction will address
Same as Type 3 and
All Hazards
Pet food, water, cages,
Pet Owners, Shelter agencies,
(May be set up in close
Tribal Exec
4 shelters
leashes, vet support,
state Ag, County Gov agencies,
proximity to dormitory
Shelter agencies,
volunteers, sanitation
volunteer agencies, private
shelter to house pets of
State Ag County Gov
supplies and plan,
business,
shelter occupants.)
agencies/ Tribes;
tracking plan, pet
volunteer agencies,
contract, shelter SOP;
private business.
off -site storage facilities,
security plan
Lost & Found Pet Shelter
Local, county,
Local jurisdictions and County
See Pet Shelter
All Hazards
See Pet Shelter
County facilities, state Ag,
(shelter for household pets
Tribal Execs
Animal Control; Shelters cross-
volunteer agencies, private
whose owners are unknown
leveled at KCECC
business
or can't be located).
Individual Home /Apartment
Individual
Individual Resident; Business
Individual Resident;
All Hazards
Family Plan, Skills;
Individual family budget,
Residence; Workplace-
Resident;
Owner /Employees
Possible linkage with
Disaster Supplies; pet
Purchases from vendors;
Shelter at Home /Work (for
Business Owner
CERT,
supplies. Event
Business Continuity of
individuals able to be
Neighborhood
information from media
Operations (COOP) Plans
independent for own shelter
Teams; Workplace
(radio, TV, print).
and care).
Business Plans,
Supplies; safe room for
shelter in place from
hazmat
ESF #6 — Mass Care, Housing, and Human ServicesRevised January 2015 115
RES.A Page 160 of 264
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Page 161 012 64
A16
City of Auburn Comprehensive Emergency Management Plan
Attachment 3: King County Sheltering and Mass Care Decision Tree
Attachment 3: King County Sheltering and Mass Care Decision Tree ca�c�de uar�m me�av
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ESF 6—Mass Care, Housing, and Human ServicesRevised January 2015 117
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ESF 7: RESOURCE SUPPORT
LEAD: Emergency Management Division
SUPPORT: City: Human Resources Department
Finance Department
Police Department
Community Development and Public Works Department
Parks Department
All City Departments
INTRODUCTION
A. Purpose
To provide the most efficient coordination of resources in order to effectively respond to an
emergency or disaster.
B. Scope
This Emergency Support Function (ESF) addresses provisions for, and coordination of,
resources for all City departments during the immediate response to an emergency or
disaster and for subsequent response and recovery operations. Coordination includes the
effort and activity necessary to evaluate, locate, procure, and provide facilities, material,
services, and personnel.
POLICIES
A. In accordance with Section 7 of Article VIII of the Washington State Constitution, "no county,
city, town, or other municipal corporation shall hereafter give any money, or property, or loan
its money, or credit to or in aid of any individual, association, company, or corporation,
except for the necessary support of the poor and infirm, or become directly or indirectly the
owner of any stock in or bonds of any association, company or corporation ".
B. In accordance with RCW 38.52.070, "each political subdivision, in which any disaster as
described in RCW 38.52.020 occurs, shall have the power to enter into contracts and incur
obligations necessary to combat such disaster, protecting the health and safety of persons
and property, and providing emergency assistance to the victims of such disaster. Each
political subdivision is authorized to exercise the powers vested under this section in the
light of exigencies of an extreme emergency situation without regard to time - consuming
procedures and formalities prescribed by law (except mandatory constitutional
requirements), including, but not limited to, budget law limitations, requirements of
competitive bidding and publication of notices, provisions pertaining to the performance of
public work, entering into contracts, the incurring of obligations, the employment of
temporary workers, the rental of equipment, the purchase of supplies and materials, the
levying of taxes, and the appropriation and expenditures of public funds ".
C. In accordance with RCW 38.52.110, in responding to a disaster, "the governor and the
executive heads of the political subdivisions of the state are directed to utilize the services,
equipment, supplies, and facilities of existing departments, offices, and agencies of the
state, political subdivisions, and all other municipal corporations thereof including but not
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City of Auburn Comprehensive Emergency Management Plan
limited to districts and quasi municipal corporations organized under the laws of the state of
Washington to the maximum extent practicable, and the officers and personnel of all such
departments, offices, and agencies are directed to cooperate with and extend such services
and facilities to the governor and to the emergency management organizations of the state
upon request notwithstanding any other provision of law."
D. In accordance with RCW 38.52.110, "the chief executive of counties, cities and towns and
the emergency management directors of local political subdivisions appointed in accordance
with this chapter, in the event of a disaster, after proclamation by the governor of the
existence of such disaster, shall have the power to command the service and equipment of
as many citizens as considered necessary in the light of the disaster proclaimed:
PROVIDED, that citizens so commandeered shall be entitled during the period of service to
all privileges, benefits and immunities as are provided by this chapter and federal and state
emergency management regulations for registered emergency workers."
E. In accordance with RCW 38.56, the City is a member of the Washington Intrastate Mutual
Aid System and may request resources from any political subdivision in the State which has
not opted out of the system. It is understood that the City will reimburse any jurisdiction
which provides resources under this system.
PLANNING ASSUMPTIONS
A. The City will not have all of the resources, either in type or quantity that may be required to
combat the effects of all potential emergencies or disasters.
B. Each individual department is responsible for inventories of their own resources and for
reporting same to the Emergency Management Division or the EOC when requested.
C. The Logistics Section of the EOC will track all unassigned staff and volunteers. When the
EOC is not activated, this function will be performed by the HR Department.
D. All unassigned personnel and volunteers will report their location and availability to the
nearest Department Operations Center (DOC) or EOC and that information will be tracked
by the Logistics Section in the EOC, if activated, otherwise by the HR Department.
E. The Human Resources Department is responsible for handling claims for workers
compensation from credentialed volunteers and City personnel, and this function will be
coordinated by the Finance /Admin Section in the EOC when activated.
F. The Emergency Management Division is responsible for managing damage and
compensation claims from emergency workers eligible for such under WAC 118 -04 and for
submitting those to the Compensation Board and to the State.
G. The Emergency Management Division is responsible for purchasing, maintaining, and
tracking disaster supplies to be issued to employees. This includes, but is not limited to,
emergency backpacks, emergency food and water, and other supplies as resources allow.
H. Weather conditions, damage to transportation routes, or other factors may restrict access to
a disaster site or to a storage area and affect the availability and distribution of resources.
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Department Operations Centers will have available, or have immediate access to, resources
and vendor lists for the most commonly used or anticipated resources used during an
emergency or disaster. This information will also be made available to EOC personnel.
CONCEPT OF OPERATIONS
A. During an emergency or disaster, or the threat of one, the EOC may be activated to
coordinate the response and support of City departments and other responding agencies
with evaluation, planning, information, and resource management.
B. During urgent preparedness or response activity, resources will only be provided upon the
request of recognized field command personnel, such as an Incident Commander, or upon
direction of the Emergency Management Director or EOC Manager.
C. The EOC will be activated on a case -by -case basis to support the resource needs of the
restoration and recovery effort. As resource needs diminish, staff may provide coordination
services without EOC activation.
D. During restoration and recovery activities, resource requests are to be made to the Logistics
section of the EOC.
E. To the maximum extent possible, the continued operation of a free - market economy using
existing distribution systems will be utilized.
F. Mandatory controls on the allocation, utilization, or conservation of resources can be used
when necessary for the continued protection of public health, safety, and welfare. Whenever
possible, voluntary controls are preferred.
G. A successful and efficient response and recovery effort relies heavily upon the involvement
of the whole community. To that end, the community is encouraged to involve themselves
in community based pre- disaster activities. This includes active involvement in the
Community Organizations Active in Disaster (COAD) group, which gathers resources
information and distributes procedures as part of the preparedness process.
H. Close coordination will be maintained with Federal, Tribal, State, County and Local officials
and volunteer associations directly involved in the event. The priority of tasks will be
determined by EOC staff.
The resources of the City will be used to the extent practicable and in accordance with the
provisions of RCW 38.52.110. City departments will retain sufficient quantities of applicable
resources in reserve to meet City needs, as appropriate. Should City resources be
insufficient, additional resources may be procured or requested through the following:
1. Private sector purchase.
2. Mutual Aid and Interlocal Agreements, including the King County Regional Coordination
Framework and the Washington Intrastate Mutual Aid Agreement.
3. Private sector resources, in accordance with the provisions of RCW 38.52.110 (Use of
Existing Services and Facilities — Impressment of Citizenry), upon a Governor's
declaration of disaster.
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J. Ensuring adequate staff to respond during an emergency or disaster is essential.
RESPONSIBILITIES
A. City of Auburn
Emergency Management Division
a. Ensures deployed and available resources are inventoried and that an updated
inventory list is available in the EOC and in each DOC.
b. Coordinates requests for out -of -area resources through the use of EOC staff.
c. Provides both disaster preparedness and response training to employees.
d. Coordinates with all departments to ensure accurate reporting of disaster - related
costs, in conjunction with Finance Department.
e. Provides trained emergency radio volunteers to provide communications from
remote or communications damaged sites.
f. Trains and pre- identifies disaster volunteers.
g. In conjunction with Community Development and Public Works, develops standard
operating procedures for city -wide resource management. Develop and maintain
disaster - specific policies and procedures to acquire equipment, materials, supplies,
contract services, and equipment maintenance during an emergency or disasters.
h. Identifies resource distribution and storage areas.
i. Ensures there are enough adequately trained personnel and /or volunteers to carry
out EOC activities and schedules them appropriately.
j. Ensures that the essential needs of EOC staff are accounted for (food, shelter, rest,
mental health, etc.).
k. Develops plans for managing donated goods and services, whether those goods and
services are donated for City use or public use.
2. Human Resources
a. Develops plans for employee and family notification during an emergency.
b. Develops procedures and coordinates the registration of temporary emergency
workers and volunteers on behalf of the City, in coordination with the Emergency
Management Division.
c. Provides staff to serve in the Logistics and /or Finance Sections of the EOC.
3. All City Departments
a. Inventories personnel, major equipment, and supplies and provides a listing to the
Emergency Management Division prior to a disaster and directly to the EOC during a
disaster.
b. Coordinates resource use under emergency conditions through the EOC.
c. Monitors and processes time sheets, rosters, overtime requests, and event specific
activity logs.
d. Assesses the impact of the event on available resources and identifies repair,
maintenance, and replenishment needs.
e. Provides appropriate staff to support the EOC, as requested, to ensure the following
activities occur:
1) Procures equipment, materials, supplies, contract services, equipment
maintenance, and negotiate leases for grounds, offices, or space required by the
City, as directed by the Emergency Management Director.
2) Coordinates the allocation, utilization, and conservation of resources.
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3) Verifies that local resources are exhausted, or are about to be, prior to requesting
resources through mutual aid channels.
4. Finance Department
a. Establishes "Emergency Purchasing Agreements" with local businesses for use
during emergency or disaster operations.
b. Develops and maintains policies, a Continuity of Operations Plan, and Standard
Operating Procedures (SOPs) for the department's disaster responsibilities.
c. Establishes project codes to track disaster expenses for reimbursement.
d. Establishes all necessary special accounts for the receipt of monetary donations.
e. Assists in identifying sources of disaster funds, if departmental budgets are
exceeded.
f. Ensures disaster - related expenditures are made in accordance with applicable laws,
regulations, and accounting procedures.
g. Coordinates with all departments to ensure accurate reporting of disaster - related
costs, in conjunction with Emergency Management Division.
h. Develops procedures for collecting and processing emergency time cards and for
paying City employees.
5. Police Department
a. In coordination with Community Development and Public Works and Valley Regional
Fire Authority, identify passable routes for transport of goods and people.
b. Provides or coordinates security and mobile radio communications at distribution
centers, if requested and as resources allow.
c. Provides or coordinates security at the entrances of the EOC, for access control and
logging purposes.
d. Provides or coordinates security at DOC sites, as requested and as resources allow.
6. Community Development and Public Works Department
a. In coordination with the Police Department and Valley Regional Fire Authority,
identifies passable routes for transport of goods and people.
b. Assists in the transport of goods and people, if requested and as resources allow.
c. In conjunction with Emergency Management, develop SOPs for city -wide resource
management. Develop and maintain disaster - specific policies and procedures to
acquire equipment, materials, supplies, contract services, and equipment
maintenance during an emergency or disasters.
7. Parks Department
a. Assists in the transport of goods and people, if requested and as resources allow.
b. Assist in distribution of goods and commodities to the public, via established shelter
locations or other identified points of distribution.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 38.52.020, Declaration of policy and purpose
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7. RCW 38.52.070, Local Organization and Joint Local Organizations Authorized —
Establishment, Operation — Emergency Powers, Procedures
8. RCW 38.52.110, Use of Existing Services and Facilities —Impressment of Citizenry
9. RCW 38.56, Intrastate Mutual Aid System
10. Washington State Comprehensive Emergency Management Plan
11. Washington State Constitution, Article VIII, Section 7
12. National Response Framework
ATTACHMENTS
None.
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City of Auburn Comprehensive Emergency Management Plan
ESF 8: PUBLIC HEALTH AND MEDICAL SERVICES
LEAD: Emergency Management Division
SUPPORT: City: Police Department
Public Information Officer
All City Departments
Local: Valley Regional Fire Authority
Regional: King and Pierce County Public Health
INTRODUCTION
A. Purpose
1. To coordinate the support of health, medical, and mortuary services in the City of Auburn
during an emergency or disaster.
2. To provide a format for the City to support a health, medical, or mortuary services
emergency in cooperation with King or Pierce County Medical Examiner's Office, Valley
Regional Fire Authority (VRFA), King County Medic One, the King or Pierce County
Public Health Departments, and /or another related organization by participating in an
Incident or Unified Command system depending on the type, severity, and needs of the
specific incident.
3. To identify the role of all the agencies that might possibly be involved in a health,
medical or mortuary services emergency in the City of Auburn.
B. Scope
This Emergency Support Function (ESF) addresses the identification and coordination of the
City's health, medical, and mortuary needs during an emergency or disaster. This includes
the following:
• Assessment of medical and health needs
• Health surveillance and communicable disease response
• Medical care personnel
• Medical and health equipment and supplies
• Patient evacuation
• In- hospital care
• Mental health
• Public health information
• Vector control (rats, pests, etc.)
• Potable water, wastewater, and sanitation
• Solid waste disposal
• Mortuary services and victim identification
• Hazardous materials (spills and releases)
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POLICIES
A. The City will support the efforts of King and Pierce County Health Departments, VRFA, King
County Medic One, the King and Pierce County Medical Examiner's Offices, or other related
organizations regarding health, medical, and mortuary services in the City.
B. King and Pierce County Public Health Departments provide guidance to the City, County,
and other agencies and individuals on basic public health principles involving safe drinking
water, food sanitation, personal hygiene, and proper disposal of human waste, garbage,
infections or hazardous waste, and communicable diseases.
1. The County Health Officers, or designee, may implement quarantine policies and /or a
health order when required due to incidents of mass communicable disease exposure,
or contamination of food, water, and environmental resources.
C. Representatives of County departments will coordinate their county -wide responsibilities
from their respective County Emergency Operations Centers. In instances where an event is
contained within the Auburn city limits, those organizations may send representatives to the
City of Auburn EOC.
D. Unified Command will be used in all incidents relating to health, medical, and mortuary
services that are criminal in nature or that require a police investigation be conducted.
PLANNING ASSUMPTIONS
A. The City of Auburn does not provide health, medical, or mortuary services of any type and
assists in these functions in a support role only.
B. VRFA and Medic One, along with private ambulance companies, provide emergency
medical care in the City of Auburn.
C. A significant natural or technological disaster or terrorist event could overwhelm local
medical facilities and services requiring emergency coordination of casualties. This
coordination will generally be the responsibility of VRFA, Medic One, and area hospitals.
D. Area hospitals, including Multicare Auburn Medical Center, clinics, nursing homes,
pharmacies, and other medical and health care facilities may suffer severe structural
damage, be destroyed, or be rendered unusable in a disaster.
E. A major emergency or disaster could pose public health threats to food, water, and personal
heath.
F. Damaged manufacturing facilities, waste processing and disposal facilities, sewer lines, and
water distribution systems and secondary hazards such as fires could result in toxic
environmental and public health hazards to the surviving population and response
personnel.
G. The damage and destruction of a catastrophic disaster will produce urgent needs for mental
health crisis counseling for disaster victims and response personnel.
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H. Disruption of sanitation services and facilities, loss of power, and massing of people in
shelters may increase the potential for disease and injury.
CONCEPT OF OPERATIONS
A. Public Health
King and Pierce County Health Departments
a. Provide or coordinate health and environmental health services and activities within
the City (including pandemic disease planning and response), including:
1) Identification of health hazards
2) Implementation of disease control measures, including examination, testing,
treatment, vaccination, isolation, or quarantine, when appropriate.
3) Coordination with the Department of Ecology to assess the public health risk
from a hazardous materials spill.
b. Report to local officials and the public regarding health conditions, warnings, and
public information utilizing available means of communication and information
dissemination.
c. Provide limited medical support and sanitation services (identifying health hazards
and making recommendations) to mass care facilities when activated.
d. Provide the medical support and mechanism for distribution of prophylaxes to the
public and emergency personnel, if warranted by threat of disease.
e. Provide oversight of potable water supplies, including those operated by the City.
B. Emergency Medical Services (EMS)
1. The primary objective of EMS in an emergency or disaster is to ensure that basic and
advanced life support systems are organized and coordinated to provide prompt,
adequate, and continuous emergency care to disaster victims. These may include, but
are not limited to:
a. Identification and coordination of medical resources.
b. Identification of potential sites and support staff for temporary emergency clinics.
c. Emergency care at shelters and mass care facilities.
d. Coordination of medical transportation resources.
2. Both King and Pierce Counties have mass casualty plans that detail operational
concepts and responsibilities to assure that EMS in the area will be capable of providing
mass casualty emergency medical services during an emergency or disaster.
3. Basic and advanced life support services are provided by VRFA, Medic One, and
various private ambulance companies within the City of Auburn. Mutual aid between and
among EMS providers is utilized to make the most efficient use of available resources.
4. Hospitals and other medical providers and facilities will respond according to their
established emergency response and disaster plans.
C. Mortuary Services
1. The King and Pierce County Medical Examiner's Offices have jurisdiction over bodies of
all deceased persons within their county boundaries (RCW 68.50.010), with the
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exception of incidents that fall under the jurisdiction of the Federal Aviation
Administration (FAA), the State of Washington, or the military.
2. Both King and Pierce Counties have Mass Fatality Plans that detail operational concepts
and responsibilities to assure that mass fatalities are dealt with in the most appropriate
way.
3. The Medical Examiner's Offices will coordinate support of local mortuary services, as
needed. Local funeral directors may assist in emergency mortuary services, if requested
and at the discretion of the Medical Examiner.
4. If local resources for mortuary services are exceeded, the State and /or Federal
government may provide supplemental assistance. The Medical Examiner may make a
request for such assistance through his /her respective county EOC or to the Washington
State Department of Health.
RESPONSIBILITIES
A. City of Auburn
All Departments
a. Designate appropriate staff to support public health, medical, and mortuary services
from the EOC during an event, as requested.
b. Provide resources to be involved public health, medical, and mortuary service
organizations, as requested and as available.
c. Ensure that departmental Continuity of Operations plans contain contingencies for
staffing in the face of pandemic disease outbreak.
2. Emergency Management Division
a. Prior to an event, work with local medical providers to establish lines of
communication to be used during an emergency or disaster.
b. Coordinate with any voluntary disaster medical organization that may exist within the
City of Auburn, ensuring lines of communication exist for information exchange and
activation. Ensure that county Public Health agencies are aware of these resources.
c. Provide logistical support to health and medical providers in the City of Auburn as
requested and as resources allow.
3. Public Information Officer
a. Coordinate closely with public health, medical, and mortuary service organizations
during and event to ensure consistent public messaging.
4. Police Department
a. Provide or coordinate crowd and traffic control, law enforcement operations, and
crime scene investigations, if requested and as resources allow.
b. Coordinate additional security support for local hospitals and clinics, if requested and
as resources allow.
c. Coordinate quarantine enforcement with the King or Pierce County Health
Department, if requested and as resources allow.
d. Provide assistance to the Medical Examiner's Office with mortuary operations if
requested and as resources allow.
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B. Local Agencies
1. Valley Regional Fire Authority
a. Coordinate all aspects of emergency medical care and transportation of patients at a
specific scene, including but not limited to triage, treatment, transportation, and set-
up for an initial morgue area, and provide incident status and operations needs to the
DOC /EOC at regular intervals.
2. Local Healthcare Providers
a. Request mutual aid and medical logistics support through established healthcare
logistics mechanisms, utilizing the City of Auburn EOC logistics process only when
those channels fail, when the request is non - medical in nature, or when extra
coordination is needed between the healthcare provider and the City.
C. County
King and Pierce County Public Health Departments
a. Provide current and accurate information to the City of Auburn EOC, both for internal
use and public dissemination.
b. Organize and mobilize public health services during an emergency or disaster.
c. Identify and coordinate activation of additional health professionals, when
appropriate, including any voluntary disaster medical organization that may exist
within the City of Auburn.
2. King and Pierce County Medical Examiner's Office
a. Assume overall responsibility for emergency mortuary services, including but not
limited to selection of suitable facilities for emergency morgues and ensuring
qualified personnel are assigned to operate them.
b. Keep all necessary records and furnish the local EOC with a periodic status report
update and casualty list.
D. Federal
1. Department of Agriculture
a. Under guidelines of the Food and Drug Administration, work with State and local
governments in establishing public health controls for the proper disposal of
contaminated food and drugs.
2. Department of Health and Human Services
a. Assist State and local communities in taking protective and remedial measures for
ensuring sanitary food and potable water supplies, adequate sanitary systems,
rodent, insect and pest control, care of the sick and injured, and control of
communicable diseases.
b. Assign professional and technical personnel to augment state and local forces.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
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5. Pierce County Comprehensive Emergency Management Plan
6. RCW 68.50.010, Coroner's Jurisdiction Over Remains
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
101M-
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ESF 9: SEARCH AND RESCUE
LEAD: Police Department
Valley Regional Fire Authority
SUPPORT: City: Emergency Management Division
Community Development and Public Works
INTRODUCTION
A. Purpose
The purpose of this ESF is to provide for the support of search and rescue resources that
may be operating within the City of Auburn.
B. Scope
This ESF addresses wilderness, suburban /urban, and structural search and rescue
operations, and includes ground, air, and water operations.
POLICIES
A. Search and rescue means the acts of searching for, rescuing, or recovering persons whom
have become lost, injured, or are killed as a result of natural, technological, or human
caused disaster. Refer to RCW 38.52.010.
B. The chief law enforcement officer of each political subdivision shall be responsible for local
search and rescue activities (RCW 38.52.400) and the Police Chief is responsible for search
and rescue operations in the City of Auburn.
C. The City of Auburn has no direct search and rescue assets and relies upon the assets of
King and Pierce counties to conduct non - structural search and rescue functions within the
City. The Valley Regional Fire Authority provides structural search and rescue operations
with the City and serves as the Incident Commander for all such operations.
D. The respective outside organizations are responsible for coordinating administrative
services for their search and rescue activities.
E. King and Pierce counties will activate and coordinate their non - structural search and rescue
assets at the request of the Police Chief.
F. Valley Regional Fire Authority will activate and coordinate their structural search and rescue
assets in response to events that require them or at the request of the Police Chief or
Director of Emergency Management. VRFA will be responsible for prioritizing use of their
structural search and rescue assets across their entire service area.
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PLANNING ASSUMPTIONS
A. People may become lost, injured, trapped, or killed, during and emergency or disaster,
requiring search and rescue activities in the City of Auburn.
B. An emergency or disaster may cause building collapse, leaving persons in life- threatening
situations requiring prompt structural search and rescue actions.
C. Large numbers of people are likely to initiate their own search and rescue activities in
response to a large event. Some of these individuals will have been trained through CERT
or other programs, but most will not have. Historically, 95% of people rescued are assisted
by other victims, so the self- initiated response of the public must be anticipated.
D. Responders will not have sufficient resources to manage spontaneous volunteers and it will
not be possible to account for them all, however procedures must be in place for registering
as emergency workers those who can be accounted for.
E. Access to damaged sites or event locations may be limited. Some sites may initially be
accessible by only air or water.
F. The Police Chief has the authority to formally limit access to impacted sites where search
and rescue operations are underway (RCW 38.52.400).
CONCEPT OF OPERATIONS
A. The Emergency Operations Center (EOC) may be activated to provide coordination and
logistical support to search and rescue operations conducted in the City.
B. The Police Chief, or designee, is the Incident Commander of non - structural search and
rescue operations in the City and of overall events which may contain a structural search
and rescue component. The Police Chief will not directly command structural or technical
search and rescue missions.
C. VRFA provides the Incident Commander for structural or technical search and rescue
operations that consist primarily of fire, medical, and heavy rescue operations that are
localized to a specific incident.
D. The Incident Commander will request search and rescue assets via the appropriate county
or other agency. Specialized teams, including water, confined space, high angle, and heavy
rescue will be requested through VRFA, who will obtain them via existing mutual aid
agreements.
E. WSDOT is responsible for the conduct and management of all aerial search and rescue
efforts in the State.
RESPONSIBILITIES
A. City of Auburn
1. Police Department
a. Establish Incident or Unified Command, as appropriate.
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b. Coordinate search and rescue operations.
c. Request appropriate search and rescue resources.
d. Conduct and document all investigative activities.
e. Provide on -site security, if appropriate.
2. Emergency Management Division
a. Request Washington EMD mission number for search and rescue incidents where
outside resources are requested or volunteers are used.
b. Open and manage the EOC as needed to support search and rescue operations.
c. Coordinate logistical support between search and rescue assets and their home
organizations, as needed.
3. Public Works
a. Provide equipment and qualified operators for search and rescue operations, if
requested and as resources allow.
4. Building Division
a. Provide technical expertise in the evaluation of damaged structures, if requested and
as resources allow.
B. Local Agencies
1. Valley Regional Fire Authority
a. Command and conduct technical rescue operations and /or request the resources to
do so.
C. County
1. King and Pierce County Emergency Management
a. Provide non - structural search and rescue assets, if requested and as resources
allow.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 38.52.400, Search and Rescue Activities — Powers and Duties of Local Officials.
7. RCW 47.68.380, Search and Rescue
8. Washington State Comprehensive Emergency Management Plan
9. National Response Framework
ATTACHMENTS
None.
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ESF 10: HAZARDOUS MATERIALS RESPONSE
LEAD: Police Department
Valley Regional Fire Authority
SUPPORT: City: Community Development and Public Works
Public Information Officer
State: Washington State Patrol
INTRODUCTION
A. Purpose
The purpose of this ESF is to provide for the support of hazardous materials responses
within the City of Auburn.
B. Scope
This ESF addresses the support provided by the City of Auburn to hazards materials
responses.
POLICIES
A. Federal and State regulations require that local jurisdictions form Local Emergency Planning
Committees (LEPCs). It is the responsibility of each LEPC to develop a Hazardous Material
Response Plan. Planning may include coordination with outside agencies, recognition
procedures, safe distance for places of refuge, site security, control procedures, and a list of
required personal protective equipment. LEPC functions for the City of Auburn are handled
by the King County LEPC, managed by King County Office of Emergency Management.
B. Valley Regional Fire Authority will be incident command for all non - criminal hazardous
materials incidents within the City, except for those on State highways, and will follow their
applicable policies and procedures.
C. Unified Command will be used for all hazardous materials incidents that include a criminal
investigation, including terrorism.
D. Washington State Patrol is responsible for coordinating hazardous materials incident
responses that occur on state highways.
PLANNING ASSUMPTIONS
A. Hazardous materials incidents can occur anywhere at any time; however, railways,
freeways, and industrial areas are places of higher than usual occurrence.
B. The possible effects of an emergency could range from a small cleanup problem to the
evacuation of residences, businesses, and other facilities.
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C. Properly trained and equipped local emergency responders can handle most hazardous
materials incidents.
D. Protective actions that may be necessary for the public in affected area may include
sheltering, evacuation, and the protection of animals, water, and food supplies. The choice
of protective actions will depend on many factors including the magnitude, severity and
urgency of the situation, the characteristics of the area, population affected, weather, and
road conditions.
E. A natural or technological disaster could result in a single or numerous situations in which
hazards materials are released in the environment.
F. Emergency exemptions may be needed for disposal of contaminated materials.
G. The City does not have personnel specifically trained for hazardous materials response and
will act solely in a support role for hazardous materials operations.
H. The City does have technical specialists in Public Works, Planning, Police, and other areas
who do have specialized knowledge and /or training applicable to hazardous materials
incidents. These personnel will be made available as appropriate to assist with hazardous
materials events.
CONCEPT OF OPERATIONS
A. Incident or Unified Command will be utilized for all hazardous materials events.
B. The City will assist VRFA, WSP, and other responding agencies as requested and as
resources allow.
C. Hazardous materials incidents may require multi - disciplinary response from fire services,
law enforcement, emergency medical services, environmental protection, fish and wildlife,
and other agencies.
D. The National Incident Management System (NIMS) will be used to manage all hazardous
materials incidents, in accordance with local, state, and federal laws.
E. Requests for additional assistance may be routed either through ValleyCom or through the
Emergency Management Division /EOC which will make requests through the appropriate
county or the State.
F. State agencies will respond to hazardous materials incidents according to appropriate State
and Federal laws, regulations, and other agency plans.
G. Federal agencies and resources will be utilized if local and state capabilities have been
exceeded and /or if federal response is required under federal laws, regulations, or plans.
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RESPONSIBILITIES
A. City of Auburn
1. Emergency Management Director (or designee)
a. Function as liaison between city responders and VRFA during hazardous materials
incidents with no criminal component.
b. Initiate and be active in Unified Command during hazardous materials incidents that
contain a criminal component, including terrorism.
2. Public Information Officer
a. Serve as the PIO for the City, coordinating information with all other response
agencies to create a clear and consistent message.
3. Police Department
a. Assist with perimeter and traffic control at hazardous materials incidents, if requested
and as resources allow.
b. Provide responders specially trained in CBRNE if requested and as resources allow.
4. Community Development and Public Works
a. Assist with perimeter and traffic control at hazardous materials incidents, if requested
and as resources allow.
b. Provide equipment and staffing to assist in containment, as requested and as
resources allow.
c. Provide technical specialists from the Engineering and /or Maintenance and
Operations divisions if requested and as resources allow.
d. Implement and or coordinate protection measures to ensure the safety of the water,
sewer, and storm water systems.
B. Local Agencies
Valley Regional Fire Authority
a. Command and conduct hazardous materials operations and /or request the resources
to do so.
b. Make necessary immediate protective action decisions for the public and emergency
workers.
c. Participate in Unified Command with other involved agencies as appropriate.
C. County Agencies
1. King and Pierce County Public Health
a. Coordinate with the Washington State Department of Ecology to assess the public
health risk from hazards materials spills.
2. King and Pierce County Emergency Management
a. Activate appropriate warning systems, as requested.
b. Support incident operations with information and resource coordination, if requested.
c. Assume responsibility for emergency notifications, evacuations, and warnings for
unincorporated areas of their respective counties that may be impacted by incidents
that occur in the City.
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3. King and Pierce County Sheriff's Offices
a. Assist with perimeter control, warning, evacuation, and traffic control, if requested
and as resources allow.
D. State Agencies
1. Washington State Patrol
a. Serve as Incident Command for hazardous materials incidents occurring on state
highways and freeways.
2. Department of Ecology
a. Provide on -scene coordination, technical information, containment, cleanup, disposal
and recovery, environmental damage assessment, chemical analysis, and evidence
collection for enforcement actions for non - radioactive hazardous materials incidents.
b. Maintain a list of cleanup contractors, equipment, and technical and scientific
personnel for non - radioactive hazardous materials.
c. Coordinate damage assessments of moderate and major spills by activating the
State Natural Resource Damage Assessment Team, when appropriate.
3. Department of Health
a. Serve as the lead agency in Unified Command for incidents involving radioactive
materials.
b. Provide technical personnel and equipment for use with radioactive materials.
c. Provide advice and guidance regarding the health hazards relating to hazardous
materials.
d. Provide technical assistance, sample collection, laboratory analysis, risk
assessment, and control information relative to incidents involving hazardous
materials.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Washington State Comprehensive Emergency Management Plan
7. National Response Framework
8. Superfund Amendments and Re- Authorization act of 1986 (SARA Title III)
ATTACHMENTS
I •CM
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ESF 11: AGRICULTURE AND NATURAL RESOURCES
LEAD: Parks, Arts, and Recreation Department
SUPPORT: City: Emergency Management Division
Public Information Officer
Police Department
Community Development and Public Works Department
INTRODUCTION
A. Purpose
The purpose of this ESF is to coordinate efforts to provide safe handling of food, water, and
donated goods to persons unable to provide for themselves following a major emergency or
disaster.
B. Scope
This ESF provides for the management, safe handling, and distribution of food stocks,
water, and donated goods for the needs of people within the City of Auburn during and
immediately after a major emergency or disaster.
POLICIES
A. The City will coordinate with county, state, and federal officials, as well as with non - profit
organizations to organize the distribution of food, water, and donated goods.
B. The City will not accept unprocessed donated goods during a time of disaster. Only those
goods that can quickly be placed into the community will be accepted.
C. The City will keep on -hand sufficient food and water to support all City employees for at
least 7 days following a disaster.
D. The City will educate individuals and businesses regarding the need for them to be
responsible for their own food and water for at least 7 days following a disaster.
E. The City will encourage the public to only donate cash and specifically requested goods
following a disaster.
PLANNING ASSUMPTIONS
A. A wide variety of outside agencies have the ability to provide mass care services, including
coordination support. The City will work with all of these organizations in providing for the
needs of the community.
B. King and Pierce County Public Health will provide guidance to the City and to individuals to
ensure the safety of food and water made available to the public.
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C. The distribution of food, water, and donated goods will be a community -wide effort that will
be coordinated by the City.
D. The City has limited experience in coordinating the distribution of foods, water, and donated
goods in large quantities and will rely upon the expertise of outside agencies and
organizations to accomplish these tasks whenever possible.
E. If not handled properly, food, water and donated goods can become vehicles for illness and
disease transmission, which must be avoided.
F. Food warehouses located in the City are not available for the sole use of the City and must
be considered a regional resource.
G. Unprocessed and unsolicited donations of goods will arrive in the City after a disaster,
however the City does not have the capacity to process them. Unsolicited goods that cannot
be immediately placed into the community will be set aside until volunteers or other
organizations can process them. It is highly probable that many unsolicited donations will
not be appropriate for use and will have to be disposed of during the recovery process.
CONCEPT OF OPERATIONS
A. General
1. During an emergency or disaster, the City will coordinate with local non - profit and private
sector organizations for the management of food, water, and donated goods.
2. Management and procurement of food and water in the City for disaster victims and
workers will be coordinated by the Logistics Section in the EOC, with the assistance of
the Finance /Admin Section. They will coordinate with county, state, and federal
resources as appropriate.
3. Distribution of goods will be coordinated by the Parks Department.
4. Food, water, and other goods may be distributed using a Point of Distribution (POD) or
Community Point of Distribution (CPOD) concept, using centralized locations in the City
from which to distribute commodities. Local organizations, both public and private, may
have staff members trained to assist in this function. The Emergency Management
Division will actively work with members of the Community Organizations Active in
Disaster (COAD) to identify locations for CPODS and organizations that can provide
staffing for them.
5. King and Pierce County Health Departments will provide information on preventative
measures to be taken to reduce contamination of food, water, crops, and livestock, as
well as information /recommendations for the safe storage and distribution of emergency
food. Information will be disseminated in accordance with ESF 2.
1. Food supplies in most retail outlets will be gone in 72 hours or less if re- supply routes
are impacted. Close coordination between the food sector and the City is essential to
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keeping those routes open and food supplies available.
2. The Logistics section in the EOC will be responsible for procuring food, while the Parks
Department will be responsible for managing and distributing it.
3. Emergency food stocks will be purchased or procured under the provisions of RCW
38.52.070, Local Organization and Joint Local Organizations Authorized —
Establishment, Operation — Emergency Powers, Procedures.
C. Water
1. City residents obtain their drinking water from the City's public water supply, as well as
from privately owned wells.
2. The Logistics Section in the EOC will be responsible for procuring potable water should
local water systems fail.
3. Water supplies may be severely impacted during flooding, severe winter storms (frozen
and ruptured pipes), and earthquakes (cracks, pipeline failures, etc.).
4. The Community Development and Public Works Department does not have sufficient
personnel, equipment or supplies to completely repair the entire City water system after
a major event, such as an earthquake, and will need outside assistance to complete
recovery efforts.
5. Any event that disrupts water distribution may also cause water supplies to become
contaminated.
D. Donated Goods
1. During and immediately following a disaster, individuals and businesses become very
generous in donating both money and goods to the impacted area. This outpouring of
support often overwhelms local government and social service agencies trying to
manage donated goods.
2. The Logistics Section in the EOC will track offers of donations and volunteer assistance
and will utilized donated goods to fulfill resources requests anytime possible.
3. The Parks Department will coordinate unsolicited donated goods and resources, in
conjunction with the Emergency Management Division, which may have staff and
volunteers trained in donations management.
4. In a major region -wide event, the management of donated goods will not only tax
government and voluntary agencies, but the donated goods could be both generous and
inappropriate, causing many of them to go unused and be disposed of.
5. Nationally donated goods will be coordinated through either King or Pierce County EOC
or the Washington State EOC.
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6. The Logistics Section in the EOC will make every effort to evenly distribute goods
throughout the City based on need.
7. Donated goods are divided into two categories: solicited goods and unsolicited goods.
a. Solicited Goods — Specific items that are identified by the City as being "needed" and
that the City has specifically asked for.
b. Unsolicited Goods —Items donated by the public which are neither asked for nor
specifically needed for the particular event.
RESPONSIBILITIES
A. City of Auburn
Emergency Management Division
a. Coordinate the purchase and storage of food and water supplies that will sustain City
employees for 7 days following a disaster.
b. Coordinate with local voluntary agencies and private organizations prior to events to
verify their readiness and availability, as well as to clarify roles and responsibilities in
food, water, and donated goods distribution. This will be accomplished through the
use of the Communities Organizations Active in Disaster (COAD) group.
c. Identify potential sites for holding donated goods, food, and water supplies.
d. Educate individuals and businesses regarding the need for them to be responsible
for their own food and water for at least 7 days following a disaster.
2. Public Information Officer
a. Coordinate the release of information and instructions regarding food, water, and
goods distribution with all involved agencies and organizations.
3. Police Department
a. Provide or coordinate security at food, water, and donated goods storage areas and
crowd control at distribution sites, if requested and as resources allow.
4. Parks Department
a. Provide one or more representatives to staff the Logistics Section in the EOC as
needed.
b. Coordinate with City departments and relief agencies regarding transportation and
distribution of food and water to City staff and the public. .
5. Community Development and Public Works Department
a. Develop and maintain SOPs to restore water services as quickly as possible after an
event.
b. Work with the Logistics Section to identify potable water supplies and backup water
supplies
B. Local Agencies
1. Various non - profit organizations will provide disaster victims with food, water, clothing,
shelter, first aid, and other immediate needs following a disaster. These efforts must be
coordinated with the Emergency Management Division prior to an event and with the
EOC during an event to ensure resources are allocated in the most beneficial way.
These organizations will be encouraged to join the Community Organizations Active in
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Disaster (COAD) group in order to maintain regular contact with the Emergency
Management Division.
C. County Agencies
1. King and Pierce County Emergency Management
a. Receive resource requests from local government and attempt to fill them though
regional or state -wide distribution chains.
2. King and Pierce County Health Departments
a. Analyze water samples from sources of potentially contaminated water and make
appropriate recommendations.
b. Provide guidance on handling donated food items during a disaster.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 38.52.070, Local Organization and Join Local Organizations Authorized —
Establishment, Operation — Emergency Powers, Procedures
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
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ESF 12: ENERGY
LEAD: Community Development and Public Works Department
SUPPORT: City: Police Department
State: Department of Commerce, Energy Division
INTRODUCTION
A. Purpose
1. To provide for the effective utilization of available electric power and petroleum products,
as required to meet essential energy needs of the City during an emergency or disaster.
2. To facilitate the coordination with private and public utilities required to meet essential
needs during an emergency or disaster.
B. Scope
This ESF addresses:
1. Assessing energy systems and infrastructure damage, supply, demand, and
requirements to restore such systems, to the extent possible.
2. Assisting City departments and agencies in obtaining fuel for transportation,
communication, emergency operations, and other critical uses.
3. Helping energy suppliers to obtain equipment, specialized staffing, and transportation to
repair or restore service to pre- disaster levels.
POLICIES
A. The City will prioritize energy needs based on protection of lives, safety of personnel and the
public, protection of property, and preservation of the environment.
B. The City will provide prioritized lists for service restoration to utility service providers as
requested.
C. The City will distribute fuel based on the priorities set in A above.
D. The City will not attempt to repair energy systems for which it does not have responsibility.
PLANNING ASSUMPTIONS
A. Puget Sound Energy provides electric power and natural gas service inside the City limits.
B. The Public Information Officer will coordinate information regarding electricity and natural
gas service with Puget Sound Energy.
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C. A severe natural disaster or other significant event can sever key energy and utility lifelines,
constraining supply in impacted areas, or in areas with supply links to impacted area, and
also affect fire fighting, transportation, communication, and other critical lifeline functions
needed to ensure public safety.
D. There may be widespread power system failures following an event, which may take weeks
to repair.
E. There may be extensive pipeline failures, including natural gas and petroleum products,
which may take weeks to repair.
F. There may be hoarding of fuel in areas where shortages have occurred.
G. The City has its own gasoline and diesel fuel pumping station, with sufficient stocks to last
approximately 72 hours under normal use. In disaster situations, it is likely this stock will last
less than 72 hours. It is also likely that restocking will be limited or non - existent for some
period of time after a disaster.
H. The City, under existing building and fire codes, has the authority to disconnect utilities to
buildings or structures when deemed necessary during an emergency.
Puget Sound Energy, under a Proclamation of Local Emergency, may be granted the
authority to go on to private property to evaluate and repair utilities that jeopardize public
safety, property or the environment.
Ruptures of electrical and petroleum lines can represent potential sources of environmental
contamination and /or safety hazards.
CONCEPT OF OPERATIONS
A. The occurrence of a major disaster could destroy or disrupt all or a portion of the City's
energy system.
1. The electrical power industry within Washington is organized into a network of public and
private generation and distribution facilities that form the Northwest Power Pool. Through
such networks, the electrical power industry has developed a capability to provide power
under even the most extreme circumstances.
2. The Washington State Department of Transportation (WSDOT) can access local
petroleum supplies and major oil companies to facilitate the delivery of adequate
amounts of emergency petroleum fuel supplies and may be requested through local
emergency management channels.
B. To the maximum extent possible during a disaster, energy systems will continue to provide
services through their normal means.
C. If energy shortages exist, requests to meet needs will be submitted through existing
emergency management channels. Actions may be taken to curtail use of energy until
normal levels of service can be restored or supplemented. These resources, when curtailed,
will be used to meet immediate and essential emergency needs.
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D. The Mayor or Emergency Management Director may authorize the fueling of non -City
owned vehicles (emergency services, essential utilities, etc.) from city gas and diesel
supplies, provided that a complete accounting is made for future reimbursement by the
requesting organization.
E. Energy information will be furnished to emergency officials at all levels to inform the public
on proper use of services.
F. As needed or requested, energy service providers will compile post- emergency damage
assessment reports, service restoration estimates, and other information and provide them
to emergency officials at all levels of government.
G. "To protect the public welfare during a condition of energy supply alert or energy
emergency, the executive authority of each State or local governmental agency is hereby
authorized and directed to take action to carry out the orders issued by the government
pursuant to this chapter as now or hereafter amended. A local governmental agency shall
not be liable for any lawful actions consistent with RCW 43.21 G.030 as now or hereafter
amended taken in good faith in accordance with such orders issued by the Governor."
(RCW 43.21 G.050).
RESPONSIBILITIES
A. City of Auburn
Community Development and Public Works Department
a. Serve as liaison and coordinate response and recovery efforts between City
departments and local utility companies, as appropriate.
b. Provide support in securing areas where electrical or natural gas incidents pose a
danger to the public.
c. Provide assistance in implementing road closures and detours for roadways and
providing access to utility service providers to repair damage.
d. Support and maintain franchise agreements, letters of understanding, contracts, etc.
with private utilities responsible for electricity, natural gas, and pipeline fuel transport
to ensure response and recovery operations are conducted in an orderly manner and
in citywide priority sequence to the greatest extent possible.
e. In coordination with other City departments, identify priorities for energy service
restoration.
f. Coordinate fuel needs, in conjunction with the Logistics Section, for transportation,
communications, emergency operations, and critical facilities.
2. Police Department
a. Provide or coordinate support in securing areas where electrical or natural gas
incidents pose a danger to the public.
b. Provide or coordinate assistance in implementing road closures and detours for
roadways.
B. State Agencies
1. Washington State Department of Commerce, Energy Division
a. Provide assistance to local jurisdictions in assessing damage to energy systems.
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b. Coordinate restoration of energy systems statewide and provide assistance to local
jurisdictions with energy needs.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. RCW 43.21 G, Energy Supply — Emergencies and Alerts
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
None.
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ESF 13: PUBLIC SAFETY AND SECURITY
LEAD: Police Department
SUPPORT: City: Community Development and Public Works Department
INTRODUCTION
A. Purpose
1. To provide for the effective coordination of law enforcement operations within the City
during an emergency or disaster.
2. To provide support for local and State law enforcement operations.
B. Scope
1. This ESF addresses law enforcement and security activities within the City.
POLICIES
A. Under emergency or disaster conditions, law enforcement activities are the responsibility of
the local law enforcement agency within the jurisdiction.
B. Law enforcement units supplied by other levels of government will operate under the
direction and control of the designated Incident Commander, but can be recalled by their
jurisdiction at any time.
C. The Police Department will maintain normal policies and procedures whenever possible, but
may make adjustments when necessary to protect life, property, and the environment, in
accordance with City of Auburn Police Department MOS 18: Critical Incidents /Unusual
Occurrences.
D. During any emergency, the first priority for response is life safety, including the lives of first
responders. For this reason, lives will not put in harms way to protect property or the
environment.
PLANNING ASSUMPTIONS
A. General law enforcement problems are compounded by disaster - related community
disruption.
B. Law enforcement personnel will be responsible for conducting windshield surveys within
their assigned districts and reporting results back to either their DOC or the EOC, whichever
is active.
C. Many routine calls for service will not be handled during a disaster, while law enforcement
personnel are focused on life safety events. Prioritization of calls for service will change as
the event fluctuates, and how calls are prioritized will remain with the DOC or EOC.
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D. The capabilities of local law enforcement may be strained or exceeded. Supplemental
assistance may be requested utilizing existing mutual aid agreements or notices of consent
or via the EOC.
CONCEPT OF OPERATIONS
A. The Emergency Management Director is designated as the City's Incident Commander in
situations which require a full (Level 3 with IMT) activation of the EOC.
B. The Police Chief will designate a police representative to assist with coordination in the
Operations Section of the EOC.
C. If an emergency occurs within the City, the Police Department will exercise overall authority
for law enforcement activities and responsibilities.
D. On -scene management of all incidents will follow the National Incident Management System
(NIMS) and will utilize the Incident Command System (ICS).
E. Unified Command shall be utilized when multiple departments or jurisdictions respond to the
same incident and there is joint responsibility.
F. The on -scene Incident Commander will provide regular status reports and coordinate all
requests for additional resources through the EOC.
G. The Washington Mutual Aid Peace Officers Powers Act, RCW 10.93, provides law
enforcement with mutual assistance capabilities between jurisdictions. Mutual aid
agreements exist with local law enforcement agencies. Supplemental law enforcement
assistance should be requested through the EOC, when activated.
RESPONSIBILITIES
A. City of Auburn
Police Department
a. Ensure all Police personnel are trained in MOS 18.
b. Provide routine and non - routine law enforcement activities within the City during a
disaster.
c. Conduct post- disaster windshield surveys in impacted areas.
d. Provide or coordinate security and perimeter control at incident scenes and the EOC
during activation when appropriate.
e. Provide support to the King and Pierce County Medical Examiner's Offices in the
investigation, identification, recovery, and management of deceased persons.
f. Provide support to the EOC in the dissemination of emergency warning information
to the public, as requested.
g. Organize completion of Traffic Control Plans as related to road closures and efficient
traffic flow.
2. CDPW Department
a. Provide temporary traffic control measures /devices and operational control of traffic
signals, as requested.
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REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Washington State Comprehensive Emergency Management Plan
7. RCW 10.93, Washington Mutual Aid Peace Officers Powers Act
8. National Response Framework
ATTACHMENTS
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ESF 14: LONG TERM COMMUNITY RECOVERY AND MITIGATION
LEAD: Emergency Management Division
SUPPORT: City: Economic Development Division
Human Services Division
Public Information Officer
Innovation & Technology Department
Human Resources Department
Community Development and Public Works Department
Finance Department
All City Departments
INTRODUCTION
A. Purpose
To provide a standardized system to collect, report, and evaluate information related to an
emergency or disaster and the response necessary to facilitate the community's transition
from an emergency situation to the resumption of normal activities.
B. Scope
This ESF addresses long -term recovery and mitigation activities required to return a
community to normal after a major emergency or disaster. It also addresses disaster
assistance and services provided to the City and non - profit organizations (Public
Assistance) and individuals in the community (Individual Assistance).
POLICIES
A. The recovery efforts for the City in a large disaster will initially be coordinated from the EOC,
under the direction of the Emergency Management Director.
B. After the initial recovery efforts are underway, or if the EOC has not been activated, recovery
efforts will be coordinated by the Emergency Management Division.
C. Departments are responsible for reporting observed damage to the EOC in accordance with
ESF 3, or directly to the Emergency Management Division when the EOC is not activated.
D. Detailed damage assessment will be conducted by the Community Development and Public
Works Department and will commence as soon as possible after initial damage surveys are
complete.
E. Damage assessment information will be reported to King and Pierce County Emergency
Management by the Emergency Management Division as requested and as required for
reimbursement purposes.
F. In the event of a state or federal disaster declaration, individuals, families, and businesses
with losses will be referred to outside agencies for individual assistance whenever those
resources are made available. This activity is typically coordinated by King and Pierce
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County Emergency Management, with local information disseminated by the City.
G. When individuals, families, and businesses are not eligible for aid via individual assistance
programs, or when such programs are not made available, assistance programs will be
coordinated by the Economic Development Division and the Human Services Division as
appropriate.
H. Costs related to the event, including public facility damage and response costs, remain the
responsibility of the impacted agency, though state and /or federal assistance may be made
available.
PLANNING ASSUMPTIONS
A. The capability to recover from any emergency or disaster is dependent upon the timely
receipt of accurate information. This information is used to determine priorities based on
needs and the availability of resources.
B. All City departments are responsible for inventorying, documenting, and reporting damage
to their facilities, as well as reporting time worked by their employees and volunteers, to the
Emergency Management Division.
C. The Emergency Management Division will compile and forward damage reports to the
respective counties as requested.
D. There are two types of damage assessment: Rapid, as covered in ESF 3, and Detailed,
which documents the specific losses incurred by both public and private entities. Detailed
assessment is used to justify state and federal disaster declarations and requests for
significant assistance.
E. Initial reports of damage may be fragmented, incomplete, and inaccurate and must be
followed up on by those charged with compiling complete and detailed damage
assessments.
F. There will likely be a shortage of individuals qualified to assess damage.
G. Depending on the nature of the hazard and availability of resources, the City may conduct
structural inspections of privately -owned structures and businesses to determine whether
they are safe to enter and /or occupy. Those facilities with a life safety component will have
the highest priority (hospitals, medical facilities, shelter locations, etc.). The property owner
or occupant will be responsible for subsequent engineering evaluations to determine
corrective action or to appeal the City's evaluation
H. King and Pierce County collect damage assessment information for individuals and
businesses within the City of Auburn and will report that information to the City upon
request.
The City has a FEMA approved Debris Management Plan, which is incorporated by
reference into ESF #14.
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CONCEPT OF OPERATIONS
A. Following an event that requires activation of the EOC, the EOC may remain open to
coordinate initial recovery and restoration activities. In the event the EOC was not activated,
or a large number of people are not required to coordinate these efforts, recovery and
restoration activities will be coordinated by the Emergency Management Division and
carried out by their respective departments.
B. During the response phase of an event, EOC staff will document reported damage through
the City, evaluate community needs, and commence planning for recovery and restoration.
Resources and services will be arranged, as necessary for meeting urgent community
needs.
C. No single City Department has the resources necessary to survey and assess damage
throughout the entire City in a timely manner. All departments capable of providing
appropriate staff will do so and will be coordinated by the EOC or the Emergency
Management Division.
D. Damage assessment teams will be supplemented using mutual aid and qualified volunteers.
E. Rapid damage assessment will be carried out by existing field staff, pursuant to ESF 3.
F. The Emergency Management Division will coordinate and compile damage assessment
information supplied by all departments, prepare required county, state, or federal reports
regarding damage, and will act as the primary point of contact for state and federal
reimbursement.
G. Damage assessment will be conducted in two phases: Rapid, as specified in ESF 3, and
Detailed, as specified below:
1. A detailed damaged assessment is needed to document the magnitude of private and
public damage for planning recovery activities, to justify requests for state and federal
assistance, and to meet the information needs of the public.
2. Detailed damage assessment will generally begin following the completion of response
activities to protect life and property. Depending on the nature and magnitude of
damage, detailed assessment could last for several weeks.
3. Detailed damage assessment of city -owned facilities may be conducted by the
Community Development and Public Works Department, or other qualified personnel,
either employed, contracted, or otherwise retained by the City to perform such services.
4. Damage will be documented in such a way as to facilitate completion of preliminary
damage assessment forms by the Emergency Management Division.
5. The Emergency Management Division will collect all damage information and complete
the preliminary damage assessment forms made available by the State. These forms will
be submitted to King and Pierce County Emergency Management as appropriate.
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6. Damage assessment forms must generally be provided by the County to the State prior
to any public assistance being made available.
7. Information contained on these forms may be made available to the public pursuant to
public information laws and information releases will be coordinated between the
Emergency Management Division and the City Public Affairs and Marketing Manager.
H. Individuals, families, and businesses seeking post- disaster assistance will be referred to the
appropriate Disaster Field Office or local resources as appropriate.
RESPONSIBILITIES
A. City of Auburn
Emergency Management Division
a. Solicit, receive, document, evaluate, and disseminate damage assessment
information if the EOC is not activated.
b. Ensure appropriate City employees and volunteers are trained in damage
assessment process, procedure, and techniques.
c. In conjunction with other departments, develop a list of essential public and private -
owned facilities requiring the highest priority for safety evaluation and approval of
any required repair work.
d. Develop and maintain relationships with community organizations and businesses to
facilitate recovery and restoration resources and services.
e. Recommend policy and provide direction on emergent issues not otherwise
addressed or those for which there is disagreement or confusion regarding
responsibility, scope, duration, coordination, or procedure.
f. Coordinate debriefings, complete after - action reports, and recommend revisions to
the CEMP and other plans.
g. Compile and submit all cost recovery related paperwork to appropriate agencies.
h. Maintain all official records used to request reimbursement.
2. Public Information Officer
a. Inform the public of available services and assistance programs and encourage
damage reporting.
3. All City Departments
a. Assist in development of a critical facilities list.
b. Ensure staff is trained on damage reporting procedures.
c. Perform immediate assessments of work areas after an event and report information
to EOC or DOC.
d. Direct relocation of department staff pursuant to COOP plans, in coordination with
the EOC if possible.
e. Provide staff to assist with county, state or federal official site visits.
f. Utilize project tracking to document all incident related expenses
4. Finance Department
a. Document all expenditures relating to disaster recovery and restoration efforts.
b. Ensure disaster - related expenditures are made and documented in accordance with
applicable laws, regulations, and accounting procedures.
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c. Assist City departments with documenting disaster - related expenditures.
d. Conduct financial and cost analysis of emergency and disaster efforts.
e. Assist in identifying internal and external funding sources for disaster - related
expenditures if department budgets are exceeded.
f. In conjunction with the Parks Department and the Community Development and
Public Works Department, ensure adequate resources and trained personnel are
identified to conduct debris removal activities. Develop plans and procedures for
managing debris removal activities, including recycling issues, solid waste collection,
and pick -up and disposal of hazardous materials [refer to the City of Auburn Debris
Management Plan].
5. Human Resources Department
a. Manage the compensation for injury and claims process arising from the event.
6. Innovation & Technology Department
a. Work to ensure or restore telecommunications services and computers within City
facilities.
b. Provide damage assessments of communications and computer systems in all City
facilities.
7. Community Development and Public Works Department
a. Community Development Services
1) Assist and advise the public with relevant recovery activities, including, but not
limited to building and safety inspections, land use and zoning information, and
permits assistance.
2) Provide expertise and recommendations for reconstruction, demolition, and
structural mitigation during the recovery and restoration period.
3) Review development standards and building codes, making recommendations
for improvements based on lessons learned from specific events.
4) Provide representatives to staff the Planning Section of the EOC, including the
Planning Chief position.
b. Engineering Services
1) Develop and implement procedures for conducting urgent and detailed damage
assessment and post- disaster safety inspections of city owned transportation and
infrastructure facilities.
2) Develop policies and procedures for addressing storm water, surface water, and
drainage issues on public and private property.
3) Provide a representative to the EOC who will serve in the Operations Section.
c. Operation Services
1) In conjunction with the Parks Department and the Solid Waste Division, ensure
adequate resources and trained personnel are identified to conduct debris
removal activities. Develop plans and procedures for managing debris removal
activities, including recycling issues, solid waste collection, and pick -up and
disposal of hazardous materials.
2) Identify temporary storage locations for disaster - related debris.
3) Remove debris from right -of -ways, and repair transportation infrastructure
damaged during the event, focusing on critical "lifeline" routes.
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REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. City of Auburn Debris Management Plan
4. King County Comprehensive Emergency Management Plan
5. King County Regional Coordination Framework
6. Pierce County Comprehensive Emergency Management Plan
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
►ACM
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ESF 15: PUBLIC INFORMATION
LEAD: Public Affairs Division
SUPPORT: City: Emergency Management Division
All City Departments
INTRODUCTION
A. Purpose
1. To ensure sufficient assets are mobilized during emergencies or disasters to provide
accurate, coordinated, and timely information to impacted individuals, first responders,
governments, media, tribes, and the private sector.
2. To provide resource support and mechanisms to implement a local Joint Information
Center (JIC) when necessary and supplementing first responder public information
officer operations with JIC resources.
B. Scope
1. This ESF details the establishment of support positions to coordinate communications to
various audiences. It applies to all City departments that may require public information
support, or whose public information assets may be utilized during an emergency or
disaster.
2. The context of this ESF is emergency or disaster situations that exhaust or nearly
exhaust the capacity of local public information officers or in other situations where
additional support is requested.
POLICIES
The City recognizes the importance of providing vital information to the community during times
of emergency or disaster. The City will endeavor to work with all involved agencies to ensure
that information provided to the community is consistent, accurate, complete, and promptly
delivered using all appropriate means of communication. The City will coordinate the
development and dissemination of all disaster - related public information through a designated
Public Information Officer(s).
PLANNING ASSUMPTIONS
A. The Emergency Management Director will appoint a qualified Public Information Officer
(PIO) for each operational period of an incident where public information is required. The
PIO will act as the focal point for coordination and dissemination for public information, as
approved by the Emergency Management Director.
B. The Emergency Management Director may appoint Assistant PIOs when needed, or as
requested by the primary PIO.
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C. Media briefings will normally take place at City Hall, where adequate parking and media
facilities exist. Alternate locations will be identified at the time of the incident should City Hall
not be available. Unless absolutely necessary, media briefings will not take place at the
EOC.
D. The PIO shall utilize checklists and worksheets for guidance when preparing public
information notices during an emergency or disaster.
E. A wide variety of communications tools may be utilized to disseminate public information,
including, but not limited to: print, radio, and television media, websites, social media, e-
mail, printed materials, public safety and amateur radio systems, and the Emergency Alert
System (EAS).
F. In some circumstances, it may become necessary to release emergency public information
from field command posts. In this event, the Incident Commander at the Command Post
shall notify the EOC and the primary PIO as quickly as possible to ensure consistent
information releases.
CONCEPT OF OPERATIONS
A. Overview
1. The PIO, as authorized by the Emergency Management Director, will act as the focal
point for coordination and dissemination for public information and will coordinate with
other PIOs as appropriate.
B. Objectives
The public information objectives during an emergency or disaster are:
a. To inform the public and City employees of the presence of a hazardous situation, its
effects, and proper counter measures.
b. To coordinate the City's release of public information to the media.
c. To inform the public on protective measures that can be taken during an emergency
and the availability of disaster assistance after an emergency.
d. To control rumors and provide timely and accurate information.
C. Dissemination
1. The PIO will determine the methods for dissemination of local emergency information
and instructions, with authorization of the Emergency Management Director and in
coordination with other City departments.
2. Information will also be disseminated to the Mayor, City Council, field personnel, and
other City employees so they are aware of what is being released to the public. Once
informed, all personnel are authorized to repeat to the public whatever public information
has been provided to them, to ensure that the public receives prompt replies to their
inevitable queries.
3. Dissemination of public information regarding City activities and services relating to an
emergency will be reviewed and coordinated with the primary PIO.
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4. A Joint Information Center (JIC) maybe established to coordinate emergency public
information in situations where multiple jurisdictions are involved in the emergency
response. A JIC will typically be a function of the County during a large -scale event, but
may be implemented on the local level when appropriate.
5. Public Information Officers will have access to current distribution lists for media and
other public contacts.
RESPONSIBILITIES
A. City of Auburn
Emergency Management Director (Incident Commander or EOC Manager as
appropriate)
a. Appoint a PIO for each operational period of the EOC.
b. Represent the City at press conferences, public meetings, and other public events,
along with the Mayor and relevant department heads.
c. Approve all press releases and briefings
d. Support the PIO in coordinating all press releases and briefings.
2. Public Information Officer(s)
a. Organize press conferences, public meetings, and other public events as
appropriate, and represent the City at same.
b. Receive Emergency Management Director (IC or EOC Manager as appropriate)
approval for all press releases and briefings.
c. Coordinate with involved departments and other local agencies when information is
to be released via EAS or other shared information systems.
d. Gather and coordinate emergency public information for timely release to the public.
e. Notify appropriate agencies to assist in the dissemination of emergency public
information.
f. Give regular information briefings to City officials, news media, and the public, as
authorized by the Emergency Management Director.
g. Provide information to City departments that can be released to the public.
h. Recommend appropriate location(s) for public official and media briefings to the
Emergency Management Director.
i. Monitor media coverage and public reaction and perceptions in order to identify
rumors and misinformation as soon as possible. Prepare and disseminate
corrections as appropriate.
3. All City Departments
a. Provide pertinent and timely information to the EOC through department
representatives regarding field activities and emergency public information
recommendations and needs.
b. Notify the PIO of rumors and misinformation so that corrections can be prepared and
disseminated.
c. Coordinate all information release with the PIO.
d. Provide staff to be trained as PIOs at the request of the Public Affairs and Marketing
Manager or Emergency Management Division.
e. Provide trained PIOs to the EOC or other departments as requested and as
resources allow.
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REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Washington State Comprehensive Emergency Management Plan
7. National Response Framework
ATTACHMENTS
None.
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ESF 20: DEFENSE SUPPORT OF CIVIL AUTHORITIES
LEAD: Police Department
Community Development and Public Works
SUPPORT: State: Washington State Military Department - EMD
Washington State Military Department - National Guard
Federal: Federal Emergency Management Agency
Department of Defense - ARNORTH /US NORTHCOM
INTRODUCTION
A. Purpose
1. To describe the circumstances and conditions under which units of the Washington
State National Guard and the Department of Defense (DOD) can provide military support
civil authorities.
2. To describe the procedures used to obtain military support.
B. Scope
1. This ESF addresses all requests for military support originated by the City of Auburn
through King or Pierce County Emergency Management following a proclamation of civil
emergency.
POLICIES
A. The Police Department shall serve as liaison between the EOC and military forces located
within the City which are providing law enforcement related services
B. Community Development and Public Works shall serve as liaison between and the EOC and
military forces located with the City which are providing services related to the CDPW
mission areas.
C. All military forces remain under, and will follow, the military chain of command.
PLANNING ASSUMPTIONS
A. The City may request military assistance to assist in disaster operations and civil
emergencies.
B. The military is capable of providing a wide range of support to local governments during an
emergency or disaster.
C. Military assistance is considered supplemental to local efforts and will not be requested
unless and until applicable local resources have been, or will imminently be, exhausted.
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D. Military support may be delayed until a state of emergency is proclaimed by the Governor or
a Presidential Disaster Declaration has been issued.
E. It may take 48 hours or longer to receive military assistance.
F. When deployed to provide military support to civil authorities, military forces will work under
the direction of local authority, but will retain their unit integrity and chain of command.
CONCEPT OF OPERATIONS
A. Resource requests are submitted through the appropriate county emergency management
agency, which then routes them to the State if they are unable to be fulfilled with existing
resources. The state may use military assets to fulfill routine resources requests during a
disaster or emergency.
B. All requests for military assistance, except requests during imminently serious situations as
described herein, will be submitted to the Washington State Emergency Operations Center
through the applicable county emergency management office.
C. If the City is aware of a specific military asset that would fulfill the resource request
submitted, that information should be included in the request.
D. In an imminently serious situation, the City may request assistance directly from the military.
An imminently serious situation is one in which there is an imminent threat to life and /or
property which will cause human suffering. A military unit commander can respond to direct
requests for assistance, if:
1. An imminently serious situation exists.
2. The military unit is capable of providing the type of support requested without
degrading its primary national defense commitments.
3. The military unit is the only source of help available including the private sector, or
the only source of help including the private sector that can response in time to
support the City in alleviating the situation.
4. The Mayor has issued a proclamation of civil emergency.
5. The City government is willing to certify to military authorities that conditions 1, 3,
and 4 (above) exist.
6. The City agrees to assume the costs incurred by the military unit to provide the
requested support.
E. The base commander of a military installation has the authority to respond to immediate life -
threatening emergencies. Requests made under these circumstances may be made directly
to the local installation. Assistance from the U.S. Coast Guard and the Military Assistance to
Safety and Traffic (MAST — Joint Base Lewis- McChord) may be requested through
Washington State SEOC. All other requests for military assistance must be submitted to
SEOC via the appropriate county emergency management agency.
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F. The National Guard may be available following activation by the Governor. Requests for
National Guard assistance must be submitted to SEOC via the appropriate county
emergency management agency.
G. To obtain National Guard assistance, the City must demonstrate that the need is beyond its
capability or that a special capability provided only by the military is immediately required.
H. Under the Posse Comitatus Act, Federal military forces cannot engage in direct law
enforcement activities, such as arresting individuals or conducting surveillance. However,
they are allowed to provide indirect support, such as loaning equipment or providing
technical assistance to civilian law enforcement agencies.
RESPONSIBILITIES
A. City of Auburn
Police Department
a. Determine if and when a recommendation will be submitted to request military
assistance for law enforcement related activities.
b. Identify suitable staging areas and coordinate logistic support with the
responding military unit, as appropriate.
c. Coordinate activities to ensure efficient use of requested assets.
2. Community Development and Public Works
a. Determine if and when a recommendation will be submitted to request military
assistance for CDPW mission related activities.
b. Identify suitable staging areas and coordinate logistic support with the
responding military unit, as appropriate.
c. Coordinate activities to ensure efficient use of requested assets.
REFERENCES
1. City of Auburn Duty Officer Manual
2. City of Auburn EOC Manager Manual
3. King County Comprehensive Emergency Management Plan
4. King County Regional Coordination Framework
5. Pierce County Comprehensive Emergency Management Plan
6. Military Support to Civil Authorities Plan, Headquarters I Corps and Joint Base Lewis -
McChord
7. Washington State Comprehensive Emergency Management Plan
8. National Response Framework
ATTACHMENTS
1. Military Organizations
2. Examples of Military Resources and Services
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Attachment 1: Military Organizations
NOTE: all requests for military assistance must be coordinated through the King or Pierce
County Emergency Operations Center and requested via the Washington State Emergency
Operations Center or Duty Officer.
U.S. Army Corps of Engineers
Seattle, WA
Washington Army National Guard
Camp Murray, WA
Madigan Army Medical Center
Tacoma, WA
364th Expeditionary Sustainment Command (USAR)
Marysville, WA
B Company, 214th Aviation Regiment (USAR)
Joint Base Lewis- McChord, WA
Navy Region Northwest
Silverdale, WA
Naval Station Everett
Everett, WA
Navy Engineering Field Activity NW
Poulsbo, WA
Naval Submarine Base Bangor
Silverdale, WA
62 "d Air Force Wing
Joint Base Lewis- McChord, WA
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Attachment 2: Examples of Military Resources and Services
(not all inclusive)
Washington Military Department
• Aircraft for transportation and reconnaissance
• Vehicles and drivers to assist with transportation
• Vehicles for transporting sand and sandbags
• Personnel to assist in securing roadblocks
• Limited mass feeding
• Civil disturbance operations /area security patrols
• Perimeter security /quarantine
• Limited military engineering
• Mobile /fixed communications
• Delivery of supplies
• Emergency shelter
• Limited emergency electrical power
• Urban search and rescue
• Limited emergency medical aid
• Limited potable water
U.S. Department of Defense Assets
• Medical assistance
• Patient evacuation
• Urban fire suppression
• Communications equipment
• Debris clearance for emergency access
• Damage assessment and structural evaluation of buildings
• Demolition
• Water supply
• Service restoration for critical facilities
• Contract and construction management
• Electrical generation
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Support Annexes
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SA 1: DIRECTION AND CONTROL
PURPOSE
A. To provide for the effective direction, control, and coordination of emergency management
activities undertaken in accordance with the City of Auburn Comprehensive Emergency
Management Plan (CEMP).
B. To ensure continued operation and continuity of City government and its functions during
and after and emergency or disaster.
C. To ensure preservation of public and private records essential to the continued operations of
government and the private sector.
POLICIES
A. The City Council has adopted Chapter 2.80 of the Auburn City Code to implement the
provisions of RCW 42.14, the Continuity of Government Act, for the continuation of local
government due to incapacitation because of an emergency or disaster.
B. The City will coordinate its activities with surrounding cities, counties, State, Federal, and
Tribal governments and with other jurisdictions within both King and Pierce counties.
C. Each City Department shall be responsible for creating Continuity of Operations (COOP)
Plans specific to their mission areas, which are also compatible with the CEMP.
D. The Director of Emergency Management, has authority for the direction and control of
emergency operations.
PLANNING ASSUMPTIONS
A. Following a hazardous event, the City will continue to be exposed to the hazards noted in
the King County Regional Hazard Mitigation Plan and may have sustained sufficient
damage, including loss of life and destruction of infrastructure, that traditional emergency
services may be overwhelmed.
B. Activation of the Emergency Operations Center (EOC), with appropriate staff and resources,
can facilitate coordination of disaster response and recovery activities thereby reducing
personal injury and damage to property and the environment.
C. The EOC will only be activated to the level needed to efficiently coordinate the response to
the emergency or disaster at hand and staffing recommendations will be made by the EOC
Manager. Several levels of activation are included in the EOC Position Guidebook(s).
D. The EOC may be activated at the request of any impacted Department, at the request of an
outside agency, upon the recommendation of the Emergency Preparedness Manager, or at
the discretion of the Director of Emergency Management.
E. The effects of an emergency or disaster on personnel and infrastructure, as well as family
responsibilities, may cause delays in activating the EOC.
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CONCEPT OF OPERATIONS
A. General
1. Direction, control, and coordination are conducted along the general guidelines shown in
Attachment 1 — Emergency Management Organization Chart, Attachments 2 -5 —
Emergency Operations Center Activation Levels, and Attachment 6 — Functional
Responsibility Matrix.
2. Continuity of government is ensured through leadership succession, backup
communications systems, alternate operational locations, and preservation of essential
records.
B. Direction and Control
1. Emergency management in the City is established by RCW 38.52, Emergency
Management. Other city, county, and state laws and ordinance provide guidance for how
the City conducts business during an emergency or disaster. (See Appendix 3,
References).
2. In accordance with ACC 2.75, direction and control of disasters and emergencies in the
City is delegated to the Director of Emergency Management, in his /her capacity as
Incident Commander, when so designated by the Mayor.
3. Appropriate individuals may operate during emergencies and disasters from the primary
EOC, an alternate EOC, or DOCs,
4. Direction and control can be conducted using the existing communications systems that
are available to City employees.
C. Coordination
1. The EOC provides the means for coordinating resources and assets necessary to
alleviate emergency or disaster impacts on residents and public entities. Coordination
occurs with local, county, state, tribal, and federal agencies, as well as special purpose
districts, voluntary organizations, and the private sector.
D. Continuity of Government
City Council and Mayor
a. RCW 42.14, the Continuity of Government Act, establishes provisions for the
continuation of government in the event its leadership is incapacitated.
b. RCW 42.12, Vacancies, provides for filling vacant elective offices by the City Council.
The line of succession for elected City officials shall be the Mayor, followed by the
Deputy Mayor, with further designations specified in ACC 2.80.030.
c. ACC 2.75 designates the Director of Emergency Management and further
designates the Director of Emergency Management as the Incident Commander for
City -wide emergencies.
d. Should it become necessary for the Director of Emergency Management to assume
City -wide administrative duties due to line of succession requirements, he or she will
appoint an interim Director of Emergency Management to ensure continuity of
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Emergency Management functions.
2. Essential Records Preservation
a. All departments shall identify records essential for continuity and preservation of
government and provide for their protection as required by RCW 40.10.010,
Essential Records — Designation - List - Security and Protection — Reproduction and
as outlined by the State Archivist.
E. Emergency Operations Center
1. The City will coordinate emergency and disaster activities from a central location,
referred to as the EOC, which has facilities and amenities to facilitate such activities. The
primary EOC is located at 1 E Main ST; Suite 380. The Auburn Police Department,
located in the Auburn Justice Center, 340 E Main St. Suite 201., may serve as an
alternate EOC
2. The purpose of the EOC is to be the focal point of the City's response to an emergency
or disaster and to be a central support and coordination point for City departments. The
EOC will:
a. Collect, record, analyze, display, and distribute information.
b. Create and maintain situational awareness and a common operating picture, to be
disseminated to all City departments.
c. Coordinate public information and warning.
d. Coordinate City government emergency activities
3. The EOC may be activated to whatever level is deemed appropriate for the specific
circumstances. Recommendation for initial activation of the EOC is the responsibility of
the Director of Emergency Management or the Emergency Preparedness Manager, who
will then also make staffing and activation level recommendations. Citywide and
interagency coordination of information, resources, and plans will take place in the EOC.
In general, the EOC will be activated and physically staffed during any situation in which
one or more City departments require coordination with outside agencies or in which one
or more departments face critical resource shortages. Level one EOC activation may
take place from a location other than the designated primary or alternate EOC locations
if the necessary functions can be adequately performed. Such locations might include
any Department Operations Center or the Emergency Management Office.
RESPONSIBILITIES
A. General
1. General responsibilities for City departments are identified in the Basic Plan, under
Responsibilities. Attachment 6, the Functional Responsibility Matrix, identifies lead and
support departments, agencies, and other responders as they related to the emergency
support functions identified by this CEMP.
2. Administrative and response policy decisions affecting the City are made by the Policy
Group in the EOC, lead by the Mayor, with the support of the City Council. The EOC will
be informed of all policy decisions that impact response and recovery efforts. The role of
the Policy Group is to deal with the policy issues brought about by the circumstances of
the emergency or disaster, not to determine on -going or long -term City policies.
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3. Department Directors may be required to be part of the Policy Group, hold a position in
the EOC, and /or oversee their own departments from their respective DOCs.
4. Overall direction and control of department resources and operations rests with each
individual department, recognizing that all large incidents will have a single or unified
Incident Command System in place. Overall coordination of information, resources, and
preparation of the City -wide Incident Action Plan rests with the Incident Commander if
one has been designated. Otherwise, this function falls to the EOC and the EOC
Manager.
5. Each department shall have a pre- designated location from which to establish direction
and control of its respective activities in an emergency or disaster. These locations will
be referred to as Department Operations Centers (DOCs). Department Directors are
responsible for ensuring their departments maintain sufficient documentation,
communicate and coordinate with the EOC, and follow established procedures for
resource needs. Each department engaged in field operations will assign
representative(s) to the Operations Section in the EOC to ensure a direct link between
the DOC and the EOC.
6. Because of the complexity of emergencies and disasters, departments and individuals
may find themselves responsible for functions or operations that do not normally fall
within their scope of responsibility. They will further find that they must work closely with
other employees, departments, and outside agencies in order to ensure the success of
the operation.
7. Personnel in the EOC handle coordination issues, including coordination of operational
decisions that significantly affect more than one department. The Incident Commander,
Director of Emergency Management, or EOC Manager will keep the Mayor and /or Policy
Group apprised of major events, decisions, or activities associated with the emergency
or disaster. The Mayor and /or Policy Group will inform the EOC of all policy decisions
concerning the event.
B. City of Auburn
The Emergency Management Program for the City of Auburn is organized pursuant to
ACC 2.75. The appointed Director of Emergency Management is designated by the
Mayor and in -turn appoints an Emergency Preparedness Manager. The Emergency
Preparedness Manager is responsible for day -to -day emergency management activities
in the City, including training, exercises, planning, and compliance activities. The
organization includes an Emergency Management Board, which is chaired by the Mayor
and vice - chaired by the Director of Emergency Management during non - emergency
times. All Department Heads are members of the Emergency Management Board. The
Board's responsibility is to provide policy recommendations to the City Council during
emergency and recovery periods and to provide policy direction for development and
maintenance of the emergency operations plan. During an emergency, the Board is
chaired by the Director of Emergency Management and is charged with providing overall
policy direction for the incident.
2. The organization also includes an Emergency Management Committee, which is chaired
by the Emergency Preparedness Manager. The committee includes representatives
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from all City departments as well as those outside organizations with a defined role in
emergencies and disasters. The Committee is charged with ensuring the City has a
complete and current emergency operations plan and with ensuring appropriate staff are
trained and made available to work in the EOC upon activation.
3. During an emergency or disaster, those assigned to either the Board or the Committee
may be placed into differing roles in the EOC, depending on the requirements of the
incident.
4. RCW 42.14, the Continuity of Government Act, allows local governments to conduct the
affairs of the jurisdiction outside the territorial limits of the jurisdiction in the event it is
impossible or impractical to continue operations at the usual locations. Decisions to
relocate local government shall be the responsibility of the City Council and the Mayor
and be based upon the circumstances of the emergency or disaster or upon the
recommendation of staff. RCW 42.30.070, the Open Public Meetings Act — Times and
Places for Meetings — Emergencies — Exceptions, allows for City Council to take
expedited actions in times of emergency, at a place and time other than their regular
meeting, without giving public notice. The Mayor may request a meeting of the Council in
times of emergency pursuant to these RCWs.
C. City Council
1. Establish emergency management policy and budget, prior to, during, and after an
incident sufficient to fulfill the requirements of the City's preparedness, mitigation,
response, and recovery activities.
2. For the duration of an event, maintain liaison with the EOC Policy Group via the Mayor
and establish a presence in the EOC Policy Group if requested by the Mayor.
3. Communicate to the EOC via the Mayor, the status of various neighborhoods and any
public concerns that exist in the City.
4. Communicate to the public only that information which is approved by the Mayor or
Incident Commander for dissemination.
5. Attend emergency City Council meetings called by the Mayor pursuant to RCW 42.14
and RCW 42.30.070 to conduct urgent business of the City.
6. Provide for the continuity of the legislative branch and temporarily fill any vacancy of an
elected position by appointment.
7. Upon request of the Mayor, host and accompany VIPs and governmental officials on
tours of the emergency /disaster area.
D. Mayor
1. Sign proclamations of emergency as warranted by the incident
2. Preserve the continuity of the executive branch of government.
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3. Provide for the implementation of planning, including drills and exercises, for the
preparedness of persons and property within the City in the event of an emergency or
disaster.
4. Provide visible leadership in the community, through direct visits, press conferences,
and other means, providing interviews to the media as arranged by the Public
Information Officer.
5. Host and accompany VIPs and governmental officials on tours of the
emergency /disaster area.
6. Provide for the coordination of local, State, Federal, private, and volunteer organizations
and resources before, during, and after an incident.
7. Provide for the appointment of a Liaison Officer to serve in the Incident Command
structure to act as the point of contact for outside organizations and agencies.
8. Approve activation of the EOC as recommended by the Director of Emergency
Management or other staff.
9. Call emergency meetings of the City Council to pass ordinances and conduct other
urgent business pursuant to RCW 42.14 and RCW 42.30.070.
E. Director of Emergency Management (through the Emergency Preparedness Manager or
Division as appropriate)
1. Ensure emergency preparedness, mitigation, response, and recovery activities are
carried out within the City. Develop plans necessary for utilization of local resources in
disasters.
2. Ensure training programs and emergency operations drills are carried out within the City.
3. Coordinate local, State, Federal, private, and volunteer organizations and resources
before, during, and after an incident, in consultation with the Mayor as appropriate.
4. Appoint a Liaison Officer during an event to serve as the point of contact for agency
representatives from assisting organizations and agencies outside of City government, in
consultation with the Mayor as appropriate.
5. Appoint a Public Information Officer for each operational period, as appropriate.
6. Establish and maintain communications with the Mayor (Policy Group), the Public
Information Officer, and EOC Section Chiefs.
7. Activate the EOC when necessary to coordinate disaster response activities of all City
departments during disasters or other emergencies. Advise King and /or Pierce County
Emergency Management when the local EOC has been activated.
8. Provide initial warning of impending disaster to public officials and local emergency
response departments, provide instruction to the general public before, during, and after
emergencies, and minimize rumors. A communication link to the local Emergency Alert
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System via King and /or Pierce County Emergency Management may be vital to the
transmission of information critical to the life safety of responders and the public.
9. Manage EOC operations during activations.
10. During City -wide Incident Management Team activation, approve all decisions and
actions by City personnel through the use of an Incident Action Plan.
11. Request disaster mission number from Washington State EMD if volunteers will be
assisting in the event, to provide medical and equipment loss coverage to the volunteers
pursuant to RCW 38.52.
12. Establish command structure and implement the appropriate EOC level and personnel
assignments to manage the event.
13. Establish immediate priorities.
14. Develop and implement strategic goals and tactical objectives based upon the situation
and priorities established.
15. Ensure planning meetings and briefings are scheduled and conducted with elected
officials and EOC personnel and approve all press releases.
16. Approve and authorize the implementation of the Incident Action Plan (IAP).
17. Provide interviews to the media, as arranged by the Public Information Officer.
18. Implement the City -wide recovery plan.
19. Ensure all EOC personnel maintain an individual Activity Log Sheet.
20. Approve plan for demobilization of resources.
21. Prepare the after action report.
22. Appoint a Logistics Chief to accept requests for additional resources from City
personnel, residents, and departments and to coordinate supplemental resources
supplied by local private organizations or from the state and federal level.
23. Assist the Mayor, as needed, in drafting and submitting local proclamations of
emergency.
24. Ensure mechanisms are in place to register spontaneous volunteers at the time of an
event.
25. Coordinate and manage the message control function in the EOC, including staffing,
logging, and message delivery.
26. Act as the City's agent for coordinating and requesting FEMA assistance post- disaster.
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F. Public Information Officer
1. Obtain prior approval and authorization from the Incident Commander, Director of
Emergency Management, or EOC Manager for all press releases and briefings.
2. Prepare and coordinate all press releases and briefings.
3. Provide press releases to the EOC and other City Departments prior to public release if
possible.
4. Coordinate with affected jurisdictions to ensure the public receives accurate and
consistent information.
5. Assist in the preparation of briefings to the Mayor, public and elected officials, and EOC
staff.
6. Response to media and public information calls, as appropriate.
7. Establish rumor control hotline, as needed.
G. Department Directors
1. Oversee and provide policy recommendations before, during, and after an emergency or
disaster as part of the Emergency Management Board, pursuant to ACC 2.75.
2. Provide staff to support the efforts of the EOC.
3. Identify and train specific staff members to function as Public Information Officers prior to
an event, upon the request of the City Public Affairs and Marketing Manager.
4. Work with the Finance Section to document all expenses.
5. Assist the City Clerk and Innovation & Technology in identifying and preserving essential
department records.
6. Assign staff members to the Emergency Management Committee (EMC) to carry out
development, maintenance, and implementation of the CEMP.
7. Develop and maintain policies and SOPs for the department's disaster responsibilities.
8. Document emergency related activities and costs.
9. Provide direction and leadership to department staff while fulfilling emergency
management responsibilities.
H. City Employees
1. Develop individual and family plans for use during an event.
2. Be prepared to respond, as needed, in the role of an emergency worker, assuming that if
the disaster is severe enough and communications are down, they will have an
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assignment and should attempt to find a way to reach the City.
3. In the event the City is not reachable, report to the nearest other government agency to
offer assistance, if appropriate.
4. Respond to a designated area with proper clothing and equipment, as directed.
5. Be prepared to assist in whatever capacity assigned, regardless of regular assignment.
I. City Attorney
1. Provide legal advice to elected officials, the Mayor, the Director of Emergency
Management, and City Departments as it pertains to emergency response or disaster
recovery.
2. Review contracts for emergency work and procurement.
3. Provide legal review of emergency plans and supporting documents to ensure
compliance with local, State, and Federal laws.
4. Prepare a Proclamation of Emergency, if appropriate.
5. Obtain appropriate signatures for ratification of any Proclamation of Emergency.
J. Human Resources
1. Provide a representative to assist in the Planning, Logistics and /or Finance and
Administration Sections in the EOC.
2. Develop plans for employee's family notification and support during disaster activities.
3. Develop, in coordination with the Emergency Management Division, procedures to
coordinate the registration of volunteers as temporary emergency workers on behalf of
the City.
4. Manage the compensation for injury and claims process arising from the disaster, in
accordance with ACC 2.75.
5. Provide for continuity for Court operations, as feasible.
6. Continue to operate the Municipal Court as efficiently as possible in order to maintain
due process of law in civil and criminal justice matters.
7. Develop plans and procedures to relocate courtrooms to continue necessary judicial
process during emergencies or disasters.
8. Work with Building Division to assess and prioritize City -owned building damage /repairs.
9. Utilize Facilities Division to provide minor rapid repairs to critical facilities that will enable
them to quickly be placed into service.
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10. Identify staff and field support personnel to support emergency operations, including
staffing of the Emergency Operations Center.
11. Coordinate with other departments for the provision of emergency staff and field support
through the response and recovery phases.
12. Coordinate the hiring of emergency personnel.
13. Document emergency related activities and costs.
14. Support response and recovery activities as requested.
K. Finance Department
1. Provide a representative to serve in the Finance and Admin Section of the EOC.
2. Advise City officials and the Director of Emergency Management on financial matters.
3. Supervise and maintain the financial systems and records of the City.
4. Arrange for emergency cash management and banking services.
5. Establish all necessary special or project accounts for the receipt of donations and cost
reimbursements filed under local, state, and federal laws.
6. Assist in identifying sources of disaster funds if department budgets are exceeded.
7. Ensure disaster related expenditures are made in accordance with applicable laws,
regulations, and accounting procedures, while making provisions for modified
procedures during the time of a declared emergency.
8. Coordinate and implement the City Debris Management Plan.
9. Monitor and process time sheets, rosters, and overtime requests.
10. Develop alternate methods of payroll and vendor payments in case of general system
failure during an emergency or disaster.
11. Ensure documentation processes exist for emergency related costs.
12. Maintain a list of all local vendors used by the City and provide to the Emergency
Management Division on a quarterly basis.
13. Assist in the procurement of equipment, materials, supplies, contract services, and
equipment maintenance in conjunction with the Logistics Section in the EOC.
14. Negotiate leases for grounds, offices, or space required by the City.
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L. City Clerk
1. Provide a representative to the Planning Section in the EOC, as requested.
2. Provide information and direction to departments on requirements for the identification
and preservation of essential records.
3. Maintain official records of elected officials.
4. File, maintain, and store all incident documents for the official history of the emergency
or disaster.
M. Innovation & Technology
1. Provide a representative to support the needs of the EOC as requested.
2. Provide City departments with guidance and direction for the protection of computer
hardware, software, data, and telephone systems.
3. Provide telecommunications (telephones, faxes, cellular phones, radios) and computer
support to all City Departments, with emphasis on the EOC and DOCs.
4. Assist in identifying and acquiring alternate communications systems during an event.
5. Provide liaison for coordination with telephone service providers for the re- establishment
of telephone service to the City government.
N. Parks, Arts, and Recreation Department
1. Provide a representative to serve in the Operations, Planning, or Logistics Sections of
the EOC, as requested.
2. Activate, manage, and support mass care shelters at sites selected within the City, or
assist with regional sites as appropriate.
3. Provide mass care services to both disaster victims and emergency workers in the form
of food, blankets, cots, and other disaster relief supplies and services.
4. Coordinate services with the American Red Cross and other non - profit agencies as
appropriate.
5. Assign staff to attend American Red Cross disaster shelter training.
6. Provide emergency protective measures and debris removal activities in conjunction with
the Public Works Department.
7. Provide transportation to emergency worker and the public as needed and if resources
allow.
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O. Police Department
1. Provide a representative to serve as the Incident Commander, Operations Section Chief,
or Police Operations Representative, as appropriate.
2. Maintain law and order and provide physical security in and around the affected area
with the City.
3. Provide command and control for field operations through established command posts,
as appropriate.
4. Participate in initial citywide damage assessment (windshield surveys), as appropriate.
5. Provide emergency traffic and crowd control.
6. Provide direction and traffic control for evacuation efforts, as appropriate.
7. Provide support to the King and Pierce County Medical Examiner's Offices as
appropriate.
8. Assist King and Pierce County Medical Examiner's Offices with temporary morgue
management and security, if requested and as resources allow.
9. Provide support in the dissemination of emergency warning information to the public, as
requested.
10. Develop emergency and evacuation plans for facilities under department management.
P. Community Development and Public Works Department
1. Provide representatives to serve in the Operations, Planning, Logistics, and /or other
sections in the EOC.
2. Coordinate and compile initial damage assessment and safety evaluation of essential
City owned facilities and non -City owned critical facilities.
3. Develop policies and procedures to acquire supplies and services during an emergency
or disaster when the EOC Logistics Section is not activated.
4. Establish a centralized location where the impacted community can receive information,
direction, and assistance directly related to rebuilding and recovery efforts.
5. Assist in windshield surveys, provide emergency protective measures, emergency and
temporary repairs and /or construction for water, wastewater, surface water, and streets.
6. Develop policies, procedures, and permitting process for the rapid rebuilding of the
community and resumption of business following the incident, including the waiver of
certain review and permit requirements where emergency work is necessary to protect
lives or property during an emergency or disaster.
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7. Provide support to the VRFA in the safety evaluation of structures during rescue
operations.
8. Provide support to the VRFA in hazardous materials incident response as requested.
9. Enforce City ordinances and State laws regulating construction during new or
reconstruction efforts prior to and after and emergency or disaster.
10. Provide support to other City Departments regarding critical areas during recovery
efforts.
11. Maintain a list of all businesses in the City and provide to the Emergency Management
Division as requested.
12. Provide expertise and recommendation for reconstruction, demolition, and mitigation
during recovery period.
13. Provide support to City -wide evacuation planning.
14. Install, maintain, and operating all parking and traffic control devices and assist with
access and traffic control measures.
15. Provide assessment of transportation routes, identify alternate routes, and provide
temporary thoroughfares and bridges for emergency vehicles.
16. Develop plans and recommendations for effective motor vehicle and pedestrian traffic
flow and safety during and after a disaster.
17. Provide emergency debris removal from City properties and public areas.
18. Develop policies and SOPs for providing and maintaining the sanitary sewer system,
storm drainage system, lift stations, and water supply.
19. Coordinate and prioritize public utility restoration.
20. Coordinate with private utilities for the restoration of critical and essential facilities and
services.
21. Assist the VRFA with rescue operations, if requested and as resources allow.
22. Coordinate fuel dispensing services for emergency equipment and vehicles and others
who may be authorized by the Mayor or Director of Emergency Management.
REFERENCES
a. City of Auburn Duty Officer Manual
b. City of Auburn EOC Manager Manual
c. King County Comprehensive Emergency Management Plan
d. King County Regional Coordination Framework
e. Pierce County Comprehensive Emergency Management Plan
f. RCW 38.52, Emergency Management
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g. RCW 40.10.101, Essential Records —Designation List —Security and Protection —
Reproduction
h. RCW 42.12, Vacancies
i. RCW 42.14, Continuity of Government Act
j. RCW 42.30.070, Open Public Meetings Act — Times and Places for Meetings —
Emergencies — Exceptions
k. Washington State Comprehensive Emergency Management Plan
I. National Response Framework
ATTACHMENTS
1. Emergency Management Organization Chart
2. EOC Organization Charts
3. Functional Responsibility Matrix
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SA 1: DIRECTION AND CONTROL
Attachment 1: Emergency Management Organization Chart
Auburn City Council Mayor
Emergency Management
Board
(All Department Heads)
Director of
Administration/
Emergency
Management Director
Emergency Management
Emergency Committee
Preparedness (All Departments + Outside
Manager Agencies)
Day -to -day management of the City of
Auburn Emergency Management
organization, pursuant to ACC 2.75 and
RCW 38.52. This diagram is not indicative of
an Emergency Operations Center (EOC)
activation. See following pages for EOC
activation levels.
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SA 1: DIRECTION AND CONTROL
Attachment 2: EOC Organization Chart -- Level One
Monitoring activation, may involve physical EOC Manager
setup of the EOC in a standby mode or
function from regular work stations, Pio Call Taker
depending on the nature of the incident. Key
personnel will begin to monitor events, Radio
gather situational awareness information, 0 erator
evaluate required resources, and forecast
future impacts. Personnel will generally be
limited to Emergency Management staff and oROC -- �-- oeoc
a Public Information Officer, though �
generally at least one Department Pubiic Works _�__ Police
DOC — DOC
Operations Center will have been activated.
The Emergency Management Director,
Mayor, and City Council are kept apprised of
the situation, but are not located in the EOC.
I�
I
I
I
SA #1—Directron and Control Revised January 2015 186
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SA 1: DIRECTION AND CONTROL
Attachment 3: EOC Organization Chart -- Level Two
EOC Manager
PIO
Communications
Brench oireclor
Logistics Messa e
Chief pistributors
Radio
- Operators
Call
Takers
�. - . .
Coordination activation, requires physical presence in the EOC. An EOC Manager and Public Information Officer (PIO)
will be assigned to the EOC, along with representatives of departments actively involved in the event/incident. The EOC
Manager will recommend staffing levels for the EOC consistent with current and projected incident activity. Typically this
type of activation will occur when two or more departments are actively involved in evenUincident activities. The function
of this activation level is to facilitate face-to-face communication between involved departments and to support logistics
needs in the field. EOC staff may include representatives of outside agencies. The Emergency Management Director,
Mayor, and City Council are kept apprised of the situation, but are not generally located in the EOC.
SA #1 —Direction and Control Revised January 2015 187
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SA 1: DIRECTION AND CONTROL
Attachment 4: EOC Organization Chart -- Level Three
EOG Manager
Liaison Officer
PIO
Commuiiraliais
Branch Director
Phone�T
Specialist
RaAio Raom Call Center
Supervisor Supervisor
Ratlio Call Takers
Operators
� Message Message
DisVibWOrs DisinCNas
This is a full activation of the EOC, with all sections staffed.The purpose is to continue facilitation of department-to-departmenl communications and to handle logistics
on a city-wide basis.The Planning sedion is focused on situational awareness,gathering IAPs from lhe individual DOCs and compiling them. This level does not direct
field operations in any manner, though decisions may be made regarding resource allocation.The Emergency Management Director, Mayor,and City Council are kepf
apprised ot the situation and may or may not be bcated in the EOC,depending upon the circumstances.
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SA 1: DIRECTION AND CONTROL
Attachment 5: EOC Organization Chart -- Level Three with Incident Management Team (IMT)
- ����de��
Commander
PIO Safery011icer
liaisonOflrxr
EOC Manager
EOC Cwnms FooOlSupplres
&enrh Uc Urtit LeaEar
PIKKie/IT
Speaafst
RaGO Room Call CerRe�
SuGaMSn S�O�+wr
Redio CaOTakers
Operemn
Massage Mesuge
p���s DisNWtors
Atltls executive level policy-making to the EOC fundions when an overwhelming event has impactetl the City antl decisions neetl to be made regarding service priorities antl
expedations on a city-vntle basis.The IMT conducts the ciry-wide Incident Command Function and is lead by�he Chief of Police as the Incident Commander.The remaintler
of Ihe ICS positions are flled by department directors(or their tlesignees)as appropriate.IMT activation adds a policy-making component to the emergency management
orqanizalion,leatl directly by lhe Mayor.The policy group may consisl of department tlirectors not serving on Ihe IMT,City Council members,antl others as approprfate.
The Incident Commander serves as Ihe direct link belvreen ihe Policy Group and Ihe IMT,conveying tlecisions matle by the policy group lo ihe IMT and conveying incident
information to the policy group.
SA #1—Direction and Control Revised lanuary 2015 1gg
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SA 1: DIRECTION AND CONTROL
Attachment 6: Functional Responsibility Matrix
CEMP Responsibility Matrix
It is assumed that most departments will have some interaction with each ESF. This matrix is intended to provide a quick reference to primary
and secondary responsibilities for each function.
Department
Basic
ESF
1
ESF
2
ESF
3
ESF
4
ESF
5
ESF
6
ESF
7
ESF
8
ESF
9
ESF
10
ESF
11
ESF
12
ESF
13
ESF
14
ESF
15
ESF
20
Administration
X
X
X
X
X
X
X
X
X
X
X
X
X
City Attorney
X
X
X
Finance
X
X
X
X
HR
X
X
X
IT
X
X
X
X
X
X
Parks
X
X
X
X
X
X
CDPW
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Police
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
SA #1 — Direction and Control
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City of Auburn Comprehensive Emergency Management Plan
SA 2: FINANCIAL MANAGEMENT
PURPOSE
A. To provide guidelines for fiscal and administrative functions in support of the City of
Auburn's emergency services during an emergency or disaster.
POLICIES
A. In emergency situations, political subdivisions have the power to enter into contracts and
incur obligations without regard to time - consuming procedures and formalities prescribed by
law (except mandatory constitutional requirements) including, but not limited to, budget law
limitations, and the appropriation and expenditure of public funds as identified in the Revised
Code of Washington (RCW) 35.33.081, Emergency Expenditures — Nondebatable
Emergencies.
B. Expenditures necessary for the immediate survival of persons endangered by an emergency
or that may be incurred by a disaster may not exceed the legal limitations of the budget
unless the City Council passes a resolution authorizing a budget amendment.
C. The emergency or disaster response capabilities of the City will be built upon the capabilities
of existing departments, augmented by volunteers and reassignment of regular personnel to
duties that are more urgent during an emergency period.
PLANNING ASSUMPTIONS
A. An emergency or disaster may require the expenditure of large sums of money by the City.
B. Financial operations will be carried out under compressed schedules and intense public
pressures, necessitating expeditious (non- routine) procedures, but with no lessened
requirement for sound finance management and accountability.
C. A Presidential Disaster Declaration will permit funding from the Federal Disaster Relief Fund
under the provisions of Public Law 93.288, Disaster Relief Act of 1974, as amended by
Public Law 100 -707, the Robert T. Stafford Disaster Relief and Emergency Assistance Act.
D. Actions, decisions, conditions, and expenses must be documented in an emergency or
disaster to recover Federal and State funds and to provide for legal documentation.
E. Sufficient administrative personnel will be available to perform support tasks.
CONCEPT OF OPERATIONS
A. Authorization of Emergency Expenditures
1. Emergency expenditures are not normally integrated into the budgeting process.
Nevertheless, disasters occur on a periodic basis requiring substantial and necessary
unanticipated obligations and expenditures.
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2. Local political subdivisions will incur disaster related obligations and expenditures per
the provisions of RCW 38.52.070(2) as follows:
a. In carrying out the provisions of this chapter each political subdivision, in which any
disaster as described in RCW 38.52.020 occurs, shall have the power to enter into
contracts and incur obligations necessary to combat such disaster, protecting the
health and safety of persons and property, and providing emergency assistance to
the victims of such disaster. Each political subdivision is authorized to exercise the
powers vested under this section in light of the exigencies of an extreme emergency
situation without regard to time - consuming procedures and formalities prescribed by
law (excepting mandatory constitutional requirements), including, but not limited to,
budget law limitations, requirements of competitive bidding and publication of
notices, provisions pertaining to the performance of public work, entering into
contracts, the incurring of obligations, the employment of temporary workers, the
rental of equipment, the purchase of supplies and materials, the levying of taxes, and
the appropriation and expenditures of public funds.
3. The City is authorized to make the expenditures necessary to meet emergencies without
further notice of hearing as provided by RCW 35.33.081, Emergency Expenditures —
Nondebatable Emergencies:
a. Upon the happening of any emergency caused by violence of nature, casualty, riot,
insurrection, war, or other unanticipated occurrence requiring the immediate
preservation of order or public health, or for the restoration to a condition of
usefulness of any public property which has been damaged or destroyed by
accident, or for public relief from calamity, or in settlement of approved claims for
personal injuries or property damages, or to meet mandatory expenditures required
by laws enacted since the last annual budget was adopted, or to cover expenses
incident to preparing for or establishing a new form of government authorized or
assumed after adoption of the current budget, including any expenses incident to
selection of additional or new officials required thereby, or incident to employee
recruitment at any time, the city or town legislative body, upon the adoption of an
ordinance, by the vote of one more than the majority of all members of the legislative
body, stating the facts constituting the emergency and the estimated amount
required to meet it, may make the expenditures therefore without notice or hearing.
B. Record Keeping
The City, when expending resources in response to a proclaimed emergency or disaster, will
maintain detailed records during such emergencies or disasters to meet the financial and
account requirements of the Federal or State funding agency. Records will be kept in such a
manner that emergency or disaster related expenditures and obligations of local
departments and agencies can be broken out and identified separate from regular or
general programs and activities.
Complete and accurate records are necessary to:
1. Document requests for assistance and ensure maximum eligible reimbursement.
2. Facilitate reimbursement under approved applications pertaining to proclaimed local
emergencies.
SA #2 — Financial Management Revised January 2015 192
RES.A Page 237 of 264
City of Auburn Comprehensive Emergency Management Plan
3. Audit reports and records. Detailed records will be kept from the onset of the emergency
or disaster, including but not limited to:
a. Appropriate extracts from payrolls, with any cross - references needed to located
original documents.
b. A schedule of City equipment used or copies of invoices for rented equipment.
c. Invoices, warrants, and checks issued and paid for materials and supplies used on
the job.
d. Copies of contracts for all work performed by an outside agency.
C. Federal and State Reimbursement
Emergency or disaster related expenditures and obligations of local political subdivisions
may be reimbursed under a number of Federal or State programs. Reimbursement of
approved costs for work performed in the restoration of certain public facilities may be
authorized by the Federal or State government after a major disaster declaration by the
President or under statutory authority of certain Federal agencies. The Federal Emergency
Management Agency (FEMA) provides funding to public entities through the Public
Assistance program. Other agencies that may provide post- disaster funds to public agencies
include, but are not limited to:
• Washington State Department of Energy — FCAAP Grants
• US Department of Transportation — Trans Aid
• US Fish and Wildlife
• FEMA Mitigation Program
• US Army Corps of Engineers
• Federal Highway Administration (for "on- system" roads)
• Natural Resources Conservation Service
1. Before a Presidential Disaster Declaration
After an occurrence that may result in a declared major disaster or emergency, the
Counties will assess damages and prepared an estimate of labor and damage costs.
These assessments are provided directly to the counties by local jurisdictions and must
be completed quickly after an event and, on occasion, while the event is still in progress.
The Counties then forward these Preliminary Damage Assessments (PDAs) to the
Washington State Emergency Operations Center. If expenditures within a particular
county and /or the state have exceeded a preset threshold, the governor will request a
Presidential Disaster Declaration.
2. After a Presidential Disaster Declaration
Once a disaster declaration is made by the President, Joint Field Offices are opened and
staffed by FEMA and the State, for the purpose of administering disaster assistance
programs. Public assistance meetings are held with impacted jurisdictions and moneys
are made available through established processes.
SA #2 — Financial Management Revised January 2015 193
RES.A Page 238 of 264
City of Auburn Comprehensive Emergency Management Plan
D. Audits of Disaster - Related Expenditures and Obligations
1. Audits of local disaster - related emergency expenditures will be conducted during the
normal audit period. Federal disaster assistance projects will be audited after the
completion of associated work and records must be kept for 6 years.
E. Fiscal Procedures
1. Each City department shall designate personnel to be responsible for documentation of
emergency or disaster - related expenses within their department.
2. Emergency or disaster expenditures will come from currently appropriated local funds in
accordance with RCW 35.33.081, Emergency Expenditures — Nondebatable
Emergencies and RCW 35.33.091, Emergency Expenditure — Other Emergencies —
Hearing.
3. The Finance Director, or designee, will be responsible for identifying sources of internal
funds to meet emergency or disaster related expenses that are incurred.
4. Regular "normal" approval procedures for expenditures may be modified to
accommodate the circumstances associated with the emergency or disaster.
5. Records shall be kept in a manner that distinguishes between day -to -day operations and
emergency or disaster expenses.
6. The Emergency Preparedness Manager shall coordinate documentation of city -wide
financial records and expenditures resulting from an emergency or disaster and shall
serve as the City's Primary Applicant Agency for FEMA reimbursement.
7. Alternate methods of payment and payroll processing shall be established in case of
computer system failure.
F. Administrative Procedures
1. Each City department shall designate personnel to be responsible for the documentation
of emergency operations within their respective department.
2. During emergency operations, non - essential administrative activities may be suspended.
Personnel not assigned to essential duties may be assigned to other departments in
order to provide support services.
3. Records of disaster operations activities shall be kept in a manner that distinguishes
them from day -to -day operational reports, service work requests, and payroll records.
4. When appropriate, disaster reports and expenditures shall be coordinated, and
documentation for State and /or Federal reimbursement and /or assistance programs
shall be prepared and submitted to the appropriate State and Federal agencies.
5. Volunteer emergency workers used during emergencies and disaster operations shall be
registered with the City as outlined in the Washington Administrative Code (WAC)
SA #2 — Financial Management Revised January 2015 194
RES.A Page 239 of 264
City of Auburn Comprehensive Emergency Management Plan
118.04, Emergency Worker Program and all donated hours tracked. Volunteers who are
pre- registered will be issued City Volunteer Identification cards. Spontaneous volunteers
will be registered on -site and their identity verified with government issued photo -ID.
6. In any event where volunteer emergency workers are used, the Emergency
Management Division will obtain a mission number from Washington State EMD. All
volunteers, their arrival and departure times, the nature of their work, and any injuries or
personal equipment losses will be documented for future reimbursement and claim
issues.
7. City departments may streamline permit processes based on the circumstances created
by the emergency or disaster.
8. City departments shall identify and prepare plans for alternate processing methods of
essential documents in case of computer or automation system failure.
G. Electronic Information Management
The Innovation & Technology Department is responsible for the protection and restoration of
electronic and computer hardware, software, connectivity, and data. The personnel from this
department will work with a designated employee from other departments to identify
mission — critical Innovation & Technology equipment with redundancy for emergency
operations.
H. Records Preservation and Retention
1. The City Clerk is responsible for establishing and publishing policy for essential record
preservation to ensure continuity of City government.
2. Directors of each department are responsible for records preservation in their respective
departments.
RESPONSIBILITIES
A. All City Departments
1. Prepare emergency fiscal procedures for the operation of their respective departments
2. Designate personnel responsible for documenting emergency or disaster - related
expenses at the department level.
3. Coordinate with Emergency Management in preparation and submittal of documentation
for reimbursement or assistance from Federal or State agencies.
4. Identify all repair and recovery actions and coordinate those through the EOC or the
Emergency Management Division for resolution.
5. Maintain documentation regarding injuries and lost or damaged equipment caused by
the emergency or disaster and provide this information to Risk Management, Finance, or
Emergency Management as requested.
SA #2 — Financial Management Revised January 2015 195
RES.A Page 240 of 264
City of Auburn Comprehensive Emergency Management Plan
This page intentionally left blank.
SA #2 — Financial Management Revised January 2015 196
RES.A Page 241 of 264
City of Auburn Comprehensive Emergency Management Plan
SA 3: WORKER HEALTH AND SAFETY
All emergency operations will adhere to the applicable occupational safety and health laws. The
following are specific laws passed by the State of Washington Legislature that pertain to
occupational safety and health. The laws listed here are hosted on Washington State's Office of
the Code Reviser web site.
Chapter 43.05 RCW — Technical Assistance Programs
Title 49 RCW — Laboi
Chapter 49.17
Chapter 49.19
Chapter 49.22
Chapter 49.26
Chapter 49.70
Regulations
— WISHA Act
—Workplace Violence in Healthcare
— Safety — Crime Prevention
— Asbestos
— Right to Know
Title 70 RCW — Public Health and Safety
Chapter 70.74 — Explosives
Chapter 70.77 — Fireworks Act
Chapter 72.23 — Public and Private Facilities for the Mentally III
Chapter 72.23.400 — Workplace safety plan
Chapter 72.23.410 —Violence prevention training
Washington Administrative Code
Chapter 298.800 — Safety and Health Core Rules
SA #3 — Worker Health and Safety Revised January 2015 197
RES.A Page 242 of 264
'Alu,BURN
VVAS p � I N G "i'(
Agenda Subject:
Resolution No. 5133
Department:
Community Development &
Public Works
AGENDA BILL APPROVAL FORM
Attachments:
RE S5133
Exhibit A ® DedgnStandardsDUC Zone
Administrative Recommendation:
City Council to adopt Resolution No. 5133.
Background Summary:
Date:
February 24, 2015
Budget Impact:
$0
During the Downtown Business Summit, a strong sentiment about the damaging
visual and experiential effect of poor awning and canopy design resonated with the
Mayor, City Council, and business owners. A business owner brought up the fact that
awnings and canopies are currently required in the Downtown Urban Center, which
goes against consultant advice and conventional design wisdom. As we work toward
improving the appearance of our Downtown Urban Center Zone, the City needs to
give business owners more flexibility and design options; over - mandating limits
creativity and applies a one -size fits all to buildings with different scales and attributes.
Finding smart solutions to facade design requires removing an unnecessary
requirement to provide awnings and canopies.
The language retains mention of awnings and canopies, but provides more guidance
on how to achieve awning and canopy designs that enhance the attractiveness of
downtown. The revisions and additions clarify the purpose of awnings, lighting
requirements for awnings, as well as awning, canopy, and overhang materials and
styles that are considered appropriate in Downtown Auburn.
During the Study Session on February 23rd, the City Council and Mayor reviewed and
asked questions about the changes to the Downtown Urban Center Design
Standards; they agreed to the changes without revisions.
Reviewed by Council Committees:
Other: Planning, Legal Department, Council Study Session
Councilmember: Staff: Snyder
RES.B AUBURN * MORE THAN YOU IMAGINED Page 243 of 264
Meeting Date: March 2, 2015 Item Number: RES.B
RES.B AUBURN * MORE THAN YOU IMAGINED Page 244 of 264
RESOLUTION NO. 5 1 3 3
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF AUBURN, WASHINGTON, AMENDING
THE CITY OF AUBURN DESIGN STANDARDS FOR
ITS DOWNTOWN URBAN CENTER ZONING
DISTRICT
WHEREAS, the City of Auburn maintains and publishes Design Standards
for its DUC Downtown Urban Center zoning district, which are intended to
provide standardization of design elements for consistency and to assure public
safety; and
WHEREAS, pursuant to Auburn City Code 18.29.070, the Downtown
Auburn Design Standards may be amended periodically to respond to new
development conditions or to address emerging issues; and
WHEREAS, the Auburn Department of Community Development and
Public Works has prepared revisions to the Downtown Auburn Design Standards,
to provide updated standards for building design relating to protection of
pedestrians from the elements.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
HEREBY RESOLVES as follows:
Section 1. That the Downtown Urban Center Design Standards related
to building design and weather protection shall be amended as provided in by the
proposed revision to Downtown Urban Center Design Standards document
attached hereto as Exhibit A, to be effective as of March 9, 2015.
Section 2. That the Director of the Community Development and Public
Works is authorized to implement such administrative procedures as may be
--------------------------
Resolution No. 5133
February 18, 2015
Rage 1 of 2
RES.B
Page 245 of 264
necessary to promulgate and publish this revision to the Downtown Urban Center
Design Standards.
Section 3. That this Resolution shall take effect and be in full force
upon passage and signatures hereon.
Dated and Signed this day of
CITY OF AUBURN
. 2015.
NANCY BACKUS, MAYOR
ATTEST:
Danielle E. Daskam, City Clerk
APPROVED AS TO FORM:
GA
Daniel . Heid, City Attorne
Resolution No. 5133
February 18, 2015
Page 2 of 2
RES.B Page 246 of 264
Exhibit A
Downtown Urban Center
City of Auburn Design Standards
ADOPTED 2/12/07-
AMENDED 4/14/08, 06/9/08, 06/16/09, AnnFninFn 05/24/101
REVISION EFFECTIVE 03/09/2015
City of Auburn Design Standards
Downtown Urban Center Zone
May 9, 20158
RES.B Page 247 of 264
TABLE OF CONTENTS
I. Definitions /Architectural Terms
II. Guidelines Applicable to All Development
Site Design Parking Lots and Garages
-- Screening and Landscaping
-- Pedestrian Connections
- -Width / Spacing of Driveways
Shielded Lighting
Screening Service Areas
Public Plazas
Building
Design Entrances
Ground Level Details
Base / Middle / Top
Upper Level Setbacks
Treating Blank Walls
Use of Neon
Parking Structures
Screening Rooftop Equipment
Energy Efficiency
Sign Design Integration with Architecture
Creativity
Landmark Signs
Ground Signs
III. Guidelines Applicable to Pedestrian Streets
Site Design Limitation on Driveways
Location of Parking
Location of Drive - Through Lanes
Building
Design Land Use Mix
Proximity to Sidewalk
Ground Level Transparency
Weather Protection
Sign Design Pedestrian Orientation
City of Auburn Design Standards
Downtown Urban Center Zone
May 9, 20158
RES.B
2
Page 248 of 264
DEFINITIONS /ARCHITECTURAL TERMS
These words shall have the following meanings for the purposes of these guidelines:
a. Articulation - in art and architecture, is first of all a joint. Expanding from that definition, articulation is also
a method of styling the joints in the formal elements of architectural design. Through degrees of
articulation, each part is united with the whole work by means of a joint in such a way that the joined parts
are put together in styles ranging from exceptionally distinct jointing to the opposite of high articulation —
fluidity and continuity of joining. In highly articulated works, each part is defined precisely and stands out
clearly. The articulation of a building reveals how the parts fit into the whole by emphasizing each part
separately.
b. Belt Course - A molding or projecting course running horizontally along the face of a building.
c. Boxed Cabinet Signs - is a permanent sign that is mounted on the face of a building that is roughly
rectangular in shape and provides for internal illumination and changing the message of the sign by
replacing a single transparent or translucent material such as a Plexiglas /lexan face. This definition is
meant to distinguish between a cabinet sign that is essentially a rectangular box and one that follows the
outlines of the letters of the sign, or an "outline cabinet sign."
d. Canopy - means a cover over a sidewalk providing protection from the rain, which is constructed of
durable, permanent materials.
e. Cornice - upper section of an entablature, a projecting shelf along the top of a wall often supported by
brackets.
f. Director - means the director of the Auburn Pplanning and Ddevelopment Ddepartment.
g. Neo- traditional – Design concept that promotes a more livable and alive lively community for residents;
more sustainable since it preserves land by encouraging more compact development and reduces air
pollution and carbon dioxide emissions by creating new opportunities to walk and bike rather than using a
car; and mixed -use with a combination of commercial and residential development.
h. Outlined Cabinet Signs - is a permanent sign that is mounted on the face of a building that roughly follows
the shape of the text of the sign and provides for internal illumination. This definition is meant to
distinguish between a cabinet sign that follows the outlines of the letters of the sign and one that is
essentially a rectangular box or a "boxed cabinet sign." An "outlined cabinet sign" will be treated more like
an "individual letter sign" where the area of the sign is calculated based on the actual outlined shape of
the sign.
Parking, structured - means parking contained within an enclosed building either part of or designed to
appear like it is part of the larger building complex, or a freestanding structure devoted exclusively to
above -grade parking.
City of Auburn Design Standards
Downtown Urban Center Zone
May 9, 20158
3
RES.B Page 249 of 264
Personal service uses — means uses such as hair salons, nail salons, custom tailoring, dry cleaning, and
similar related uses. Personal service uses can also include banks.
k. Plinth - a block used as the base of a column or other upright support.
Public art - means any form of painting, mural, mosaic, sculpture, or other work of art, so long as it can be
appraised as a work of art and its value as such documented, displayed on the exterior of a building, at or
near the pedestrian entrance, or on a public plaza, and visible to users of the public right -of -way at all
times.
m. Plaza - means an open space that is visible and accessible to the public at all times predominantly open
to the sky, and for use principally by people, as opposed to merely a setting for the building.
n. Street level retail - means uses providing goods and services, including food and drink, adjacent to,
visible from, and directly accessible from the public sidewalk.
City of Auburn Design Standards
Downtown Urban Center Zone
May 9, 20158
El
RES.B Page 250 of 264
GUfUtUNESAPPUCABLE ro ALL DEYF�OPMENTr,v Dow�vrow.ti�
.�ll(' �)l'\1�71 �
GU/DEL/NES APPL/CABLE TO S/TE DES/GN
1. PARKING LOTS AND GARAGES
Infent: Reduce fhe visual impact of surface parking Iots `�� ' :��
and garages � • ;: "
_ °: :=�' �;
A. Generel -�
1. Parking shall be located over, under, behind, or to the side of buildings. �.,�`��r" ~_� � " '
Parking structures are strongly encouraged. � �"
� � ..
2. All parking lots shall meet the design and construction standards of — --
ACC 18.52 unless modified herein.
. Parking stall standards for 90 degree stalls in structured parking
facilities shall be 18 feet in length and 9 feet in width. All other .� c�
dimensions shall meet ACC 18.52. � � `
3. Compact parking stalls shall be permitted but only 30% of the parking ' � ��e���
provided may be dedicated to compact parking. _���` � �
B. Screening and Landscaping � �J
1. Surface parking lots consisting of ten or more stalls shall feature � � �r � � �-- �
landscaped planter beds at a ratio of one to every six (6) stalls. Each � � � � P, i I
planter bed shall include at least one tree, a minimum caliper of two (2)
inches at the time of planting. }y _
2. The minimum planter size shall be '100 square feet. Planters shall be ' � .
protected by concrete curbs and shall also feature shrubs and/or S. ��� �y
groundcover. �„ -"� s��••s
3. Surface parking lots located adjacent to any street (excluding alleys) � `r' �'v � ri�'�
shall be screened by one or a combination of the following: � � -
a. Low walls made of decoretive concrete, masonry, or other similar �
material, not exceeding a maximum height of 30 inches. „S-.�
b. Raised planter walls planted with a minimum of 80% evergreen �`
shrubs, not exceeding a total height of 30 inches
c. Landscape plantings consisting of trees (of which at least 80% are
deciduous) and shrubs and groundcover materials (of which at :�
least 80%a are evergreen). �f� ' �
,� », ��
d. All plant material used for parking lot screening shall provide clear .:.r����:� t ' �
v i e w s b e t w e e n 3 0 i n c h e s a n d e i g h t(8)f e e t a b o v e t h e g r o u n d � ��
surface, for visibility and safety. ��,�� ,�*�`
e. Planting areas shall be a minimum of five(5)feet in width and - , ;�
shall be irrigated ���
� Citv of Auburn Design Standards 5
Downtown Urban Center Zone
� PAay-24March 9, 20150
RES.B Page 251 of 264
GL�rCELih�ES APnL;CABLE TO ALL DEYELOPMENT IN DQW��:�O'N.ti'
.S(Ic' �i'.�t;,71 �
PARKING LOTS AND GARAGES (Cont.) r~. , ;-
�_t__
`
C. Pedestrian Connections
1. Pedestrian connections not less than five(5)feet wide shall be .
provided through parking lots to building entrances, sidewalks ' ��
andlor transit stops. ' � 1
2. Pedestrian connections should be clearly defined by at least two I
of the following: r m� .�
a. Six (6) inch vertical curb in combination with a raised ��` ��..-.�
walkway; �'
b. Textured paving, including across vehicular lanes, such as ,, >-��;-
unit pavers, stamped and scored concrete;
c. Bollards; .' � � _ :
v
d. Trellis ' ,y,�i'�"
e. Continuous landscape area at least three (3)feet wide and at �',.-- ' "'
least on one side of the walkway; � �_ ,.
f. Pedestrian-scale lighting to aid in wayfinding. "T'
� - T� "
D. Width/Spacing of Driveways L�� � � �
1. Driveways should not exceed 24 feet in width at the property line. � � �
�� -
Distance between curb cuts should not be less than 100 feet, �
measured from the outer edge of the driveway aprons. ` '
2. The sidewalk pattern and material shall continue across the � �� ` ,, .�
driveway. �'►
2. SHIELDED LIGHTING
� �
°�Ccs:::a:�.^•�tt'bc�..,.^::�t Jdrk�r,q�of
Intent: Ensure fhat exterior site lighting coniributes to the
characier of the site such as accentuating architectural features (e.g., building entrances)
and does not disiurb adjacent deve/opment
A Only City-approved standard fixtures shall be used for public sidewalk lighting.
B. Ail site lighting shall be shielded from producing off-site glare, either ��
through e�Rerior shields or through optical design inside the fi�Rure, so
that the direction of the light is downward. � �,�,,,,,
oa m„
arcny I ��p
C. The maximum height allowed for parking lot lighting is 24 feet. The ce°""`" 101
w.�, I
maximum height along pedestrian walkways is 16 feet.
�, I
D. Site lighting should be appropriate to create adequate visibility at night, 1— -''�'
evenly distributed to increase security, and coordinated with adjacent landscaping to avoid casting
long shadows.
E. Incorporate electrical service into lighting fiMUres for seasonal ornamental lighting.
� Citv of Auburn Design Standards 6
Downtown Urban Center Zone
� May-24March 9, 20159
RES.B Page 252 of 264
Q(,�iUELiNES AP�L�CAeLE TO ALL DEVELOPMENT��ti DOd'Vn.�TO'+v.ti'
s�f�� n��.,;,,�, �
3. SCREENING OF TRASH / SERVICE AREAS
Infent: screen trash storage, loading and service areas from public view
A. Trash and service areas shall be placed away from streets. ��
B. All service, loading and tresh collection areas shall be screened by a = -
combination of masonry walls and planting, with similar charecter to the
design of the building it serves. If landscaping cannot be accomplished
due to existing site conditions (e.g. existing parking areas)then the
Planning Director may approve artistic features on the face of the
masonry wall in place of landscaping.
C. Loading and service areas shall not face any residential areas, unless no other location is feasible.
Effort should be made to buffer impacts to residential areas.
4. PUBLIC PLAZAS
Intent: If included in the development, ensure public plazas are readily accessible for
use and offer a pleasant environmeni
y " ,��.
A. Public plazas must abut and be within three (3)feet in elevation of a ' w�
public sidewalk. Ramps shall be provided consistent with ADA �xl"`
standards. �
B. At least ten (10) % of the plaza area shall be planted with trees and � \
other vegetation. �
C. Plazas shall include adequate lighting, allow for penetration of
sunlight, and provide seating in the form of low walls, benches and/o _
tables and chairs. RL . �
�- :"�c"v
� -
D. Accessory site features such as, waste receptacles, street fumiture M � a�!�+
and movable planters shall be of compatible design to the main �"' ✓,.� - �,:
building served by the plaza. � '�,��`
��
� '��
_ �. �
� Citv of Aubum Design Standards 7
Downtown Urban Center Zone
� May-24March 9, 20159
RES.B Page 253 of 264
�u�DcL;�1�Fs n�"LiCA2LE To ALL DEVELOPMENT r�v DOwh��O'rv.ti'
larri(�lr�t., !)r�i,�ii �
1. ENTRANCES � �; �
Intent: ensure that entrances are easily idenGfiable
and accessib/e from streets and sidewalks � i
i'� �:
A. Main building entrances should be oriented to the - "`' ►
property line abutting the primary street rather than to a t'x
parking bt. '�'
B locate primary entrances so that they are visible from the � T -- L ;
public right-of-way. The entry should be marked by w�. �
" 1 �•`
architecturelly prominent elements such as canopies,
ornamental lighting fixtures and/or fixed seating that offer ��'"' '
visual prominence and a sense of safety. -
s
.'
2. GROUND LEVEL DETAILS ' i '
Intent: reinforce the character of the streetscape �I �! �
� �, ' .�
a — '"'
A. Street-oriented fa�ades of commercial and mixed-use ' ' .
buildings shall be designed to be pedestrian-friendly through � , �
the inclusion of at least four of the following elements:
.
1. Kickplates for storefront windows; � ��° �
2. Projecting window sills; nm.�;yi
3. Pedestrian scale signs; ' ,��.�..� r
4. Canopies; ".-'_"'" .:T'.l„��:i '` —
5. Plinths for columns; � ��`
6. Containers for seasonal plantings; "� _ ��"���I ``�+�
7. Ornamental tilework; ri�
8. Medallions; ,
�
9. Belt courses; ' "'
10. Lighting or hanging baskets supported by
a-.
ornamental brackets; \�: ;�u
11. An element, as approved by the City, which meets the y
\
intent of this section. �� –.c '
� t
� "_�~��
� '^- _-- -
.��. _ ,
�s�,-;� ,
"m��- �
c=w - �
� City of Auburn Design Standards ' s 8
Downtown Urban Center Zone
� AAay-�4Maroh 9, 20159
RES.B Page 254 of 264
C��IDEi�MES APPL?CABL� TO ALL DEVELOPMENT r�'v JOW?V'O'N.N
�ii;lli?iN,� �)t'\!�i; �
3. BASE / MIDDLE / TOP � � []
lntent: primarily emphasize ihe street level, but also
create a visually interesfing skyline '� ,' �� g � ❑
i ,r� .
A. Buildings above 30 feet in height should distinguish a "base" at ''-� 5'� -�
ground level using aRiculation and materials such as stone, " '
masonary, or decorative concrete. -'��� •-�n , „
• . Y'�k
A. The"top" of the building should emphasize a distinct profile or r _F �
outline with elements such as a projecting parapet, comice, upper � j,�
Ievei setback or pitched roofline. Materials shall be coordinated {�I�� i`� . 7T '
within the project. ������
B. The"middle" of the building should be distinguished by a change in /f/t�y'04 r
materials or color, windows, balconies, stepbacks and signage. �1�� '`�a� '��
' ��-'T•�'��<
� III ,'�p`���
��:���` ���
_a
. UPPER LEVEL SETBACK
Intent: reduce the apparent bulk of mu/ti-story buildings and ��j�
maintain pedestrian sca/e �„3„�, rr �'"- }' �
�; � .� � � 1��,'� '
A. Building fapades abutting streets shall have an upper level setback � . �:•
at a height 25-40 feet above grade, with a minimum depth of ten (101 � � �
:��� � � -�
feet. ��
. ��,.` � �
B. New structures that have frontage on Main Street shall be designed �
to reflect the scale and rhythm of historic Main Street and retain the —
Main Street pedestrian scale.
� Citv of Auburn Design Standards 9
Downtown Urban Center Zone
� AAa�-24March 9, 20150
RES.B Page 255 of 264
I
GL')LELINES APPL!CABL� '0 ALL DEVELOPMENT��;� DOvwd'O�.vN
Ii�ul�lr�r,� l�r�!�;: �
5. TREATMENT OF BLANK WALLS
Intent: reduce the visual impact of blank walls by providing visual interest
A. Blank walls visible from the public street longer than 30 feet shall .
incorporate two (2) or more of the following features: ��- — ,
1. Vegetation, such as trees, shrubs, ground cover and/or vines �
.
adjacent to the wall surface; r ,
_ . _ ,- �.
2. Artwork, such as bas-relief sculpture, murals, or trellis - - -
structures � . �
3. Seating area with special paving, lighting fixtures and seasonal
plantings; andlor -��' "
4. Architectural detailing, reveals, contrasting materials, or other °'� -- -�
special interest, consistent with character of the downtown.
6. USE OF NEON
Intent: encourege the use of neon as an aichitectural embellishment in keeping with the character
of downtown.
A. Neon may be allowed to emphasize unique building
featu res. �gU�
W STICE
B. Neon may be used as artwork or as graphic symbols that • CEtvTER
portray the nature of the business
�
�
� Citv of Auburn Design Standards 10
Downtown Urban Center Zone
� AAay-24March 9, 2015A
RES.B Page 256 of 264
G��+�E_�NcS n?'L�CnB±E TO ALL DEVELOPMENT!N DOwN70W,h'
8l!f<<1(lf,� !7c'JI,�!! �
7. PARKING STRUCTURES
Inient: reduce the visual impact of strucfured parking located above grade
A. At ground level, free-standing parking structures shall comply with
guidelines addressed under'Ground Level Details.'
B. Upper levels of structured parking should be screened or treated B� �
architecturally by two or more of the following: �� �
1. Roughly square openings rather than horizontal � �
2. Planting designed to grow on the faqade � -,`,
3. Louvers +
4. Expanded metal panels -
5. Decorative metal grills �
6. Spandrel (opaque) glass
�,
7. An element, as approved by the City, which meets the intent of
this section. 4� ',.orh,�
��
C. Lighting fixtures within garages should be screened from view from
the street.
D. In order to provide a safer environment, parking structure illumination
should be designed to a maximum uniformity ratio (proportion of
average to minimum illumination) of 4:1.
8. ROOFTOP EQUIPMENT REQUIREMENTS AND
SCREENING
Mteni: screen roofrop mechanical and communications --�_
equipment from the ground level of nearby streets and """�'
residentia/areas � - �
..s
f"
A. Mechanical equipment shall be screened. Screening shall �
be integrated with the architecture of the building. ��•
B. An access easement to rooftops shall be provided to the � r'1I I�
City, which will allow the installation of devices for wireless - � �
coverage and maintenance of those devices. The applicant ' � � rn� -J�
shall also provide access to power on rooftops to be used for �`� — '-
� �n�+��i��6�1
City wireless facilities. The parameters of the access �
easement and location of devices shall be approved by the �'� ' ���
City. Any cabling and/or power shall be secured so the ��R�� ° -
✓�Sti .,°��G�•.�I J u��IC�n .y:i'li.:
� Citv of Auburn Design Standards 11
Downtown Urban Center Zone
� AAay-24March 9, 2015A
RES.B Page 257 of 264
facilities are not damaged by other activity on the roof.
C. The applicant shall install an outdoor speaker system and AM receiver, to receive the City's Main
Street radio signal, on any new commercial structure within the Downtown Urban Center zone. The
property owner and/or building owner shall be responsible for the outdoor speaker system and any
repairs or maintenance.
D. Utility equipment such as power and gas meters shall be painted to match the structure.
E. Private utility cabinets (e.g. Comcast, PSE) shall be screened with landscaping where feasible.
Gu+CEU�V�s APaLrCncLF ro ALL DEYELOPMENT rrv DOwN�o'ev.N
5r;,�r l�r�r;ir �
1. LANDMARK SIGNS
Intent: preserve the unique character of the downtown
A. Retain existing historic signs (as determined by the City) that - � _ ,..
feature the character of the area, wherever possible.
t a"�
v ���
��r.,�.�,
2. INTEGRATION WITH ARCHITECTURE
Intent: ensure ihai signage is a part of the overall design of a project and not additive or
an afrerthought
A. The design plans for buildings and sites shall identify locations and � „
sizes for future signs. As tenants install signs, such signs shall be in ����I
conformance with an overall sign program that allows for advertising �� . a'��
which fits with the architectural character, proportions, and details of r� °�,�
the development. The sign program shall indicate location, size, and y , � �
general design. �� � .
�� �izii.
B. New signs shall not project above the roof, parapet or exterior wall �="
unless paR of an integral architectural feature. Signs mounted on a �'
roof are not allowed. �
�,--' _ r.
S _�
� Citv of Auburn Design Standards 12
Downtown Urban Center Zone
� AQay-�4March 9, 20158
RES.B Page 258 of 264
.;U�CEiL1'ES A�PUCAa�e ro RLL DEYELOPMENT+ro�ow�vrosvn�
Jr�,i1 Dc�r,�r �
3. CREATIVITY
Intent: encourage inieresting, creafive and unique approaches to the design of signage
A. Signs should be highly graphic in form, expressive and
individualized. Signs should convey the product or service offered �
by the business in a bold, graphic form ,�„�
<<
�, —
B. If a projecting sign is designed by a graphic design "` � 1
professional and includes a non-verbal, three-dimensional symbol "�. g '
that succinctly conveys the nature of the business and constitutes �. p
a dominant proportion of the overall design, the sign may be / j�
allowed to exceed the maximum area otherwise allowed by 50%. ���� -
4. GROUND SIGNS
Intent: ensure ihat signs are not principally
oriented to automobile traffic
��
A. All freestanding signs shall be ground (monument) signs no ' �
higher than five (5) feet. Pole signs are prohibited � '�
�?�, ,
B. The area around the base of any ground sign shall be �
planted with shrubs and seasonal flowers. � 5^'x-.Mc
s
C. Backlit signs are permitted if the sign meets all other ' ��
standards for signage in this document and Chapter 1829.
D. Internally-lit signs are p permitted when located
adjacent and oriented to Aubum Way North/Aubum
Way South street frontages and only with electronic
message center signs in accordance with Aubum
City Code Chapter 18.56 Signs. If an internally lit � • •
sign is utilized, the sign shall also conform to all 1 • . ,
other applicable standards for changing message � , � �
center signs as described in this same chapter.
E. Boxed cabinet signs are prohibited in the Downtown �
Urban Center zone. , _;�, _
F. Outlined cabinet signs are permitted only if the sign�
meets all other standards for signage in this
document and Chapter 18.29. ��� �
� Citv of Auburn Design Standards 13
Downtown Urban Center Zone
� �annarcn s, zo�se Page 259 of 264
A!7D'TtON/+L GU/DE�!.h'ES-�.R GE✓E!0��dE�'v�S�TES aD�ACE�ti' '0 PEDESTRIAN STREETS
.Sll[' ��'.11;�I! �
ADD1TlO/V'AL GUlDELl�V�S FCR
DE'VFLOP�"✓JEfVT SITES ADJACErb'T TO
PEDES TRIAN
STREETS
1. LIMITATIONS ON DRIVEWAYS
Inteni: maintain a continuous sidewa/k by
minimizing driveway access � �
,:
A. Curb cuts are prohibited on Main Street and also on other Pedestrian I 1 ��+ � .
Streets, unless access from no other street is available. '4''� , . �; '
._ .
, �
2. LOCATION OF PARKING � — �.."�
Intent: reduce the visual impact of parking �
and enhance the pedestrian experience
lSTREE?
A. Parking shall be located under or behind buildings or within structures.
2-
B. On all Pedestrian Streets, surface parking lots are not permitted � �t��� "
between the building and the right-of-way. � �*+r - �'
` ', y� ; "� : �,.
3. LOCATION OF DRIVE-THROUGH LANES ��_
r ',/ .
/ntent: preserve a safe and comfortable
ti ' �---�4��.�
pedestrian experience �
�.
8. Drive-through lanes are not allowed between the building
and the public right-of-way on Pedestrian I Streets.
� Citv of Auburn Design Standards 14
Downtown Urban Center Zone
� �March 9, 20159 Page 260 of 264
ADD!?+oNAt GU�JE_r,a�ES �oP. CE✓_�o�'r6EA�7 S+7ES ADJaCEN7�o PEDESTRlAN STREETS
h�ttf�i�lf7� �)c'�l,�I7 �
1. LAND USE
/nfenf: ensure a rich, uninterrupfed mixture of ' !�
lively acfivifies aimed ai people on foot
� , srH:� �
� � � .
A. Along Pedestrian I Streets, ground floor uses that �,� x "-' �
face the sidewalk shall be retail, restaurant or personal '' � �-_
service uses. - �"� '
.
B. Along Pedestrian II Streets, ground floor office and
residential uses are also acceptable when facing the sidewalk.
2. PROXIMITY TO SIDEWALK �r .. jr
Inient: reinforce an active pedestrian experience '
a/ong Pedestrian Streets °
A. Buildings along Pedestrian Streets shall be set immediatety �
at the back of the sidewalk, with the exception of providing open
space for public use such as plazas, courtyards and seating areas � `
.
B. Water run-off from canopies/awnings should be controlled by ��
gutter or other means.
� Citv of Auburn Design Standards 15
Downtown Urban Center Zone
� �March 9, 20159 Page 261 of 264
ADD;T�ONF�t CU:D���NES =0���✓��Oapi�E,ti'S�•ES n:7.,�n,�Era--G PEDESTRlAN STREETS
b'?�rl�lin.; Dr�i,;i� �
3. GROUND LEVEL TRANSPARENCY
Intent: strongly encourage that structures provide a visual connection with pedestrians
between aciivities inside and outside of buildings
� '.
A. Along Pedestrian I Streets, a minimum of SO% of any ground ;i�,'1`'��
floor fa�,ade (between two(2)feet and 12 feet above grade) ,
facing a street or public space shall be comprised of clear, .�� �
"vision" glass. Placement of office equipment or other �'
similar items shall not be located along the clear vision glass � � V
R'
fa�ade that would completely inhibit the visibility into and out
of the building space. ,
B. Along Pedestrian II Streets, a minimum of 60% of any �
ground floor fa�ade(between two (2)feet and 12 feet above k �
grade)facing a street or public space shall be comprised of `
clear, "vision" glass. Placement of office equipment or other � � �
similar items shall not be located along the clear vision glass ���,��,,, ,„, ,
fagade that would completely inhibit the visibility inro and out " "``- -
of the building space.
C. Along Main Street, doors and windows should reflect the �! I
historic Main Street rhythm of 25-foot wide storefronts. �v-
��"'Y minimum
D. Frosting, tinting, or other similar glass affects that inhibit the ■i
�! 6'deep
visibility into and out of the building space is prohibited. ����
4. WEATHER PROTECTION r� � a,zr�
Intent: provide pedestrians wiih protection from ihe ; f�, ���w
weather and enpapinq exterior space to sit, eat, and '�`---
walk ,
' �
A. While canopies, awninqs, and other tvoes of overhanqs are ��;�� �� . -!
not reauired.6canopies�aa�awnings and other tvoes of �,
overhanqs mavs#�a41 be previded-included ale�gaA-fa§a�es „ ,_'-~�`
if thev orovide "� � � y •
protection from the weather(includinq solar protection from �a�, � �-{�i-`-.? y'r�'
radiant heatinq or fadinq), help create an invitinq place for --'-' ^�"�'"�����
outdoor seatina or dininq area, or enhance the feelinq of
safetv throuqh inteqral liqhtinq.
B. The minimum depth of any canopy,�awning, or other tvpe
of overhanq sh;�ke-fe�{4}#eefmust be in or000rtion to the
� Citv of Auburn Design Standards 16
Downtown Urban Center Zone
� ��nnarch s, 20�se Page 262 of 264
use. The vertical dimension between the underside of the
canopyy-eFawning, or other tvoe of overhana and the
sidewalk shall be at least eight(8)feet and no more than
I twelve 12�feet.
C. Canopiesaady awnings and other tvoes of overhanqs shall
be e€shed or marquee style, except that bowed awnings
may be used over arched wia�ewsbuildinq entrances and/or
windows.
D_Weather protection can be combined with the method used
to achieve visual prominence at buildin entrances.
{�E, Canooies not made of a combined metal and qlass assemblv that allows transmission of liqht and
that extends three feet side-to-side bevond a door or buildinq openinp must have inteqral liqhtinq
svstems, sconce liqhtinq, or some other additional liqhtinq to prevent dark, shadow-filled spaces
under the canopv. awninq, or other tvAe of overhanq.
ADDfTlOh'AL CU�pE�Lh'ES �OR CFJFLOPPh�E1�7 SiTES AD�AC61�'i C PEDESTR/AN STRFETS
.Sr�it Dr�r,ir �
1. PEDESTRIAN ORIENTATION
Intent:provide signs lhat activate and sYrengthen I ` '''' � ,`."',,' ' ` I
the pedestrian realm
_�
A. Signs shall be primarily oriented to pedestrians, rather than �
people in vehicles. The following are types of signs are
encoureged along Pedestrian Streets:
1) Blade signs (projecting over sidewalk)
2) Window signs (painted on glass or hung behind glass) -- --
3) Logo signs (symbols, shapes)
4) Wall signs over entrance. �,-�
�,,,. r ".*",
B. Monument signs are permitted on pedestrian streets onl;� f I �
the following are met: _.
1. The sign is setback from the back of sidewalk.
2. Does not create a sight distance hazard;
3. Does not block pedestrian access; � L� -i '
4. The sign is providing pedestrian wayfinding and -�or �
oriented to vehicles; and d� ' -_ ' _s�
5. Does not conflict with requirements to meet the r`-' � .�, -
American with Disabilities Act. i
C. Signs shall be evaluated with respect to size, scale. and � -
relationship to other signs, function, location and other y
factors.
� Citv of Auburn Design Standards 17
Downtown Urban Center Zone
� �March 9, 20159 Page 263 of 264
Pedestrian Streets
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� '' ' S00 DOW(VTOWN URBAN CEIVTER ZONE
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� Citv of Auburn Design Standards 18
Downtown Urban Center Zone
� �4Marcn s, 2o15A Page 264 of 264